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瑪麗莎?梅耶爾如何馴服雅虎(節(jié)選)

瑪麗莎?梅耶爾如何馴服雅虎(節(jié)選)

Patricia Sellers 2012年10月17日
剛剛摘得《財(cái)富》雜志40位40歲以下商界精英榜單探花的梅耶爾正在改造雅虎文化。如果有人能夠力挽狂瀾,扭轉(zhuǎn)一家公司的頹勢(shì),同時(shí)照顧好一個(gè)新生兒,這個(gè)人就是梅耶爾。但她要想睡上安穩(wěn)覺(jué),可能還有很長(zhǎng)的路要走。

????8月末一個(gè)周五的早晨,出任雅虎(Yahoo)CEO已有六周的瑪麗莎?梅耶爾正在主持一場(chǎng)頭腦風(fēng)暴會(huì)議,討論如何讓公司重新富有創(chuàng)造力。談到如何激勵(lì)員工、打破企業(yè)內(nèi)部僵局時(shí),梅耶爾變得特別神采奕奕,帕特里夏?摩爾?克里斯回憶道。幾位前谷歌(Google)同僚追隨梅耶爾一起加入了雅虎這家舉步維艱的網(wǎng)絡(luò)巨頭,克里斯是其中之一?!拔覀円劦氖蔷?jiǎn)流程、減少官僚習(xí)氣和排除困境,”梅耶爾面帶會(huì)心的微笑告訴克里斯。這時(shí),這位喜歡用縮略語(yǔ)的CEO想出了一項(xiàng)全公司范圍內(nèi)的新計(jì)劃命名?!傲鞒獭⒐倭帕?xí)氣和困境,”她說(shuō)?!熬徒兴黀B&J吧!”

????那天下午,梅耶爾主持了一場(chǎng)FYI會(huì)議。她7月份離開(kāi)谷歌、加盟雅虎后不久,就開(kāi)始在每周五召開(kāi)這個(gè)全體員工會(huì)議。梅耶爾當(dāng)然知道,PB&J肯定會(huì)讓人們想到花生醬宣言(Peanut Butter Manifesto),這是2006年時(shí)雅虎一位經(jīng)理針對(duì)雅虎攤子鋪得太大提出的批評(píng)。梅耶爾這樣解釋她的PB&J——一些小小的改變就能提高工作的效率,同時(shí)要求員工提出更多的建議,尋求改變:?jiǎn)T工們可以登陸公司內(nèi)部網(wǎng)站,對(duì)其他人的提議進(jìn)行投票。網(wǎng)站按受歡迎程度對(duì)這些提議進(jìn)行排名;管理層將實(shí)施其中最佳的提議。PB&J很有谷歌特色,也是梅耶爾的行事典范——基于數(shù)據(jù)、民主而且有趣。當(dāng)天傍晚,在寫給12,500名雅虎員工的一封電子郵件中,梅耶爾宣布,她的計(jì)劃是將雅虎打造為“絕對(duì)最佳的工作場(chǎng)所”。

????這是一個(gè)相當(dāng)雄心勃勃的目標(biāo),對(duì)于她尤其如此。這是她首次擔(dān)任CEO,進(jìn)入的公司銷售平平、員工人數(shù)持續(xù)縮減,高層走馬燈似地更換:雅虎五年內(nèi)已經(jīng)送走了4任CEO。盡管擁有多達(dá)7億消費(fèi)者的龐大用戶群,已成立18年的雅虎公司在搜索、社交和移動(dòng)等需要與谷歌、Facebook齊頭并進(jìn)的領(lǐng)域中根本連一個(gè)必備產(chǎn)品都還沒(méi)有打造出來(lái)。這家公司一度擁有1,250億美元的市值(誠(chéng)然,這是它在互聯(lián)網(wǎng)泡沫時(shí)期創(chuàng)下的峰值),如今僅價(jià)值約200億美元,而且這只股票的股價(jià)在過(guò)去的4年內(nèi)幾乎毫無(wú)起色。投資者以及雇員憑什么相信雅虎最終找到了一位能夠修復(fù)企業(yè)文化、吸引人才、提升創(chuàng)新力的CEO?“我真的希望她好好的,”去年被董事會(huì)解雇的前CEO卡羅爾?巴茨表示?!案淖兾幕皇嵌叹嚯x沖刺,”她補(bǔ)充說(shuō)?!斑@是一場(chǎng)馬拉松。要影響文化很難很難。”

