????15個(gè)月前，當(dāng)瑪麗莎?梅耶爾空降雅虎(Yahoo)走馬上任CEO時(shí)，有些員工告訴她，“你有1,000個(gè)問題要解決?！?/p>

????“聽到人們這么說，壓力真的很大。你打算怎么解決1,000個(gè)問題呢？”上周四她在《財(cái)富》全球最具影響力女性峰會的舞臺上這樣表示。

????梅耶爾能成功解決1,000個(gè)問題，得益于她從過去的老板、谷歌(Google)的埃里克?施密特得到的建議?！鞍＠锟苏f，優(yōu)秀的管理人士也會常?；煜稽c(diǎn)，深信自己的職責(zé)是做事。你的工作是防衛(wèi)（而非）攻擊。清理道路。排除障礙”——然后讓員工們“盡可能快地”向前跑。

????自稱科技迷的梅耶爾還將施密特的建議轉(zhuǎn)化成了她自己的科學(xué)領(lǐng)導(dǎo)力理論。她在最具影響力女性峰會上告訴包括沃倫?巴菲特、施樂(Xerox)首席執(zhí)行長烏爾蘇拉?伯恩斯在內(nèi)的聽眾，她將文化視為DNA。“我對遺傳學(xué)了解不多，但我知道一點(diǎn)，”梅耶爾說?！拔覀冃枰氖悄切┱磉_(dá)基因或高表達(dá)基因?！?/p>

????為了激勵(lì)雅虎全球12,000名雇員，梅耶爾表示，她嘗試“剔除一些成為阻礙的負(fù)表達(dá)基因。這不是注入新的突變DNA，不是改變文化，文化還是原來那個(gè)文化，但去蕪存菁，變成了最好?！?/p>

????為此，梅耶爾啟動(dòng)了PB&J計(jì)劃，希望能去除繁雜的流程和官僚文牘主義，消除局部擁塞。作為PB&J的一部分，梅耶爾和她的新管理團(tuán)隊(duì)打造了一個(gè)在線工具，用于征集員工的投訴，以及就這些問題是否值得嘗試解決進(jìn)行投票。任何至少獲得50票的投訴，比如，低電量的筆記本電腦或公司健身館繁多的條例，都會引起管理層的關(guān)注，并由普通員工負(fù)責(zé)解決這個(gè)問題。雅虎會對員工的做法進(jìn)行評估。

????上任一年多后，梅耶爾在此次峰會上表示，“我們解決了1000個(gè)問題，有大問題，也有小問題?！?/p>

????企業(yè)文化重塑顯然正在讓雅虎變成一個(gè)更有吸引力的工作場所。梅耶爾表示，上個(gè)季度，雅虎收到了17,000份求職者簡歷。大大高于上年同期的2,000份。（財(cái)富中文網(wǎng)）???

????When Marissa Mayer landed at Yahoo (YHOO) as its new CEO 15 months ago, some employees told her, "There are 1,000 things you need to fix."

????"It's really overwhelming when people come up and say that to you because, how are you going to fix 1,000 things?" she said on stage last Thursday at the Fortune Most Powerful Women Summit.

????What enabled Mayer to fix 1,000 things was a piece of advice she got from Eric Schmidt, her former boss at Google (GOOG). "Eric says that good executives confuse themselves when they convince themselves that they actually do things. It's your job to be defense [rather than] offense. Clear the path. Get obstacles out of the way"—and then let employees run "as far and fast as they can."

????A self-proclaimed geek, Mayer translated Schmidt's advice into her own science-based theory of leadership. She told the MPW audience—including Warren Buffett (BRKA) and Xerox (XRX) chief Ursula Burns—that she thinks of culture as DNA. "I don't know a lot about genetics, but I know a bit," Mayer said. "You want the genes that are positive to hyper-express themselves."

????To motivate Yahoo's 12,000 employees around the world, Mayer says she's tried to "take some of the negative genes that are getting in the way and shut them off. It's not about injecting new mutant DNA. It's not about changing the culture. It's about making the culture the best version of itself."

????Her tactic has been a program she launched called PB&J, which is designed to rid Yahoo of poisonous processes, useless bureaucracy and jams. As part of PB&J, Mayer and her new management team created an online tool to collect employee complaints and employee votes on whether the problems are worth trying to fix. Any complaint—such as underpowered laptops or onerous rules at the company gym—that generates at least 50 votes gets management attention--and the onus on the rank and file to fix the problem. Employees get evaluated on how they do that.

????One year in, Mayer reported at the Summit, "We fixed 1000 things, some big, some small."

????The cultural overhaul clearly is making Yahoo a more attractive place to work. Last quarter, Mayer says, the company received resumes from 17,000 job applicants. That's up from 2,000 last year.