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CEO","person-tim-cook","段永平评价库克，核心是理性、理解乔布斯追求、延续苹果文化，并把苹果从乔布斯时代带入更大规模的长期经营。",5230,{"title":771,"slug":772,"description":773,"category":676,"order":774,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"马云：段永平为什么一直认为他了不起","person-mayun","段永平对马云的评价长期很高：他看重马云兼具理想主义和现实主义，也欣赏其勇气和企业文化意识；但这不等于他对阿里没有保留。",5240,{"title":776,"slug":777,"description":778,"category":676,"order":779,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"丁磊：段永平为什么说他很有悟性","person-dinglei","段永平评价丁磊，核心是“很有悟性”、单纯、不算计人，而且在网易现金很多时没有犯大错。",5250,{"title":781,"slug":782,"description":783,"category":676,"order":784,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"马化腾：段永平为什么正面评价他","person-mahuateng","段永平对马化腾的评价简洁但重要：人不错、年轻，并且微信和微信支付的影响非常大且深远。",5260,{"title":786,"slug":787,"description":788,"category":676,"order":789,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"俞敏洪：段永平为什么说他是条汉子","person-yuminhong","段永平欣赏俞敏洪的韧性和面对问题的能力，甚至说他是“条汉子”；但也认为俞离顶级企业家还有距离，新东方生意模式不是自己特别喜欢的类型。",5270,{"title":791,"slug":792,"description":793,"category":676,"order":794,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"季克良：段永平为什么说他对茅台至关重要","person-jikeliang","段永平评价季克良，核心是质量文化和造钟人作用：季克良让茅台成为今天的茅台，功不可没。",5280,{"title":796,"slug":797,"description":798,"category":676,"order":799,"type":694,"volume":9,"volumeOrder":9,"chapterOrder":9},"黄仁勋：段永平为什么欣赏他","person-huangrenxun","段永平欣赏黄仁勋，重点在真诚、有能量、长期方向一致，以及带领英伟达形成强生态；但他仍然区分“欣赏人”和“看懂英伟达十年护城河”。",5290,{"title":801,"slug":802,"description":803,"category":676,"order":804,"type":805,"volume":9,"volumeOrder":9,"chapterOrder":9},"段永平高度评价过的公司","topic-highly-rated-companies","段永平高度评价公司时，核心标准不是名气，而是能否长期做对事情：好产品、好商业模式、好文化、好管理层和可理解的未来现金流。",5300,"topic",{"title":807,"slug":808,"description":809,"category":676,"order":810,"type":805,"volume":9,"volumeOrder":9,"chapterOrder":9},"段永平高度评价过的人","topic-highly-rated-people","段永平评价人，重点不是名气，而是这个人是否理性、真诚、关注本质、能长期做对事情，并能把个人能力沉淀为组织能力。",5310,{"title":812,"slug":813,"description":814,"category":676,"order":815,"type":805,"volume":9,"volumeOrder":9,"chapterOrder":9},"段永平正在重估的公司","topic-revaluated-companies","段永平的重估案例最值得看的是变化过程：他会承认看不懂，也会在新证据出现后调整判断，但始终保留能力圈和长期现金流边界。",5320,{"id":817,"title":550,"body":818,"category":427,"chapterOrder":36,"date":9,"description":552,"editor":3192,"extension":3193,"meta":3194,"navigation":3195,"order":553,"path":3196,"publishedAt":9,"seo":3197,"seoDescription":552,"seoTitle":3198,"slug":551,"source":9,"sourceAuthor":883,"sourceDate":9,"sourceNote":3199,"sourceStatus":3200,"sourceUrl":9,"sources":3201,"stem":3202,"summary":552,"tags":3203,"type":435,"updatedAt":3208,"volume":533,"volumeOrder":31,"__hash__":3209,"_collection":3210},"dao\u002Fdao\u002Fqanda\u002Fwenda-business-10.md",{"type":819,"value":820,"toc":3183},"minimark",[821,826,835,848,853,865,868,871,876,879,885,888,893,896,899,902,905,908,913,926,929,932,937,940,945,948,953,956,962,965,968,971,985,996,999,1002,1005,1010,1013,1016,1021,1026,1029,1032,1035,1038,1042,1049,1054,1064,1073,1076,1081,1084,1092,1102,1105,1111,1114,1117,1120,1123,1129,1137,1140,1143,1148,1151,1156,1159,1168,1174,1182,1188,1201,1204,1209,1218,1229,1241,1249,1265,1270,1273,1278,1281,1286,1289,1294,1297,1302,1305,1310,1316,1323,1326,1331,1334,1340,1343,1348,1351,1360,1363,1372,1375,1380,1387,1390,1393,1402,1405,1408,1411,1416,1426,1435,1442,1445,1448,1453,1462,1465,1470,1473,1478,1481,1486,1491,1494,1499,1502,1507,1510,1515,1518,1521,1524,1527,1532,1535,1540,1543,1548,1551,1556,1559,1564,1567,1572,1575,1578,1583,1586,1594,1597,1600,1603,1606,1611,1614,1617,1623,1627,1632,1635,1638,1645,1648,1659,1668,1671,1676,1679,1684,1687,1692,1695,1702,1705,1708,1713,1716,1722,1725,1730,1733,1738,1741,1744,1749,1760,1765,1768,1773,1776,1785,1790,1794,1797,1803,1806,1811,1814,1822,1837,1845,1848,1853,1856,1859,1862,1865,1868,1873,1879,1887,1893,1898,1901,1904,1909,1912,1917,1920,1936,1939,1944,1947,1952,1955,1960,1963,1968,1971,1976,1982,1987,1990,1999,2002,2008,2013,2016,2021,2024,2027,2030,2035,2038,2043,2050,2058,2061,2068,2072,2075,2080,2083,2086,2091,2096,2099,2104,2107,2112,2115,2120,2123,2128,2131,2136,2141,2170,2173,2186,2194,2197,2202,2205,2218,2224,2229,2232,2237,2240,2245,2248,2253,2256,2259,2264,2267,2272,2277,2280,2289,2292,2295,2298,2301,2304,2307,2317,2323,2328,2331,2336,2339,2344,2347,2352,2359,2367,2370,2377,2380,2385,2391,2394,2397,2402,2405,2410,2413,2418,2421,2426,2431,2434,2437,2441,2446,2449,2452,2455,2462,2465,2468,2473,2476,2481,2484,2489,2492,2495,2500,2503,2508,2511,2521,2524,2529,2535,2538,2541,2546,2549,2552,2555,2558,2561,2564,2569,2572,2577,2580,2585,2591,2596,2599,2604,2607,2610,2615,2618,2623,2632,2637,2640,2645,2648,2653,2656,2668,2674,2679,2682,2685,2688,2693,2698,2704,2709,2712,2717,2720,2725,2728,2733,2738,2741,2748,2751,2754,2757,2760,2763,2766,2771,2774,2779,2782,2787,2793,2796,2799,2802,2805,2808,2811,2814,2817,2820,2823,2826,2829,2834,2837,2843,2846,2851,2854,2859,2862,2867,2870,2873,2876,2879,2882,2887,2890,2893,2898,2901,2908,2911,2916,2919,2924,2927,2932,2935,2940,2943,2948,2951,2954,2959,2962,2965,29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创始人与造钟人",[827,828,829,830,834],"p",{},"网友：",[831,832,135],"a",{"href":833},"\u002Fqiyewenhua","就是老板文化，这个理解对不对？",[827,836,837,841,842],{},[838,839,840],"strong",{},"段永平："," ",[838,843,844,845,847],{},"一般而言，创始人对",[831,846,135],{"href":833},"的形成起的作用都很大。(2010-05-10)",[827,849,850],{},[838,851,852],{},"（价值）投资最重要的是什么？",[827,854,855,857,858,861,862,864],{},[838,856,840],{}," right business，right people，right price.（对的生意，对的人，对的价钱。这是老巴说的。）对的生意说的就是",[831,859,70],{"href":860},"\u002Fshangyemoshi","，对的人指的就是",[831,863,135],{"href":833},"。price没有那么重要，business和people最重要。",[827,866,867],{},"culture跟founder（创始人）有很大关系。business model，就是赚钱的方式，这个是你必须自己去悟的，我没法儿告诉你。就像如果你不打高尔夫，我是无法告诉你它的乐趣的。2018-9-30",[827,869,870],{},"网友：作为企业创始人，工作重心要放在何处？",[827,872,873,875],{},[838,874,840],{}," 取决于缺什么。",[827,877,878],{},"网友：有了愿景不一定一定会成功，但没有愿景，一般不会成功。能否很好地在企业经营过程中执行好对远景或价值观的追求，与创始人对企业的理解有关，也与创始人的个性有关。",[827,880,881,884],{},[838,882,883],{},"段永平"," ：那要看如何定义成功。没有愿景的公司很难走得很远，但也有些小的家族企业可以靠别的东西维持走很远的。",[827,886,887],{},"网友：看了吉姆·柯林斯的《基业长青》、《从优秀到卓越》等几本书。对报时人和造钟人的区分还是懵懵懂懂，主要是企业文化的建设是吗？请教段总：报时人和造钟人最显著的区别是什么？主要是从企业的哪些地方可以区分出来？谢谢。",[827,889,890,892],{},[838,891,840],{}," 再看一遍，不然我说你也不明白。（2011-08-24）",[827,894,895],{},"网友：受博友委托，他向你提问以下的问题，你可有时间解惑一下吗？",[827,897,898],{},"1、这段时间我看了科林斯的《基业长青》、《从优秀到卓越》、《再造卓越》，又看了韦尔奇的相关书籍，感觉科林斯与韦尔奇很多观点相通共融，我想段总当年拜访SONY（索尼）后，认为SONY所存在的问题是不是：企业内部的官僚化作风？",[827,900,901],{},"2、韦尔奇自身受德鲁克的影响比较大，是不是可以说德鲁克是管理学的理论大师，而韦尔奇是最优秀的实践者？",[827,903,904],{},"3、段总谈苹果与乔布斯比较多一些，而对GE（通用电气）与韦尔奇谈得比较少一些，我个人认为GE的韦尔奇在造钟方面要远强于苹果的乔布斯，如果用足球来类比的话，韦尔奇就是巴西的贝利，而乔布斯就是阿根廷的马拉多纳。肥沃土壤所生长出的优良的果实和概率远大于土壤稍差的，GE就是巴西，苹果就是阿根廷。",[827,906,907],{},"4、不知段总有空的话能否写篇博文谈谈GE和韦尔奇，谢谢！",[827,909,910,912],{},[838,911,840],{}," 1. 我从来没去过SONY；",[914,915,916,920,923],"ol",{"start":21},[917,918,919],"li",{},"我知道德鲁克，但从来没看过他的东西；",[917,921,922],{},"我今年一月才突然悟出来其实乔布斯也是一个很好的造钟人。他的问题是他同时还是一个极为罕见的报时人，我和科林斯都上当了，不然几年前我就该买苹果的；",[917,924,925],{},"没空！你可以去看韦尔奇的东西。",[827,927,928],{},"补充一点，从书名上看，德鲁克的东西主要是教大家如何把事情做对的。如果我现在20来岁，我觉得我会好好看看他的东西。（2011-11-04）",[827,930,931],{},"网友：这几天在读《基业长青》，（惭愧，现在才读），读到一个造钟人报时人的概念，商鞅与秦孝公就像两个造钟人，将秦国打造成了一个自己会报时的钟。",[827,933,934,936],{},[838,935,840],{}," 《基业长青》是本好书啊，不过这本书让我失去了早期投资苹果的机会，因为看完这本书后我就把乔布斯划到报时人里去了（现在绝大多数人还这么认为）。还好后来突然悟到其实他还是一个很好的造钟人。（2012-03-25）",[827,938,939],{},"网友：是什么事情让您突然悟到乔布斯还是一个很好的造钟人的呀？",[827,941,942,944],{},[838,943,840],{}," 因为我看见那个钟了。（2012-03-29）",[827,946,947],{},"网友：请问段总，看好苹果的公司文化，还是看好其CEO？我个人感觉你看好的是前者。",[827,949,950,952],{},[838,951,840],{}," 我曾经一直认为Jobs是个报时人，最近突然觉得只有Jobs的苹果是不可能成为今天这个样子的。今天的苹果，Jobs的作用已经不是那么大了。就算Jobs不打算再回来，今天的苹果也会靠惯性向前的。