?

阿里巴巴（Alibaba）從電子商務起家，如今已經成長為一家蔓延擴張、令人捉摸不透的綜合數字企業(yè)，而馬云也因此成為中國首富，個人財富接近300億美元。阿里巴巴的成功讓馬云異軍突起，無可爭議地成為第一位具有極高國際知名度的中國高管。

此外，馬云正在用一種出人意料的、令人振奮的方式，利用他的新平臺。他將自己定位為自由貿易和慈善事業(yè)的擁護者——他認為，阿里巴巴這樣一個開放的數字交易平臺，能夠為小企業(yè)帶來更多客戶，因此能為全球經濟發(fā)展提供動力。正是基于這種設想，才使馬云在一月份與當時的當選總統(tǒng)唐納德?特朗普座談時，有底氣承諾將在五年內，在美國創(chuàng)造100萬個就業(yè)崗位。

為了實現自己的愿景，馬云一直在呼吁降低貿易壁壘，而且事實證明，熱情、樂觀的馬云出人意料地成為了一名卓有成效的“資本外交官” ——他經常穿著涼鞋，帶著佛珠，去迎接賓客，消除對方的敵意。

Founder and Executive Chairman of Alibaba Group Jack Ma attends the opening ceremony of the third annual World Internet Conference in Wuzhen town of Jiaxing, Zhejiang province, China.

Alibaba, a sprawling and murkily understood digital conglomerate built around e-commerce, has made Jack Ma one of the richest men in China, with a fortune valued at nearly $30 billion. And that success has rocketed him to prominence as arguably the first Chinese executive who’s an easily recognizable figure on the global stage.

What’s more, Ma is using his new platform in unexpected, invigorating ways, positioning himself as a champion of both free trade and philanthropy—and arguing that open digital marketplaces like Alibaba’s can power the world’s economy by enabling small businesses to reach an ever-expanding pool of customers. That’s the premise that emboldened Ma to promise then-President-elect Donald Trump during a sit-down in January that Alibaba would help create 1 million jobs in the U.S. over five years.

To realize his vision, Ma has urged the lowering of trade barriers while proving to be a surprisingly warm, optimistic, and effective diplomat on behalf of capitalism—one known to disarm visitors by greeting them wearing sandals and Buddhist prayer beads.

2月，梅琳達?蓋茨在一篇激情洋溢的個人隨筆中，重申了其基金會的承諾——到2020年，為全球1.2億女性提供避孕藥具，并提醒讀者生育權與經濟增長之間的聯(lián)系。她的話引發(fā)了支持者和反對者的激烈討論；它們所引起的反響，證明了蓋茨夫婦作為她與丈夫比爾?蓋茨創(chuàng)辦的基金會的代言人，所贏得的尊敬。這種影響力是他們帶來實際影響的結果： 到2015年，該基金會的撥款總額接近370億美元，對提高發(fā)展中國家女性的權利和減少傳染病，產生了巨大的影響。

In February, Melinda Gates reiterated her foundation’s pledge to make birth control available to 120 million women globally by 2020, doing so in a passionate personal essay that reminded readers of the link between reproductive rights and economic growth. Her words sparked conversation among allies and foes alike; the fact that they carried so far shows the respect Gates has earned as the public face of the foundation she and her husband, Bill Gates, started. That clout is the fruit of real results: The nearly $37 billion worth of grants the foundation had paid out through 2015 has had an enormous impact in empowering women and reducing infectious disease in the developing world.

