世界500強(qiáng)CEO訪談 第51期:微軟集團(tuán)史蒂夫鮑爾 員工與公司共存(2)

Reporter: Do you have concerns about bureaucracy at Microsoft?

記者：您擔(dān)心微軟公司的官僚主義嗎?

Ballmer: Great companies in the way they work, start with great leaders. You have to say, do you have great leaders? If you have great leaders, you，re going to have a great company. It’s a little more complicated than that. But we have a fantastic leadership team in place. A leadership team that is empowered, a leadership team that every day we’re pushing to take advantage of, and move quickly, to act quickly, to drive, get things done, do innovation, new programs in front of customers, new support offerings. All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We’ve got great leaders，and we continue to attract and promote great new leaders. Take a look. We have brought in new folks from the outside like Kevin Turner, our new chief operating officer. We’re attracting new leaders with the way we move people up in our ranks to take over businesses, guys like Robbie Bach, who is willing to take on our Xbox activities. Leaders like that are really pushing forward in a way that is fast, and quick, and that is the key as you continue to work on that.

鮑爾默：偉大的企業(yè)之所以能夠以某種方式有效地運行著，是因為有偉大的領(lǐng)導(dǎo)者。你要問，你們是否有偉大的領(lǐng)導(dǎo)者?如果你們有優(yōu)秀的領(lǐng)導(dǎo)者，那你們就會有優(yōu)秀的企業(yè)。這比那個復(fù)雜一點。但是我們有一個極出色的領(lǐng)導(dǎo)團(tuán)隊，一個被授權(quán)的領(lǐng)導(dǎo)團(tuán)隊，這個領(lǐng)導(dǎo)團(tuán)隊可以使我們進(jìn)步，迅速做出反應(yīng)，落實解決問題，以及創(chuàng)新和新項目的運行。任何規(guī)模的公司都必須要確保公司有正確的領(lǐng)導(dǎo)，有優(yōu)秀的領(lǐng)導(dǎo)團(tuán)隊，有能夠帶領(lǐng)大家在市場中快速采取行動的領(lǐng)導(dǎo)團(tuán)隊。我們已經(jīng)有了很出色的領(lǐng)導(dǎo)團(tuán)隊，我們還將繼續(xù)吸引和提升新的優(yōu)秀的領(lǐng)導(dǎo)者。讓我們來看一下，我們從外部引進(jìn)了新的人員，比如說凱文.恃納——我們的首席運營官。我們以提升人們在公司的等級職位來吸引人才，比如羅比.巴赫，他愿意進(jìn)行Xbox游戲機(jī)的開發(fā)工作。像這些領(lǐng)導(dǎo)者，都表現(xiàn)得很積極，帶領(lǐng)公司一直不斷地前進(jìn)，這是我們企業(yè)能很好運行的關(guān)鍵。

Reporter: Does process hold them back at all?

記者：公司的進(jìn)程會阻礙到他們的發(fā)展嗎?

Ballmer: Our company has to be a company that enables its people. I think if you were to take a look broadly through our company, we’ve got more empowered, innovative, creative people than any other company in the world. There are things that you can do to help enable people to be even more productive. Over the last year-and-a-half or so, we’ve reengineered some of our development tools in the Windows area in order to enable people to be even more productive in the marketplace, to be even more productive in their innovation. That’s the important thing. But，any time you get larger groups of people who are working together on something, you need to try to find the right tools to enable the whole to be bigger than the sum of the parts. I think we’ve been very good in investing in the tools that allow people to work together in the way in which the whole is bigger than the sum of its parts.

鮑爾默：我們的公司必須是一個能激勵員工的公司。如果你看看我們整個公司，你就會看到我們在全世界的企業(yè)中擁有最多被授權(quán)的、有創(chuàng)新和創(chuàng)造能力的工作人員，而且我們還可以做很多事情以幫助員工們更有效地工作。在過去的這大約一年半的時間里，我們重新設(shè)計了在Windows領(lǐng)域的開發(fā)工具，以促使人們能夠在市場中更具生產(chǎn)力，在創(chuàng)新方面也取得更大的成效。這是很重要的。但是，當(dāng)你使一大群人共同從事于某一項工作的時候，你就要努力找到正確的工具，把這一群人的力量全都集中起來，使整體的力量大于部分的力量。我想我們在這一方面投入了很多，利用集體的力量用一加一大于二的方式來合作。

Reporter: Some of this sentiment comes out in blogs like Mini-Microsoft and others. Do you read those?

記者：在Mini-Microsoft和其他的一些博客中，會有一些有關(guān)于微軟的評論和意見等，您會去閱讀這些嗎?

Ballmer: I do not.

鮑爾默：我不會。

Reporter: Are you aware of them?

記者：您知道這些博客嗎?