还有就是，当年的苹果董事会为什么会在赶走Jobs后又能请他回来呢？这可不是容易做到的事。（2011-01-22）",[827,954,955],{},"网友j：大道一方面认同：乔布斯曾告诫团队：“遇到事情不要问乔布斯会怎么做”，一方面又认为：伊梅尔让通用电器从卓越变成了优秀。同时认为（中村社长就是这么说的：“我总在想如果松下老人站在我背后，他会怎么想这件事”）是不对的。我想来想去，还是迷迷糊糊的。望指点迷津。",[827,957,958,961],{},[838,959,960],{},"段永平：希望你不要寄希望于有人可以一句话让你明白。我花20年理解的东西，如果你能花10年搞懂就至少比我厉害多了"," 。（2011-10-23）",[827,963,964],{},"【引用】巴菲特31年股东信精华（2012-02-17）",[827,966,967],{},"如果一个生意要依靠一位超级明星才能产生好成效，那这个生意本身不会被认为是好生意。一家在你们地区首席脑外科医生领导下的医疗合伙公司，可能有着令人高兴的可观的、不断增长的利润，但这对于它的将来并不意味着任何东西。随着外科医生的离去，合伙公司的“壁垒”也一起消失。",[827,969,970],{},"然而，你却可以肯定梅奥诊所（Mayo Clinic）（美国最好的医院之一）的成功将会一直持续下去，虽然你根本不知道它的CEO叫什么名字。（2007）",[827,972,973,974,977,978,981,982,984],{},"网友：看",[838,975,976],{},"乔布斯","传记，他为人似乎缺乏真诚甚至撒谎，但并未影响",[838,979,980],{},"苹果","成为伟大公司。请教段总，怎么看待创始人阴暗面对优秀",[831,983,135],{"href":833},"的影响？",[827,986,987,989,990,992,993,995],{},[838,988,840],{}," 这个世界没有没撒过谎的大人，不知道你想说什么。就像现在社交媒体一样，每个人都会喜欢看自己想看的东西而失去对真相的追求。希望AI能够解决这个问题，不然就被懂王解决了。我认识好几个曾经跟",[838,991,976],{},"共过事的人，我问过他们，他们对",[838,994,976],{},"都是很恭敬加尊重的。我没看过那本书，也不知道你说的是什么意思。很可能那个作者有点毛病吧。",[827,997,998],{},"（2025-09-30）",[827,1000,1001],{},"网友：刚毕业时也许理解不到学长这几句话的精髓，折腾过一番之后会有切身的体会。抱着侥幸心理制定战术目标是愚蠢行为，抱着侥幸心理制定战略目标会导致灾难。我们自己吃过亏之后，回归到脚踏实地、甚至匍匐前进的战略规划。集中火力攻下一个具体项目，然后通过实打实的提效服务树立口碑。用两个湖南伟人的话说：“建立根据地”、“结硬寨、打呆仗”。",[827,1003,1004],{},"想请教学长一个具体的问题：您刚到中山怡华做厂长的时候，是怎么快速建立执行团队的？我看网上报道，您1989年开始做厂长，三年内就产值过亿了。而那时候陈明永学长还没毕业。您只身一人到广东才28岁，能让工厂按照自己的规划全速启动，有没有什么招数？有没有遇到内部的阻力？如何克服？",[827,1006,1007,1009],{},[838,1008,840],{}," 当年谈不上快速，三年内好像也没过亿吧，而且刚好赶在游戏机风口上。你学长好像是1991年加入的。非常有意思的一点是，我整个博客讲的都是“道”的东西，可人们总是觉得“术”的东西才值得学。其实我不太懂“术”，所以才觉得自己不太适合做CEO。不过，只要在“道”上，“术”的东西早晚会学会的，快速与否往往没有人们想象的那么重要，投资亦然。",[827,1011,1012],{},"（2016-06-18）",[827,1014,1015],{},"网友：在知乎上看到的：“刘作虎曾负责蓝光DVD的开发。产品原计划在当年圣诞节上市，可效果一直没达到预期。他纠结地向步步高创始人段永平汇报。意外的是，老板听完，轻描淡写地回复，「赶不上今年，赶明年呗。」结果，这款DVD真的推迟了一整年才问世。“同作为产品经理的我真的佩服，无他，特意来感谢大道的回复。能再分享点趣事更好。",[827,1017,1018,1020],{},[838,1019,840],{}," 这个故事跟刘作虎无关。我管事的时候他可能还没来或刚来没几年，不是直接和我联系的。（2019-05-20）",[827,1022,1023,1025],{},[838,1024,840],{}," 在我心里，像陈明永，沈炜或黄峥他们最后有啥成就我都不会太意外的，啥都成不了我才会觉得意外！（2018-09-15）",[827,1027,1028],{},"网友：大道您好！我有个问题困扰我很久了，我觉得一个优秀公司的创始人对公司影响是很大的，比如阿里巴巴的马云，泡泡玛特的王宁，如果这些创始人因为各种原因离开了公司，或者不再决策公司任何事务。您会怎么判断这个公司后续的发展是好还是不好？",[827,1030,1031],{},"大道：我离开了，乔布斯离开了，所有的创始人也都早晚要离开的。你需要看的是商业模式和企业文化。（2026-09-02）",[827,1033,1034],{},"网友：您讲这句话，我突然有点伤感，虽然这是不得不面对的现实",[827,1036,1037],{},"大道：乔布斯比你还伤感，可没办法啊。历史的规律不可抗拒！（2026-09-02）",[822,1039,1041],{"id":1040},"第二节-ceo与管理层","第二节 CEO与管理层",[827,1043,1044,1045,1048],{},"网友：卓越的管理层重要还是",[831,1046,74],{"href":1047},"\u002Fhuchenghe","重要？",[827,1050,1051,1053],{},[838,1052,840],{}," 这就像打仗一样，是能打仗的军队重要还是好的战壕重要？没有好的防护，再好的军队也不经打。光有战壕显然也是不行的。(2010-04-14)",[827,1055,829,1056,1059,1060,1063],{},[831,1057,23],{"href":1058},"\u002Fzuoduideshiqing","大概是最高管理层的事，公司目标及策略确定后只需把握大方向；",[831,1061,28],{"href":1062},"\u002Fbashiqingzuodui","大概是管理层的事，产品的每一个细节都要注意。",[827,1065,1066,841,1068],{},[838,1067,840],{},[838,1069,1070,1072],{},[831,1071,23],{"href":1058},"必须要贯彻到每个细胞，尤其是知道错的事情不去做，发现错了要马上改。(2010-06-17)",[827,1074,1075],{},"网友：巴菲特说，选公司一定要看它管理层。巴菲特说，选公司一定要看它的本质，因为它迟早会轮到庸才管理。是不是有点矛盾？",[827,1077,1078,1080],{},[838,1079,883],{}," ：他后面讲的是商业模式。前面讲的是管理水平。巴菲特的意思是，如果生意模式好的话，庸才都不怕。（2010-04-01）",[827,1082,1083],{},"网友：如何理解一个好企业（符合价值投资理念）的老板或CEO的价值？人的因素与产品的因素哪个更大？",[827,1085,1086,1088,1089],{},[838,1087,840],{}," 从5年10年的角度看，CEO至关重要。从10-50年的角度看董事会很重要，因为董事会能找出好的CEO。从更长的角度看企业文化更重要，因为一个好的企业文化可以维持有一个好的董事会。GE就是一个好例子。",[838,1090,1091],{},"好的公司之所以是好的公司，必然会有些好的产品。但所谓好的产品的寿命是非常有限的。",[827,1093,1094,1101],{},[838,1095,1096,1097,1100],{},"所谓好的",[831,1098,1099],{"href":860},"生意模式","可以让好的产品的寿命大幅度提高"," 。（2010-04-03）",[827,1103,1104],{},"网友：是否可以请教段总一个问题，巴老说马比骑师重要，但我看你的选择里，对骑师似乎非常看重，对于阿里，对于GE、对于万科无一不体现你对管理层的要求，我理解你是真正做过大企业的，那么您认为管理层的素质和公司行业的本身哪一个更重要一些呢，或者怎么来平衡为好呢？请教了。",[827,1106,1107,1110],{},[838,1108,1109],{},"段永平：巴菲特说过生意模式最重要，但也要合适的人才能管好。当我强调人时，表示生意模式已经看过了，不是表示生意模式不重要。我不知道那个更重要，但知道哪个不行时哪个就重要。"," （2010-05-12）",[827,1112,1113],{},"【引用】巴菲特：我投资生涯前25年所犯的错误 2018-01-20",[827,1115,1116],{},"我可以给大家举出更多我自己买便宜货的愚蠢行为，但我相信你早已明白：以一般的价格买下一家非同一般的好公司要比用非同一般的好价格买下一家一般的公司要好得多。查理老早就明白这个道理，我的反应则比较慢，不过现在当我们投资公司或股票时，我们不但会坚持寻找一流的公司，同时这些公司还要有一流的管理层。",[827,1118,1119],{},"从这里我们又学到了一课，好的马还要搭配好骑师才能有好成绩，像伯克希尔纺织与Hochschild，Kohn（孔恩百货公司）也都有德才兼具的人在管理，很不幸的他们所面临的是流沙般的困境，若能将这些人摆在体质更好的公司相信他们应该会有更好的成绩。",[827,1121,1122],{},"我曾说过好几次，当一个绩效卓著的经理人遇到一家恶名昭彰的企业，通常会是后者占上风，而管理层却已名声尽毁。我多希望我没有那么费尽心机地制造坏的典型，我以前的行为就像是Mae West（梅·韦斯特）曾说的：“曾经我是个白雪公主，不过如今我已不再清白。”",[827,1124,1125,1126,1128],{},"网友：好的管理层是不是应该有能力改善甚至创立好的",[831,1127,70],{"href":860},"?",[827,1130,1131,1133,1134,1136],{},[838,1132,840],{}," 那个有点可遇不可求，投资一般应该在看到好的",[831,1135,70],{"href":860},"后再出手比较安全。(2013-04-23)",[827,1138,1139],{},"再好的车手也很难开好一辆烂车。(2013-04-22)",[827,1141,1142],{},"网友：一开始做投资，比较注重right price，做投资的时间越长，越能体会到right people的重要性，right price经常是可以等到的，right people却是可遇不可求的。如果开一家餐厅，我是不会和不诚信、把收银台的钱放自己口袋的人合伙做生意的。买了股票就是公司的股东，也是和别人合伙做生意，选择管理层也要像选择合伙人一样。（2013-04-21）",[827,1144,1145,1147],{},[838,1146,883],{},"：right business最重要，因为right people在right business里能充分体现出来。right price则没那么重要，因为时间可以降低其重要性。",[827,1149,1150],{},"网友：这三个因素的重要性占比是否各占33.3%?",[827,1152,1153,1155],{},[838,1154,840],{}," 过滤器啊！",[827,1157,1158],{},"前两条是必要条件，第三条要从未来10年以上来看。(2025-02-12)",[827,1160,1161,1162,1164,1165,1167],{},"也许可以给个未必合适的比喻，",[831,1163,70],{"href":860},"像马，管理层加",[831,1166,135],{"href":833},"像骑师，经营结果就是比赛结果。不过企业经营不像赛马那么短时间而已。(2011-12-31)",[827,1169,1170,1171,1173],{},"网友：一家公司的",[831,1172,74],{"href":1047},"很深，但管理层不是很好，这样的股票能不能碰？",[827,1175,1176,1178,1179,1181],{},[838,1177,840],{}," 管理层不好的公司怎么会有很深的",[831,1180,74],{"href":1047},"呢？费解。(2013-04-02)",[827,1183,1184,1185,1187],{},"网友：如果持有的企业现在不错，但原来的CEO退休了，换了新的最高决策层，您是否会卖出谨慎地观察一下新的决策层？或者认为",[831,1186,135],{"href":833},"跟新的CEO关系不大呢？",[827,1189,1190,841,1192,1194,1195,1197,1198,1200],{},[838,1191,840],{},[831,1193,135],{"href":833},"可以看作是",[831,1196,74],{"href":1047},"的一部分。换CEO对任何公司都是会有影响的，但",[831,1199,135],{"href":833},"强大的公司往往能选出好的CEO，从而能让公司继续好下去。(2011-01-09)",[827,1202,1203],{},"网友Z：你是认为企业文化强大可以选出好的CEO，还是强大的企业文化对于CEO个人能力要求反而不是那么高，因为企业文化让公司做正确事情的概率提升？",[827,1205,1206,1208],{},[838,1207,840],{}," 我认为强大的企业文化会帮公司找到好的CEO，好的CEO在有强大企业文化的公司里能发挥的作用更大。",[827,1210,829,1211,1214,1215,1217],{},[838,1212,1213],{},"巴菲特","说对的管理层，大道强调",[831,1216,135],{"href":833},"，这两者有何区别？",[827,1219,1220,1222,1223,1225,1226,1228],{},[838,1221,840],{}," 现在",[838,1224,1213],{},"也说的是",[831,1227,135],{"href":833},"了。(2019-03-18)",[827,1230,1231,1232,1234,1235,1237,1238,1240],{},"可能是因为我想早退休，所以总说",[831,1233,135],{"href":833},"，",[838,1236,1213],{},"一直是CEO，所以说的是管理层？现在他应该在考虑退休以后的事情了，所以也经常说",[831,1239,135],{"href":833},"了？我猜着玩的，实际上我们讲的是一个东西，没本质差别。",[827,1242,829,1243,1245,1246,1248],{},[838,1244,980],{},"现在的团队为荣誉而战，库克是一个斯巴达式的清教徒，比",[838,1247,976],{},"更柔软。这一点可以抵消他在创造性上的欠缺。",[827,1250,1251,1253,1254,1257,1258,1260,1261,1264],{},[838,1252,840],{}," 第一，我不知道库克的创新能力；第二，",[838,1255,1256],{},"一家公司如果需要依靠CEO 的创新能力并不是一件好事","。",[838,1259,976],{},"实际上被神化了，他其实主要是",[838,1262,1263],{},"建立了创新的文化而不是自己创新","。(2013-02-13)",[827,1266,1267,1269],{},[838,1268,840],{}," 库克是个比乔布斯更好的CEO。库克更理性，同时骨子里对乔布斯的追求非常理解。前段时间我见到一个投资界的老前辈时，我说我认为库克其实是个更好的CEO时，他老人家说其实我也这么认为。基业长青里说乔布斯是个“报时人”，其实乔布斯同时还是个非常好的“造钟人”，库克其实就是乔布斯最伟大的发明（发现）之一。（2018-08-07）",[827,1271,1272],{},"网友：看了，感觉乔布斯特别强势，下属做得不好，直接一顿臭骂。",[827,1274,1275,1277],{},[838,1276,840],{}," 所以他累得不行，早早退出了，还好选了Tim Cook！（2018-09-22）",[827,1279,1280],{},"网友：库克：乔布斯最大的贡献、留给世界最好的礼物在于苹果及其文化。他非常关注这些。他花费了许多时间设计我们的新园区，这将是留给下一代的礼物。苹果大学是另一个例子。他希望通过苹果大学去培养苹果的下一代领导者，并确保过往的教训不会被忘记。",[827,1282,1283,1285],{},[838,1284,840],{}," 加一个：发现并任命库克为CEO。（2015-03-20）",[827,1287,1288],{},"“迪士尼前CEO鲍勃·伊格尔解释退休原因，他是在感觉自己过于轻视他人的意见后开始思考卸任CEO的。伊格尔说：渐渐地，我开始越来越不愿听取别人的意见，甚至少了一些宽容，或许是因为我对自己有些过于自信，当你有点成绩的时候，就可能发生这种情况。”