扎克伯格谈Facebook创业过程 facebook扎克伯格妻子

创始人之一:马克 扎克伯格 受到朴槿惠接见 盖茨见朴槿惠

【译者总注】马克扎克伯格创立了FACEBOOK,从他的一段段的讲话中得到了许多创办公司所必要的经验。从他小时候对软件的兴趣,想到什么编什么。从无序到有序,从程序到软件,才软件到软件系统,从不成熟的系统到成熟的系统。从单枪匹马地工作到有几个人围着他一起工作,吃饭所带来的享受。到有了风投就是有了钱后,工作如何运营,如何把握招聘人才的尺度,如何把握软件系统的尺度,如何把握软件系统的权限范围等,马克扎克伯格都有非常精辟的阐述。

扎克伯格的连帽衫经济学

社交网络FACEBOOK的扎克伯格是美国现下最有钱的富豪之一,但他从不炫富,连帽衫和拖鞋是他的最爱。华尔街分析师迈克尔帕赫特批评道,“我认为这是不成熟的标志,他必须认识到他正在吸引投资者,必须向投资者表示尊重。”

帕赫特的话有道理吗?

穿什么样的服装其实是个信息经济学的问题,美国经济学家罗伯特弗兰克曾经举过一个例子:当你遇到官司,需要做两个律师挑选一个时:A律师穿着邋里邋遢,开着破车;而B律师西装笔挺,开着豪车,我们的信号原则会暗示,B律师的胜算会大些,原因在于律师在竞争激烈的市场上的能力、水平和他的收入水平密切挂钩,从概率上说,收入高的律师在消费上支出也高,所以,选择着衣得体对律师来说是明智之举。

不过弗兰克还注意到另一个现象,就是小城镇的人在职业上的花销比大城市的人少。其原因在于,人们越是了解一个人,这个人就越难用炫耀性消费来影响他人对自己的评价,这就使得社交模式高度稳定的小镇的消费模式迥然有别于大城市。分析师帕赫特也许忽略了最重要的一点,乔布斯的穿着随性也是出了名的,他永远是黑色高领套头衫配牛仔裤和运动鞋,而比尔盖茨也是一件宽松的毛衣,里边加一件领子永远没有翻好的衬衫。扎克伯格的这身打扮会让人想起他的这两位经营前辈。连帽衫暗示着他将继承IT界领袖的衣钵,这个信号可远比高级西装的信号来得值钱许多。

扎克伯格谈Facebook如何保持网站激情的可持续性(八)

【译者注】公司文化是一个永恒的话题。想不到出自乳毛未干的,一个年仅31岁的扎克伯格,而且他看待一个企业的员工是那么的细致入微,那么的“老谋深算”,令常赞许有加,望尘莫及。你说这样的企业怎么会不独立于世界五百强之林,之巅呢?一个小屁孩思想工作竟然会做到员工的心坎里去了,那么员工们怎么会不为企业竭尽全力呢?那么还会有偷工减料之闲余呢?员工们只会贡献出他们全部的聪明才智,全部的灵感激情。回想一下我们的企业有他半点的思考吗?

公司的很多机制都是有机的并不是很正式。可能随着公司的发展会有所变化。随着企业规模的扩大,会产生许多问题需要某种组织结构,因为这种缓和的关系被打破,人们可以自由交谈就像好友一般。如果你和朋友一起工作你可以把所思所想都讲出来而不会冒犯他,朋友会以类似的方式去理解你想象中的事物,语言你不是完美的,思想传导载体,我一直都在思考这个事情。在一个语言多样的思想无法自由流动的企业中拿出20%的时间将自己的点子付诸于实践显然十分必要。在FACEBOOK里,有一点我十分关注确保大家在FACEBOOK都很融洽。我让大家都待在一块儿,而不是将20%的时间用在自己的工作上,他们不一定要成为朋友,而是你懂得(笑声)什么?工作之余我不能强迫大家也在一起,但能够让他们在与同事相处的时候感到更舒服,交流更自由。这不是一个正式的规则。我觉得公司就应该这样。这样一来,公司的文化也就形成了。人们可以自由交流,在FACEBOOK比在官僚机构或者比在个人观点不被重视的地方能够更好地了解彼此的想法,交流顺畅了,就会摩擦出智慧的火花,最终有人会着手实践新点子,这样就行了。