毫不夸張地說，貝佐斯引發(fā)了兩個行業(yè)的革命。去年，亞馬遜網站（Amazon.com）占到美國在線銷售額的43%，令零售商紛紛感到恐懼，不得不降低商品價格，加快配送速度。而他的云計算部門Amazon Web Services，則徹底顛覆了信息技術的經濟意義。娛樂業(yè)可能會成為貝佐斯的下一個目標： 今年，亞馬遜工作室（Amazon Studios）收獲了三項奧斯卡獎，展現出在內容交付方面日益強大的實力。

It’s no exaggeration to say that Bezos has revolutionized not one but two industries. Amazon.com, which accounted for 43% of online sales in the U.S. last year, put the fear of God into retailers, pushing them to sell more cheaply and deliver more quickly. And Amazon Web Services, his cloud-computing arm, has upended the economics of information tech?nology. Entertainment could be the next industry to be Bezos’d: This year Amazon Studios scored three Academy Awards, showing its growing muscle in content delivery.

9年前，切斯基與聯(lián)合創(chuàng)始人喬?杰比亞和內森?布萊卡斯亞克正忙著發(fā)展一家令多數投資者嗤之以鼻的公司。如今，這個破壞性的“民宿共享”平臺，已經吸引了1.6億“訪客” ——僅去年新年前夜，就有200萬人通過Airbnb解決了住宿——其私人市場估值達到310億美元。

作為CEO的切斯基，是三人中唯一沒有商業(yè)經驗的創(chuàng)始人。而正是他一直伴隨著公司的成長，幫助公司度過了監(jiān)管反對、沸沸揚揚的安全事故以及圍繞其平臺歧視性行為引發(fā)的存在危機等。他也帶領公司不斷攀升新的高度，雄心勃勃地向“體驗”、活動和其他服務（我們得知，公司很快將推出航班服務）擴張，使Airbnb即將實現很少有獨角獸公司能夠達到的目標： 盈利。

上個月，切斯基增加了一個新的頭銜——社區(qū)總監(jiān)，此舉是為了安撫那些控制和提供公司出售的產品的人： Airbnb的業(yè)主們。這種感性的策略與另外一家分享經濟企業(yè)Uber形成了鮮明對比。Uber因為侵略性的性別歧視文化指控而備受抨擊，而公司CEO特拉維斯?卡蘭尼克訓斥一位Uber司機的視頻被曝光之后，更是讓其陷入風口浪尖?？ㄌm尼克表示他需要領導力方面的幫助?；蛟S，他可以向另一位破壞者取經。

Nine years ago, Chesky and fellow cofounders Joe Gebbia and Nathan Blecharczyk were hustling to get a business off the ground that most investors scoffed at. Today the disruptive “home-sharing” platform claims some 160 million “guest arrivals”—2 million people slept in Airbnb accommodations this past New Year’s Eve alone—and a private-market valuation of $31 billion.

As CEO, Chesky—the only one of the three founders with no prior business experience—has scaled with the company and then some, steering Airbnb through regulatory opposition, headline-?generating safety incidents and an existential crisis around discriminatory behavior on its platform. He has led the business to new heights too, overseeing an ambitious expansion into “experiences,” events, and other services (coming soon, we’re told: flights) and leading Airbnb to something few unicorns can claim: profitability.

Last month Chesky ?added head of community to his title, a shift to cozy up to the people who control and deliver the product he sells: Airbnb’s hosts. The touchy-feely tactics set up a stark contrast to Airbnb’s sharing-economy alter-ego, Uber, under attack for an allegedly aggressive and sexist culture and for a leaked video showing CEO Travis Kalanick berating an Uber driver. Kalanick has said he needs leadership help. He might take a page from his fellow disrupter’s playbook.

聯(lián)合利華（Unilever）并沒有像多數公司一樣，設立企業(yè)社會責任部，把行善活動交給它來處理。相反，該消費品巨頭把解決社會問題融入到了公司的每個角落，從食品垃圾到氣候變化乃至貧困等。這個策略是波爾曼的創(chuàng)意。波爾曼從2009年起擔任聯(lián)合利華CEO，他當初的目標是使公司收入翻一番，將環(huán)境足跡減少一半?，F在，聯(lián)合利華推出了各種活動，如全球洗手日活動，以及提高產品營養(yǎng)價值這一雄心勃勃的計劃。

Unilever doesn’t have a corporate social responsibility department—that place where most companies relegate their do-gooding activities. Instead the consumer goods giant has integrated solving social issues, from food waste to climate change to poverty, into every part of its business. The strategy is the brainchild of Polman, Unilever’s CEO since 2009, who had a vision of doubling its revenue and cutting its environmental footprint in half. Now Unilever has everything from a global handwashing campaign to an ambitious plan to improve the nutritional profile of its products.