(新闻)",[827,1290,1291],{},[838,1292,1293],{},"“我开始越来越不愿听取别人的意见”，这可能是我见过的最好的辞任CO的理由！",[827,1295,1296],{},"网友z：马云算不算？他说：没有理想就没有明天，没有现实活不过现在。也是二元的。",[827,1298,1299,1301],{},[838,1300,840],{}," 好的企业和企业家都是理想主义和现实主义的结合。没有理想主义做不大，不理解现实走不远。",[827,1303,1304],{},"网友：CEO致命的经营缺陷是哪些？",[827,1306,1307,1309],{},[838,1308,840],{}," 没研究过，但读中欧时曾经看过企业家最重要的品质是integrity（诚信），所以大概违背integrity的品质可能会是致命的吧，时间足够长的话。",[827,1311,1312,1313,1315],{},"网友：“我过去常常认为一位出色的人才能顶两名平庸的员工，现在我认为能顶50名。我大约把四分之一的时间用于招募人才。”",[838,1314,976],{},"的这句话对吗？您觉得CEO每天安排时间应该侧重于哪些方面？",[827,1317,1318,841,1320,1322],{},[838,1319,840],{},[838,1321,976],{},"是对的。我当CEO的时候并没有一个时间分配表，但大致知道什么是重要的。简而言之，不要让重要的事情变成紧急的事情。(2019-03-16)",[827,1324,1325],{},"网友：您认为对于公司管理者来说，处理一些紧急事情的原则和有效的方法是什么呢？",[827,1327,1328],{},[838,1329,1330],{},"段永平：我认为是你要分清什么是重要的事和紧急的事，千万别让重要的事变成紧急的事。",[827,1332,1333],{},"举个例子，对于一家公司来讲，客户投诉是紧急的事，员工没有权力解决，老板可以做主。老板出马，一下就把问题给解决了，虽然老板有成就感，但他却做了别人应该去做的事。实际上，对于一家公司的管理者来讲，只是做紧急的事，那都是管理别人或代替别人管理事。",[827,1335,1336,1339],{},[838,1337,1338],{},"实际上，对于一个管理者来讲，重要的事是建立公司的各项制度，设定公司的服务章程，把重要的事都做好了，剩下的事员工自己就能处理好。"," （2005年，北大演讲）",[827,1341,1342],{},"网友：最缺的是什么？",[827,1344,1345,1347],{},[838,1346,840],{}," 这个问题问得好，我不知道怎么回答。一般人会问企业什么最重要，我一般回答缺什么什么重要。接下来问缺什么，我还真有点晕啊。无论如何，缺什么的问题应该是经营企业的人自己应该知道的。(2010-10-20)",[827,1349,1350],{},"网友：最重要的事，就是你做得最不好的事。学习啦。",[827,1352,1353,1355,1356,1359],{},[838,1354,840],{}," 原话的意思大致是：",[838,1357,1358],{},"在公司里显得最重要的那个部门往往是做得不够好的部门"," 。（2017-06-20）",[827,1361,1362],{},"网友：大道可否谈一下你认为企业管理（或团队管理）的本质或重要的原则有哪些呢？市面上关于管理的书和理论太多了，以下我通过阅读你的博客大概整理了你对于“管理”的原则……",[827,1364,1365,1367,1368,1371],{},[838,1366,840],{}," 很久不在一线，没办法按你的要求穷举。你说的几条我确实在不同的场景下都说过，但混在一起说似乎不是很合适。",[838,1369,1370],{},"一般来说，我总是努力去提醒人们不要做什么，但多数人最后总是会回到问我“那我该干嘛？”，大概只有很少的人看明白了，我们干过啥对你能干啥不会有太多帮助的。"," （2019-06-19）",[827,1373,1374],{},"网友：为什么你不介意企业管理层的人品问题呢？譬如从捐款门看出人品的王石，创维欺诈门的黄宏生等，你都买了他们的股票，还有值得争议的史玉柱，你都觉得他很不错。还有你对中国的企业家是怎么看的？本人觉得中国好像没有受尊敬的企业家。",[827,1376,1377,1379],{},[838,1378,840],{}," 我非常在乎企业管理层的人品！等你长大了就明白我说的是什么了。（2010-05-04）",[827,1381,1382,1383,1386],{},"网友：我很认同你的观点，苹果董事会能在赶走Jobs后请回他，正体现了以企业利益为上的思维模式，从这点上，董事会是称职的，",[831,1384,222],{"href":1385},"\u002Flixing","的！",[827,1388,1389],{},"另再请教一个问题：如何判断一个企业有好的人才计划，尤其是培养、选拔优秀后备人才的计划，企业内部有简单、实效的工作机制？毕竟我们一般只能看到企业的工作计划，战略计划等？",[827,1391,1392],{},"如果，我们投资者真能掌握到企业有一群“对”的人，那么我们投资成功率将会大很多！",[827,1394,1395,1397,1398,1401],{},[838,1396,840],{}," 我自己好像没有一个简单的判断办法，至少自己没总结过。",[838,1399,1400],{},"总觉得很难判断领导层是否“对”，但相对容易判断他们是否“不对”。不对的就不碰，错误的概率就大幅度降低了"," 。（2011-01-22）",[827,1403,1404],{},"网友：您关于“市场占有率是果而不是因”的论述，出现了很多次，我完全接受。但是 我在现实中看到的公司：管理中，都是量化式管理，具体说就是目标，特别是数量目标的层层分解。有弊端（如段老师所说）但是在公司相对大了之后，确是相对公平和容易操作的方法。",[827,1406,1407],{},"那么我理解现在的情况是：公司的董事会不会提出量化指标，但是会有其他形式的对于管理层的评价，例如公司健康程度（也许还是要量化）等等；但管理层对于中层管理的时候，中层对于基层的管理的时候，还是难免出现数量指标。一旦出现量化的目标，特别是销售上，那么就很难避免出现些短期行为。这二者如何平衡呢？就是说公司的长期健康发展战略和公司的中短期管理目标之间的如何平衡呢。",[827,1409,1410],{},"我觉得这是我的很大一个困惑，段老师能否指点一二。",[827,1412,1413,1415],{},[838,1414,840],{}," 我不反对量化目标。事实上正确的量化目标是绝对必要的。（2010-10-18）",[827,1417,829,1418,1421,1422,1425],{},[838,1419,1420],{},"诺基亚","股价从2008年28美元跌到最近6美元，市场占有率维持在三分之一以上，从中给我很多启示。该司的行业领导地位，亮丽的财务报表，不错的全球分销",[831,1423,161],{"href":1424},"\u002Fqudao","，产品链齐全，很好的净资产收益率等，使其本应是很好的投资标的。但从目前来说，重仓投资者亏大了。",[827,1427,1428,1429,1431,1432,1434],{},"该司目前面临iPhone、iPad的高端市场竞争，手机操作系统被",[838,1430,980],{},"颠覆，这些引起管理层的动荡等系列问题。我觉得以过度竞争的企业为投资标的时应非常谨慎，因为这类企业",[831,1433,74],{"href":1047},"不宽。",[827,1436,1437,841,1439,1441],{},[838,1438,840],{},[838,1440,1420],{},"太把当前的市场占有率当回事了。",[827,1443,1444],{},"占有率是结果，不是不重要，但不能盲目追求，否则以后会有麻烦。有点像GDP，不是不重要，但不能盲目追求。",[827,1446,1447],{},"网友：一般哪些公司会有大麻烦，倒下就起不来那种？",[827,1449,1450,1452],{},[838,1451,840],{}," 任何公司倒下去以后都很难再起来，所以倒下再起来的故事才会流传开来，不然就是常态了。",[827,1454,1455,1456,1458,1459],{},"居然认为管理层没有重大决策失误。",[838,1457,1420],{},"是典型的成功是失败之母的典范，失误绝对一箩筐。补充一下：",[838,1460,1461],{},"有时候必须决策时不决策也是重大决策失误。",[827,1463,1464],{},"网友：您觉得苹果公司沦为普通公司的可能性有多大？如果会沦为普通公司，第一个判断的标致是什么？",[827,1466,1467,1469],{},[838,1468,840],{}," 这届CEO任内似乎不太可能。苹果董事会似乎不错，所以以后应该也会不错。如果苹果产品对多数现有用户不再有黏性的时候，苹果就是普通公司了，那时的苹果可能就像sony，松下等等。（2012-03-29）",[827,1471,1472],{},"网友：如果一家公司的商业模式不错，但其CEO是你不喜欢的人，是不是无论价格多便宜你都不会买？",[827,1474,1475,1477],{},[838,1476,840],{}," 没碰到过这种情况。（2014-10-30）",[827,1479,1480],{},"网友：在通用电器126年的历史里，包括现任总裁，一共才有9位，几乎都是内部提拔",[827,1482,1483,1485],{},[838,1484,840],{}," 不是几乎。（2010-07-27）",[827,1487,1488,1490],{},[838,1489,840],{}," 猎头公司找到的CEO好过从内部提拔的CEO的概率是非常低的，为什么有些公司还乐此不疲呢？（2011-10-02）",[827,1492,1493],{},"网友：芒格说惠普的董事会之所以会选择菲奥莉娜是被其面试时的表演能力所迷惑。芒格自己担任一家学院的学术委员会的委员，他替学院选择老师时全部的依据是其过往的历史表现记录，根本就没有面试这个环节，只根据书面的学术成果而不用见面就决定录取谁。",[827,1495,1496,1498],{},[838,1497,840],{}," 找空降兵其实不是上策。惠普要走这一步实在可惜。（2010-08-24）",[827,1500,1501],{},"网友：阿里巴巴也请了空降兵？怎么看？",[827,1503,1504,1506],{},[838,1505,840],{}," 谁是？马云应该不算吧？我对所谓空降兵的理解就是从外面找一个CEO。从公司内部提拔上来的不算。空降兵不是一定不行，但由于文化冲突的问题，空降兵的成功率非常低。（2010-08-26）",[827,1508,1509],{},"网友：您的公司有没有请空降兵？",[827,1511,1512,1514],{},[838,1513,840],{}," 专业人士很多，CEO位置没有。(2010-08-25)",[827,1516,1517],{},"网友：《财经》：你认为作为CEO的本分是什么？",[827,1519,1520],{},"黄峥：我不是一个典型意义的CEO，我一负责给公司输入价值观和文化，以及为员工树立人生理想。二是我管那些突然冒出来以前没遇到过，也不知道分配给谁的问题。",[827,1522,1523],{},"《财经》：你的员工说你说过的话、做过的决定说一不二，你是不是觉得多数人都很蠢？自己的决策和判断要明显优于其他人。",[827,1525,1526],{},"黄峥：这和我对自己的认知是很不一样的。在我的脑子里，绝大多数人在绝大多数方面都是比我强的，我只在很少的方面比很少的人强。",[827,1528,1529,1531],{},[838,1530,840],{}," 这个像黄峥说的！（2019-02-14）",[827,1533,1534],{},"网友：看到今天Tony的微博，步步高，OPPO，Realme，企业文化基因这么有序和有力的传承，段哥功力深啊，善莫大焉，叹服。",[827,1536,1537,1539],{},[838,1538,840],{}," 你看到了为什么我不当CEO的原因哈。（2018-07-30）",[827,1541,1542],{},"网友：像您当年在一线的时候，产品做得不好您会砸样品（肝火上升）。",[827,1544,1545,1547],{},[838,1546,840],{}," 我什么时候砸过样机？你心目中的“老板”就是这样的？（2010-11-29）",[827,1549,1550],{},"网友H：海尔张瑞敏砸过。",[827,1552,1553,1555],{},[838,1554,840],{}," 他当时是不得已为之，为的是强调品质的概念，同时也说明当时他们的品质体系还有很大问题。品质部长是有一票否决权的，没道理会为了不合格的产品打电话问老板是否可以卖。（2010-11-29）",[827,1557,1558],{},"网友Y：好奇地问一句，年轻的时候干没干过？",[827,1560,1561,1563],{},[838,1562,840],{}," 应该没有。（2010-11-30）",[827,1565,1566],{},"网友H：对啊，品质部长敢砸才是正常的品保体系。",[827,1568,1569,1571],{},[838,1570,840],{}," 晕死。OPPO的东西出来时我已经离开CEO的位置好多年了，这个编得太离谱。",[827,1573,1574],{},"简单讲，一个公司如果还需要靠老板砸产品来提醒员工注意品质，那他的质量体系水平就确实还处在比较初级的阶段。（2010-11-29）",[827,1576,1577],{},"网友：段总的逻辑很严谨，管理体系不是盈利的充分条件。“同样的东西不一定是同样的”——我就不太看懂了。",[827,1579,1580,1582],{},[838,1581,840],{}," 比如“同样的管理体系”在不同的地方一定是不同的人来管的，理解和效率差个几倍是非常常见的现象。（2010-10-15）",[827,1584,1585],{},"网友：我是一个30多岁的研发部门基层管理者，自己技术能力尚可，但在管理下属方面，有时候会对下属过于苛刻，似乎在一些无关紧要的细节上非常执着(事后来看)，要求过高搞得下属反感；但有时候又感觉自己很没有原则，甚至在一些重要的事情上容易妥协。",[827,1587,1588,841,1590,1593],{},[838,1589,840],{},[838,1591,1592],{},"原则问题上确实不应该妥协，其他时候需要将心比心。我有时候也会很严厉，但都是就事论事。另外，我觉得自己做不到的事情我也很难要求别人(我对小孩也这样，我小时候做不到的事情我是不要求他们的)","。不过，管理公司还是要有规矩的，这就需要你找到办法。",[827,1595,1596],{},"比如我非常不喜欢一早去上班，所以早年我当CEO的时候，也不好意思要求大家早上班，于是就让各个部门自己定一个上班时间，前提是所有部门至少要有4个小时以上的交叉时间，结果除了我以外大家都选择了8点上班，但我却可以心安理得地10点以后才出现。(2024-10-09)",[827,1598,1599],{},"网友：段大哥的Google我实在是看不懂，我菜鸟吧。YAHOO 百度、，Google都难以估值。我找遍了《评估原理》也找不到一种标尺.",[827,1601,1602],{},"我谈谈我的看法（错了别骂）：搜琐引擎是核心之一，网民的偏好、CEO的水平决定了它们的价值的大部。这3点变化太快了。",[827,1604,1605],{},"谁敢说自己的引擎领先100年，网民要的是便利快捷，其他无所谓（看看360的例子）。CEO的年龄会不断的和年轻人有代沟。给网站估值太难了，能估出来的可能还没出生。个人观点，乱说的（别骂）。",[827,1607,1608,1610],{},[838,1609,840],{}," 你讲的很有道理。我喜欢阿里巴巴和Google主要是觉得他们的文化很好。好的文化在变化快的世界里往往会有优势。",[827,1612,1613],{},"另外，我Google很少，试试水。（2010-05-16）",[827,1615,1616],{},"网友：我仔细观察了下，好像特别强势的领导管辖下的组织，其创新能力和纠错能力会差一些。是不是也是因为这个原因，所以《基业长青》里第五级领导人往往都不特别强势？",[827,1618,1619,1622],{},[838,1620,1621],{},"段永平：凡是员工见到领导就战战兢兢的公司，时间长了都会出问题的。因为这种公司员工大多都会慢慢变得没有担待，凡事希望交给上级去决定，效率慢慢会降低。除非这种公司的产品非常聚焦，大老板确实可以照顾到所有大方面，不然早晚会出问题的。我觉得日本企业这些年在有些行业出问题就是这个原因"," 。（2018-09-22）",[822,1624,1626],{"id":1625},"第三节-授权与放权","第三节 授权与放权",[827,1628,1629,1631],{},[838,1630,840],{}," “从指示、指导到协商、授权、放权，逐步推进，这样企业就不会失控。”",[827,1633,1634],{},"前段时间马云辞任CEO，我很赞成，其实我早就干过这个事情。退下来比待在那个位子上可能作用更大。步步高的小日子过得不错，手机、电子教育盈利都不错，但并不意味着需要我去控制，我只担任董事长。