爲什麼軟件工程師出身的CEO越來越“香”？

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不會敲代碼的 CEO，不是好領導？"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"很多優秀互聯網企業的 CEO 都是軟件工程師出身。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"馬化騰、李彥宏、雷軍、周鴻禕等人都自己寫過代碼。“當時馬化騰和張志東都自己親手做網站，公司主頁也是馬化騰自己寫的代碼並親手調試一些小細節。”《騰訊十年》中提到了當年馬化騰創業寫代碼的經歷；李彥宏以超鏈算法專利出名，曾因出色的邏輯思路和技術功底被當時美國搜索第一人 william zhang 選爲接班人；雷軍則在大一開始寫 pascal程序，大二就被編進教材，兩年後與合作人開發出了我國最早的國產電腦殺毒軟件。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"此外，史玉柱曾一個人用時 9 個月開發出了 M-6402、新浪創始人王志東獨立研製成功\"中文之星\"中文平臺軟件、新一代 80 後 CEO 張一鳴大四時編寫的電路板自動化加工軟件 PCBS 獲獎、拼多多創始人黃錚在美國威斯康星大學麥迪遜分校計算機碩士畢業後，便去了谷歌當碼農…"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"而世界最賺錢公司蘋果的三個創始人，除了喬布斯外，沃茲尼亞克和韋恩也都是出色的軟件工程師。微軟的兩個創始人，除了更爲人熟知的比爾·蓋茨外，保羅·艾倫也是很優秀的軟件工程師。亞馬遜創始人傑夫·貝佐斯也在大學畢業後從事過計算機系統開發工作。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"越來越多的頂級公司是由軟件工程師創立和管理。那麼，軟件工程師領導團隊的優勢在哪裏呢？軟件管理組織 iism 通過調查，認爲軟件工程師作爲 CEO 要比傳統職業 CEO 在思維邏輯、創意等方面表現更具優勢。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"編程帶來的特有思維"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"1. 對客戶的關注點不同"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"傑夫·貝佐斯認爲，員工要對糟糕的客戶體驗（需求未得到可靠滿足的事件）負責，並要求他們主動尋找根本原因並尋求系統性的修復手段，這就是亞馬遜“客戶至上”的核心企業文化。而貝佐斯在沃爾瑪的同行道格·麥克米倫則擁護的是一種相似但略有不同的文化，即“爲客戶服務”，他採用客戶至上的方法來傾聽、預測和滿足客戶需求。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這是兩種不同的思維模式。這兩種分別以“客戶體驗””和以“客戶服務”爲導向的差異，可能在某種程度上解釋了軟件工程師出身的 CEO 爲何能提供卓越的成果。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"客戶體驗導向的企業在開始就會意識到，客戶體驗機制與軟件工程師在嘗試創建可靠軟件系統時不斷進行調試的過程是一樣的，修復客戶體驗也會用到處理軟件系統故障時的調查、修復、診斷和重寫等步驟。相反，客戶服務是在故障發生後進行恢復和補救，很多系統性問題需要依賴客戶服務負責人來解決，這樣的企業都是客戶服務驅動的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在糟糕的結果出現之前主動尋找根本原因的企業則是由客戶體驗驅動。在客戶體驗驅動的企業中，工程團隊知道 CEO 將會要求主動消除混亂，團隊就要建立必要的手段來促進客戶體驗和相關係統的漏洞修復。以客戶體驗爲導向的最終結果是，在客戶意識到問題之前，質量提升策略就已經被設計到了系統之中。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"當然，以客戶服務爲導向的存在也有其原因。許多情況下，支持人員無法改變或重新設計現有的產品、服務或商業模式，支持人員不得不將就行事。他們只能找到保持公司運營的變通方法，進而保持營收並滿足財報指標。這幾乎是所有傳統管理模式公司的標準運營程序。在產品和服務脫離工程或諮詢孤島後，運營人員的主要工作是讓交付的產品和商業模式發揮作用，同時讓客戶滿意。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"2. 關注長期問題，而不是短期利潤"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"軟件工程師出身的 CEO 更有可能關注問題而不是利潤。這種長期關注問題的做法還能產生複合效應，爲客戶發現附加價值，表現爲不斷改進的產品和服務（發現價值）。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"相反，傳統的 CEO 常常容易進入資本市場，以求在短期內獲得高額回報。這種做法雖然看起來公司收益被大幅提高，但有時會導致公司只專注於提高利潤（流動價值），而制定一些不可持續的運作計劃。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"貝佐斯和亞馬遜團隊每天都在思考客戶問題，比如如何將 2 天免費送達變成 1 天免費送達？如何將 1 天免費送達變成當天免費送達等等。貝佐斯以客戶爲中心的解決思路非常適合滿足客戶不斷增長的需求（潛在價值），也就是立即擁有他們想要的東西（複製價值）並免費交付。