成人小说亚洲一区二区三区,亚洲国产精品一区二区三区,国产精品成人精品久久久,久久综合一区二区三区,精品无码av一区二区,国产一级a毛一级a看免费视频,欧洲uv免费在线区一二区,亚洲国产欧美中日韩成人综合视频,国产熟女一区二区三区五月婷小说,亚洲一区波多野结衣在线

幾個(gè)月前，商業(yè)軟件巨頭Salesforce任命了基思·布洛克作為公司的聯(lián)席CEO，與之前長(zhǎng)期擔(dān)任CEO的馬克·貝尼奧夫一同工作，Salesforce也成了業(yè)內(nèi)又一家同時(shí)擁有兩位CEO的“雙核”公司。

Salesforce認(rèn)為，雙CEO架構(gòu)對(duì)于公司增長(zhǎng)十分重要。布洛克于五年前加盟Salesforce，此前他曾在數(shù)據(jù)庫(kù)巨頭甲骨文公司就職。Salesforce的軟件主要通過(guò)云服務(wù)交付，目前該公司的股價(jià)在130美元左右，較2013年上漲了一倍以上。

布洛克表示，在五年前，Salesforce的客戶主要還是美國(guó)的中小企業(yè)。現(xiàn)在，它的客戶已經(jīng)包括了豐田、美國(guó)運(yùn)通和State Farm等世界知名企業(yè)。

在此次采訪中，布洛克談到了他的搭檔馬克·貝尼奧夫、舊金山的流浪者問(wèn)題，以及信任的重要性。采訪稿有刪節(jié)。

《財(cái)富》：Salesforce為什么需要兩位CEO？

布洛克：這一切都是為了幫助公司擴(kuò)大規(guī)模。我們經(jīng)常講，到2022財(cái)年，要讓公司的銷售額達(dá)到230億美元（2017年該公司的營(yíng)收為84億美元），現(xiàn)在我們把目標(biāo)定在了300億美元以上。因而我們希望有一個(gè)架構(gòu)能使我們更快地進(jìn)行決策，劃分權(quán)責(zé)，攻城略地，專注于我們的優(yōu)勢(shì)。

你們以前為什么不能做到這一點(diǎn)？

我們這樣做已經(jīng)有很長(zhǎng)時(shí)間了。重點(diǎn)是要強(qiáng)化角色和責(zé)任，固定一個(gè)運(yùn)營(yíng)模式。我認(rèn)為這很重要，因?yàn)檫\(yùn)營(yíng)中如果有任何不明確的地方，都會(huì)影響效率。

有沒(méi)有哪些決策是你會(huì)做而貝尼奧夫不會(huì)做的？能舉個(gè)例子嗎？

比如關(guān)于財(cái)務(wù)部門運(yùn)作方式、后臺(tái)基礎(chǔ)架構(gòu)、企業(yè)銷售策略，再比如與Mulesoft有關(guān)的戰(zhàn)略問(wèn)題等等（Mulesoft是Salesforce今年早些時(shí)候以65億美元收購(gòu)的一家企業(yè)軟件公司）。

也有些事情需要我們一起做決定，比如進(jìn)入一個(gè)新的市場(chǎng)、收購(gòu)一家有價(jià)值的公司，等等。

我們的公司增長(zhǎng)得非常迅速。五年前我們的業(yè)績(jī)只有30億美元，今年我們的業(yè)績(jī)已經(jīng)超過(guò)了130億美元，明年我們要做到160億美元以上，后年我們要做到230億美元。因此你不能再用老辦法管理公司，你要充分利用之前的成功經(jīng)驗(yàn)，同時(shí)也要添加能幫你擴(kuò)大企業(yè)規(guī)模的新流程。

馬克喜歡思考公司戰(zhàn)略、產(chǎn)品戰(zhàn)略和企業(yè)文化的問(wèn)題，而我的優(yōu)勢(shì)是公司的日常運(yùn)營(yíng)，同時(shí)我也非常關(guān)注客戶。