在中国企业里，大家不太愿意跟老板提意见，得有一个人跟老板提意见时不会有顾忌，这个人就是董事长。",[827,1636,1637],{},"我现在常年在美国，连公司具体卖什么产品都不太清楚，有人说我是“影子老板”。我对授权的体会是，从指示、指导到协商、授权、放权，逐步推进，这样企业就不会失控。当年因为老板食言，我在小霸王发展最好的时候决定离开，仅仅用了15分钟就完成了全部交接，充分授权是我一直以来的作风。",[827,1639,1640,1641,1644],{},"做",[838,1642,1643],{},"企业关键就是“做对的事情”和“把事情做对”，"," 董事长的工作不是去控制细节，而是关注企业是否在做对的事情。任何人在做对的事情的过程中都可能犯错，那是技术上的问题，很正常。但类似质量有问题的产品还出厂这样的事，我就要让它立刻停止，不管多大的代价都是最小的代价。（五问段永平2013-05-17 来源：中欧商业评论）",[827,1646,1647],{},"网友：我的企业属于100%控股，我每天时间都被各类管理的事占满了。我想在未来省下时间来做投资，请问如何既能控制公司发展又不用事无巨细都要我拍板？",[827,1649,1650,841,1652],{},[838,1651,840],{},[838,1653,1654,1655,1234,1657,1257],{},"关于授权的问题，能比我理解得更好或做得更好的人确实不多。授权的过程一般是：指示、指导、协商、授权、放权，最后一条是“Neverout of control”(永远不要失控，只有好的文化才有可能做到这一点)。这里最重要的还是",[831,1656,23],{"href":1058},[831,1658,28],{"href":1062},[827,1660,1661,1662,1664,1665,1667],{},"在能够把握",[831,1663,23],{"href":1058},"的前提下，容忍",[831,1666,28],{"href":1062},"的过程当中所犯的错误。这一点是大多数人做不到而且是很难学会的，就像投资一样，授权也是简单但很难的事情。(2011-01-04)",[827,1669,1670],{},"网友：我在工作中的体会是：授权给的对象只要合适（操守）、合格（才干或专长）、有意愿（愿意拼命工作）就可以了，然后一起讨论好下一步的工作计划（把做对的事情计划好），让该对象执行（把事情做对，如有偏差协助其调整即可）。从来没有体会到授权和企业文化有什么关系，您能否明示？",[827,1672,1673,1675],{},[838,1674,840],{}," 呵呵，其实你说得很对。不过，你说的合适其实指的就是文化。比如说，如果你是个诚信的人，坑蒙拐骗就“不合适”了吧？（2011-01-09）",[827,1677,1678],{},"网友：您说“授权”（只有好的文化才有可能做到这一点）能不能讲的再明白一点。",[827,1680,1681,1683],{},[838,1682,840],{}," 你是哪里不明白？（2011-01-08）",[827,1685,1686],{},"网友：老巴的宽容或许在为接班做准备？毕竟从师傅带徒弟的角度来说，如果很严格都给枪毙了可能不利于真正的成长。我哪里见过一句话：真正的宽容，放手让不如自己的人去做事，还眼睁睁看他把事情搞砸了，中途没去阻止。往好的方面来说，这些是短期的接班费？",[827,1688,1689,1691],{},[838,1690,840],{}," 哈，我是放手让比自己能干的人去做事，至少做着做着就比我能干了。放权里最关键的是可以容忍在“把事情做对”的过程当中所犯的错误，我个人的理解是其实干同样的事我也犯错，为什么别人不可以犯错。（2012-05-18）",[827,1693,1694],{},"网友：怕犯错的同志，不是好同志？",[827,1696,1697,841,1699,1701],{},[838,1698,840],{},[831,1700,23],{"href":1058},"过程中犯的错和做错的事情导致的错误结果是完全不同性质的。(2022-08-20)",[827,1703,1704],{},"网友：我觉得oppo的核心技术就是段先生和段先生培养的价值观、企业文化和制度。抓住自己能做好的一点去做好。好似好简单，其实很难。比对手优胜的地方就是更加专注于竞争对手没有做好的地方去做好，紧紧围绕消费者导向这一原则。另外就是品牌定位方面很有策略性，让人记住oppo等于高品质dvd player（影碟播放器）。唯一对应性很强。",[827,1706,1707],{},"其他竞争对手的品牌做的东西太多了反而品牌印象模糊了。",[827,1709,1710,1712],{},[838,1711,840],{}," 我这10年在公司办公室呆的时间总和可能还不到10个小时，在OPPO的时间总和可能不到一个小时。我们公司做得好的话一定是大家的功劳，但如果做不好则确实有我很大的责任。（2011-03-09）",[827,1714,1715],{},"网友：是不是你觉得你的最大责任是为企业找到最好的经营者，如果经营不好，则是当初经营者没有找好？",[827,1717,1718,1721],{},[838,1719,1720],{},"段永平：多数人也许会这么认为，找个所谓的职业经理人。我们不知道怎么找职业经理人，所以直接找的就是老板。"," （2011-03-09）",[827,1723,1724],{},"网友：您经营企业的那段时间，您负责公司的哪方面啊，现在觉得企业人事是比较费心的一件事情。",[827,1726,1727,1729],{},[838,1728,840],{}," 我主要负责打球，偶尔看一下我们有没有做不对的事情，至于怎么把事情做对则不是我的擅长，公司里很多人比我强。（2013-03-02）",[827,1731,1732],{},"网友：史玉柱在微博上说已彻底退休，告别江湖。以后主业是玩，副业是公益。我想问公司基于放权的原则有哪些，万一公司没有找对接班人，公司通过什么调节的。",[827,1734,1735,1737],{},[838,1736,840],{}," 哦，我还以为他一直在玩儿呢。他以后有可能会更忙吧，因为做公益是一件非常不容易的事情，尤其是在中国。基本上来说，放权主要是要慢不能够太急，另外最重要的是要找到合适的人。所谓合适的人，就是合适于企业文化。如果找错人了，那公司就会有麻烦了。历史上有过麻烦的公司是数不过来的，好像也没有一个放之四海而皆准的办法解决。以上是Siri录下来的，八点二十发。",[827,1739,1740],{},"（2013-04-10）",[827,1742,1743],{},"网友：老段化繁为简、放权的能力真的是很少很少有人能匹敌。",[827,1745,1746,1748],{},[838,1747,840],{}," 其实是真的有这种意愿的人很少，和能力关系没那么大。(2024-07-10)",[827,1750,1751,1752,1755,1756,1759],{},"网友：您对",[838,1753,1754],{},"OPPO","或",[838,1757,1758],{},"步步高","还有没有自己的期望和目标？虽然您说不怎么管，只把把大方向。这个大方向，更倾向于您自身的期望吗？还是凭职业经理人们运作，只要不会有什么问题，您也就认可他们对公司发展上的决定，哪怕和您的设想方向有些出入？",[827,1761,1762,1764],{},[838,1763,840],{}," 我当然有期望。但目标是大家定的。我在公司的角色是顾问。理论上讲连大方向都不归我管，但我可以提我的意见。",[827,1766,1767],{},"出入总是有的。我在公司里是个反对派，几乎做什么我都会提反对意见。如果连我的反对意见大家都不怕时，做什么我都会放心一些。",[827,1769,1770],{},[838,1771,1772],{},"我最怕的就是当老板说什么大家都说“好”。那时公司就危险了。",[827,1774,1775],{},"当然，这里的前提是我认为我们很多同事都在许多方面比我强。如果认为自己是公司里最聪明的人的“老板”是很难认同我这个观点的。(2010-04-02)",[827,1777,1778,1779,1781,1782,1784],{},"网友：您觉得自己像哪个武侠人物呢？我觉得您比较像张三丰，他为人正派，创立武当派，培养了七个徒弟，一个徒孙，自创太极拳。这类似您和",[838,1780,1758],{},"。不像的地方是张三丰没有做好传承，而",[838,1783,1758],{},"在您退休后发展得比您在的时候更好了。",[827,1786,1787,1789],{},[838,1788,840],{}," 非要说像谁的话，也许有点像《功夫熊猫》里我们村的乌龟大师，其实打不过谁，就把位置交给年轻人了，结果发展得不错哈。(2019-09-18)",[822,1791,1793],{"id":1792},"第四节-董事会与股东","第四节 董事会与股东",[827,1795,1796],{},"网友：段总腾讯公司的游戏业务的收入已经占到公司主营的第一比重。假设您是腾讯董事会的成员，您会在腾讯公司的游戏业务拓展方面提什么建议呢？特别是在网络时代，游戏缴费都是在线上完成的。",[827,1798,1799,1802],{},[838,1800,1801],{},"段永平：董事会的作用是不让做不对的事"," ，不应该建议什么。（2010-08-30）",[827,1804,1805],{},"网友：联想柳总讲：现在很多欧美上市公司的管理者缺乏主人翁意识，短视，没有长期规划，不会为股东的长久利益考虑。",[827,1807,1808,1810],{},[838,1809,840],{}," 老柳这说的是啥子话嘛？好像中国的上市公司主人翁意识很强似的。哪里的上市公司都是烂的比好的多啊。下次见他要提一提，呵呵，好久没见他了。公司可以这么说，国家不可以。（2010-04-07）",[827,1812,1813],{},"网友：有没有好的制度来制衡CEO的行为？",[827,1815,1816,1818,1819,1821],{},[838,1817,840],{}," 一般来说都是靠董事会，最重要的是",[831,1820,135],{"href":833},"，体现在如何选人上。一旦选错，一般损失都很大。这些年看到不少公司选错CEO的，最典型的就是惠普，当然也包括雅虎。其实阿里当年1688用错CEO的损失也不小，但相对整个公司而言被忽略不计了。(2018-07-02)",[827,1823,829,1824,1826,1827,1829,1830,1833,1834,1836],{},[838,1825,980],{},"公司在20世纪90年代陷入困境时董事会决定请",[838,1828,976],{},"回来，",[838,1831,1832],{},"IBM","公司的董事会在",[838,1835,1832],{},"出现问题时也一致决定聘请郭士纳为CEO。在这种关键时刻，公司董事会的选择是否也是公司文化的一种体现？",[827,1838,1839,1841,1842,1844],{},[838,1840,840],{}," 是的，没有好的",[831,1843,135],{"href":833},"就很难有好的董事会；没有好的董事会，公司将来的CEO人选出问题的概率就会大很多，因为董事会会变得短视。(2013-04-16)",[827,1846,1847],{},"网友：方丈理解的治理结构和企业文化要怎么评估是好是坏？",[827,1849,1850,1852],{},[838,1851,840],{}," 不明真相的群众：",[827,1854,1855],{},"1、公司是不是在做正确的事情？是否在用正确的方法做事情？",[827,1857,1858],{},"2、能不能保证由合适的人来管理公司。会不会出现由不合适的人来管理公司的风险？或者一旦出现由不合适的人管理公司的风险是否可控？",[827,1860,1861],{},"3、在公司的经营活动中，员工的协作，是否取得了超过单个员工能力加总的效果？",[827,1863,1864],{},"4、在股东的利益与公司实际控制人的利益出现冲突的时候，股东的利益是否有保障？",[827,1866,1867],{},"网友：在股东利益与公司实际控制人利益出现冲突的时候，股东的利益是否有保障？",[827,1869,1870,1872],{},[838,1871,840],{}," 这个问题没太看懂你为什么这么问，当然是有的有，有的没有啊，企业文化不好的企业没保障的概率大得多。（2018-06）",[827,1874,829,1875,1878],{},[838,1876,1877],{},"阿里巴巴","对于大股东的态度和处理与大股东关系的方法，让我感觉多少有些不确定性。",[827,1880,1881,1883,1884,1886],{},[838,1882,840],{}," 我没觉得",[838,1885,1877],{},"集团对大股东的态度有什么问题啊。我倒是觉得他们的态度是上市公司里最好的。因为大股东真正需要的是公司能好好地专注在公司的发展上，而且大股东其实只需要这一条就够了。(2010-05-25)",[827,1888,1889,1890,1892],{},"网友：参照",[838,1891,1213],{},"的8项投资标准，不以所有的股东利益而是以大股东利益为先的企业，我们能指望什么呢？",[827,1894,1895,1897],{},[838,1896,840],{}," 什么叫以大股东利益优先？股东利益只能通过投票决定。还有就是如果你不喜欢，觉得公司不以你的利益优先的话，你是应该卖的，不然你就是觉得他们会以股东利益优先，否则就矛盾了。有些大股东利用控股来为自己牟利，这种股票最好远离。",[827,1899,1900],{},"另外，股东利益优先和股东第三并不矛盾，是不同角度。(2010-05-28)",[827,1902,1903],{},"网友：你们公司的人要成为公司股东得工作多少年才有资格？成为股东后，如果发现这个人并不适合再合作下去，你们是怎么做的？",[827,1905,1906,1908],{},[838,1907,840],{}," 我觉得你对股东的定义是不是有什么误解？公司里一股的股东和一亿股的股东都叫股东，他们每股的权利是完全一样的。成为股东非常容易，只要有一股就是股东。公司和股东之间没有合作关系，但股东可以通过投票来决定董事会或者董事的人选以及公司策略等等…(2023-06-14)",[827,1910,1911],{},"网友：您如何看同股不同权？",[827,1913,1914,1916],{},[838,1915,840],{}," 我们是同股同权的，我认为同股不同权不公平，但没仔细想过为什么会有这个东西。可能是有些公司怕被资本大鳄偷袭而产生的一个办法？感觉长期来说这个东西对公司是有害的。(2023-05-11)",[827,1918,1919],{},"网友：什么样的企业文化是维护股东利益的企业文化，这个概念我一直有点模糊，万科、格力、招行的企业文化似乎比较简单直白，不知道算不算好的企业文化。",[827,1921,1922,1924,1925,1935],{},[838,1923,840],{}," 维护股东利益指的是维护股东的长远利益，这里的长远指的是企业的整个生命周期，",[838,1926,1927,1928,1931,1932],{},"因为所谓的股东利益实际上就是企业未来净",[831,1929,88],{"href":1930},"\u002Fxianjinliu","的",[831,1933,97],{"href":1934},"\u002Fzhexian"," 。（2013-03-26）",[827,1937,1938],{},"网友：难道不包括短期利益吗？还是短期和长期有效结合？还是为了长期牺牲短期？总觉得段总讲企业的问题用于人生也已可以的。",[827,1940,1941,1943],{},[838,1942,840],{}," 长期利益中，本来就包括不损害长期利益的短期利益。（2013-03-29）",[827,1945,1946],{},"网友Z：不觉得股东第一就肯定错了。最终企业的一切都是为了盈利，而这些盈利都是为管理层的老板即投资者的利益的增加。否则的话，这些管理层对股东来说就是噩梦，至少说对长期股东",[827,1948,1949,1951],{},[838,1950,840],{}," 也许你该看看good to great这本书，你才能明白马云是什么意思。（2010-05-20）",[827,1953,1954],{},"网友：请问您会认同马云的价值观——“客户第一、员工第二、股东第三”吗？",[827,1956,1957,1959],{},[838,1958,840],{}," 我可以接受他的意思。我们公司认为这三者关系是平等的。大家是从不同的角度去说这个问题。（2010-11-13）",[827,1961,1962],{},"网友：我认为股东、客户、员工应该是没有那重那轻的，它为是相互的关系。做好任何一个另外两个也不会差，相反做不好任何一个，另外两个也不会好。",[827,1964,1965,1967],{},[838,1966,840],{}," 呵呵，我也是这个观点。其实马云的观点也没什么区别，只是说得角度不一样。（2010-05-20）",[827,1969,1970],{},"网友：在《基业长青》里面提到过，企业应该平衡员工，股东，消费者和合作伙伴的利益。