Alot of the stuff that does on with the company is really organicright now and isn’t necessarily formalized. Although, maybe it willbe in a short period of time as we continue to grow. I think thatas organizations grow, a lot of the issues and structure that’s putin place is put there because a comfort level break down and peoplecommunicating freely in a way that they can when they’re friends.And if you’re working with your friends you can tell him or herwhatever you’re thinking and it’s not going to offend him or herand they’ll probably comprehend it similarly to how you imagined itin language that really are a perfect idea of transmission vehicle.And I think that along that stuff, take 20% of your time to go putinto action an idea that you might have, is necessary in a largeorganization where people can’t necessarily speak the same languageor ideas can’t get out freely. So I think one of the things that Ido focus on at FACEBOOK IS making sure that culture is veryfriendly and that people hang out. So instead of having 20% ofpeople’s time spent on their own projects, I make people hang outwith each other. I mean, I don’t make people be friends, with eachother but I mean, you know, what’s up? So I think that by doingthat, I can’t force you to hang outside of work, but I can make itso that people are more with each other and can communicate morefreely. This isn’t really a formal thing I put in Place. This is llike kind of my answer at the top of my head. So I guess, by doingthis we kind of create a culture where people just talk to eachother about stuff and get what each other is thinking more clearlythan they would if the organization is more bureaucratic or if likepeople wouldn’t be heard. Since people are always talking, ideasget down stuff each other and then eventually, someone startsmaking something, and then we’re done.


扎克伯格谈Facebook如何保持网站激情永驻(七)

【译者注】网站靠什么赚钱?靠的是点击率。凭什么人家要点击你的网站?道理很简单,因为你的网站上有我有的东西。所以作为网站的主要领导人,首要考了的问题是人才。因为只有有了人,有了不断能为网站想出新点子的人,网站才有活力,才不断可持续。因此,网站在招聘人的时候,就不能马虎,就不能迁就,这些看视乎是小事,但是,它会影响到网站未来的发展。当然,要招到一流人才,需要实力(其中包括钱,房子,设备等等),FACEBOOK做到了。

你需要注意两件事情,第一是保持现状,第二是不断发展。我们现有的优势是功能实用。回到你问的第一个问题,我看重的衡量的标准是什么?每天有70%的人来登录FACEBOOK,并且要保持这一状态,靠得不是噱头或花招.如果你推广一个新功能,回访率就会上升,所以自从相册上线后,回访率也就上升了。还要关注可持续发展的事物以及大规模容易扩展的事物。当我们向新的学校扩展时或是进军新市场时,目标就是获得跟以前一样的成功并且不破坏现有的水平。

在招聘时,马克从不降低标准。当公司需要将员工规模扩大为四倍时,许多公司会降低标准,而马克不会心慈手软。Tombyers和在座各位经常讨论,人员素质以及保持高门槛。但在现实生活中,人总是会找这样的借口这个人在这一方面不行,但还有很多方面合适。要找到一个称职的员工需要六个月时间.作为FACEBOOK的领导者马克始终坚持选人标准,从不手软,他经常会放弃一些得到强有力推荐的应聘者,他们要么是在文化方面不契合,要么是因为如果公司没打算扩张,那他们在一到二年内会成为错误选择。以投资者兼董事会成员的角度来看,这是一个持续性的挑战,如何做出选择,如何舍去,当你急需一批销售人员,但如果只碰见一个合适人选,你不只能因此去找,五位差不多的工程师或者五位差不多的广告销售,原本想要B+或A-的人,实际能力评分只有B或者B-。也就是说,在这个时代招聘的标准就应该定为招聘A或者A+的人,不过说起来容易做起来难,这也是一个根本性的持久性的挑战。

Mark: The two things that you focus on are maintainingwhat you have now what’s good and growing, all right? What we havenow is a pretty good utility. And then, going back to the firstquestion that you ask me, that’s the thing that I measure the most?It’s that 70% of the people come back to the site everyday andmarking sure that remains,notjust because we’re doing some gimmicky thing. But I mean, if youlaunch a feature, obviously retention is going to go up. Alright,so I mean, retention has been up recently because of the photos.But focusing on the things that are sustainable and scalable sothat when we launch more schools or go into the next market orwhatever we do, we’re going to set ourselves up have to the samesuccess that we’ve had without hurting our self in the currentposition.