在你服務(wù)的行業(yè)里，有沒(méi)有一個(gè)大家共同關(guān)注的主題？

一切為客戶服務(wù)。在本世紀(jì)初，大家都十分關(guān)注降低成本，這也將始終是一個(gè)所有人都關(guān)注的話題。另外，所有企業(yè)永遠(yuǎn)都想提高效率。但現(xiàn)在也有一種新的趨勢(shì)，即全球性的數(shù)字化轉(zhuǎn)型現(xiàn)象，轉(zhuǎn)型的目的是為了增長(zhǎng)。企業(yè)的CEO們也需要增長(zhǎng)，你不能自己斷了通往繁榮的道路。

最近公眾很關(guān)注數(shù)據(jù)隱私問(wèn)題，這對(duì)你們的業(yè)務(wù)有影響嗎？

沒(méi)有企業(yè)因?yàn)閿?shù)據(jù)隱私問(wèn)題找上我們。我們的核心價(jià)值始于信任。每家公司都需要有一個(gè)數(shù)據(jù)戰(zhàn)略，每個(gè)人都要關(guān)心信任問(wèn)題，同樣，每個(gè)人也要擔(dān)心安全問(wèn)題。

你信任哪些公司？

我非常信任State Farm公司，我認(rèn)為他們的CEO邁克爾·提普索爾德是一名世界級(jí)的商業(yè)領(lǐng)袖。他非常關(guān)心自己的員工，而且在公司打造了一種信任文化?；萜展镜牡衔獭ぞS斯勒也是一名世界級(jí)的商業(yè)高管，我認(rèn)為他在惠普干得非常出色。巴克萊銀行的杰斯·斯特利也出色的扭轉(zhuǎn)了這家銀行的局面。

為了擴(kuò)大規(guī)模，Salesforce是否需要進(jìn)軍核心的客戶關(guān)系管理（CRM）產(chǎn)品以外的領(lǐng)域？

首先，我們所在的市場(chǎng)基本上是由我們自己創(chuàng)造的，它是增長(zhǎng)最快的企業(yè)細(xì)分市場(chǎng)。目前，市場(chǎng)上有做操作系統(tǒng)的，有做數(shù)據(jù)庫(kù)的，有做ERP的，也有做CRM的，而CRM是增長(zhǎng)最快的細(xì)分市場(chǎng)，而且它也將是最大的一個(gè)細(xì)分市場(chǎng)。我們的增長(zhǎng)速度是市場(chǎng)增長(zhǎng)率的兩倍以上。

所以我認(rèn)為，堅(jiān)持我們的重點(diǎn)是很重要的。我們不必像其他的傳統(tǒng)公司一樣。他們有巨大的產(chǎn)品組合，有些產(chǎn)品之間的親緣未必很近。你看到他們的情形可能會(huì)說(shuō)：“你為什么要做這個(gè)？你為什么要做那個(gè)？”

你們?yōu)槭裁匆召?gòu)Quip（一個(gè)文字處理工具）？是要打造一款與微軟Office競(jìng)爭(zhēng)的產(chǎn)品嗎？

Quip本身不是一種生產(chǎn)力。但對(duì)于一名想提高效率的銷售人員或服務(wù)人員來(lái)說(shuō)，它天然接近于一種生產(chǎn)力。我們通過(guò)收購(gòu)所做的一切，都是為了這種天然的接近。人們習(xí)慣于將Quip看作是一種類似于微軟Office的文字處理工具，但它實(shí)際上是一個(gè)出色的協(xié)作工具，我們的每名員工都在用它。

馬克·貝尼奧夫經(jīng)常參與政治活動(dòng)，在社會(huì)問(wèn)題上直言不諱。這也是你想做的事嗎?

我們都對(duì)政治和社會(huì)問(wèn)題抱有熱情，只不過(guò)是以不同的方式。我們有自己的風(fēng)格。我們都對(duì)公司的文化充滿熱情。如果是一些對(duì)我們的員工十分重要的社會(huì)問(wèn)題，我們是會(huì)采取堅(jiān)定立場(chǎng)的。比如你可以看看我們?cè)谟〉诎材侵莸牧?chǎng)（印第安那州制訂了一項(xiàng)法律，要求企業(yè)不對(duì)同性伴侶提供某些服務(wù)，Salesforce對(duì)此表示了反對(duì)立場(chǎng)）。那項(xiàng)法律讓我們的員工感到了威脅和不安，因此我們采取了強(qiáng)硬立場(chǎng)。