最近在看一些资料，发觉有些企业对合作伙伴比较“压榨”和manipulative（善于操纵人的），但是也在比较长（10多年）的时间里面做得不错。这个该怎样理解呢？",[827,1972,1973,1975],{},[838,1974,840],{}," 比如微软？第一，基业长青说的不是充要条件；第二，有时候10多年还不够长，我们邻居都三代了还混着呢。（2014-04-14）",[827,1977,1978,1979,1981],{},"网友：当当网现价是IPO价格的2倍，于是李总愤怒了，写了一首摇滚歌词……IPO以后股价大涨这种事情有必要这么愤怒吗？如果是您的",[838,1980,1758],{},"上市遇到这种情况，您会怎么想呢？",[827,1983,1984,1986],{},[838,1985,840],{}," 我觉得投行有该被骂的时候，但作为IPO公司，既然接受了人家的价钱，就不应该再骂人家，不然就太没有“契约精神”了。再说，上市价未必就是越高越好。当年巨人网络(Giant Network,GA)的IPO价可能就有点定高了，老史估计到现在还有点不舒服呢。",[827,1988,1989],{},"如果我们公司上市以后碰到这种情况我会怎么样？我还真没想过。和我们有什么关系吗？股价的短期变化和企业本身不一定有关系的。(2011-01-18)",[827,1991,1992],{},[838,1993,1994,1995,1998],{},"“上市的代价已经变得非常高了。一个小公司谋求上市是没有什么道理的。很多小公司正在走私有化的路以摆脱上市公司的繁冗负担。”(",[838,1996,1997],{},"芒格",")",[827,2000,2001],{},"小公司上市确实没啥道理。在美股，大概上市公司最基本的费用也得接近200万美元\u002F年？如果是一家赚不到1000万美元\u002F年的公司，上市干嘛呢？想起看到不少国内来美股上市的公司，还不断把已经上市的公司拆成更多的上市公司就觉得费解。(2012-06-26)",[827,2003,2004,2005,2007],{},"网友：问一个可能别人问过的问题：公司上市是否是对的事情？从什么角度评价公司上市是对的事情，什么又是不对的事情？看基业长青的里面提到的企业好像都是上市公司。那",[838,2006,1758],{},"的董事是如何看待上市的？",[827,2009,2010,2012],{},[838,2011,840],{}," 公司是否上市没有对错之分，只有合适与否的问题。不是每个公司上市都好，但确实有些公司需要上市才能继续下去。我们公司好像没有3-5年内上市的计划，但不排除未来的各种可能性。只要是对公司的长期发展有帮助，上市也是可以考虑的。(2010-03-17)",[827,2014,2015],{},"网友：请教学长一个问题：美国有一些很大的Private company，一年几十上百亿美元的营业额，但是不上市，这能不能算是一种生意模式健康的标志呢？是什么让他们一直不上市呢？反过来说，又是什么让大部分的大公司走上上市的道路呢？",[827,2017,2018,2020],{},[838,2019,840],{}," 国内也有不上市的很不错的公司，同时也有很多上了市却很烂的公司。米国也一样。有些公司因为各种原因需要上市，有些则不。(2013-08-01)",[827,2022,2023],{},"网友X：我有个感觉不知道对不对：不借助任何外来资本能把公司做大的才是真正的顶级高手。创业者其实都应该尽量谋求这条自给自足的路线图。",[827,2025,2026],{},"很多创业者以拿风投为荣，再高一级就是以能够到纽交所纳斯达克敲钟按灯为人生顶点。我总觉得这是中了金融界的忽悠，如果同样的规模，不上市明显应该更光荣才对啊。",[827,2028,2029],{},"前段时间《中国合伙人》上映引发了徐小平和俞敏洪的争论，俞敏洪后悔上市，徐小平说俞是“思想反动”，我觉得俞敏洪更有道理一些。",[827,2031,2032,2034],{},[838,2033,840],{}," 各有利弊而已。(2013-08-01)",[827,2036,2037],{},"网友C：能够自给自足是最好的，可是有些公司确实需要很大资金才能够发展和竞争，很有把握的前提下，不得不依靠外来资金。",[827,2039,2040,2042],{},[838,2041,840],{}," 上市的往往不是那么有把握的，所以要分散一些风险。简单讲就是利益共享、风险共担。(2013-08-02)",[827,2044,2045,2046,2049],{},"网友G：觉得上市的理由各有不同。段总的风险说应该是其中一种。还有确实需要钱加速发展抢占先机的。像",[838,2047,2048],{},"facebook","就是不得不上市的，因为投资人数超过了规定。还有因为合伙人想退出，想短期拿到更多收益的。",[827,2051,2052,841,2054,2057],{},[838,2053,840],{},[838,2055,2056],{},"Facebook","也不是必须上市的，但需要像上市公司一样披露信息。美国上市是报备制，不像A股是报批制。(2013-08-02)",[827,2059,2060],{},"网友：盛大要退市了，是否是企业走向衰退的开始？",[827,2062,2063,841,2065],{},[838,2064,840],{},[838,2066,2067],{},"下市和上市与企业是否走向好或坏应该是没有直接关系的。(2011-11-25)",[822,2069,2071],{"id":2070},"第五节-选人育人与团队","第五节 选人、育人与团队",[827,2073,2074],{},"网友：我知道的在步步高体系里面的管理人员基本没有空降的。这个和基业长青里面提到的人才观一致。想听听老师对于人才培养及引入的心得。",[827,2076,2077,2079],{},[838,2078,840],{}," 这是个合格性和合适性的问题。合格性指的是能力，合适性指的是对企业文化的认同感。企业内部培养的人合适性强，有时候企业里某些岗位外来引进人才合格性好。合适性比较难培养，需要很长时间，有时很长时间也没用。而合格性多数情况下是可以培养出来的。",[827,2081,2082],{},"有时我们会引进急需的技术上的人才，因为其合格性很重要，而合适性往往有足够长的时间培养。高级管理人员我们一般不引进，因为很难培养其合适性。（2010-03-24）",[827,2084,2085],{},"网友：能不能保证由合适的人来管理公司，会不会出现由不合适的人来管理公司的风险？或者一旦出现由不合适的人管理公司的风险是否可控？",[827,2087,2088,2090],{},[838,2089,840],{}," 没有绝对的办法来保证，但如果选人时先看合适性(价值观匹配)会比只看合格性(做事情的能力)要好得多，选中合适的人的概率要大得多。许多公司挑人时，首先看合格性的，概率上就容易出问题。许多公司本身价值观就有问题，选人自然就困难了。不合适的人管理公司的风险很多时候是难以控制的，结果公司很可能就会垮掉。",[827,2092,2093,2095],{},[831,2094,135],{"href":833},"比较好的公司往往会更快发现问题，所以纠正的机会会大很多，存活下来的概率就会大很多。(2018-06-30)",[827,2097,2098],{},"网友：我有一个困惑不知道是否方便解答，您选的接班人水平都很高都非常成功，我们小公司人才不多，选接班人更多看能力还得看忠诚度呢？",[827,2100,2101,2103],{},[838,2102,883],{}," ：选人本分诚信比聪明重要，合适性比合格性重要。（2019-09-10）",[827,2105,2106],{},"网友：一直以来我以为做老板的第一任务是选拔人才然后因才适用。现在理解到，第一任务（绝对是最难的工作）应该是怎么保证企业文化不变质、怎样让更多的同事认知、认同企业文化、怎么把这个层层传递“虚”的东西变成有形的东西来影响更多同事。",[827,2108,2109,2111],{},[838,2110,840],{}," 人才的合适性往往比合格性重要。合适性就是人才对企业文化的认同，合格性就是人才做具体事的能力。合格性是可以通过培训提高的，合适性很难改变。企业文化如何传递的问题建议看韦尔奇的《赢》。（2011-03-26）",[827,2113,2114],{},"网友：建立企业文化时找到合适的人是不是要比后期培训要重要得多？",[827,2116,2117,2119],{},[838,2118,840],{}," 找到合适的人很重要，合适指的是合适于企业文化，培养的是合格性，两者都重要。合适性需要时间才能真正知道。（2015-06-13）",[827,2121,2122],{},"网友：说到关于看人的问题，在这里想顺便问问。一般在面试的情况下，有什么好的方法来判断对方是否“culture fit”（文化适应），是否“本分”呢？感觉“合适性”在短时间内不好判断呀。",[827,2124,2125,2127],{},[838,2126,840],{}," 时间长了就知道了，短期我没有好办法。（2014-09）",[827,2129,2130],{},"网友：如何对文化价值观进行有效考核？",[827,2132,2133,2135],{},[838,2134,840],{}," 主要靠时间吧。三观不合在一起时间长了一定会知道的。",[827,2137,2138,2140],{},[838,2139,840],{}," 招人分合格的人和合适的人。合适是指文化匹配，合格是指能力。价值观不match（匹配）的人，坚决不要。给公司制造麻烦的，往往是合格但不合适的人。一群合适的普通人在一起，同心合力也能干大事。（2018-09-30）",[827,2142,2143,2144,2146,2147,2150,2151,2146,2153,1931,2155,1234,2157,2160,2161,2164,2165,2146,2167,2169],{},"网友：工作上长时间与",[838,2145,1754],{},"和",[838,2148,2149],{},"vivo","的代理公司有合作，这些代理公司也都沿袭了",[838,2152,1754],{},[838,2154,2149],{},[831,2156,135],{"href":833},[831,2158,12],{"href":2159},"\u002Fbenfen","的行事风格在能接触到的所有人身上都有很好的体现，在手机",[831,2162,141],{"href":2163},"\u002Fpinpai","百花齐放、竞争最激烈的10多年前，那时的",[838,2166,1758],{},[838,2168,1754],{},"代理公司是显得有些“格格不入”的一股清流。",[827,2171,2172],{},"业务人员基本都是高学历人员，新人基本都是校招的，有一股书生气。几乎没看到他们用其他公司跳槽过来的人(当时业务人员在各个公司跳槽很普遍)，其他公司业务人员大多有点江湖气。",[827,2174,2175,2146,2177,2179,2180,2182,2183,2185],{},[838,2176,1754],{},[838,2178,2149],{},"的人员沟通都很坦诚，诚实也务实，各种细节做得相当细，不说大话假话，价格明码实价……这也许就是大道说的",[831,2181,12],{"href":2159},"，今天看这些好像都是应该的，但当时其他",[831,2184,141],{"href":2163},"为了出货量讲虚话假话的情况是很普遍的。",[827,2187,2188,2190,2191,2193],{},[838,2189,840],{}," 校招新人是我们最早的策略，因为觉得",[831,2192,135],{"href":833},"很重要，从其他企业招过来的人往往带着其他企业的文化，认同不容易。前些年为了发展快点我们公司好像确实从其他企业招了不少人，好像也吃了些苦头。欲速不达其实就是这个意思。(2024-08-27)",[827,2195,2196],{},"网友：请教一个在国内企业治理中比较常见的情况，就是领头人的能力非常强而且个性突出，这种情况下，整个团队的构架往往难以突破最初的创业伙伴，用您的话说，就是合适性人才有，但合格性人才引入难度比较大；我见过一家很优秀、专注主业的公司在3年时间里更换了3个财务总监，引入的十多个职业经理人基本陆续全部离开，但创业团队还算稳定，这样的企业如何判断其发展前景与持续性？",[827,2198,2199,2201],{},[838,2200,840],{}," 你说得很对，合格性人才是可以培养的，而离开的原因是因为合适性问题。（2010-03-26）",[827,2203,2204],{},"网友：大道分享一些看人小技巧或者方法？比如库克决定聘请那位之前担任巴宝莉CEO的女士最后证明是错误的。而大道一开始就认为库克选错了人。",[827,2206,2207,841,2209,980,2212],{},[838,2208,840],{},[838,2210,2211],{},"我没说库克选错人吧，我只是觉得从",[838,2213,2214,2215,2217],{},"之外选人，我有点怀疑",[831,2216,135],{"href":833},"的匹配性。事实证明我的怀疑是有道理的。(2023-07-22)",[827,2219,2220,2221,2223],{},"网友：如果",[831,2222,12],{"href":2159},"上有瑕疵就不用的话，很多企业和单位可能会面临无人可用的局面。这就是我纠结的地方。",[827,2225,2226,2228],{},[838,2227,840],{}," 那只能说明你企业做得不太好，早晚都是麻烦，所以纠结。(2024-06-24)",[827,2230,2231],{},"问：怎么样选人，包括合伙人，员工？",[827,2233,2234,2236],{},[838,2235,840],{}," 一次就找对那是运气。主要是要有标准，该淘汰淘汰，该散伙散伙。知道错了，要有停止的勇气。越早停止，代价越小。（2018-09-30）",[827,2238,2239],{},"问：段总您好，请问有时候公司确实招不到人怎么办？",[827,2241,2242,2244],{},[838,2243,840],{}," 我是经常听到一些做企业的抱怨公司没人，但你查看这些人的日程表，却几乎没有和猎头公司、可以挖来的潜在人才见面的时间，也没有仔细分析招不到人的原因。一边把自己忙得够呛，一边又抱怨没有得力的人，你觉得问题究竟在哪？（2005年）",[827,2246,2247],{},"网友：我们只有5个人的小公司，今年想招聘人扩大队伍，提高业绩。但是发现目前招人很困难，难招聘到人手，特别是营销人员难招聘到，营销员投简历都很少。其他岗位也面试的人也面试过，满意的人不愿意来。不知道是办公环境不好，还是待遇不好，还是公司规模小等原因，想请教下您，我们这样的情况，如何能招聘到人呢？有哪些方面需要注意的地方？",[827,2249,2250,2252],{},[838,2251,840],{}," 我不在一线很久了，对目前如何招人完全没概念。小公司找人难很正常，招到好的人更难。除非你们有什么特别吸引人才的地方，不然人家为什么不去大点的公司呢？我觉得招人一定要注意的地方就是要先看合适性。然后才是合格性。合适性就是和自己企业文化匹配的意思，合格性就是工作能力的意思。合格性是可以培养的，但基本素质一定要够。",[827,2254,2255],{},"小公司能找到人就不错了，所以多数可能都不太注意。（2019-03-19）",[827,2257,2258],{},"网友：你们公司招MBA的学生吗？感觉很多人MBA学生不靠谱。",[827,2260,2261,2263],{},[838,2262,883],{}," ：我不能讲MBA的学生95%都不靠谱，没调查过，但印象中我们公司好像确实没有直接招进来的刚刚毕业的MBA的学生。",[827,2265,2266],{},"我自己也算是读过EMBA的学生，和MBA学生也有过一些接触。我感觉MBA刚刚毕业的学生中确实有一些人有点自视甚高，从而妨碍了他们自己的发展。（2010-07-27）",[827,2268,829,2269,2271],{},[838,2270,1754],{},"确实为中国电子企业争光了。在美国真的能建起来研发团队吗？这种研发模式对于主力部队几乎全在中国的公司来说运作效率如何？",[827,2273,2274,2276],{},[838,2275,840],{}," 我们在美国的研发团队人不多，和国内的有很强的互补作用。另外，我们运气确实好，居然在硅谷能找到很顶尖的人加入我们这种小公司，大家工作的效率很高啊。当然，我们要走的路还很长，现在才刚刚开始。",[827,2278,2279],{},"问：既然谈到人，我们在座的很多都是学生，以后要出校门找工作。从他们求职这个角度来考虑，比如说求职、访谈、面谈的时候，你们最在乎的那些素质表现能不能跟他们沟通一下。怎么来选人。",[827,2281,2282,2284,2285,2288],{},[838,2283,883],{}," ：从我们公司的角度来讲，我个人的观点一直是这样，",[838,2286,2287],{},"最重要的是所谓一个人的品德"," ，品德这个东西它很虚，你怎么能够了解一个人的品德。