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"換句話說，軟件工程師出身的 CEO 癡迷於系統地解決客戶需求和問題（發現價值）。因此，軟件工程師出身的 CEO 打造的產品和服務會在很長一段時間內不斷改進，並提供更多的客戶價值。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"軟件工程師出身的 CEO 們認爲，從長遠來看，通過關注客戶價值和解決問題的方式，可以爲投資者帶來更好的回報。雖然這種策略比以利潤爲中心的策略更有效，但這樣的方式並不會很快地反應在財報上。正如貝佐斯所說的：那些季度業績來自於三年前打下的基礎。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"3. 不依賴外部諮詢"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"軟件工程師出身的 CEO 與傳統 CEO 的另一個顯著區別是前者有強烈的開發傾向，即在生產環境中運行大量價值實驗。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"根據貝佐斯的說法，亞馬遜每天都在進行數百次實驗，以取得更好的成績。貝佐斯將這種做法稱爲“增量發明”。同樣，在任何時間裏，成千上萬個 Facebook 版本都各自運行在公司一小部分用戶羣的設備上，以尋求用戶體驗和參與度的改進。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"爲了進行這種實驗，扎克伯格和貝佐斯不斷投資、重構和自動化生產環境，以實現後續的價值嘗試（例如，亞馬遜的運營中心已經升級到了第 8 版）。成功的嘗試會添加到生產解決方案，失敗的嘗試會很快恢復，而從每次價值嘗試中收集到的知識會被用於製作下一個價值實驗。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不過，爲了實現這點，生產和業務運營必須做某種程度上的版本控制（類似於軟件版本控制），以便團隊可以快速回滾失敗的嘗試，以免造成重大業務中斷。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在亞馬遜，公司鼓勵員工快速做出所有容易逆轉的變革。這種做法對亞馬遜的運營方式非常重要，以至於該方式已被記錄在了亞馬遜的領導原則“行動偏好”中：許多決定和行動都是可逆的，所以不需要廣泛研究。對於更具“破壞性”的價值實驗，亞馬遜創建了一個全尺寸的執行實驗室。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"相比之下，許多傳統的 CEO 會拒絕對其業務可能造成破壞的變革。他們引入外部專家和專業服務來推進他們的流程和實踐。2019 年，埃森哲、IBM、德勤、甲骨文、SAP、Cognizant、Infosys 等企業在這方面花費了 4200 億美元。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這種方法背後的邏輯是利用行業規模的專業知識，以快速有效的方式實現已知價值。全行業共享 IT 專家和已知的優秀解決方案，而不是花費巨資嘗試培養自己的專家和解決方案。這種做法在某種程度上確實有效，但很明顯並沒有產生與 Facebook 和亞馬遜的“增量發明”方法同水平的價值和效率。同時，爲了抵消這些業務成本，很多用於改變內部低效的變革資金會被佔用。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"外部專家無法提供相同類型的價值發現實踐，因爲他們的重心是擴展其特定的價值主張，而不是爲客戶發現新價值。熟練的軟件工程師，不僅僅是系統性的思考者，還是變更管理領域的專家。專業軟件工程師出身的 CEO 能很自然地將增量發明（價值發現）和變更管理原則應用於運營和生產。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"4. 專注打破約束"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"當前，供應鏈上下的勞動力資源構成了業務運營的大部分成本。爲保持價格競爭力，圍繞勞動力進行生產力優化至關重要。根據 Eliyahu Goldratt 的約束理論，任何面向目標的系統輸出都至少受到一個約束的限制。因此，要提高生產力就必須努力打破約束，增加“通過約束的流量”。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"爲了解決約束障礙並提高生產力，企業要找出系統中的最大瓶頸，然後通過自動化和重新設計來打破約束。一旦解決了最主要的系統性約束，企業就可以重新評估並繼續解決下一個約束。理想情況下，企業會不斷重複打破約束、提高生產力的過程，以保證在競爭中保持領先地位，前提是對手不會超越該企業的產品、服務等來擾亂企業運營。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在亞馬遜的第 8 版運營中心，專業揀貨員 \/ 包裝員面前有一排排待處理的貨架，對應着收銀臺後排隊等待結賬的客戶。亞馬遜已經正確地認識到，“人們在過道、貨架上選擇產品”或“重新爲空貨架上貨”是一種約束。所以他們的解決方案是，在需要時將裝滿產品的貨架送到揀貨員那裏。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"可以想象，在一個古老的倉庫中，揀貨員不知道有哪些過道、貨架和自己有需要的產品；孩子們跑來跑去，老年人眯着眼睛閱讀商品標籤。