世界500強CEO訪談 第52期:微軟集團史蒂夫鮑爾 員工與公司共存(3)

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鮑爾默：我知道Mini-Microsoft。

Reporter: But is information from those blogs getting to you?

記者：但是您會了解到這些博客里的消息嗎?

Ballmer: I have lots of sources of information about what’s going on at the company. I think I have a pretty good pulse on where we are and what people are thinking. I，m not sure blogs are necessarily the best place to get a pulse on anything. People want to blog for a variety of reasons, and that may or may not be representative. It’s important in my job that I understand broadly the pulse of the company. Over a third of my time, I’m spending with our people interacting with their work. We have a great culture that promotes criticism. I think that does fantastic things. We’re always looking for everything everyone says to make sure that Fm doing what I need to do, and our leaders are doing what they need to do to continue to push the company to new heights. And you see that in the results. Look at the product pipeline, look at the fantastic financial results we’ve had for the last five years. You only get that kind of performance on the innovation side, on the financial side, if you’re really listening and reacting to the best ideas of the people we have. And we’ve got great people.

鮑爾默：有關企業(yè)的進程情況，我有很多的消息來源。我想我能夠很好地了解我們的情況和人們的想法。我認為博客不一定是獲得這方面消息的最好途徑。人們在博客上留言可能是由于很多原因，而且那可能具有代表性，也可能并不具有代表性。以我現(xiàn)在的職位，了解到公司的發(fā)展與進程是很重要的。我超過1/3的時間都花在與員工切磋他們的工作方面。我們企業(yè)有一種很偉大的文化，那就是鼓勵批評，我覺得那會發(fā)揮很好的效果。我們總是在努力;實現(xiàn)每個人說的每件事，從而保證做我們需要做的事情，領導團隊也是這樣將公司推向一個新的高度。你從我們的成績中能夠看到這一點?？纯次覀兊漠a(chǎn)品渠道，看看在過去5年中我們創(chuàng)造的財富。如果你真正地聽從公司員工的意見，并且作出積極的反應，你就能夠在創(chuàng)新方面和財務方面獲得我們這樣的成績。在我們公司有這樣優(yōu)秀的人才。

Reporter: In interviews and on blogs, some employees say you’ve instituted bureaucracy that is hampering innovation so much so that they question whether you should be CEO. What’s your response?

記者：在一些采訪和博客中，您的雇員說您建立了官僚主義，阻礙了公司創(chuàng)新的進展，所以他們質(zhì)疑您是否應該做微軟的首席執(zhí)行官。您對此的回應是什么呢?

Ballmer: At the end of the day, the proof is in the output. Do we have the innovation output? Do we have the market share? Do we have the customer satisfaction? And do we have the talent? So you go through each one of those things and say, how are we doing? We’ve grown from 18% of the profits of the top 25 companies in our industry to 23% of the profits of the top 25 companies in our industry over the last five years. Profits are up over 70%, where the industry profit is up about 35%. Pretty good. How are we doing in terms of talent? We’ve brought on fantastic new talent. People like Ray Ozzie, I don’t think I need to say more. Gary Flake, who has joined us in the MSN area [and] is really the technical guru and genius behind everything that had happened at Overture, a fantastic addition to our team. Li Gong who has joined our MSN team in China, who was one of the leading architects at Sun Microsystems. These are all people who have joined us in the last six months. Look at our performance in campus recruiting. According to Universum, which is an organization that surveys these things, we’re the No. 1 choice among computer science students at US universities as a place to go work—90% of people who we make offers to accept our offers. We’re doing very well on the talent front.

鮑爾默：說到底，證據(jù)就是公司的產(chǎn)品。我們實現(xiàn)創(chuàng)新了嗎?我們有市場占有率嗎?顧客對我們的產(chǎn)品是否滿意?我們是否有才能呢?所以你審查這其中的每一件事情，來看看公司的進展到底是怎樣的。在過去的這5年時間里，我們創(chuàng)造的收益由占整個領域前25家企業(yè)所有收益的18%增長到了 23%。我們的收益增長了大約70%，而整個產(chǎn)業(yè)的收益僅增長了35%，這很好。那么有關于公司的人才方面呢?我們新引進 了很多優(yōu)秀的人才。比如說雷.奧茲，我就不必多說了;再比如加里.弗萊 克，現(xiàn)在已經(jīng)加入我們的MSN領域，他真的是一個技術領袖也是一個天才; 在Overture發(fā)生的一切都有他的參與， 他是我們團隊一個極好的助力。還有李紅，在中國地區(qū)加入我們的MSN領域，她是太陽微系統(tǒng)的一個主要的設計師。這些人都是在過去的這6個月的時間里加入我們公司的。再看一下我們的校園招聘。根據(jù)調(diào)查機構Universum的調(diào)查，我們是美國大學里計算機科學學生們就業(yè)的第一選擇。我們提出邀請的人中，90%都會接受我們的邀請。所以在人才的選拔方面，我們做得也很好。