其实他很难在面试的时候做到，所以面试的时候有一些基本的，比方说看看你的履历，有没有一些特别不对头的地方，然后你通过面试其实也会有一些感觉，包括聊，你会发现一个人虚和实有时候是看得出来的。",[827,2290,2291],{},"但是为什么往往在企业里头并不是最重要的，最重要是你工作以后能够干什么，而且它的矛盾很有意思的地方是，刚开始工作的时候大部分人都不能干什么，我不知道我这样说大家理解吗？",[827,2293,2294],{},"你作为一个刚毕业的学生，不管你学过什么，哪怕你是MBA，你说马上把你放到一个很重要的岗位上头，我觉得会非常难。所以往往大家会发现这些得分比较高的学生，比方说学校里头是好学生的人，出去以后往往不怎么成绩。反而那些中不溜秋的，人绝对不笨，但是成绩也未必就一定好，但是跟谁一混就熟，然后很快就能适应环境，然后到了工作当中很快就能进入状态，让他干什么他能够干得很好。",[827,2296,2297],{},"你想想看，你到了一个，不管你到一个什么样的所谓的单位，那么他交给你一件小事你干了，他会交一件稍微大一点的事。那么你干的事情越多你的机会就越多，你得到的锻炼越多，你的能力就会变得越来越强。",[827,2299,2300],{},"还有一个就是你像我们怕的人是什么人，你一看这个履历表，他跳槽跳了很多次，东跳一跳，西跳一跳，这也做过那也做过的人我们往往一般都不太愿意要，这个人不知道他想要什么，要不他不知道自己想要什么，要不不知道你想要什么，总的来讲，这种人多半可能会有这样那样的问题。",[827,2302,2303],{},"因为作为一个企业，他在招人那一刹那，他并没有太大的耐心去了解你到底为什么会这样，所以他可能，尤其是在比较有挑选余地的时候，他未必就会挑选你。",[827,2305,2306],{},"所以我觉得大家在换工作的时候，换地方的时候，你一定要慎重，不要随便换，换的太频繁。你说呆了三五年换一个地方我觉得可以考虑，有些人呆个一年换三五个地方，我觉得这肯定是有问题。（2005年，北大演讲）",[827,2308,2309,2310,980,2313,2316],{},"“",[838,2311,2312],{},"我不确定这是我在",[838,2314,2315],{},"学到的，但这是基于我在","苹果时掌握的数据中学到的。这一点就是，我现在对人的看法更长远。换句话说，当我看到有些事做得不对时，我的第一反应不是去指正，而是说，我们正在打造一支团队，这个团队要在未来的十年做一些伟大的事情，而不仅仅是在明年做。所以，我需要做的是帮助把事情办砸的人，让他能够学到东西，而不是去把问题解决。",[827,2318,2319,2320,2322],{},"这样做有时候会痛苦，因为我第一本能还是想去解决问题。但对于人的看法更长远，是我在",[838,2321,980],{},"所做的最大改变。”",[827,2324,2325,2327],{},[838,2326,840],{}," 这个很牛。我一直有点这个意思，但没这么清晰。",[827,2329,2330],{},"网友：段大哥：从经营企业的角度看您认同10%末位淘汰吗？",[827,2332,2333,2335],{},[838,2334,840],{}," 个人不太喜欢这种淘汰的办法：如果都是认真招进来的不错的员工，如何才能挑出10%赶走呢？（2016-04-28）",[827,2337,2338],{},"网友：我个人觉得企业裁员对于管理层来讲是个很艰难的事情，但有的时候又不得不做，该怎么处理这个问题呢？有没有一些大的原则？",[827,2340,2341,2343],{},[838,2342,840],{}," 裁员也许是每天都该做的事情，或者说每年都要做的事情。不合适的人早点让他们离开对大家都好，不要等到不得不做的时候才做。裁员大概是最难的一件事情，尽量不要因为短期的困难去裁员。（2019-03-18）",[827,2345,2346],{},"网友：如果个别同事不符合我们的文化，我们也找不到好办法改变他，该怎么处理？",[827,2348,2349,2351],{},[838,2350,840],{}," 不管怎么样，如果融不进这个文化，你不让他走他也会想走的。(2019-03-18)",[827,2353,2354,2355,2358],{},"网友：您如何看待离职员工在",[831,2356,166],{"href":2357},"\u002Fpingtai","或知乎上发表对公司的负面评价？",[827,2360,2361,2363,2364,2366],{},[838,2362,840],{}," 这是公司收集意见然后改进的好",[831,2365,161],{"href":1424},"。有则改之无则加勉吧。(2019-03-16)",[827,2368,2369],{},"网友：该怎么安排资历老但是能力有限的早期员工呢？",[827,2371,2372,841,2374],{},[838,2373,840],{},[838,2375,2376],{},"马云安排得好，叫心软刀子快。(2011-11-03)",[827,2378,2379],{},"网友：您对挖竞争对手的人才怎么看？",[827,2381,2382,2384],{},[838,2383,840],{}," 我们公司一般不主动挖人，但招人总是可以的。",[827,2386,2387,2388,2390],{},"一般整编制挖人的短期效率高，但长期对",[831,2389,135],{"href":833},"传承不利，而且经常会出现损人利己的事情，最后倒过来破坏整个行业的生态环境，最后也会伤害到自己公司。自己培养人短期看起来慢，但长期看往往是效率最高的办法。",[827,2392,2393],{},"不过，老是被挖人的，尤其是关键人物老被挖的企业，一定要好好检讨自己的保健因子是不是不够，为什么会留不住人呢？由于机制的问题，国有企业要留住人才确实困难大很多，好的人才不被人挖也有很高的机会自己流走。(2011-03-08)",[827,2395,2396],{},"网友：请问段总在经营时最重要的是做好那些管理工作？怎么样才能使年轻的经验不足的成员成长为有责任，会思考的团队？",[827,2398,2399,2401],{},[838,2400,840],{}," 首先自己要成为有经验、有责任（感）和会思考的团队（一员）。俗话说：兵熊熊一个，将熊熊一窝。不知道你是兵还是将啊。（2011-03-24）",[827,2403,2404],{},"网友：如何对团队成员以诚相待，无欲则刚？我现在也努力这样做，可是有时觉得很委屈。",[827,2406,2407,2409],{},[838,2408,840],{}," 你觉得委屈是你想用某个标准要求别人，就是有“欲”的意思？只用这个标准要求自己试试？(2013-08-31)",[827,2411,2412],{},"网友：您觉得领导者对待员工的两种方式“爱兵如子”和“慈不带兵”，如何平衡比较好？",[827,2414,2415,2417],{},[838,2416,840],{}," 我不太喜欢把公司看成军队的想法。顾名思义，“爱兵如子”就是要时刻想着他们的需求，“慈不带兵”指的是该严格要求时要严格要求。没觉得这两点之间有矛盾，所以不该搞平衡吧？",[827,2419,2420],{},"网友：您当初管理步步高时会琢磨下属的性格心理情绪，通过掌握他们的心理状况，找出相应的方式激励下属吗？还是不琢磨别人，只做好自己的本分？",[827,2422,2423,2425],{},[838,2424,840],{}," 待人以诚最重要。（2011-07-28）",[827,2427,2428,2430],{},[838,2429,840],{}," 步步高的员工是我们研发、生产经营的主体，对你们为步步高事业做出的贡献，我们一直心存感激。要营造和谐、相互尊重的工作氛围，尽量改善工作环境，外部环境不能改变，内部环境我们尽量搞好，十年来我们的工作环境逐步得到了改善，员工的业余生活也丰富了许多。",[827,2432,2433],{},"一直以来，我们说我们公司是学习型企业，在我们公司工作，不仅要使员工有稳定工作和收入，还要培养人、锻炼人。不但要提高员工的基本素质，而且要提高员工的业务能力和综合素质，我们要努力去学习别人先进的管理方法，当然这个学习要付出代价，但不学的代价更昂贵。要培养合格性，合适性的人才，尽量减少人才流失。",[827,2435,2436],{},"市场的竞争到现在是全方位的竞争，特别是人力资源的组合，如果公司有一天会垮掉的话，我想就在人才这一块，所以要引起足够重视。（段永平在企业文化培训课上的讲解）",[822,2438,2440],{"id":2439},"第六节-激励公平与规矩","第六节 激励、公平与规矩",[827,2442,2443,2445],{},[838,2444,840],{}," 经常看到报道说有人发多少多少钱去激励员工，甚至据说还有扛着钱到球场边督战的。",[827,2447,2448],{},"不知道是不是真的重赏之下必有勇夫，但在企业经营中靠多发钱对员工其实是没有激励作用的。",[827,2450,2451],{},"钱其实是保健因子，多了没用，少了不行的东西。比如，如果员工已经很努力在工作了，多发钱并不会让他们更努力，但少发是会留不住人的。所以，发多少其实体现的是公平。",[827,2453,2454],{},"公司应该按承诺发给员工应该得的报酬，多发少发其实都会破坏公平。",[827,2456,2457,2458,2461],{},"某些所谓老板给员工发红包的说法其实也是有点问题的，因为其实这个红包就是员工应该得的。记得早期还在",[838,2459,2460],{},"小霸王","时，由于公司人还很少，很多同事的年终奖都是我自己一个一个发到大家手里的。",[827,2463,2464],{},"有时有人会说“谢谢老板”，我就会很严肃地说应该是公司谢谢大家一年的努力。这个真不是客气。(2011-02-17)",[827,2466,2467],{},"网友：请问：如果员工还不是很努力在工作，多发钱（或加工资）会不会让他们更努力呢？",[827,2469,2470,2472],{},[838,2471,840],{}," 那你要搞清楚不努力工作的原因。很多情况下不一定和钱有关。任何情况下，少了都是会有问题的。（2011-02-18）",[827,2474,2475],{},"网友：真的是知易行难啊，这么多公司的管理者有几个不知道双因素理论的定义。但运用起来真的是……simple but no easy。",[827,2477,2478,2480],{},[838,2479,840],{}," 我怎么觉得其实很多人还是不知道的，不然怎么那么多人想到要“激励”时才要“多”发钱呢？（2011-02-18）",[827,2482,2483],{},"网友：管理人才有什么重要原则，可以分享一下吗？",[827,2485,2486,2488],{},[838,2487,840],{}," 据说马云说过，人待不住就两个原因，钱给少了或者是心委屈了。",[827,2490,2491],{},"马云这句话非常经典，把保健因子和激励因子说得非常形象。钱是保健因子，不是激励因子，给多了没用，给少了不行(绝大多数人在这点上都错了，因为钱不是万能的，当然没钱也是万万不能的)。激励因子实际上就是不要让人心委屈了，要让人觉得有意思。(2019-10-19)",[827,2493,2494],{},"网友：跟钱有关的属于保健引子，段大哥能否说说激励引子？",[827,2496,2497,2499],{},[838,2498,840],{}," 大概就是和钱没直接关系却让大家在一起工作很开心的那些东西，也可以叫利润之上的追求（2013-06-20）",[827,2501,2502],{},"网友：问题是通过分股份来提升团队凝聚力还是高工资？我知道您分了大部分股份下去。怎么能做到不怕失去控制权和未来大部分收益的索取权？",[827,2504,2505,2507],{},[838,2506,840],{}," 也许你要首先要搞明白什么是保健因子，什么是激励因子。企业员工的收入其实是保健因子，就是少了不行，多了没用的东西。当然这个多少有时候不一定是绝对值，很多时候会体现为相对值（就是一定比例）。提升团队的凝聚力靠加钱是没用的，但减少钱会有显著的破坏力。",[827,2509,2510],{},"引用：【董明珠总结成网红三原因 今年要花10亿元给员工涨薪】",[827,2512,2513,2514,2517,2518,2520],{},"9月20日，董事长兼总裁",[838,2515,2516],{},"董明珠","在出席论坛活动时表示，自己成为网红主要是三个因素导致的，“第一个原因是格力做手机引起的；第二是拒绝资本运作伤害制造业；第三，给格力员工造房子，每个员工分两房一厅。”",[838,2519,2516],{},"表示，2016年自己给格力员工每人每月加薪1000元，红了一把，今年还会继续加，会继续给员工涨薪10亿元。",[827,2522,2523],{},"记者以目前格力电器9万名员工计算，那涨幅力度与以往差不多。",[827,2525,2526,2528],{},[838,2527,840],{}," 老板给员工加薪或者发奖金其实都是员工该得的，非常不喜欢那种“恩赐”的感觉。（2018-09-20）",[827,2530,2531,2532,2534],{},"“传",[838,2533,1754],{},"员工离职后照发12万年终奖，主动离职、辞退都N+1。”(新闻)",[827,2536,2537],{},"过去20多年都是如此，那是契约精神里的东西，没什么好说的。(2019-04-20)",[827,2539,2540],{},"网友：请问在分配奖金时，需要遵循什么标准才能最大限度调动员工的积极性？对于业绩突出和业绩最差的员工，如何拉开收入差距？是公开还是不公开？",[827,2542,2543,2545],{},[838,2544,840],{}," 钱是保健因子，就是少了不行的意思，奖金并不能调动大家的积极性。",[827,2547,2548],{},"奖金实际上应该是种契约，是跟业绩挂钩的(所以不是老板赐给大家的)，比如在某些条件前提下，企业获得的利润的20%给员工。分配时则是根据你的绩效考核体系去分的。",[827,2550,2551],{},"不宜公开。公平指的是公平心，但从每个人自己的角度看，未必就觉得公平。不过，如果绩效考核体系完整的话，其实也和公开没太大差别了。(2019-04-26)",[827,2553,2554],{},"网友：请教啊段一个关于公司员工薪酬是否适宜公开的问题：老巴在2014年股东大会上说，公开薪酬对公司并不好。而我觉得应该公开，因为不公开起不到鼓励先进，鞭策落后的作用。如果谁做得好都不敢表扬，公司昂扬向上的风气怎么能形成？我这个看法有道理吗？不知道步步高的薪酬计划在公司内部公不公开？",[827,2556,2557],{},"以下是巴曙松的2014年巴菲特股东大会笔记：",[827,2559,2560],{},"巴菲特和芒格目前的薪酬一样，都是象征性地在公司领取一年10万美元薪酬，他认为，其他高管付出的努力完全配得上他们的薪酬。伯克希尔公司会按照美国证交会（SEC）的要求来披露薪酬计划，但是把薪酬计划完全透明化其实对公司股东有害无益。因为每个人都知道了他们周围人的工资情况，他们会相互攀比，进而产生嫉妒情绪而影响工作。",[827,2562,2563],{},"巴菲特强调，所罗门公司每个人的收入都很高，但是到后来他们都很不满，因为他们看到了周围有人拿到更高的工资。",[827,2565,2566,2568],{},[838,2567,840],{}," 公开不好。（2015-05-10）",[827,2570,2571],{},"网友：请问段大哥对“密薪制”看法？我们单位的工资条都是公开的，不理解“密薪制”。",[827,2573,2574,2576],{},[838,2575,883],{}," ：各有道理。能做到“密薪”最好。（2011-03-18）",[827,2578,2579],{},"网友：考核员工短期拉客户数量，必然导致盲目寻找不诚信商人。我认为应该增加一个长效指标：培养的客户产生了多少销售额？引导业务人员更注重客户的质量。",[827,2581,2582,2584],{},[838,2583,840],{}," 呵呵，指标的设定实际上要复杂很多。比如如果你用客户的销售额做指标的话，可能就会有人和客户联手做假销售额。我记得以前有时候为了找一个好指标要花几年时间。（2011-03-06）",[827,2586,2587,2588,2590],{},"网友：大道怎么看相对考核法(一群人进行排列，前10%打A，后5%打C，中间是B)。感觉在相对考核法下跟同事的竞争大于协作，在这种环境下做得不是很开心。",[838,2589,1758],{},"的方法是什么呢？",[827,2592,2593,2595],{},[838,2594,840],{}," 我当CEO 时没这么做过，现在应该也不是这么做的。我记得曾经看过很多类似的东西，但始终觉得有点不踏实，所以没用过。(2020-10-10)",[827,2597,2598],{},"网友L：顶级专家才拿60万，如果是年薪的话，确实太低了；几百人被挖走，一点不奇怪。",[827,2600,2601,2603],{},[838,2602,840],{}," 大批人员被挖走也可能是因为两个因子都出问题了。（2015-06-19）",[827,2605,2606],{},"网友：向段大哥请教企业经营上的问题：本人小型贸易型公司，前段占比不小的员工另立山头，走前准备数月，刻意盗取本公司很多客户资源。之后，互有纠缠，我有通过互联网发布消息形式对应（仅本公司网站），对方有过激反应。