現在再想象一下，人類城鎮集市形態存在了 3000 年後，一位軟件工程師出身的 CEO 打破了在超市中尋找所需物品的約束，這就是實現需求的解決方案的形態："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"link","attrs":{"href":"https:\/\/www.youtube.com\/watch?v=IMPbKVb8y8s&t=227","title":"","type":null},"content":[{"type":"text","text":"https:\/\/www.youtube.com\/watch?v=IMPbKVb8y8s&t=227"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"由於人們不再需要推着推車走在超市過道上，運營中心的過道就可以窄得多，這讓亞馬遜可以在同一空間內多裝 50% 的產品。事實上，由於產品不用再爲了方便人們在商店裏閒逛而安排位置，現在貨架上裝滿了不同形狀的產品，更好地利用了空間，這也再次打破了存儲空間的約束。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"由軟件工程師出身的 CEO 經營的公司在持續尋找和打破約束來優化他們新的解決方案。於是，提升生產力的“增量發明”帶來的連鎖效果便會接踵而來。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"至此，可以得出的結論包括："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"價值是可靠地滿足客戶需求而不至於陷入混亂的函數"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對客戶體驗的主動調試會比被動的客戶服務產生更好的結果"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"追逐季度收益讓團隊無法專注於追求更好的客戶解決方案"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"從長遠來看，持續的增量發明優於諮詢業務"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"軟件工程師出身的 CEO 更擅長打破約束"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"顯然，一家公司的成功取決於全體員工。即使是比爾·蓋茨、馬克·扎克伯格或埃隆·馬斯克，只靠他自己一個人也無法完成足夠多的工作，實現一家高績效公司的非凡成就。那麼，軟件工程師出身的 CEO 在領導力方面有哪些顯著優勢，可以帶領他們的員工取得成功？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"創新的領導力"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"什麼是創意管理？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"創意管理的核心是通過創意團隊構思、製作和設定的創意作品和解決方案來滿足需求。爲了製作這些作品，創意管理必須通過一系列相關的價值嘗試來激勵創意團隊去追求有價值的解決方案——見《創意管理》。"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在軟件工程師出身的 CEO 可以取得成功的關鍵因素中，與編程能力不直接相關、但可能最重要的是，軟件工程師實際上是非常高效的創意經理。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"職業 CEO 難道不應該更擅長管理創意員工嗎？並非如此。雖然更好的軟技能和專業背景很有用，但傳統 CEO 有強烈的驅使有創造力的員工趕工，以達到或超過季度收益目標的傾向。要知道，取悅華爾街和創造行業領先的產品和服務、更好地滿足客戶需求是兩碼事。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"那麼，爲什麼軟件工程師出身的 CEO 比傳統 CEO 更容易成爲創意領導者？至少，軟件工程師會將創意人員集中起來提供新的解決方案，而不是驅使員工在某個截止日前來滿足季度收益目標。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除此之外，數據表明，優秀的創意領導者能夠讓他們的創意員工進行價值嘗試。成功的產品通常是從數百個較小的價值嘗試中學習總結的結果，把這些嘗試聚合和打包在一起會帶來更多價值，形成企業需要的解決方案。創意領導者能讓他們的團隊快速、低成本地嘗試打造所需的價值增量。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這些創意領導者傾向於使用牽引嘗試（面向市場的價值嘗試），在關鍵產品正式發佈之前，儘可能多地證明解決方案的各個組成部分的有效性。這就像大廚在研究食譜的過程中，品嚐米其林星級菜餚的每個部分，當他們找到自己喜歡的菜餚時，再在朋友和同事身上進行嘗試。畢竟，花費數百萬美元開辦一家餐廳，卻只提供從未被人品嚐過的菜品是不可思議的。然而，軟件團隊經常被糟糕的領導者牽着鼻子走，只能推出含有“未品嚐過成分”的產品。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"相反，效率低下的管理人員只盯着發佈日期，想方設法縮短時間。這並不是說時機不重要，但需要指出的是，專注於價值嘗試比趕工的做法能更快地實現所需的解決方案，這在很大程度上是一種價值分解練習。數據表明，由死線日期驅動的團隊將被那些在良好的創造性領導實踐支持下追求價值的團隊擊敗。