Markincredibly good at keeping the bar very high on new heirs. Whenyou’re quadrupling in the size in teams of people, there’s always atendency. You see it again and again and I know Tom byers and manyof you in the audience always talk about quality of people andmaintaining the bar. But the practice, it’s really easy to say thisperson doesn’t match in there but does match up along so manydimensions. It would takes six months to find the right person. AndMark has been extraordinary,asa leader, in maintaining a very high bar and at times, walking awayfrom people who are receiving outstanding recommendations, butether don’t fit from a cultural standpoint,orthey’re not doing to scale and they’d be the wrong people a year ortwo from now. And that is certainly, as an investor and boardnumber an ongoing challenge. How do you deal with that trade-offwhere you absolutely,needan ad sales force but at the same time, if one person at a time,you just can’t say let’s go out and hire five good engineers orfive good ad sales people and not have them be great? Because theb+ or A- people, you know it, they’ll hire B’s and B minuses. Andthis a time in the company where you just have to aspire with eachhire to get an A rate plus person and it’s easier said than done. Ithink that is one of the fundamental ongoing challenges.


扎克伯格谈Facebook过程中如何倾听别人的想法(六)

【译者注】倾听是心理学上很重要的一种与人共同的方式。俗话说三个臭皮匠赛过诸葛亮,一个人再强,能力也是有限的,需要依靠大家的力量。马克具有这样的潜质。应该这样讲,在互联网时代,某个人的创意是至关重要的,但是,要想完善这个系统或平台,则需要依靠大家的智慧,马克就是这样的。文中特别提到马克在实现某个功能前(其实他早已心知肚明的)会征求有关人员的意见,一旦决定就坚决执行,即使是失败,还会坚持不懈直到成功。

马克有一些技巧很难在其他企业家身上这种特质。他善于倾听,并能从中学到东西。看到很多企业家来到我们在帕洛阿尔托市的办公室。只是一个劲的说,却不动脑子,我感到十分惊讶。而好的企业家往往积极思考,有胆识,能够很好地应对紧张情绪。他们也善于倾听,然后将其转化为互动式学习。那么整个团队也会变得善于倾听。马克就像我们所见过的,许多优秀企业家或执行官一样,特别善于倾听。而且在技术试验上,他总是持续迸发出创造性的激情。在这之前,马克会在确认团队里的每一个人是否同意试验,如果第一次试验失败,我们会继续,而不是停止试验,想“脸谱”这样的用户导向性的互联网公司,即对交流不断试验是企业家最佳的生财之道。团队富有激情,有着敏锐的直觉,通过团队落定任务。这样就可以从领导者的高度统领一切,这些东西在一定程度上,可以学会的,是可以通过磨练而得的。但是,是对于增长如此迅速,客户导向性互联网公司而得。有些技术是不可多得的。只有企业家本身拥有,企业才能获得这些技能。这些技能是我司空见惯的,当时很奇怪注意到人们一般却没有注意到它们。如果有人能够退一步,认真倾听用户的需求好像就会发生。

Mark has askill which a number of skills which, one rarely sees in anentrepreneur no matter what the age is. He’s a great listener andhe learns by listening. I’m still stunned to see how manyentrepreneurs come to our office in PaLo Alto and it is all outputand there’s no thoughtfulness. And it is amazing that the very bestentrepreneurs are very proactive. They‘re very courageous. Theydeal with tension. But they’re great listeners and then theytranslate that into interactive learning and the organizations tendto be great listening organizations. And Mark is extraordinary thatway as are many of the best entrepreneurs or executives that we’vemet. There is also the constant, creative tension aroundexperimentation and making sure everyone in the organization feelsit’s better to experiment fail and then move on and experimentagain than to not do that. And in something like a consumerinternet company Like FACEBOOK that constant realtime interactional and experiment is somethingthat the very best entrepreneurs do. They have passion. They havean innate fall for it and it happens organizationally. They ithappens from a leadership standpoint. That’s something that can tosome extent be taught. It can be honed but those are some of theskills. For a consume internet company and one that is graving thisquickly that is just essential. And it needs to be embodied in theentrepreneur. That’s something that we see again and again and it’sremarkable how little common sense is often applied if somebodyjust steps back and truly listens and watches the customers rapidlyiterates good things tend to happen.