问题是：现公司没人支持我的动作，合伙人的意见是不管对错有理无理都必须退让，因为对方一有过激反应就没法应对（比如：不断呼公司电话，一伙人来闹事）。",[827,2608,2609],{},"关于遇到此处境，我应该以什么态度面对？做何思考？",[827,2611,2612,2614],{},[838,2613,840],{}," 我想你可能要面壁几天了，居然会有比例不小的员工另立山头。这种情出现的话，一定是你的保健因子出问题了，也许你自己也该另立山头了。（2011-04-14）",[827,2616,2617],{},"网友：已经面壁数月，保健性质的薪酬已经做了很大幅提高（以往为浮动性质的占比大，而部分不认同公司文化的人始终拿不到手），加强中层的责任制。在商业策略上做了大的调整，仅从纯市场或经济层面来说现状是比以往没下降反而在上升。其实我问的不是这个，我问的是，对待前面离开的人无聊或者无理举动，我应该以什么状态和心态面对？",[827,2619,2620,2622],{},[838,2621,840],{}," 面壁思了谁的过？既然已经离开了还要如何面对？由他去吧。（2011-04-14）",[827,2624,2625,2626,2628,2629,2631],{},"网友：我想请问段大哥一个问题，目前不少国内企业采用的股票激励政策让我很搞不懂，说它坏吧，可能还有那么一点点好处；好吧，又觉得是对股东的权益稀释，总之我发现有股票激励管理层的我算企业",[831,2627,88],{"href":1930},"时采用净",[831,2630,88],{"href":1930},"－现价×激励股票数，这样一看还不及直接发高薪实惠，可以少缴些企业所得税，段大哥能不能说说你的看法。",[827,2633,2634,2636],{},[838,2635,840],{}," 你如果不理解股票激励政策的好处，只要想想没有股票激励的坏处就明白了。如果员工的工作和结果无关的话，最后的结果就一定是老式国营企业的样子。（2011-05-27）",[827,2638,2639],{},"网友：您对股权激励计划怎么看？",[827,2641,2642,2644],{},[838,2643,840],{}," 实际上是保健计划，可人们非要叫激励计划。(2013-06-26)",[827,2646,2647],{},"网友X：对于股权激励我是这么看：巴菲特、芒格应该是讲这个东西不好，我觉得应辩证去看这个问题。如果是我们信任的人执掌的信任公司，那么也许真正能产生激励作用！最近一直在琢磨投资最本质的东西，我把建立起一套好制度看成一个重要参考因素，制度好人才好。不知理解是否有偏差？！",[827,2649,2650,2652],{},[838,2651,840],{}," 没听说过他们说option不好，他们只是说option没道理不计入成本。所谓的股权激励实际上是股权保健，没有这个可能会留不住人，但有了未必可以激励人。",[827,2654,2655],{},"网友：在小公司里给核心员工分股权有没有实际意义？",[827,2657,2658,2660,2661,2664,2665,2667],{},[838,2659,840],{}," 你是说",[838,2662,2663],{},"谷歌","的初期还是",[838,2666,980],{},"的早期？(2015-02-25)",[827,2669,2670,2671,2673],{},"网友：当年",[838,2672,1758],{},"给员工分配股权的时候，是用现金或者股息来购买股份的。能否介绍一下具体怎么分的？",[827,2675,2676,2678],{},[838,2677,840],{}," 我离开一线20多年，很多细节已经不太记得了。应该没有所谓“分配股权”的时候，但早期确实有过允许一定级别以上的员工用年终奖的一部分(好像是20%)自愿购买公司的股份。(2022-07-05)",[827,2680,2681],{},"这里给个小建议：股权激励(实际上是个保健因子)需要高管们拿钱买股票的时候，可以用期权的形式，或者公司借钱给他们(用未来的收入分期还)。(2024-10-29)",[827,2683,2684],{},"我们30年前就这么干了。(2024-10-30)",[827,2686,2687],{},"网友：国内很多公司给员工派发的股票越来越少，搞得新人很心寒，这样没有新人的动力，公司能持续发展吗？",[827,2689,2690,2692],{},[838,2691,840],{}," 呵呵，如果你反过来想想，比如给员工发的股票越来越多会怎么样？这个问题看看那些百年老店怎么做的就明白了。",[827,2694,2695],{},[838,2696,2697],{},"《从优秀到卓越》里好像讲到过这个问题。好公司的收入一般都不是最高的。我在中欧EMBA时学过一个很重要的东西，就是钱是保健因子而不是激励因子。(2010-03-28)",[827,2699,2700,2701,2703],{},"网友：怎么对待离职员工的股权，如有员工干了几年离职，企业付费把股权回购，违背",[831,2702,12],{"href":2159},"吗？",[827,2705,2706,2708],{},[838,2707,840],{}," 如果是有言在先没问题，这是双方的契约精神。(2019-03-22)",[827,2710,2711],{},"网友：公司目前15-20人，是我持股最多，大概80%，除了2个合伙人，其他大部分员工都是招聘回来的，凝聚力不强，想组建个核心员工的分红机制，参考阿里巴巴合伙人的制度，现在大概做满2年价值观合适就可以参与利润分配，目前有个问题，这利润分配的比例大概怎么定才比较科学又能激励大家呢？很想最后能达到大道您的状态，公司能自己运营，利益和大家共享。",[827,2713,2714,2716],{},[838,2715,883],{}," ：凝聚力不强和是不是招聘回来的没关系。我不知道什么比例科学又能激励大家。钱是保健因子，多了没用但少了不行。就是给钱多起不到激励的作用，但少了大家会走的意思。建议看下《基业长青》和《从优秀到卓越》这两本书，也许会有启发？（2019-03-23）",[827,2718,2719],{},"网友：经营企业赚到了钱，如何分钱给合伙人及员工，应该基于什么去分配？",[827,2721,2722,2724],{},[838,2723,840],{}," 应该按照事先说好的原则吧？最重要的是要有公平心。(2020-11-30)",[827,2726,2727],{},"网友：公司最早的一些政策文档应该都是您还在公司时制定的，比如每年利润股权分配、代理商打分考核。最初第一版本设定时，您是如何考虑可以让规则的基础那么简单清晰，同时兼顾效率和公平性的？",[827,2729,2730,2732],{},[838,2731,840],{}," 简单清晰才有效率啊，公平心是基本原则。这里公平心非常重要！公平心和公平性是有区别的。最高领导制定规矩一定要花够时间，一定要想长远，要防止大漏洞。修改时一定要有提前量，承诺的东西一定要执行，所以绝对不能轻诺……很久没在一线，一下想不起来还有啥要注意的，但基本原则依然是想长远！(2022-02-24)",[827,2734,2735,2737],{},[838,2736,840],{}," “保健因素如果不能满足，人肯定会走。保健的关键在于公平。”",[827,2739,2740],{},"企业首先要确立自己的核心价值观，招的人必须符合这个核心价值观。评价一个员工，可以从“合格性”与“合适性”两个方面来看。大部分企业找的都是合格的人，比如技术好、会销售、懂设计，但如果没有办法跟他合作，这种人我不要。很简单，因为合格性是可以培养的，但合适性的培养非常困难。所以，首先必须要找到“对胃口”、可以信任的人，才能把公司交给他打理。",[827,2742,2743,2744,2747],{},"从“保健－激励”双因素模型来看，保健因素如果不能满足，人肯定会走。保健的关键在于公平。1989年，我在工厂账上只有3000元、",[831,2745,64],{"href":2746},"\u002Ffuzhai","200万元的情况下接手，到1995年赚了好几亿。最早老板让我接手的时候说按七三分账，后来给我们的分成变成两成、一成，不断食言。如果当初他兑现承诺，我是不会离开的。保健因素是基础。",[827,2749,2750],{},"金钱激励并非永远有效。如果一个人已经很努力，100%投入，即便你将他的报酬从100万元涨到1000万元，他也不会更努力。一个企业要想永续发展，你不会希望员工花费120%的精力工作。我很反对员工无缘无故地加班。其实，当保健因素满足以后，人们追求的往往是钱以外的事情。",[827,2752,2753],{},"在步步高，没有人把企业当成是我的企业来做，而是当成他们自己的企业来做，年薪100万元的人，别的公司给200万元都挖不走，因为他喜欢这里的文化。",[827,2755,2756],{},"文化是需要花费很大的功夫去培养的。我非常推崇马云，他对企业文化的细节非常注意，手段也非常高明。比如，他有花名，风清扬。在步步高，所有人都可以叫我“阿段”。但大多数公司呢？都是王总、张总，员工这么叫你，人马上就矮了一点，不平等，也没有感情，这样就很难实现充分的沟通。",[827,2758,2759],{},"在一些企业里，如果是老板自己的原因导致赔钱，他会觉得正常；但如果是下属导致的亏损，他往往会很心疼。我是可以把别人亏的钱和自己亏的钱等同起来的人，这种容忍对于建立健康的企业文化来说十分重要。我们曾经想做彩电，在研发上投入了一个多亿。一天我跟这个项目的负责人聊到彩电的未来，得出结论：5年以后我们就会沦为彩电的搬运工，因为产品很难做到差异化。",[827,2761,2762],{},"几天后，有人打电话问我：“听说你们的彩电项目取消了？”其实并不是我下令让那位负责人停止的，是他自己感觉事情不对后，做出了正确的决定。可见，文化一旦建立起来，它比你想象的要强大得多，会帮你纠正非常多的错误。（五问段永平2013-05-17 来源：中欧商业评论）",[827,2764,2765],{},"网友：段总这是您的原话吗？觉得里面说的蛮好，蛮有收获的。",[827,2767,2768,2770],{},[838,2769,840],{}," 大概是去年某天，中欧有批人来湾区时，抓我去做了个交流。看上去基本上是我说的，但记得说过不见媒体的，不知怎么就又见了。（2013-07-08）",[827,2772,2773],{},"网友：出差可以坐头等舱是对的，休息好工作效率就会高，我发现有些公司都不可以坐头等舱，我就觉得这是个问题！",[827,2775,2776,2778],{},[838,2777,840],{}," 那你没看懂我说的是什么。我的规定是所有人一视同仁，想坐头等舱(或者商务舱)就自己掏钱。我就一直坐头等舱，也一直自己掏钱，因为我不想为难自己，但同时我也不喜欢等级概念。(2022-02-22)",[827,2780,2781],{},"网友：强制而公平。",[827,2783,2784,2786],{},[838,2785,840],{}," 这里没有啥强制的概念吧？这里其实强调的是没有等级概念，不是什么级别的就可以坐商务舱或者头等舱啥的，毕竟薪水待遇都已经尽量表达清楚了，其他开销就应该自己来决定。其实按我的概念，酒店标准也该一视同仁，所有人的报销标准都应该一样。",[827,2788,2789,2790,2792],{},"公平的定义其实非常复杂，有兴趣大家可以看看",[838,2791,596],{},"的公开课。",[827,2794,2795],{},"我个人理解，其实没有绝对的公平一就是所有人都觉得公平的公平。",[827,2797,2798],{},"作为游戏规矩的制定者，最重要的是要有公平心。",[827,2800,2801],{},"公平并不等于平等，也不是平均主义。",[827,2803,2804],{},"看某样东西是否公平往往从旁观者的角度会比较客观些。",[827,2806,2807],{},"公平同时也是很难的一件事，需要很多的功夫，比如一个公司的绩效考核体系等。客观讲，我自己没有能力去阐述什么是公平，也许这是大学教授才能干好的事。不过，我可以举一些我们这些年的经历或我们制定的小规矩来说明我们对公平以及平等的理解。",[827,2809,2810],{},"在美国，机场安检有时很严，有些人偶尔会被抽到详细检查(包括搜身)。有时候，我们会看到被抽到的人很不高兴，觉得为什么是他而不是别人，觉得那不公平。我被抽到是感觉很坦然，也很配合，觉得那是公平机制下的结果，也是为了我们每一个人好。",[827,2812,2813],{},"以前经常看到很多公司会有各种规定，比如关于什么人可以分什么样子的房子，什么级别可以配什么样的车，什么级别以上的人出差可以坐头等舱或商务舱等等。我们公司里不分房子、不配车(都是自己买)，任何人出差都可以坐头等舱(但公司只报销经济舱)。记得刚开始有这个规矩时，有一次我发现我的头等舱机票被全报了，就问财务为什么。",[827,2815,2816],{},"回答是公司只有我可以报头等舱，然后我说，这是不把我当人看，因为我们的规矩是对所有人的。后来就都一样了。",[827,2818,2819],{},"我记得曾经和一家公司的某部门头讨论奖金问题。由于他们部门利润好，不敢按全额把奖金发下去，另外也怕奖金的分配会不公平。我个人认为所谓的奖金其实也是某种契约，公司把一定比例的获利分给员工，封顶实际上是违约的。而由于怕分不好而不发则是最大的不公平。不过，要发得好也确实是一件非常难的事，不光要有很好的绩效考核体系，同时可能也需要很多年经验的积累，但不发肯定是错的。",[827,2821,2822],{},"(2011-02-21)",[827,2824,2825],{},"网友C：公平有时候很难做到的，因为每个人的想法都是不一样的。比如我们做公路交通工程设计，一个设计室里有20多人，学历从研究生到中专生都有，专业有桥梁隧道，路基路面到交通标志，做工程项目有的人连夜加班，有的人关键时刻才出手一下子。一个项目下来，比如隧道造价最高，设计工程量却最少，交通标志造价不高工程量很大。如何分配才能做到每个人都觉得公平呢？",[827,2827,2828],{},"（2011-02-18）",[827,2830,2831,2833],{},[838,2832,840],{}," 没有任何办法可以让所有人都觉得公平。",[827,2835,2836],{},"问：您如何保持组织内部的凝聚力？",[827,2838,2839,2842],{},[838,2840,2841],{},"段永平：最基本的原则就是公平"," 。另外，建立相互信任的方法是同大家敞开地交流。企业大了以后，层级多了，交流的确少了。拿破仑说到他在滑铁卢失败的原因，是“很久没有同战士们 喝过汤了”。我们正在学习，寻找解决问题的方法（段永平做客人民大学精彩问答实录1999年）",[827,2844,2845],{},"网友W：公平是不是应该靠规矩来执行，哪怕这规矩只是相对的合理？",[827,2847,2848,2850],{},[838,2849,840],{}," 制定规矩的人一定要有公平心，不然规矩容易有问题。（2011-02-21）",[827,2852,2853],{},"网友：遇到一个工作难题，公司规定配套厂家未按计划完成，每缺一件罚200元，造成生产缺件每台500元，每天有100多台未完成计划，这样持续罚款，厂家挣的钱不够罚款，公司领导也就不罚了。如果制度没有持续性，对配套商也就没有约束了，段总有何建议？",[827,2855,2856,2858],{},[838,2857,840],{}," 是自己公司内部的配套厂家还是外部的？如果是外部的，也许你们要有个备用的厂家，内部的也一样。如果定的规矩不实施，比没有还糟，但如果因为定得不合理而实施不了的规矩就一定要改规矩，不然公司会很麻烦。(2011-05-03)",[827,2860,2861],{},"网友：我经营企业4年，发现员工对已有的规则和流程不严格遵守，屡屡犯错，可实际规则是由下至上订出来的。现象举例，上班不打考勤机，以忘记为由事后去打考勤。针对上述现象，该怎么应对？",[827,2863,2864,2866],{},[838,2865,840],{}," 我觉得大家都不遵守的规矩有可能会是不合理的规矩。小部分人不遵守规矩是执行者的问题。一般而言规矩定得一定要有道理、有意义并且尽量简单和易于执行，比如这个博客博友发言的规矩。",[827,2868,2869],{},"一个组织如果有大家都不执行的规矩存在，长期来讲就是鼓励大家不执行制定的规矩，未来大家的麻烦可就大了一比如国内常见的没有交警和红绿灯的十字路口。面对的方式其实也很简单，就是执行你的规矩或者废掉执行不了的规矩，最好不要有中间地带，不然大家会很忙的。",[827,2871,2872],{},"举个我们自己的小例子。有一年，我回了一趟公司，发现总部大楼前那些没有停车线的地方也都停满了车。我就问我们管后勤的同事，为什么这么多车停在“不可以”停车的地方？他告诉我说，因为“没地方”停。后来他们把那些原来“不可以”停车的地方都画上了停车线，这个违规的问题就解决了。(2011-01-05)",[827,2874,2875],{},"网友：段总和各位博友好，有时思考一些管理方面的问题，想听听大家的看法（因为在现实中聊这些常被认为不切实际和想多了，因此变得少和周围的人交流这些了）。",[827,2877,2878],{},"想聊的是，无论是一个国家、公司或团队，制订和公布的规则，如果没有执行，现实中遭到无视，那么伤害的不仅是这条规则，而是所有规则，久而久之，便会产生规则形同虚设，无法实现以制度管理的效果，或被选择性利用，其后果可想而知。