許多CEO稱員工是伙伴； 也有人稱呼他們是合伙人。張瑞敏把73,000名員工叫作創(chuàng)業(yè)者——并且鼓勵他們創(chuàng)業(yè)。這是張瑞敏改革公司的一個信號。海爾集團（Haier Group）是世界排名第一的家電制造商。張瑞敏正在重新構思這家規(guī)模龐大的企業(yè)，改革的力度前所未有。

他的成功一方面來自于通過收購擴大規(guī)模； 2016年，他以54億美元收購了通用電氣（General Electric）的家電業(yè)務。然而更重要的是，張瑞敏看到了多數CEO無法預見的未來。他對《財富》雜志表示：“互聯(lián)網時代的競爭并非公司之間的競爭，而是平臺與平臺的競爭?！痹诤?，可能有人并不是海爾的員工，但他們聚在一起共同參與項目，然后又各奔東西。對于許多公司而言，一款產品可能也是一個平臺。例如： 在一個聯(lián)網“智能”微波爐項目中，有些公司可以通過設備銷售食物，因此他們會向合伙人付費，使海爾可以降低家電價格。

海爾有約3,000個公司投資的微型創(chuàng)業(yè)企業(yè)，他們的生存或滅亡，完全取決于自身能否成功，另外還有數百個團隊獲得了部分外部投資。張瑞敏解釋說：“如果創(chuàng)業(yè)團隊吸引不到任何風險投資，他們可以考慮如何繼續(xù)發(fā)展和加倍努力，或者他們可以解散?！?/p>

如何把數千名企業(yè)員工轉變?yōu)閯?chuàng)業(yè)者？這是個錯誤的問題。張瑞敏表示：“我們的任務并不是把海爾員工轉變?yōu)閯?chuàng)業(yè)者，而是吸引全社會的創(chuàng)業(yè)者加入我們的平臺。”

Many CEOs call their employees associates; others call them partners. Zhang calls all 73,000 of them ?entrepreneurs—and actually means it. It’s one sign of how Zhang is changing his company, the world’s No. 1 appliance maker, and in the process reconceiving the large business organization more profoundly than anyone else on the planet.

He’s winning in part by expanding through acquisition; in 2016 he bought General Electric’s appliance business for $5.4 billion. More fundamentally, Zhang sees a future that most CEOs don’t. “Competitions in the Internet era are not between companies but between platforms,” he tells Fortune. At Haier, teams of people who may not be Haier employees come together for projects and then disperse. A product can also be a platform for multiple companies. One example: For a networked “smart” oven project, companies that might sell food via the device could pay to be partners, enabling Haier to reduce appliance prices.

Haier consists of some 3,000 company-funded entrepreneurial micro-enterprises that live or die by their individual success, plus a few hundred teams funded partly by outside investment. “If a startup team cannot attract any venture capital, they can either consider how to progress and strive harder or they will be dismissed,” Zhang explains.

So how do you turn thousands of corporate employees into entrepreneurs? Wrong question. “The task is not to turn Haier’s internal staff into entrepreneurs, but rather to attract all the entrepreneurs in society onto our platform,” Zhang says.

