谷歌营销总裁职场生存军规：文化篇

Culture

#1 Ditch the pecking order.

“You shouldn’t be able to figure out a company’s org chart by looking at their product. You can’t see the Apple org chart when you look at the iPod or the Amazon chart when you look at the Kindle.” Rosenberg has a favorite Eric Schmidt story to go along with this learning. While working at Sun Microsystems, Schmidt took a server out of a box, and when he opened it up, he saw eight documents labeled “Read me first.” It turned out that eight different people on the project thought they had the most important opinion. “And the poor product manager at the bottom of the totem pole just threw them all in,” Rosenberg says. “That’s not the right decision for the end user.” A good leader cuts through the ego and picks the best opinion.

#2 Avoid the HPPO.

HPPO stands for “the highest-paid person’s opinion.” When you have a problem or a question, don’t naturally accept the HPPO in the room. Title means nothing. If someone’s experience has value, they should be able to frame a winning argument. “Everybody at every level should have an equal voice in the outcome, based on the strength of his or her arguments.” Rosenberg names Jim Barksdale as his favorite HPPO. As CEO of Netscape, Barksdale once said, “If we have data, let’s look at the data. If all we have are opinions, let’s go with mine.” HPPO 意思是“大人的意见”（the highest-paid person's opinion.）。

#3 Crush bureaucracy of all kinds.

“The most important attribute in organizations is the ability to get out of the way. That’s why we didn’t have general managers at Google. A general manager’s job is to put his business interests ahead of the company’s. Don’t do it.”

#4 Crowded is creative.

There’s a certain electricity that comes from working in a crowded, bustling space. “Offices should be designed for energy and interactions, not for isolation and status.”

#5 You need strategies and tactics.

Many people don’t know the difference between strategies and tactics, or they think they only need one or the other. Not so. A winning strategy is made up of the tactics that produce a victory. “There are people who are great at strategy, and there are those who are great at tactics,” Rosenberg says. “That’s why we have teams.”

#6 On teams, think small.

“At Google, we learned that the size of a small team is about the size of a small family. In software development, the worst thing you can do is put more people on a project.” Empower small teams, and they can often do more than a big one. Rosenberg quotes famed anthropologist Margaret Mead: “Never doubt that a small group of thoughtful, committed citizens can change the world.”

#7 Show up.

True for everyone, and more for leaders: “Working from home is a malignant, metastasizing cancer,” Rosenberg says. “Ban it."

#8 Be original.

“Never ever suggest copying your competitor. Their products generally suck, and you should be able to do better.”

#9 Hope is not a plan.

#10 Doveryai no proveryai.

Trust but verify. It’s a Russian proverb, Rosenberg uses to remind himself to fact find for himself. Large organizations and teams have a tendency to omit small details, but a good leader can’t. “The primary job of a leader is judgment and communication. But judgment and communication are only as good as the data or truth on which it’s based.”

#11 Value over costs.

“It’s simple: spend 80% of your time on 80% of your revenue.” More revenue generally solves all problems. “It’s obvious, but actually hard to do, because that other 20% of your revenue will end up taking up an inordinate amount of your time if you let it.”

#12 Beware the green-eyed monster.

“Where there is success, there is envy. But you can take away the monster’s greatest weapon, which is surprise – and you can fight it with envy’s kryptonite, which is humility.”

#13 Reorganizations.

If you must reorganize, do it in a day -- 24 hours. “This is my corollary to the Ben Franklin wisdom that ‘Three can keep a secret if two of them are dead,’” Rosenberg says.