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????下面是我的回應(yīng)：

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????我想，如果更多的員工在家中舉行會(huì)議，邀請(qǐng)那些對(duì)Zappos感興趣或是住在市中心的人到自己家中及諸如此類地方，事實(shí)上我是全力支持的，我覺(jué)得這對(duì)我們的公司文化和品牌來(lái)說(shuō)是一件好事。我認(rèn)為在一種更加私人化的場(chǎng)合了解自己的同事是一件很好的事情。我認(rèn)為，到市中心那里出去走走將成為我們下一步演進(jìn)的組成部分，那可能要比呆在辦公室更好一些，或者應(yīng)該把時(shí)間分成一半一半。

????社區(qū)> =辦公室>獨(dú)自在家辦公

????或者，考慮這個(gè)問(wèn)題的更好方式是從互動(dòng)和走動(dòng)的角度來(lái)看。比之呆在辦公室，外面的社區(qū)會(huì)讓你得到更多的機(jī)會(huì)與人互動(dòng)，四處走走。

????基本上，我認(rèn)為，如果更多的員工每天花3-4小時(shí)在市中心走動(dòng)（我現(xiàn)在大部分時(shí)間都在那里——根據(jù)我的估計(jì)，我每天花在市中心跟人互動(dòng)的時(shí)間就是3-4小時(shí)）要比他們花同樣的時(shí)間在辦公室對(duì)我更有利。所以，我正試著為此樹立一個(gè)榜樣，如果我有一根魔法棒的話，我倒希望所有人都能這樣做。

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????“出去走走”可能意味著在本地咖啡館舉行一場(chǎng)商務(wù)會(huì)議，將會(huì)議室會(huì)議轉(zhuǎn)變成散步會(huì)議，在本地餐館就餐時(shí)會(huì)見(jiàn)供應(yīng)商，或是在本地酒吧跟同事喝一杯。

????希望員工能夠到社區(qū)中走動(dòng)，這種做法在開始的時(shí)候看起來(lái)似乎有悖常理。但有研究表明，從歷史上來(lái)看，當(dāng)城市規(guī)模翻番，城市居民的單位生產(chǎn)力和創(chuàng)新力會(huì)增加15%。不過(guò)，當(dāng)公司的規(guī)模變得越大，員工的單位生產(chǎn)力通常會(huì)變得越低。Zappos的一部分目標(biāo)就在于避免這種命運(yùn)。我們的方法是創(chuàng)造一種公司和社區(qū)的混合體，這種大規(guī)模的嘗試前所未有。研究還表明，大多數(shù)應(yīng)用到你所在行業(yè)的創(chuàng)新都來(lái)自這個(gè)行業(yè)的外部，這就是為什么我們相信員工在公司外部的互動(dòng)跟在公司內(nèi)部一樣重要。

????雖然Zappos是通過(guò)技術(shù)進(jìn)行擴(kuò)張的，但我們?nèi)匀环浅Ｒ蕾囉诿鎸?duì)面的互動(dòng)，這一點(diǎn)似乎很奇怪。原因則在于，我們生物形態(tài)進(jìn)化的速度遠(yuǎn)遠(yuǎn)慢于技術(shù)。我們是一種社會(huì)性的物種，天生應(yīng)該在不同的場(chǎng)合跟人進(jìn)行面對(duì)面的互動(dòng)，而不僅僅是使用電子郵件和電話，或是在家進(jìn)行遠(yuǎn)程交流，當(dāng)然也不只是在會(huì)議室里。我們天生應(yīng)該處于運(yùn)動(dòng)之中，我們天生應(yīng)該富有創(chuàng)意，分享自己的想法，每天在不同的場(chǎng)合進(jìn)行創(chuàng)新。在不同的環(huán)境和背景下結(jié)識(shí)朋友能夠帶來(lái)更高的互信和更好的溝通，并最終有助于打造更強(qiáng)大、更具創(chuàng)新力的公司文化。