在男女同權(quán)和同酬的問(wèn)題上，我們也必須為員工做正確的事情。（Salesforce此前表示，公司已經(jīng)調(diào)整了員工的薪酬結(jié)構(gòu)，消除了所有性別差異。）

最近在“C提案”的問(wèn)題上，我也跟馬克一起談過(guò)。（指舊金山出臺(tái)的一項(xiàng)提案，該提案擬對(duì)部分企業(yè)征稅，以對(duì)流浪者提供資助。）我和我妻子就住在這座城市里，這是一座美麗的城市，流浪者的問(wèn)題顯然是必須解決的。這個(gè)問(wèn)題是整個(gè)城市的問(wèn)題，是整個(gè)社會(huì)的問(wèn)題，也是我們的客戶所面臨的問(wèn)題。

舊金山的流浪者問(wèn)題對(duì)你們的客戶有何影響？

我們的客戶希望當(dāng)他們來(lái)到這個(gè)城市時(shí)，他們是安全的，是受到歡迎的，這里的人是能夠得到照顧的。我對(duì)馬克說(shuō)，我從來(lái)沒(méi)有見(jiàn)過(guò)這樣的問(wèn)題。我曾經(jīng)在紐約和世界各地工作過(guò)，我也曾在波士頓居住過(guò)。我們需要做這件事，而且整個(gè)公司也支持我們。

其他公司也應(yīng)該持有同樣的立場(chǎng)嗎？

大多數(shù)公司都會(huì)參加一些慈善活動(dòng)，每家公司都有自己的文化，我認(rèn)為你必須尊重其他公司的文化。

我認(rèn)為，人們與我們的政府之間存在某種信任危機(jī)，甚至可能與社會(huì)組織和企業(yè)之間也存在某種信任危機(jī)。這產(chǎn)生了一些需要填補(bǔ)的空白。

我認(rèn)為，通過(guò)企業(yè)高管和CEO們的大聲疾呼，是可以填補(bǔ)這一空白的。公共部門與私營(yíng)部門應(yīng)該建立更多的合作。只有政府，或者只有CEO，都是不夠的。

我也認(rèn)為，更多的CEO應(yīng)該站出來(lái)大聲疾呼，因?yàn)樗麄兇碇汕先f(wàn)的人。而且這關(guān)乎他們的文化和價(jià)值。我認(rèn)為大家不能保持沉默。（財(cái)富中文網(wǎng)）

作者：Jonathan Vanian

譯者：樸成奎

It’s been just a few months since business software giant Salesforce promoted Keith Block to co-CEO alongside longtime chief Marc Benioff.

Salesforce pitched the move as crucial for growth—something the company is well acquainted with since Block joined Salesforce five years ago after a long stint at database giant Oracle. Shares of Salesforce, known for delivering sales software via the cloud, are now at around $130, more than double their price in 2013.

Five years ago, Salesforce’s customers were mostly U.S.-based small-to-medium sized businesses, Block said. Now, customers include some of the world’s biggest companies like Toyota, American Express, and State Farm.

In this interview, Block talks about Marc Benioff, San Francisco’s homeless problems, and the importance of trust. The interview has been edited for length and clarity.

Fortune: Why does Salesforce need two CEOs?

Block: What this is all about is to help scale the company. We talk a lot about our goals of getting to $23 billion [in sales] by fiscal year 2022 [the company logged $8.4 billion in revenue for 2017], and we think about $30 billion and beyond. We looked to formalize a model that allows us to make decisions faster, divide and conquer, and focus on our strengths.

Why couldn’t you do that before?

Well, we’ve been doing it for a long period. It’s really about strengthening the roles and responsibilities and formalizing an operating model. I think that’s important because if there’s any ambiguity, then you’re going to have inefficiency.

What’s an example of a decision you would make that Marc now wouldn’t?

Anything from something strategic around how our finance organization is running to our back office infrastructure, or our sales go-to-market [corporate sales strategy], or something with Mulesoft [the enterprise software company Salesforce acquired earlier this year for $6.5 billion].