扎克伯格谈Facebook经历:机会是给那些有准备的人的(五)

【译者注】在职业生涯中,一个人的兴趣是第一位的,在机会合适的环境中,做自己感兴趣的事情是最有意义的最有价值的。虽然,扎克伯格是学心理学的,但是,他从小喜欢计算机编程,所以在他大学期间,主修心理学,在他业余时间都是在玩计算机编程。因为程序设计的过程完全是一种在头脑深处激发灵感的过程。人们把所想,所见,所闻的东西,通过计算机编程的方式表达出来,这是人类历史第一种用电子的方式制造(即表达)出来。扎克伯格在大量编程过程中,又有很好的教育背景,揣摩到了人的心理所想,逐渐找到现今社会上所需要的东西,那就是社交网络(FACEBOOK),人们特别是大学生在这个网上忙的乐此不彼,从而他也获得了成功。

其实,我在哈佛学习的是心理学,而不是计算机科学,但我对计算机技术有所涉及。我十岁就开始编程,编程似乎成为了我的本能。我在编程时,不会有意识的去想该干什么,这种感觉不错,当我学习心理学开始思考人与人之间的关系就像在学习之余去结识不同的人,似乎我对这些更感兴趣,我知道如何去做,于是我就行动了。建立这个网站只耗费了几周时间,甚至更少。那时,当网站建好后,我不清楚之后它会有多成功,我时刻都在思索,当有了新的想法,我就有冲动,丢下网站去实践新的点子。我很庆幸,当初没有那么干。这事的关键在于如何支配时间,而不在于习得的具体技能。我在哈佛写了许多程序,很多都没人见过,本来就没打算给别人看。那些仅是为自己编写的。因为编写程序的确很有趣。我曾经为自己的MP3设计过一个自然语言的界面,在这之前,还用每个人的ID做过一个HotOrNot网站,我因此差点被学校开除,我就是喜欢编程,花了许多时间设计了许多程序,这对我以后的事业很有帮助,因此当创建FACEBOOK的念头产生的时候,我已经准备充分并能够实现它了。但我从来没有想过关于规划整个过程的事,我就是想到什么干什么。

I actually studied psychology in Harvard, not ComputerScience. Although a little bit of Computer Science. I’ve beenprogramming since I was ten. And I think that it kind of like went,kind of reach the point where it’s my intuition now. I’m not reallythinking that much about it consciously. So that was pretty good.And then, I mean when I started thinking about all the peopleissues and doing psychology, it was like being in the universityinteracting with a lot of people that a kind of occurred to me thiswould be something I was interested it that and like I knew how todo it so. I just did. I mean, it took me like a couple of weeksthere, even less. Putting together the site. And I remember that bythe time. I was done putting together the site. I had no idea howsuccessful it could be. And I was actually thinking that after dayin and day out. I had different idea that I wanted to do and I wasgoing to scrap it after that. So I’m happy that I didn’t do thatthink that it’s more like how you spend your time doing stuff tohave an answer than like something that I’ve learned specificallyfrom collage. I made a lot of random things, when I was at Harvardand most of them no one ever saw. A lot of then just weren’t meantfor other people to see. And there are thing that I made for myselfbecause I thought they’ll be cool.

I use to makestuff like the natural language interface to play my MP3s or athing I made before this was a HotorNot program out of everyone’sIDs at Harvard that almost got me kicked out. So I don’t know, Iactually spent a long time random stuff. I think that thatdefinitely made it. So by the time it came, more like, by the timeI came to meet this random project, that was pretty well changewhere it is making that, you know in terms of managing this wholeprocess, nothing. Like I have no idea what I’m doing, youknow.