巴塔查麗亞是印度最大銀行印度國家銀行（State Bank of India，SBI。世界500強第232位）的第一位女性領導者。她出色地帶領銀行度過了各種困難（與不良貸款的持續(xù)斗爭）和危機（印度突然停止貨幣流通）。她同樣具有改革能力，領導這家有著211年歷史、規(guī)模龐大的金融機構，進入了數字時代，并對超過200,000員工進行了人力資源改革。她在去年促成的一筆復雜的、六家銀行的合并交易，將使印度國家銀行進入世界50大銀行之列。她的效率和直言不諱的坦率作風，吸引了人們的關注： 印度國家銀行最近延長了巴塔查麗亞的三年任期，這是極為罕見的。而且她在去年被認為是領導印度儲備銀行（Reserve Bank of India）最合適的人選，還曾獲得世界銀行（World Bank）第二把交椅的提名。

Bhattacharya, the first-ever woman to helm India’s largest bank, has expertly steered SBI—No. 232 on the Global 500—through rough waters (an ongoing battle with bad loans) and sudden storms (India’s surprise demonetization scheme). She’s been transformative, too—dragging the sprawling, 211-year old institution into the digital era and overhauling HR for her 200,000+ employees. The complex, six-bank merger she orchestrated last year will catapult SBI into the ranks of the world’s 50 largest banks. That effectiveness, and her frank, outspoken style has been noticed: Bhattacharya, who was recently granted a rare extension to her three-year term at SBI, was, last year, considered a favorite to lead the Reserve Bank of India, and nominated for the No. 2 job at the World Bank.

如何解決“最后一英里”的問題，是許多企業(yè)面臨的難題，而在醫(yī)療行業(yè)，最后一英里問題對貧困地區(qū)的影響尤為嚴重。最后一英里問題是指向消費者交付產品或服務的最終關鍵步驟。潘賈比的非盈利組織最后一程醫(yī)療（Last Mile Health），正在努力解決這個問題。該組織致力于為發(fā)展中國家的本地人提供救生措施培訓，例如爆發(fā)流行病時如何自我保護，如何安全埋葬因傳染病死去的遇難者等。最后一程醫(yī)療已經證明了它們的能力： 2014年埃博拉病毒爆發(fā)期間，該組織在利比里亞的工作幫助阻止了疫情的蔓延。

Tackling the “l(fā)ast mile”—the final, critical step of delivering products or services to consumers—is a conundrum for businesses, and in health care, last-mile problems hit poor regions especially hard. Panjabi’s nonprofit, Last Mile Health, is striving to change that by training locals in developing countries in lifesaving ?measures, such as protecting themselves against pandemics and safely burying victims killed by infectious diseases. Last Mile has already proved its mettle; its work in Liberia helped stanch the spread of Ebola during the 2014 outbreak.

伊隆?馬斯克是個夢想家？理論家？冒險家？好像都不太準確。這位億萬富豪企業(yè)家目前掌管著兩家自己聯(lián)合創(chuàng)立的企業(yè)，員工共35000人。他的目標十分遠大。汽車生產商和可持續(xù)能源公司特斯拉于2016年收購了SolarCity，終極目標是無碳排放的世界。（馬斯克最近在內華達州設立的特斯拉超級電池工廠“Gigafactory”也是為終極目標服務的。）SpaceX是一家航天領域的創(chuàng)業(yè)公司，目標是低成本空間旅行，最終實現移民火星。

馬斯克承認有個睡袋放在加州弗里蒙特的特斯拉工廠組裝線附近，最近他要解決的問題又多了一個——讓人難以忍受的交通堵塞。新成立的公司Boring Co目標是迅速又低成本地建造隧道交通網絡，供各種交通工具以及超級高鐵Hyperloop通行。2013年他提出設想后，很多大學和創(chuàng)業(yè)公司正加緊開發(fā)。

過去幾年里，馬斯克科技大佬形象也偶有挫折。特斯拉出現過交貨延遲和達不到目標等，而且實際產品有時會讓分析師和一幫熱情粉絲失望。特斯拉/SolarCity合并案后，也有反對者質疑合并能否讓股東獲利。但很多人還是認為他是科技界最有公德的企業(yè)家之一。目前馬斯克在戰(zhàn)略和政策論壇擔任特朗普的顧問。