Something that we’d do together would be deciding on a new market that we think we should enter or an acquisition that we may go after—that sort of thing.

We’ve had a pretty rapid rise. Five years ago we were a $3 billion company; this year we’ll do over $13 billion; next year we’ll do over $16 billion; in two years we’ll be at $23 billion. You can’t run the business the same way. You want to take the best of what you’ve had before and you want to add new processes that will help you scale the company.

What Marc likes to focus on is thinking about company strategy, product strategy, and culture. Really, day-to-day operations is where my strength is, and a lot of focus on customers.

What’s a common theme you’re seeing across the industries you work with?

Everything is about the customer. In the beginning of this century there was this huge push on taking costs out, and that will always be there. Companies will always try to become more efficient. But there’s a new thing going on here—a new global phenomena on digital transformation, which is about growth. CEOs need to grow. You can’t cut your way to prosperity.

Have any of the recent public concerns around data privacy impacted how businesses come to you?

Companies are not coming to us about data privacy. Our core values start with trust. Every company needs to have a data strategy, everybody has to be worried about trust, everybody has to be worried about security.

What companies do you trust?

I have enormous trust with State Farm. I think they have a world-class CEO in Michael Tipsord. I think he’s a great example of a strong executive who cares about his people and whose built a culture of trust. Dion Weisler of HP, Inc., I think he’s a world-class executive. I think he’s done a fantastic job with that company. I think Jes Staley at Barclays has done a fantastic job turning around Barclays.

Does Salesforce have to expand from its core customer relationship management [CRM] products to get bigger?

No. 1, we’re in a market that essentially we created. It’s the fastest growing enterprise category there is. There’s the operating system, there’s database, there’s ERP, and then there’s CRM. CRM is the fastest growing category, and it will be the largest category. We’re growing at over twice the rate of the market.

I think it’s important to stick to our focus—that we don’t try to be like these other legacy companies. They’ve got huge portfolios that are not necessarily adjacent. You have to look at them and say, “Why are you doing this, why are you doing that?”

Why did you buy Quip [a word processing tool] — to create a Microsoft Office competitor?

It’s not productivity onto itself, it’s productivity as a natural adjacent for a salesperson who wants to be productive, or for a service person who wants to be productive. Everything we do in acquisitions is a natural adjacency. People classically think of Quip as a word processing tool, something like Microsoft Office. But it’s a great collaboration tool, and every one of our employees uses it.

Marc Benioff is involved with politics and is vocal about societal issues. Is that something you want to do?

We’re actually both very passionate about it in different ways. We have our own styles. We’re both passionate about the culture of the company. If you look at what’s important to our employees, if you look at the position we took in Indiana [Salesforce opposed a controversial law that would have let companies deny services to same-sex couples]—it was a very strong position involving legislation that made our employees feel uncomfortable and threatened.

When it came to equality and equal pay [Salesforce previously said it adjusted its employee compensation to eliminate any pay gap between genders], we had to do the right thing for our employees.

The whole situation we recently had with Proposition C [Benioff publicly supported the San Francisco measure that would tax certain businesses to fund homeless programs], I remember sitting down with Marc. My wife and I live in the city—and this is a beautiful city, and there’s obviously a problem that has to be addressed with the homeless. It’s a problem with the city, the community, and for our customers.

How does San Francisco’s homeless problem impact your customers?

Our customers want to feel that they’re coming to a place where they’re safe and welcome and where people are being taken care of. I said to Marc, I’ve never seen anything like this. I’ve worked in New York, I’ve worked all over the world, I’ve lived in Boston, and this is something that we need to do, and the company lined up behind it.

Should more companies take these kinds of stands?

Most companies have some kind of philanthropic effort. Every company has its own culture, and I think you have to respect the culture of other companies.

I think we have a trust crisis with our governments and, perhaps, organizations in our communities. I think it’s created a bit of a void that needs to be filled.

I think executives and CEOs can fill that void by speaking out. I think there needs to be more of a public sector—private sector partnership. I don’t think it can be just the government and I don’t think it can be just CEOs.

I do think more and more CEOs have to speak out, because they represent tens of thousands of people. It really is about their culture and their values. I don’t think people can be silent.