不知大家是否同意，怎么看这个问题？第二，又进一步想，为什么规则不被大家尊重和遵守，是制订、实施、执行、监督及惩戒哪个环节出现问题都会造成？",[827,2880,2881],{},"这个问题又怎么看？谢谢段总和大家解答疑惑。",[827,2883,2884,2886],{},[838,2885,840],{}," 在国内，确实经常经常见到有规矩不执行的情况。举两个小例子：很久以前，我曾在我们深圳的一个公司的办公室外面见到一个禁止抽烟的标志下放着一个大烟灰桶，我当时的建议是如果必须要把那里作为吸烟区，那就不能有那块不许抽烟的牌子在那里。",[827,2888,2889],{},"另一个例子是，很久很久以前，在我们东莞总部的办公大楼前，看到在非停车区也停满了车，我当时就建议把原非停车区能画上停车位的都画上了。有规矩不执行比没规矩还不好，但规矩的制定要合情合理，且该调整时也要根据实际情况调整。（2015-12-15）",[827,2891,2892],{},"网友S：人有恒产，就有恒心，然后生活就踏实。",[827,2894,2895,2897],{},[838,2896,840],{}," 其实企业也一样，只要企业内的规矩是靠谱的，员工就会有恒心，我当年就不会离开小霸王，也许阿里这个生意就是我们在干着，马云可能就要去干别的了（玩笑哈）。（2013-03-03）",[827,2899,2900],{},"网友：在不靠谱的公司待过才知道啥应该是靠谱，跟不靠谱的人交往过，才知道啥是靠谱的人。",[827,2902,2903,841,2905],{},[838,2904,840],{},[838,2906,2907],{},"其实只有在靠谱的地方待过才知道什么叫不靠谱，反过来其实不成立。(2013-03-06)",[827,2909,2910],{},"网友：学长管理这个博客的风格让我印象很深刻，事先做好约定，执行绝不含糊。如果我是您，很可能会狠不下心，于是原谅第一次触犯了约定的朋友。",[827,2912,2913,2915],{},[838,2914,840],{}," 我们的文化真是不太尊重规矩，被删的人绝大多数根本就没认真看过我列的这几条规矩。申请的人绝大多数也是不先看规矩的，真是没办法。当然，留下来的博友都是蛮懂规矩的，尤其是23小时的那条，我经常看到有人是踩着线来的，呵呵。当然，其他几条也希望看懂哈。前几天刚刚删了一个建议我回国的，呵呵。",[827,2917,2918],{},"网友：段大哥的规矩简单但不容易，呵呵。感觉对于我们中国人，“规矩”并不是什么规矩。（包括立规矩的人和要求遵守的人）支持。",[827,2920,2921,2923],{},[838,2922,840],{}," 呵呵，你说得对，我们老中尊重规矩的人的比例比较低。",[827,2925,2926],{},"网友：你们公司违反了就要开除的规矩有哪些呢？",[827,2928,2929,2931],{},[838,2930,840],{}," 涉及开除的条例应该是不多的。我印象中有过因为贪污被抓起来的。(2020-12-03)",[827,2933,2934],{},"网友：您对采购员拿回扣是什么看法？",[827,2936,2937,2939],{},[838,2938,840],{}," 采购员拿回扣应该开除，给回扣的供应商应该列入禁入对象。(2020-12-04)",[827,2941,2942],{},"网友：大道，我想再问一个愚钝的问题。在企业内部，设立标杆、评选优秀、项目赛马机制等等区分机制，这些都是在利用分别心和人的争强好胜心。这个和本分价值观可以共容吗？",[827,2944,2945,2947],{},[838,2946,840],{}," 这和本分没有必然的矛盾。（2019-06-13）",[827,2949,2950],{},"网友：今天看到您转载的文章说OPPO发放离职员工年终奖，真的要给OPPO点无数个赞哈！后来看到您评论说你们20多年来都如此，真不知该用什么词来表达对您和您的企业敬意！借用网友的评价，真的把本分做到了极致！之所以会有这样的感想，是因为我工作的一个公司，说好的我拿所负责业务的30%提成，但是老板从去年三四季度的账没完全清要给我（只给了7成），今年一季度也没算。",[827,2952,2953],{},"之前都是季度末结清。老板是熟人，当时叫我过来做的时候我一直不来，因为怕有冲突的时候双方都没有能力处理好。我的问题是，该不该或者什么情况下走法律程序维权？",[827,2955,2956,2958],{},[838,2957,840],{}," 这个问题比较复杂。一般来说，恶人自有恶人磨，最重要的是远离他们就好（2019-04-21）",[827,2960,2961],{},"网友：在管理方面，阿段暂时还说得相对比较少。例如您规定直系亲属不能呆在同一个企业、员工之间不准谈恋爱（这是网上看到，我相信这条是真的、我觉得这里的员工是特指管理人员，对吧？",[827,2963,2964],{},"）、不占客户便宜之类、丑话说前面的一些具体的行为，有时间的话阿段可以写一下有关经营管理的博文，我觉得对于真正关注您的人会更受益，毕竟投资这方面的东西，有心的人，是完全可以寻找您和巴菲特以前在这方面的言论和行为的，谢谢阿段了，狂赞。",[827,2966,2967],{},[838,2968,2969],{},"你的“更健康、更长久、本分、平常心、诚信、消费者导向、做对的事把事做对、缺什么什么最重要、原则性、纪律性、家庭观念”等等很多观点都已经深入到我的骨子里，真的非常感谢阿段。",[827,2971,2972,2974],{},[838,2973,840],{}," 本来要睡觉的，下来拿个东西，看见你这么写，不得不回。我们公司绝对没有过不准谈恋爱的要求！我不可能容忍这种不人性的东西的。别的以后说，睡觉。（2010-03-26）",[827,2976,2977,2979],{},[838,2978,840],{}," 我晕，那不是假新闻，但中间少了个很重要的东西。谈恋爱没问题，结婚以后就变直系亲属了，所以要变化。现在公司大了以后好像也做了一些调整了，不过我不太清楚细则。好像是不在一个公司就行，在步步高里面可以等等。由于我们各个公司的独立性非常强，只要不在一个公司里就关系不大。",[827,2981,2982],{},"网友Z：新规定里面，不同公司也不可以了",[827,2984,2985,2987],{},[838,2986,840],{}," 我问一下。老规定里没有考虑不同公司的情况，新规定可能加一个不同公司可以，但可能还没讨论清楚，所以还没出来。",[827,2989,2990],{},"网友：要是您儿子很适合步步高，董事们都想让他在步步高干，他本人也愿意，那您会不会只因为他是您儿子这个理由反对他进入步步高决策层？",[827,2992,2993,2995],{},[838,2994,840],{}," 那会违反公司的规定。（2010-11-01）",[827,2997,2998],{},"网友：能告诉我一下OPPO公司的年龄结构吗？还有您的OPPO有亲属在里面任职吗？",[827,3000,3001,3003],{},[838,3002,840],{}," 年龄结构我不知道，知道也不会说的。我们有明文规定直系亲属不能在一间公司内，但不同公司好像可以。（2011-02-19）",[827,3005,3006],{},"网友S：这条规定是出于什么考虑呢，廉洁、防贪腐？这样好像严厉了点，我看有些公司反而鼓励这个，算是留人的一种的手段。",[827,3008,3009,3011],{},[838,3010,840],{}," 我觉得在我们中国文化的大前提下，如果允许直系亲属在公司的话，那10年8年后重要岗位基本上就都是那谁谁谁的亲属了，那企业怎么可能还有竞争力？再说，有了这条规矩，我们同事们可是省了无穷多的麻烦啊，不然每个稍有点权力的人都会背上很多人情债的。（2011-02-21）",[827,3013,3014,3015],{},"网友：辛苦了，不要打扰你休息呜呜，我我知道网上很多假新闻，对于新闻我一直都是很认真地凭心去识别真假。呜呜……又跌了一个跟斗，阿段你看一下下面这个",[831,3016,3017],{"href":3017,"rel":3018},"http:\u002F\u002Fnews.sohu.com\u002F20041120\u002Fn223091981.shtml",[3019],"nofollow",[827,3021,3022],{},"对于我来说，我觉得直系亲属不能在同一企业，我觉得这也不是很人性，但是从其他人的角度来看，这的确是公平，因为在直系亲属上有些事情，你就算再公平，别人也会认为不公平，所以我觉得只是一个选择的问题，当然选择了在同一企业，处理问题也许会变得复杂；",[827,3024,3025],{},"然后我倒推到男女朋友上，觉得男女朋友会出现偏袒的问题，同时我印象中好像听过你曾经说过亲属不在同一企业，所以我也就觉得男女朋友也会是你曾经说的。对于丑话说在前面，对于这一条我也是没有任何其他想法的，因为我觉得它就是对的。总的来说我觉得前面的两个问题都只是选择的问题，想听听阿段你对这一方面的看法。",[827,3027,3028,3030],{},[838,3029,840],{}," 我在国营企业呆过。研究生毕业后还去佛山一家企业干过。",[827,3032,3033],{},"我知道如果头头脑脑的直系亲属在公司工作对公司的杀伤力有多大。我相信很多人会有同感，如果你有这种经历的话。而且，如果我们允许的话，那公司里就全是大家的亲戚了，时间长了就可能都是我的亲戚了，再时间长点我们就又都要再去找工作了。",[827,3035,3036],{},"中国是个人情社会，我们这个规矩也帮我们的管理人员省了非常多的精力。----不然我们每个人都会烦死的，肯定经常一堆人让你帮他找工作。",[827,3038,3039],{},"网友：您认为一个企业，采购等敏感部门都是大股东的家属这个事情，是否会有些问题，这样的企业您觉得能投资吗？",[827,3041,3042,3044],{},[838,3043,840],{}," 从好的地方讲那可能是大股东找不到他信任的别人。从不好的地方讲，他有可能通过这个为自己牟利。我个人认为从长期而言，还是尽量不要用亲属的好。很难单用这个作为是否投资的标准。（2011-02-21）",[827,3046,3047],{},"网友：假如作为一个公司的经营者也是自己很热爱的事业，当有亲人或者朋友想进自己的公司工作，但是又没有条件，这该怎么办？有条件进入是不是应该一视同仁吗？一切按照规章制度来执行。",[827,3049,3050,3052],{},[838,3051,840],{}," 虽然你可能真是“举贤不避亲”，但公司其他同事可能会不这么看。我认为除非是不可或缺，不然最好不要沾亲带故的，尤其不要沾亲。（2010-03-28）",[827,3054,3055],{},"网友：创业公司中如果有配偶或亲戚或朋友在一起工作，您觉得长期看有哪些好处和坏处？",[827,3057,3058,3060],{},[838,3059,840],{}," 创业公司里如果亲戚朋友一堆，可能短期对凑齐人有好处，长期坏处比较多，会形成裙带关系，而且不容易留住别的人才。(2020-12-05)",[827,3062,3063],{},"网友：您以前在一线管理的时候，“有关部门”“上级领导”托您给他们亲属安排工作的话您怎么处理呢？即使是在步步高这样不受国资委管理的企业，效益这么好，应该还是会招来很多这样的情况吧？",[827,3065,3066,3068],{},[838,3067,840],{}," 可能我们真是运气好，没怎么遇到过这种情况。（2011-02-22）",[827,3070,3071],{},"网友：您认为文化和信仰的差异是东西方企业经营理念不同的原因吗？中国太多人读了资本论以后都在加班加点的急功近利，变卖资源和糟蹋环境。问题可能有点幼稚，多包涵。",[827,3073,3074,3076],{},[838,3075,840],{}," 好企业在哪儿的经营理念都很相近。美国急功近利的公司也很多，中国公司也不都是急功近利。我本人很多年前就很反对没事加班加点的。我一直认为老是强迫加班加点的部门负责人的管理水平有问题，老是强迫加班加点的公司的老板的管理水平有问题，呵呵。（2010-04-14）",[827,3078,3079],{},"网友：还有一个企业问题请教，华为强调狼性文化，企业加班、高压力和高收入同时并行，据网传阿里等企业加班文化也很盛行。在实际中，似乎要不断努力哈，有句话叫“比你聪明的人不可怕，可怕的是比你聪明的人比你更努力”，不努力可能被淘汰，而且看上去这些企业执行力很强，有指哪打哪的感觉。鲁迅也说：我哪是什么天才，我只是把别人喝咖啡的时间都用在写作上。",[827,3081,3082],{},"记得大道说过不鼓励加班，这样，企业会不会因此失去某些执行力而缺乏竞争力失败。大道怎么看待以上这些想法？",[827,3084,3085,3087],{},[838,3086,840],{}," 我一直都不鼓励加班，但不是说我反对加班。需要时加点班无可非议，但过分加班会会影响员工的生活，长此以往也会让竞争力下降的。我总是希望大家能够高效率工作，同时还能好好生活，能多陪点家人孩子啥的。我们接受“慢慢的富起来”的观点，事实上我们做得也还不错啦。（2019-03-22）",[827,3089,3090],{},"网友：您如何看待996（早上9点上班，晚上9点下班，每周工作6天）。",[827,3092,3093,3095,3096,3099],{},[838,3094,883],{}," ：",[838,3097,3098],{},"我不喜欢996。"," （2019-04-23）",[827,3101,3102],{},"网友：《步步高》那个词是您填的吗？最近公司的晚会拿它表演了，不过是手语，很多公司营销培训都用这首歌，挺激励人的。",[827,3104,3105,3107],{},[838,3106,840],{}," 不是我填的。后期我们已经觉得这首歌词有点问题，所以现在不太用了，主要是觉得“付出总有回报”有点不太对劲。你这一说我就更觉得有点问题了，以后不会让传销公司拿去用吧？",[827,3109,3110],{},"一般来讲确实如此，但很多时候回报不是追求来的。这个说法觉得有点功利性，自己感觉不太好。（2013-02-25）",[827,3112,3113],{},"网友：钱给的超预期，心不委屈，还有“员工委屈奖”，胖东来都符合，可惜企业没有办法规模化。",[827,3115,3116,3118],{},[838,3117,840],{}," 钱给的超预期是超谁的预期？是根据谁的决定给的？如果员工的收入是和企业的利润或者业绩挂钩的话，在企业业绩超预期的前提下，员工收入超预期就是合理的，是契约精神。不然一般人说的“超预期”很可能就是来自于“恩赐”，是有问题的。今天看到杨振宁的一个演讲，说当年发现直觉和书上讲的东西对不上的时候，很认真的研究了，结果进步了，他成为大咖是有道理的。",[827,3120,3121],{},"保健因子和激励因子有可能是在中欧学到的（不是100%确定）。很肯定的是fast is slow是在中欧学到的。当年Keith Goodall的第一堂“管理概论”，我学到了两个非常重要的东西，一个就是fast is slow，一个就是“Perception and assumption”——你看到的东西其实是你的想象和假设。（2025-10-23）",[827,3123,3124],{},"网友：大道老师，您好！读您关于“钱是健康因子，不是激励因子，给少了不行，给多了没用”，这个理解了。但后续在想什么是激励因子呢？一种解法是维护一个公平的竞争环境，给予合理比例的奖励惩罚，最好这个环境以小组为单位，让大家为了获取奖励和避免惩罚的本性中保持小组动力。",[827,3126,3127,3128,1931,3130,3132],{},"在这个基础上为了避免竞争中出现恶的行为，还需要建立一个",[831,3129,12],{"href":2159},[831,3131,135],{"href":833},"。我的理解中有没有过度解读导致错误的地方么？",[827,3134,3135,3137],{},[838,3136,840],{}," 钱是保健因子，钱以外的是激励因子。我的理解怎么来的我自己都不太记得了。钱是保健因子，给的一定要公平（老板要有公平心）。我不喜欢那种给人钱时脸上有优越感的老板。给员工的报酬是按契约精神给的，不是老板赐予的。（2025-10-22）",[827,3139,3140],{},"网友：补充大道观点：保健因素包括公司政策、管理措施、监督、人际关系、物质工作条件、工资和福利等。不满足会不满，但满足了并不会让大家更积极。激励因素包括成就、赏识、挑战性的工作、增加的工作责任，成长和发展的机会等。满足了会让大家更积极。",[827,3142,3143,3145],{},[838,3144,840],{}," 补充得很好。简单讲就是钱要给够，心不能委屈。（2025-10-22）",[827,3147,3148],{},"网友：大道您好，向您请教一个问题。在非盈利组织（如：公益机构）中“保健因子”和“激励因子”发挥的作用对比盈利组织（如：有限公司）中“保健因子”和“激励因子”的作用会有什么不同吗？在非盈利组织中，是否“激励因子”发挥作用会更大？",[827,3150,3151,3153],{},[838,3152,840],{}," 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