Visionary, ideologue, risk-taker: None of these shorthand labels quite capture who Elon Musk is. The billionaire entrepreneur is running two companies he cofounded that together employ 35,000 people. His aims are stratospheric. Tesla, the automaker and sustainable-energy company that acquired SolarCity in 2016, is Musk’s pathway to a carbon--emissions-free world. (The batteries he’s beginning to crank out at Tesla’s “Gigafactory” in Nevada are another element of that strategy.) SpaceX, an aerospace startup, was founded to lower the cost of space transportation and ultimately enable the colonization of Mars.

Musk, who has admitted to keeping a sleeping bag near a production line at Tesla’s factory in Fremont, Calif., has added another problem to his to-do list—soul-crushing traffic. His new business, the Boring Co., aims to find a way to quickly and cost-effectively dig networks of tunnels for vehicles and high-speed trains such as the Hyperloop, an idea he floated in 2013 that universities and startups are actively trying to develop.

Musk’s aura as a technocratic seer has taken some lumps over the past couple of years. Tesla—experiencing production delays and falling short of delivery goals—hasn’t always lived up to the bullish expectations of analysts and its legion of passionate fans. And the Tesla/SolarCity merger drew fire from critics who question whether the acquisition will benefit shareholders. But many still look to him as one of the tech world’s foremost civic-minded voices. Musk advises President Trump as part of the Strategic and Policy Forum.

論起對現代非洲的貢獻，可能沒人比得上馬希伊瓦。1998年，與津巴布韋政府打了多年官司后，馬希伊瓦終于成立了電信公司Econet。他成功地打破了政府壟斷電信業(yè)的局面，推動整個非洲大陸私營電信企業(yè)發(fā)展。后來馬希伊瓦搬到倫敦，但他一直很活躍，而且熱心慈善，所以在非洲仍然很有影響力。他在多家企業(yè)董事會任職，因長期支持孤兒救助，提供獎學金，以及抗擊饑餓、貧窮和埃博拉病毒為人稱道。

“斯特利夫?馬希伊瓦的生活的商業(yè)公司都很令人敬佩，最難能可貴的是他一直在努力幫助別人……他是個勇敢的戰(zhàn)士，通過可持續(xù)投資和領導環(huán)境政策改變很多商業(yè)領域和很多人的生活，同時盡力保護非洲最重要的資源……我很佩服他的見識，他的堅持，以及無畏的精神。”——吉恩?凱斯，凱斯基金會首席執(zhí)行官兼美國國家地理協(xié)會理事會主席。

Few people have shaped modern Africa as much as Masiyiwa, whose telecommunications firm, Econet, came into being in 1998 after a long legal battle with the Zimbabwe government. His victory busted up a state monopoly and helped spur the development of private telecoms across the continent. Masiyiwa has since relocated to London, but his energetic and well-rounded philanthropy still makes an impact in Africa; he chairs numerous boards and has been lauded for supporting orphans, funding scholarships, and fighting hunger, poverty, and Ebola.

“Strive Masiyiwa’s life and his business story is impressive, but it is his lifelong commitment to helping others that set him apart…He is a crusader who has transformed countless sectors and lives while also seeking to preserve Africa’s vital resources through his own sustainable investments and environmental policy leadership…I am inspired by his vision, his persistence, and his fearless spirit.” —Jean Case, CEO of the Case Foundation and chairman of the Board of Trustees of the National Geographic Society

1971年，孟加拉國經過艱苦戰(zhàn)爭獲得獨立，1000萬流落在外的難民回到祖國，迫切需要重建家園。阿拜德趁機創(chuàng)業(yè)，此前擔任企業(yè)高管的他成立了孟加拉國農村促進委員會（BRAC），如今是全世界最大的非政府組織。BRAC的業(yè)務包括小微金融，已經向超過500萬孟加拉國人發(fā)放16億美元貸款。還提供教育機會，已有超過1100萬學生畢業(yè)。

In 1971, Bangladesh won a brutal war for independence, and some 10 million refugees returned to a country in urgent need of rebuilding. In stepped Abed, a former corporate executive who established the Bangladesh Rural Advancement Committee, now the world’s largest nongovernmental organization. BRAC’s fingerprint includes microfinance; its program has given out $1.6 billion in loans to more than 5 million ?Bangladeshis—and education, where it has graduated over 11 million students.