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"優秀的創意領導者不僅能夠實現價值嘗試，還會激勵他們的團隊打破常規、成爲英雄，並進行開箱即用的價值嘗試，從而滿足前所未有的需求。這些領導者的特點是，他們傾向於使用強大的創意吸引器和共同理念來吸引創意員工、客戶和投資者，以開闢更廣闊的未來。埃隆·馬斯克和史蒂夫·喬布斯就是這種類型的創意領導者。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"實際上，你可以想象不同 CEO 的領導風格是如何發揮作用的："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果你是與史蒂夫·喬布斯一起工作的軟件工程師，你可能不會太在意他的犀利評論。但你可能喜歡並且沉迷於探索改變人們生活的重大成果。每天晚上，你都夢想着你的解決方案會帶來更美好的未來，而你第二天早上醒來時充滿了靈感，繼續精力充沛地踏上尋求價值之旅。一旦提出了所需的解決方案，你會因爲創造出改變世界的產品和解決方案而名聲大噪。你還知道，如果沒有史蒂夫對卓越創意的推動，你將無法實現這一目標。"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"反過來："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果你是爲傳統 CEO 工作的軟件工程師，他會試圖在第三季度儘可能提高收入以超出華爾街的預期，那麼你可能就沒法發揮自己的長處了。你的 CEO 可能很有魅力，他或她可能偶爾會看出你的努力，帶你去高檔餐廳或在重要客戶面前談論你。但是，你可能還沒有充分展現自己的才華。相反，你可能被要求在隨意指定的日期前完成工作，以滿足第四季度的收益目標。此外，你知道失敗是不可接受的，但你的工作涉及很多未知，而失敗是最有效的學習方式。在這種模式下過了幾個季度之後，你的創造力實際上是被禮貌的威脅壓制了，他們強迫你在指定日期前發現價值，這完全不是創造改變生活價值所需的那種發現之旅。所以你開始休假，希望忘記工作的壓力，但你在內心深處知道，休假會讓你在老闆的心裏掉分。"}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在這兩個例子中，史蒂夫·喬布斯是在推動員工創造價值（發現價值）。相反，傳統 CEO 以季度爲單位推動收入（流動價值）增長。傳統 CEO 試圖通過推動創意員工在指定日期前趕工來實現他們的目標，但這種趕工與實際發現改變生活的價值所需的工作幾乎沒有關係。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"如何做得更好"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"經過這麼多研究，我們發現似乎存在一些源自價值本身性質的、看不見的力量，讓軟件工程師出身的 CEO 更容易取得更大的成就。而這些力量的源泉似乎塑造了這些領導者的許多成功實踐："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"巨大的潛在價值吸引併成就了比爾·蓋茨這樣解決大問題的領導者。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"發現新價值所需的大量價值嘗試促使馬克·扎克伯格採取大規模、迭代的方法來尋找有價值的解決方案。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對複製價值的可靠性和效率的需求，促使傑夫·貝佐斯追求客戶至上、自動化訂單交付並打破零售購物中長期存在的約束。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對創意實現的需求推動史蒂夫·喬布斯在追求卓越創意方面佔據領導地位。"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"因此，軟件工程師出身的 CEO 似乎確實在以下方面優於傳統 CEO："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"更深入地瞭解軟件應用以加快價值實現週期"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對需要解決的重大系統性問題有更強的興趣"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"傾向於通過大量迭代的價值嘗試發現價值"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"癡迷於客戶體驗驅動的方法"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"更多關注問題，更少被利潤目標分心"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"可能通過內部增量發明來改善業務運營"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"經常打破長期存在的約束，以實現所需的價值"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"經常激發創意員工和客戶追求改變人們生活的價值"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"那麼上述現狀對經濟、市場、政府、教育機構和企業有哪些影響呢？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一般而言，更短的價值實現週期會提升價值實現的效率，更頻繁地打破已有的現金流產出模式，並讓市場和整個社會行爲更經常發生改變。