扎克伯格谈Facebook如何经营企业(四)

【译者注】在互联网创业过程中,一开始创业者只考虑到如何把他的点子实现。如果他的点子是个好点子,能被许多人接受,就会形成很大的市场,就会产生很大的经济效益,这就是网络经济。可是后面怎么走,怎么把公司做起来,怎么把小做大,这可能不是创业者能够做到的,就需要风险投资者帮助他(它)公司做起来,包括人员,财务,市场等等,同时也要求创业者把精力转一部分到公司建立,管理上来,以保证公司的正常运营,保证人员的相对稳定,保证资金流开支大于支出。扎克伯格在这里谈了他在从创业到维持公司正常运营的情况。

当你运营一个网站,你们四人围坐在餐桌旁工作,由于运营费用较低,销售团队规模很小,只靠广告赚钱。在网站上可以看到,我们一直保持低成本运营,这样可以使得现金流的流入大于流出,自公司创办以来都是这样做的。当风险投资资金到位之后,有几个月现金流出现负值也可以接受,但其实没有什么现金流。。。,是的,有段时间,一个月只有十万美金,而不是几百万,不过现在情况好转。页面访问量的猛增,人们或许不会仔细去想这个,而仅仅将其当作一个斯坦福的网站。但是每天的页面访问量都超过两亿,最近更是上升至两亿三千万。这样算来,仅需两周,便能超过谷歌的访问量。很惊人的访问量,对吧。人们可能从来没有想过,这种网站会如此受欢迎,说实话,我对此也感到十分吃惊。当拥有那么大的访问量,当人们花费大把时间在你的网站上的时候,仅靠投放广告就能轻松赚钱,现在每个月的营业收入都超过100万。或许更多。这大大超过开支,我们什么都没做就已经收到丰厚的回报。

When you’rerunning a site and you’re four people, are on the kitchen table,your operating expenses are relatively low. So traditionally, whatwe’ve done was we had a very small sales force and we sell someads. You might see them on the site and we just keep our operatingexpenses low so far and by doing that, we’ve been able to stay cashflow positive for basically the entire existence of the company.After we took some from these guys, we decided that it is OK to goa few months in cash flow negative while … But very barely cashflow. Yeah, at a point, you know, losing like a $100000, notbillions. But now we’re back. And we do a lot of page views. Ithink that it’s not something that you really think about becauseyou probably just think about this as a Stanford site. Buteveryday, we got more than 200 million page views. I think recentlywere up to 230 million. By the end of like two weeks from now orso, we’re going to pass Google in page views. And that’s a lot,right? You don’t normally think about it in that kind ofapplication. Like, I think, you know, I was pretty surprised when Iheard that. But when you have many page views and that many peoplespending much time on the site,you canmonetize it pretty easily just by putting matters on there. Therevenue, we’re generating over a billion dollars a month inrevenue, and well more, and that way cover our expenses, and we’renot even doing anything cool yet.



扎克伯格谈Facebook创业经历:初创期待感受(三)

【译者注】扎克伯格谈Facebook创业初期,网站需要集聚人气,一个人没日没夜的苦干,靠他一个人单打独斗,但是,对于一个编程高手而言,他只做一遍,二遍肯定由别人来做(这也反映出软件高手的风范)。方向正确了,明确了,他邀请了室友和他一起干,初战告急。他开始寻找合伙人,他找到八位软件高手与他们一起干。得到社会的承认,风投介入,有了钱,成立公司,有了新的办公室,就开始招兵买马。他发现自己更适合做技术,而他的室友更适合搞管理,他们就有了分工,又成立了财务部。如何发挥团队的作用,把网站做大做强,如何站在更高的点上审视公司面临的状况,对扎克伯格提出了新的要求。。。