現在的摩根大通跟杰米?戴蒙上任前的摩根大通仿佛兩家公司，以前與現在不可同日而語。2006年戴蒙接任首席執(zhí)行官以來，摩根大通的資產增長了近110%，收益是當時的近三倍。金融危機期間戴蒙的處理手段堪稱危機管理的典范，如今摩根大通毫無疑問是美國最大銀行，而且看來能穩(wěn)坐寶座相當一段時間。特朗普剛當選，手下的交接團隊就想去勸說戴蒙接任財政部長，他也是兩黨都愿意接受的人選。不過戴蒙拒絕了，他的貢獻方式是，在自由主義政府當政時管好一家規(guī)模巨大但井井有條的銀行。

There was a JPMorgan Chase before Jamie Dimon, but it was a shadow of its current self. Since he took over as CEO in 2006, the bank’s assets have risen nearly 110%, while earnings have nearly tripled. Dimon’s actions during the financial crisis were a master class in risk management, and his firm is now the undisputed biggest bank in the nation, with no sign of giving up that title. Just days after the President was elected, his transition team zeroed in on Dimon as the best choice for Treasury Secretary—an idea with support on both sides of the aisle. Dimon said no, however, and he now looks poised to lead by showing what a huge, well-managed bank can accomplish under a laissez-faire government.

尤里?米爾納的父母給他取名“尤里”，是因為他出生那年世界上第一名宇航員，也是第一位進入太空的尤里?加加林。他先是物理學家，后來改行做投資，因為早期投過Facebook和Airbnb揚名。如今他也在支持一些大型科學項目，例如尋找宇宙中智慧生物跡象。他還勸說其他企業(yè)家，Facebook的馬克?扎克伯格和阿里巴巴的馬云出資成立獎項，鼓勵優(yōu)秀的物理學家、生物學家和數學家。如今Breakthrough獎項已經發(fā)放獎金近2億美元。

Named for the cosmonaut and first person to reach outer space, the Russian physicist-turned-investor made his billions placing early bets on technology names such as Facebook and Airbnb. Now he’s backing bigger scientific gambles, such as a project to find signs of intelligent life elsewhere in the universe. He has also persuaded his pals, Facebook’s Mark Zuckerberg and Alibaba’s Jack Ma among them, to fund major awards for physicists, biologists, and mathematicians; the Breakthrough Prizes have given away nearly $200 million to date.

美國電話電報公司是美國最大的雇主之一（去年收入1638億美元， 也是全球最大企業(yè)之一），史蒂芬森完成了一項非常有挑戰(zhàn)的任務：幫超過10萬員工保住工作。隨著科技行業(yè)變化迅速，很多首席執(zhí)行官都被迫裁員。但AT&T斥資近10億美元啟動橫掃2020項目，培訓員工新技能。目前已經初獲成效：去年AT&T超過40%的職位通過內部招聘完成。

The head of one of the nation’s largest employers (and, with $163.8 billion in revenue last year, one of the world’s largest companies), Stephenson has taken on a challenge befitting AT&T’s stature: retraining more than 100,000 workers. In the face of rapid technological change, many CEOs have cut their people loose. But AT&T is launching a roughly billion-dollar push to teach them new skills through its sweeping 2020 initiative. The drive is already paying off: Last year AT&T filled more than 40% of open positions with internal candidates.