????我要說(shuō)的是，盡管我贊賞梅耶而讓雅虎在正確的方向上走出一步，但我認(rèn)為前面還有更多的路要走。我認(rèn)為公司園區(qū)建設(shè)的下一步演進(jìn)不會(huì)再是孤島式的總體規(guī)劃環(huán)境——大家可以在硅谷的大型科技公司看到這種現(xiàn)象。

????我認(rèn)為下一步演進(jìn)將是成為周圍社區(qū)環(huán)境的一部分，對(duì)它做出自己的貢獻(xiàn)。我認(rèn)為，從長(zhǎng)遠(yuǎn)來(lái)看，對(duì)本地社區(qū)進(jìn)行投資最終將能幫助公司吸引和留住更多的員工，因?yàn)楣灸軐⑺麄冎車纳鐓^(qū)環(huán)境變得更加充滿活力，更加適于“出去走走”。

????這就是為什么除了服裝、客戶服務(wù)和公司文化之外我們決定為Zappos的品牌和經(jīng)營(yíng)戰(zhàn)略添加第四個(gè)C：社區(qū)（community）。

????我已經(jīng)迫不及待地想要看到社區(qū)戰(zhàn)略的實(shí)施和進(jìn)展。

????謝家華是Zappos.com的首席執(zhí)行官，他著有《奉上幸?！芬粫?。

????譯者：王燦均

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????Here was my response:

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????I think if more employees held meetings in their homes, invited folks that were interested in Zappos or downtown to come into their homes, etc., I actually would be all for that and think that it would be a good thing for our culture and brand. I think getting to know your coworkers in a more personal setting is great. I think being out and about in the downtown community is actually our next evolution, and I think it may actually be better than being in an office, or perhaps it should be split 50/50

????Community >= Office > Working from home alone

????Or actually probably the better way to think about it is in terms of collisions and motion. Out in the community you'll probably have more collisions and move around more than in the office.

????Basically, I think it's more beneficial if more employees were out and about downtown 3-4 hours/day (which is where I am now most of the time -- I'd estimate I'm out and about downtown at least 3-4 hours/day in a collisionable way) than for me to go into the office 3-4 hours/day. So I'm trying to set the example for what I'd like everyone else to do if I had a magic wand.

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????"Out and about" could mean taking a business meeting at the local coffee shop, turning a conference room meeting into a walking meeting, meeting a vendor for dinner at a local restaurant, or grabbing a drink with coworkers at the local bar.

????Wanting employees to be out and about in the community may seem counterintuitive at first. But research has shown that historically, when cities double in size, productivity and innovation per resident increases by 15%. But when companies get bigger, usually productivity per employee goes down. Part of our goal at Zappos is to avoid that fate, by creating a hybrid between corporation and community that's never been attempted at scale before. Research has also shown that most innovation comes from something outside your industry being applied to your own, which is why we believe that collisions within a company are just as important as collisions outside of a company.

????It may seem strange that although Zappos uses technology to scale, we still rely so much on face-to-face interactions. It's because our biology has evolved far, far slower than our technology. We are a social species, designed for in-person interactions in multiple locations, not just by email and phone calls or remotely from home, and also not just in conference rooms. We are designed to be in motion, and we are designed to be creative, to share ideas, and to innovate in multiple locations throughout the day. Getting to know people in different environments and contexts leads to higher levels of trust, better communication, and can ultimately contribute to a stronger and more innovative culture.

????What this means is that while I applaud Yahoo's Mayer for taking a step in the right direction, I think there are even more steps to take. I think the next evolution in building a corporate campus is no longer going to be about the insular master-planned environment that you might find at big Silicon Valley tech companies.

????I think the next evolution will be about being part of, and contributing to, the surrounding community. I think that, in the long run, being invested in the local community will ultimately help companies attract and retain more employees as corporations help make their surrounding neighborhoods more vibrant and walkable.

????This is why, in addition to clothing, customer service, and company culture, we made the decision to add a fourth C to the Zappos brand and business strategy: community.

????I can't wait to see how it all unfolds.

????Tony Hsieh is the CEO Zappos.com and author of Delivering Happiness.