儘管這些變化將帶來淨價值收益，但對於創新速度往往落後於軟件工程師出身領導者的老牌公司、教育機構和政府機構而言，社會波動性的增加（變化的意外後果）將變得越來越具有挑戰性。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對於政府和教育機構"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在政府層面，挑戰在於如何制定合適的政策來適當地規範，而不是扼殺軟件工程師領導者創造的新興價值。應考慮建立類似於專利制度的激勵措施，以鼓勵這些以問題爲中心的創意領導者與政府合作，在明確的市場牽引點上建立適當的監管框架，而不是在出現負面影響時才亡羊補牢。此外，政府應該規範那些從不可避免的變革中獲利的金融行爲，來抑制變革帶來的社會衝擊。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"教育和機構，可以從以下兩種思路進行實踐："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"根據規模化的市場需求，通過不同的專業教授未來的專業領導者和員工（學生），學習融資和擴展複製價值方面的有效實踐"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"通過研究型大學和國家實驗室促進價值發現"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"儘管教育理論承認，有效的研究管理（發現價值）與有效的規模化業務管理（複製價值）有很大不同，但系統沒有爲學生和教職員工建立統一的價值實現理論模型。相反，它通過實例來對各種價值實現方法的孤立版本進行教學。但在實踐中，最好是通過一系列相關聯的價值嘗試來發現價值。爲了更有效地模擬價值挖掘活動，也許大學應該成爲孵化初創公司更強大的驅動力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"扎克伯格、蓋茨和喬布斯都沒有完成本科教育，似乎對於一些專業來說，大學教育並不是實現重要價值的決定性因素。這可能是因爲在許多情況下，價值最好通過一系列面向市場的價值嘗試來發現和實現。而這些技術領導者有一個簡單的選擇：他們要麼學習他人已經發現的價值，要麼進行自己的價值嘗試。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"蓋茨等人的例子還清晰地表明，價值的發現和實現是由小團隊所做的價值嘗試的成果。這些團隊的成員有能力以小的增量來構思、製作、描述、部署和提升價值。這意味着專業化的獨立工作（例如只做一個角色，如營銷或業務分析師）雖然對複製價值的擴展非常有益，但實際上對發現新價值的組織是不利的。這可能是因爲孤立的員工傾向於從事只在他們的孤島（或對他們的老闆來說）中有價值的事情，而不做協同跨孤島價值的嘗試。不管怎樣，重要的是讓所有價值技能都集中在同一系列的價值嘗試上，以加快價值的發現。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"創業學校和硅谷的存在進一步證明，價值最好由小團隊來發現和實現。這些團隊有權並行追求整個價值實現週期，從而縮短產品價值發現、客戶發現的週期，更快發現推廣、複製、採用和貨幣化的高效手段。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"對於公司和商業領袖"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"大多數傳統公司都孤立了價值的創造過程，這並不奇怪，因爲大學就已經孤立了價值創造的教學環節。對於希望以更高的速度發現和實現價值的公司來說，最簡單的補救措施如下："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"組建價值團隊，構思、製作、描述和推廣價值嘗試。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"讓他們向同一位創意領導彙報。請不要讓價值團隊的不同部分向不同孤島的領導彙報。要發現價值的話，管理越少越好。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"建立某種形式的價值指導。價值是從許多失敗的嘗試中學習的副產品，但人類面對失敗很難保持動力。一位優秀的價值教練會建立漸進式學習的模式，他們還能幫助團隊從失敗和團隊內部不可避免的創造性衝突中快速恢復。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"領導者也應該成爲價值團隊的一員。如果你不參與通過價值嘗試來追求價值的活動，那麼你很可能不會在行業中取得領導地位。"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果這份價值補救措施清單讓你感到有些恐懼，那麼你已經很接近改變的起點了。踏上改變的道路，你就能真正發現和實現改變人們生活的價值。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"原文鏈接："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"link","attrs":{"href":"https:\/\/iism.org\/article\/so-why-are-software-engineers-better-ceos-60","title":"","type":null},"content":[{"type":"text","text":"https:\/\/iism.org\/article\/so-why-are-software-engineers-better-ceos-60"}]}]}]}