一开始为网站写代码的时候,我写了第一版本。说实话,我们从来没有写过第二版,我记得,在上一学年大部分时间里,我都在致力于扩大网站规模。这样是为了应对不断增加的访问量,试着完成了目标,这样就能吸引更多学校。与此同时还需要构建网站基础设施,在此之后,我们有幸地雇佣了一批有天分的人。去年我们几个人围在我的餐桌旁工作,十分有趣。应该是在二月份的时候,我们有了自己的办公室,于是转移阵地来到了新的办公室,这很有趣。因为,我第一次经历这些,当我抬头看到一群聪明人在为我工作,他们正用独特的工作方式,创造新的事物,我顿时感到十分自豪。你要知道,那时候是我还有我的室友达斯汀以及其他人,大家一起一步一步地将这个项目完成。然后,一起探讨下一个项目,我们很少向他人求助,都是各顾各的。但大家都试图寻找一种改变现状的方法,尤其是当你也是其中一个编程人员。换言之,怎么样安排这八个聪明人,才能达到最高的工作效率,也许可以摒弃连续工作的模式,我并不是说,他们是在开发一个小儿科的产品。比如,有人负责建立相册,有人负责下周要开发的项目,怎么样才能最大限度的发挥他们的聪明才智。这是一个很有趣的问题。其中的奥妙,一时也无法道出,我现在还处在摸索的阶段。不过,我觉得JIM对于这个很在行,他知道如何调动人,如何管理人,以达到一个最佳效果。做公司CEO跟别人的室友是完全从不同的感受。设想一件事与真正的动手去做也是完全不同的。或许某一天,公司成员将达到上千人,他们都是退学后,来到加利福尼亚州为你工作的,未来的变数很多,计划赶不上变化,你自己也不清楚未来将是如何?但是,你得站在一个更高的点去展望未来,你需要拥有自己的研发团队,研发你的产品,你还需要一个财务部,或者是之前你觉得根本不需要的东西,以运营网站为例,维持各种设施的运转,维持一个二、三十的研发团队。当你拥有自己的团队之后,你需要做好监督工作,但不要过分控制你的属下。他们都很聪明,我们雇佣是看重他们有着绝佳的点子。并且拥有独立开发的能力。但需要确信,这些点子以及产品都需要符合标准。或者说从产品方面以及研发的角度来看,都很出色。或许这有点异想天开了。

When I started off I was programming for sygen and I wrotethe first version. I mean we haven’t, we don’t really have a secondversion, which is constantly…. So I guess for most of last schoolyear. I just worked on scaling and kind of trying to make it keepup with the increasing load and trying to make it so that we canexpand more, adding more schools. And we’re kind of makinginfrastructure all the stuff. But as time is going along , we werealso kind of opportunistic. We hired people who we thought werereally smart, and for also last year we were just a few guysworking around my kitchen and that was pretty fun. But I guessaround in February, we got an office and then we kind of took allthese people who we’ve been hiring and brought them into one space.Which is interesting. Because that for the first time, I kind oflooked up and just like, wow, you know I have a team of engineershere and like a lot of smart people who can start building a lot ofstuff in a different way that is currently being done. You know, Imean right now it’s me and whoever it was and me and my roommateDustin and just come sitting there work serially on a new projectand then finishing it, and then planning how on doing the nextproject. And with like little help from other people who are aroundbut trying to figure out how to manage the transition from doingthat most especially within the period of kind of on of thepeople’s programming.

Just say, Ok, we have eight real intelligent people. Herewhat’s now the most efficient use of people’s time, like how canpeople maybe be working on stuff not serially but I didn’t saysomeone’s working on launching a high school product over here andsomeone else is working on the photos and someone else is workingon the thing every launch next to each, you know, what’s likewhat’s the most efficient use of people? I mean, so that’s kind ofan interesting problem, and then it’s something that l don’t reallykind of get inside for you guys. I mean I’ll maybe have to checkthat in the years. But ,but I think that one thing that Jim wasgetting at was sort of the dynamics was sort the dynamics betweenpeople and the dynamic of managing people and being CEO in thecompany is a lot different than being collage roommates withsomeone and when you go into studying and your expectation forthat, you know this is going to be a site of maybe few a thousandpeople around and they got dropped out of school to come out toCalifornail to work with you. It just kind of changed things off.And I didn’t know I think that it definitely, you kind of have tothink it like a higher level about how the landscape is playing outand in teams of like, you need to normally have engineers you candirectly work on the products that you’re working on but then. Youneed to start having a finance department or something that I’dnever thought that I would never need, you know in teams of runninga website in order to power the infrastructure or just having a 20or 30 person engineering ream. And then, so Ok so we have all thesepeople then like how do you come watch what they’re doing and I’mnot trying to control to much what they ‘re doing. These, they areall really smart people, which is why we brought them and we wantto leverage the fact that they have a lot of really good ideas andcan do a lot of the stuff themselves. but how you make sure thatit’s conforming to standards. You know. Or that it’s being wellenough both from product perspective and engineering perspective.So I think that they stole outthought.