????根據(jù)常理,同時(shí)還有雅虎長(zhǎng)時(shí)間的困境來(lái)判斷,可能所有人都覺(jué)得下一任CEO也將失敗。但梅耶爾不一樣——的的確確不一樣。顯然,她很年輕。年僅37歲的她已經(jīng)是財(cái)富500強(qiáng)公司中最年輕的CEO了(不論男女),此項(xiàng)殊榮讓她摘得《財(cái)富》雜志40位40歲以下商界精英榜單探花。她出人意料地獲聘掌管雅虎。在雅虎任命她擔(dān)任CEO后僅僅幾小時(shí),她又透露自己已經(jīng)懷孕,讓企業(yè)界大感到意外。(《財(cái)富》雜志曾獲得這條獨(dú)家新聞。)梅耶爾在9月30日產(chǎn)下一名男嬰,打算幾周后重返工作。

????On a Friday morning in late August, six weeks into her new job as CEO of Yahoo (YHOO), Marissa Mayer was brainstorming about how to make the company innovative again. She became particularly animated when she talked about empowering employees and ending corporate gridlock, recalls Patricia Moll Kriese, one of several former Google colleagues who followed Mayer to the struggling web giant. "We're talking about streamlining process, reducing bureaucracy and removing jams," Mayer told Kriese with a sly smile. At that moment the acronym-loving CEO stumbled upon the name for a new companywide initiative. "Process, bureaucracy, jams," she said. "We'll call it PB&J!"

????That afternoon Mayer hosted one of her FYI meetings, the Friday town halls that she started holding for employees soon after she arrived from Google(GOOG) in July. It wasn't lost on Mayer that PB&J was sure to remind people of the Peanut Butter Manifesto, a 2006 rant by a Yahoo manager about how the company had spread itself too thin. Mayer explained her PB&J -- a bunch of small changes to make work more productive -- and urged employees to suggest more changes: Employees log in to an internal website and vote on one another's ideas. The site ranks the ideas by popularity; management implements the best ones. PB&J is Google-like and quintessentially Mayer -- data driven, democratic, and fun. That evening, in an e-mail to 12,500 Yahoo employees, Mayer declared her plan to make Yahoo "the absolute best place to work."

????That's a pretty ambitious goal for a first-time CEO walking into a company with flat sales, an ever-shrinking workforce, and a revolving door at the top: Yahoo has had four CEOs in five years. Though it has a vast user base of 700 million consumers, 18-year-old Yahoo has utterly failedto produce the must-use products in search, social, and mobile that it needs to keep pace with Google and Facebook (FB). The company that once boasted a market value of $125 billion (to be sure, it peaked during the dotcom bubble) is now valued at about $20 billion, and the stock has scarcely budged in the past four years. Why should investors -- or employees, for that matter -- believe that finally Yahoo has a boss who can fix the culture and attract the talent to upgrade innovation? "I really wish her well," says former CEO Carol Bartz, whom the board fired last year. "Changing culture is not a sprint," she adds. "It's a marathon. It's very, very hard to affect culture."

????Logic and Yahoo's longtime troubles could lead anyone to believe that yet another CEO will fail. But Mayer is different -- really different. Obviously there's her youth. At 37, she is the youngest CEO -- male or female -- of a Fortune 500 company, a distinction that lands her at No. 3 onFortune's annual 40 Under 40 ranking. She was an unexpected pick to run Yahoo, then surprised the business world when she revealed, a few hours after Yahoo named her CEO, that she was pregnant. (Fortune got the scoop.) Mayer delivered a baby boy on Sept. 30, fully intending to return to work in a couple of weeks.

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