????如今在Facebook，隨時(shí)都可能舉辦一場(chǎng)盛大的派對(duì)。為什么不呢？幾十億美元的IPO規(guī)模并不多見(jiàn)。

????繼續(xù)狂歡吧，F(xiàn)acebook！但要留神上市后的日子，更確切的說(shuō)是上市后的頭一兩年。

????隨著大量新資金的注入，F(xiàn)acebook勢(shì)必會(huì)面臨企業(yè)文化的改變，由此帶來(lái)的疼痛和持續(xù)時(shí)間都將超過(guò)狂歡后的宿醉。當(dāng)所有人都感到幸福和滿足的時(shí)候，企業(yè)內(nèi)部很難繼續(xù)擁有廣泛的執(zhí)著、激情和謙遜，而這些是一個(gè)充滿活力的企業(yè)必備的價(jià)值要素。

????上市之后，F(xiàn)acebook將有極大的幸福感和滿足感，特別是那些入職時(shí)間最長(zhǎng)并且控制權(quán)較大的高級(jí)管理人員。

????你肯定在想，F(xiàn)acebook的管理者們又不是傻子。他們不會(huì)讓這次IPO將他們的制勝文化付之一炬。我們贊同你的前半句話。沒(méi)錯(cuò)，F(xiàn)acebook的很多經(jīng)理確實(shí)出類拔萃?？纯此麄兤駷橹谷〉玫某删途湍苊靼走@一點(diǎn)。

????但上市后的Facebook將進(jìn)入一個(gè)全新的世界，很快，華爾街就會(huì)要求獲知Facebook使用募股資金的計(jì)劃。它會(huì)不會(huì)收購(gòu)Twitter進(jìn)而占領(lǐng)社交媒體領(lǐng)域？它會(huì)不會(huì)通過(guò)快速收購(gòu)擴(kuò)大全球業(yè)務(wù)？當(dāng)然，這些問(wèn)題很重要，F(xiàn)acebook的管理者們自然也會(huì)關(guān)注這些問(wèn)題。確實(shí)，他們必須這樣做——唯一需要注意的是相關(guān)的策略制定往往會(huì)讓公司管理者疏于企業(yè)文化建設(shè)。

????另外，公司內(nèi)部還會(huì)出現(xiàn)一個(gè)變化。上市后，F(xiàn)acebook的雇員將分為兩類。這就是現(xiàn)實(shí)。約3,000左右的員工中，有些人（有統(tǒng)計(jì)顯示是幾百人）將坐擁大筆財(cái)富，但大多數(shù)新聘員工連期權(quán)都還沒(méi)到手。

????這可不是什么好事。

????除非某人能確保先富起來(lái)的一部分人能真正為還沒(méi)富起來(lái)的人著想——只有整個(gè)公司繼續(xù)蓬勃發(fā)展，這些人將來(lái)才有希望發(fā)財(cái)?！澳橙恕敝傅漠?dāng)然是Facebook的管理高層。

????他們?cè)趺床拍茏龅竭@一點(diǎn)呢？首先要做出類似于競(jìng)選演講的種種承諾，生動(dòng)地描繪出Facebook未來(lái)的偉大前景，但前提條件是每位員工都必須為公司的發(fā)展積極貢獻(xiàn)力量。

????但豪言壯語(yǔ)只是一方面。另一方面則是績(jī)效考核。

????是的，我們聽(tīng)到很多人都說(shuō)，績(jī)效考核不適合硅谷。但我們相信組織行為的規(guī)律放之四海而皆準(zhǔn)。如果Facebook希望在其使命中體現(xiàn)緊迫、速度和強(qiáng)度，必須對(duì)這些價(jià)值進(jìn)行評(píng)估，并對(duì)表現(xiàn)出色者給予獎(jiǎng)金和升職。

????我們不想糾纏于Facebook的人事流程細(xì)節(jié)。我們想說(shuō)明的更重要一點(diǎn)是，優(yōu)秀的企業(yè)文化絕非偶然。

????有些公司現(xiàn)金充足，但管理者有些無(wú)動(dòng)于衷。同樣地，如果Facebook缺乏自上而下對(duì)價(jià)值觀的重視，就可能會(huì)放松警惕，疏于企業(yè)文化建設(shè)，陷入組織混亂。公司使命和價(jià)值觀的以及它們構(gòu)成的企業(yè)文化事關(guān)重大。

????短短幾年間，F(xiàn)acebook的制勝文化已令其獲得長(zhǎng)足的發(fā)展。如果上市后，F(xiàn)acebook能延續(xù)這種出色的表現(xiàn)，那才是真正值得慶賀的事。

????譯者：老榆木

????Any day now there's going to be one helluva party at Facebook. And why not? Companies don't go public for a gazillion dollars very often.

????So party on, Facebook. Just beware the day after. Actually, beware the year after and the year after that.

????Because once Facebook has its massive new liquidity infusion, the company stands to get nailed by something that can hurt a lot more and last a lot longer than a hangover -- a changed culture. The reason: It's just plain hard to generate wide-scale paranoia, passion, and humility -- the defining values of an energized enterprise -- when everyone's feeling fat and happy.

????And after the party, Facebook is going to be feeling pretty darn fat and happy, especially the people who have been around the longest and control the most action -- its senior managers.

????Oh, come on, you're thinking now, Facebook's managers aren't stupid. They're not going to let the IPO wreak havoc with their winning culture. And we agree -- with the first part. Sure, many Facebook managers are top-notch. Look what they've done so far.

????But a new world order is about to dawn in Palo Alto, one where Wall Street will soon start demanding to know how Facebook plans to spend the company's newly created equity. Will it own the social media space by buying Twitter? Will it expand its global reach by rapid acquisition? Such questions are important, of course, and Facebook's managers will focus on them. Indeed, they must -- the only caveat being that strategy making often tends to distract leaders from culture building.

????And then there's another dynamic sure to take hold. After its IPO, Facebook is going to have two classes of citizens. That's just reality. Some of its 3,000 or so employees -- several hundred in number by some counts -- will have significant riches in the hand. Newer hires, though, will mostly have options in the bush.

????Not good.

????Unless, that is, someone makes sure that Facebook's haves care desperately about the fate of its have-nots, who will do well only if the whole company continues to thrive. "Someone" meaning Facebook's top-notch managers.

????How can they do that? Well, it actually starts with a kind of campaign stumping on their part, complete with vivid imagery about how great Facebook is going to become in the years ahead -- if, and only if, every last employee recommits to the company's mission.

????But words are only the half of it. Performance reviews are the other.

????Yes, yes, we've heard people claim performance reviews are not a Silicon Valley thing. But we would argue that the facts of organizational behavior are universal. If Facebook wants urgency, speed, and intensity around its mission, those values must be evaluated, and when demonstrated, they must result in bonus money and upward mobility -- or not.

????Not to get mired in the details of Facebook's HR process. The bigger point we're trying to make is that good cultures don't happen by accident.

????Like any company with its coffers full and its managers feeling a bit impervious, Facebook -- without a top-down commitment to values -- runs the risk of letting its guard down and inadvertently creating an organizational mess. Mission and values -- and the culture they create -- really do matter.

????In a few short years, Facebook's winning culture has brought it a long way. And if Facebook continues to get that right after its IPO, it will really have something to party about.