FACEBOOK创业经历:公司招聘员工的思路(二)

【译者注】本节中提及了软件系统中一个十分重要的问题,这不是随意一个软件设计人员或一家软件公司能够提出的问题。因为客户只考虑自己的利益,不同的客户只考虑不同客户他所想要的东西,如果一味的迁就,那么软件系统将会是怎么样的系统了呢?简直是不可想象。所以,一个负责任的软件设计师,一家软件公司它在设计架构软件系统的时候,会反复权衡考虑个人的实际需求,公司的实际情况,以及社会的实际利益等方面后才会最后的决定,而且随着情况的变化做出迎合变化的变化。我们的软件为什么做不大?软件系统的生命周期这么短?问题就是出在这里。

文中提到一个很重要的观念。作为软件设计者,首先要千方百计地满足用户的要求,其次,不能一味迁就用户,要有自己的原则,包括对社会生存环境的负责,对社会公德的负责。只有这样他才会真正被社会认可,被公众所尊重。扎克伯格谈到在公司创业时遇到一件事,即校级之间浏览网页的权限问题,一般情况下,用户都只会关注本校(或本部门)的信息,校与校之间的信息共享必须要有一定的权限,否则会遇到很大的麻烦。扎克伯格们在分析了用户的需求,和社会上的实际情况后作出了他们的决定。

设计应用程序时,我们并非只重视用户体验,而更注重该程序。对于整个社会以及产品是否有益。为此在开发产品的一系列环节中,将会对产品做出调整。每天你浏览网页时可能会发现,你无法浏览其他学校学生的信息,这就是我们进行调整后的结果。对此有些人可能不太了解,我们以学校为标准将用户分组,只有在同一所学校的学生,才能学会了解个人资料和联系方式,这样做的主要原因是,我们发现人们更乐意去了解同校的学生,或者身边的人的信息。如果我们将你的空间浏览权限放宽,让所有人都能够看到你的资料,这样做或许也不错,你可以找到人还想找的人,但你可能不愿意公开自己的手机号,事实上,超过三成的FACEBOOK用户,都公布了自己的手机号,所以这个应用程序对于我们来说十分重要。因此,在设计的时候要权衡我们做到底对不对?我们一直会思考这样做有没有用?我们可以选择将用户信息全部公开,但在这样一个网络环境下,分享自己的所见所闻、所感所想,总会让人感到觉得不可靠。我们也会选择将更多的信息和状态,仅对与用户有联系的少部分人开放。我们需要作出许多类似的决定。而这些决定却需要靠直觉来抉择。因此我们一直尝试以更学术的姿态,更为严谨的态度来思考。不同的方式可能产生的不同的结果。但是,我们首先要做的是明确目标,清楚自己想要做什么?在这个提前下,去寻找整个社会以及所有用户的长远利益的最大化。这十分重要,我们寻找长远利益,而不是眼前的利益,然而,你要做的就是为自己的目标努力奋斗。

