嫦娥四号、玉兔二号又醒啦

　郭谨一内部邮件公开第二天，瑞幸副总裁周斌、李军便在朋友圈发文反击。

　　他表示，几乎所有的中高层业务骨干都在请求罢免郭谨一的请求信上签字。但是董事会和大股东没有给任何正面回复，也未采取任何行动。

　　两位副总裁称，郭谨一不但没有反省，反而在全体员工面前极力狡辩，混淆视听，“诋毁我们不明真相，污蔑我们是要玷污瑞幸毁掉公司，还居然要求董事会反过来调查我们！更可笑的是还甩锅给陆总和钱总？！”

　　此外，他们还指出公司在郭瑾一领导下正气丧失、士气涣散，面临供应链、门店运营和员工流失等问题，并称掌握了关于郭瑾一的贪腐的大量证据。“现在，公司几乎全部的中高层业务骨干都已经对郭瑾一的工作能力和个人品行完全丧失了信心。如今的瑞幸也已经面目全非，创业时瑞幸的那种精神风貌荡然无存。”
 

　The anxiety is sensible， because think of any organization as a complex system with a batch of inter-dependents， so you need to have a great talent density， to be able to have the freedom， or else people just make a lot bad choices， you need to be setting direction that‘s the highly alligned loosely couple， so people know in what way are we trying toserve the customer．

　　So you know there‘s a lot inter-connected parts， you can’t just take one element and say that‘s going to work ’cause out of the context it probably won‘t work．

　　And so it is building up confidence bit by bit that the goal is not to manage people， the goal is not to manage， that the goal is to inspire people instead， so think about it as bit by bit learning how to lead by inspiration， instead of lead by management or telling people what to do． You know the factory has been so important to our civilization， so productive， so the mental model of the factory beleads into many other areas， and creative endeavors are just different from the factory． And we still have the boss top down tell the workers what to do or orientation． so again think of the shift being moving from management to inspiration．

　　陆奇：是的，非常有道理，里德。因为你刚刚提到这个方面。具体来说就是与中国的合作。由于很多原因，中国的传统文化是“一言堂”，这是多年来的一种普遍的规范。过渡到不同的管理方式，尤其是运用情景管理而不是控制。现在人们看到了“放”与“管”的新思路。但很多人又不敢放弃管理权力。网飞从早期成立到发展壮大，再到今天在全球的领先地位，可能也面临过类似的问题。这个过程中你是如何通过情景来进行管控的呢？当今中国企业的普遍做法很传统，你在这方面的技巧或经验会给正在思考这个问题的中国观众带来很大的帮助。

　　Yeah， so this is terrifically articulate， Reed． with regard to corporations in China． For a lot of reasons， the culture tradition “one man control” the boss making the dicisions， sort of the common norm being many years． And transition into a different way in managing， particularly using contexts vs control． People see the potential benefit， but would be hesitant or fear of giving up controls． So you likely may have faced similar decision points， as you work through from the early days of Netflix to its massive growth towards today‘s powerful position in the world． In that journey， how you’ve been， sort of thinking about control in the context， in particular， giving tips or thoughtful experiences to the Chinese audience and readership would be very helpful for all of the readers who are thinking about this maybe struggling in it． Just because sort of the tradition the common practice in today‘s corporate world in China．

　　哈斯廷斯：在美国，我们有许多领导者，像比尔·盖茨、埃隆·马斯克、史蒂夫·乔布斯，他们令人惊叹，比上帝还要强大。他们要求更多的细节，给予更多的指导，这是成功的一个途径。你有一个天才在管理公司，其余人只要开会讨论天才提出的指示就可以了。公司的兴衰完全取决于这个天才的状态，公司变得过于依赖某个人。假设你就是这样一个天才，公司的核心。接着你想拓宽，想要公司保持健康。就像健身，公司的肌肉越来越多，你对公司的控制就可以越来越少。刚开始，公司会遇到很多难题，所以很多决定都是靠领导来做。但随着公司的发展，更多的人会参与进来，会有三百、三千、甚至三万员工，所有人都会继续进步、成长，学会独立思考。

　　In the US， we have many leaders like Bill Gates， Elon Mask， Steve Jobs， amazing leaders， and they‘re stronger than Gods.They command more detail， they can get more instructions， and that’s one way to succeed． You got a genius， you know， running the company， and just meet and get all the decisions to the genius， and the genius decides． The challenges with the companies is they rise and fall with their genius． They become too dependent on the genius． And so even if you are such a genius， then it‘s like you want to broaden， you want that organization to last longer than you and to be healthy， so then it’s building the muscle when you‘re doing less and less every year． In the start-up of this， it’s probably true that， you know， the leaders gonna make a lot of decisions， because it‘s so challenging with start-up． But again as you grow， you wanna shift to building muscle， so that all of the people are engaged， you’ve got three hundred， three thousand and thirty thousand， all continuing to improve and grow and think for themselves．

　　张一甲：对，是的，我同意这一点。确实很多公司在成长过程中过于依赖创始人，把创始人捧上神坛，由创始人来指挥一切，发号施令。然而，世界发展越来越快，面对未来的挑战，没有人是完美的，团队真正需要的是“少一点控制，多给到情景”。只有这样，一线的员工才能获得更为充分的信息，从而帮助你更好地决策，而不是把问题都集中到 CEO 这里。

　　奇博士，您那边还有什么问题？

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