So when we’re designing stuff, we look not necessarilyjust about what any given users going to experience but what’sgoing to be better for the whole community and the whole product.And I mean, it’s probably a lot of this straight-ups are going allover the place in a product. Probably the most that you see everyday is that you can’t see the profiles of people at other schools.That’s a really a major trade-off in the application. For those ofyou who aren’t familiar with this, we spilt up the user base bywhat school they go to and we make it so that people at a givenschool can only see the profiles and contract information of peopleat their school. And the reason for this was mostly to, because werealized that the people around you, at your school, are the peoplewho you want to look at mostly anyway. And if we made the space toobroad and let anyone see your information, then that probably fine.I mean, look up some people but you also probably not look up yourcellphone. More than a third of people on FACEBOOK have theircellphone up there and that’s something that’s useful for theapplication. So in designing it, this was a trade-off that we made.I kind of thought of what was wrong. I said, well, what would bemore useful? Would it be better for people to be able to seeeveryone and maybe not feel like this is a secure environment inwhich they can share their interests and that they thought and whatthey care about? Or would be better they more information and moreexpression was available be to a smaller audience which probablythe relevant audience for any person? So, there are a lot ofdecisions like that, that are getting made and a lot of them aregut level. So, I mean, we tried to be as academic about it aspossible in trying to think rigorously through the differentresults that will guide if we go to different directions. But a lotof it is just like you define your objectives what you’re goingfor. In this case, to optimize for the best of the whole communityand the whole user base and over the long term and that’s importanttoo, your long over short term. And then, you just kind of operantand do what you think will be best along that line.

马克扎克伯格与乔布斯 马克 扎克伯格与奥巴马 马克扎克伯格与妻子

FACEBOOK创业经历:有热情的年轻人更值得期待(一)

【译者注】别看马克扎克伯格看上去还是个小屁孩,但他讲话的口气,讲话的语调,讲话的内容都是有气势的。在他看来,一类人有经验的人,这些人可以做一些按部就班的事情;另一类人是没有经验都是他们有热情敢于想象,冲劲足,好点子就是来源于这些人,值得珍惜。即高智商的年轻人更值得他期待,因为智力超人的年轻人创新程度更具有杀伤力,他举了个例子就是FACEBOOK的相册,是斯坦福大学的电子工程师们的杰作。

我要找的员工必须具备以下两点特质。第一点是要看高智商。你可以聘用一名有着十年工作经验的软件工程师。如果他已经在这个行业待了十年了,那么可能这辈子也都会干这行。这样不错,这样的人才,对公司来说十分重要,他们很能干,但还有另外一类人没有什么经验但是智力过人,能够更好地接受和学习新事物,在短时间内可以做很多那些只有丰富经验的人做不到的事。这就是我渴望得到的人才。第二点,就是对于这项事业有认同感,就比如说,一个人不仅聪明,而且也有拿来急用的技能,但是如果对于自己的事业没有认同感,他就不会百分之百的付出,就算他是属于缺乏经验但智力超群的那类人。他也不会有意识地为了成功而积累自身经验,所以我认为,到目前为止,我聘用过的最好职员都是一些没有多少相关经验的人。在斯坦福,我找到了几个电子工程师,他们都没有什么经验,但是,绝对聪明,并且十分意愿从事这个行业,做相册的人就是他们中的一个,如果有真心付出,尽自己所有努力来建立相册,那么你就要比一些资深程序员更具有价值,这就是我所渴望的人才所需要具备特质。这也是解释了我为什么喜欢去校园里招聘职员的初衷。

Thetwo most important things that I look for are number one is justraw intelligence, right? Because you can hire someone who is asoftware engineers and he’s been doing it for 10 years and if theydoing it for 10 years that probably what they’re doing for theirlife, You know, and I mean that’s cool. But there’s something thatthat person can do and they’re definitely useful in an organizationand can do a lot of stuff. But if you find someone who is rawintelligence exceeds their but has 10years lots of experience. Thenthey can probably adopt and learn way quicker. You know, and withina very short amount of time be able to do a lot of things thatperson may never be able to do. And so, I think that’s the mostimportant thing that look for. And the second is just alignmentwith what we’re trying to do. So I mean, people can be really smartor have skills that are directly applicable but if they don’treally believe in it, then they’re not going to really work hardand they’re not going to even if they’re smart gut who doesn’t havethe relevant experience they’re not going to care enough to developthe relevant experience. In order to second, so I think that thebest people who I’ve hired do far have been people who didn’treally have that much engineer’s experience. I hired a couple ofelectric engineers at of Stanford’s new programming staff and theyhad very little programming experience going to but just reallysmart really willing to go at it. And they guy who just work photoswas one of those guys, and if you’re willing to just go and dowhatever it takes to see photos out, then you’re probably morevaluable than someone who’s just a career software engineers. Sothose are the things that’s I’m looking for and why I would ratherlook for people in collage.

  

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