人事经理谈战略：从Yahoo的错误中吸取的五条教训教育頭條網

Learning from mistakes is the best education - if you can afford the tuition.

从错误中学习是最好的教育——如果你能负担得起学费的话。

Much cheaper and safer is to learn from mistakes of others.

从别人的错误中吸取教训要便宜得多，也安全得多。

So what can we learn from a multi-billion mistake of putting Marissa Mayer in charge of Yahoo, the company I always admired?

那么，我们能从玛丽莎•梅耶尔(Marissa Mayer)执掌的，我一直钦佩的雅虎(Yahoo)，这个数十亿美元的错误中，学到什么呢?

1. Experience 经验

I would not trust a brillian trocket scientist to do a heart transplant on me. Why anyone thought that a highly intelligent person with no turn around experience, no experience in running large enterprises, and no real management experience is the right person to run Yahoo ?

我不会相信一个聪明的火箭推进器科学家会给我做心脏移植手术。为什么会有人认为一个高智商的人，没有扭转局面的经验，没有管理大型企业的经验，没有实际管理经验的人是经营雅虎的合适人选呢?

2. Compatibility 兼容性

Marissa's Google experience was not applicable. If you do a heart transplant, you need to make sure that the new healthy heart is compatible with the body.

Marissa的谷歌经验并不适用。如果你做心脏移植手术，你需要确保新的健康的心脏和身体是兼容的。

What works in one company does not work in another. I have seen all too often new leaders come in and try to instill aforeign culture, strategy and methods - and fail.

在一家公司行得通的做法，在另一家公司可能并行不通。我经常看到新领导人上台，试图灌输一种外国文化、战略和方法，却以失败告终。

3. Humility 谦逊

And then there is thing called arrogance. A brilliant book "Why smart executives fail" by Sydney Finkelstein names arrogance as one of the most common reasons for executive failure.

还有一种叫傲慢。悉尼•芬克尔斯坦(Sydney Finkelstein)的著作《为什么聪明的高管会失败》(Why smart executives fail)将傲慢列为高管失败的最常见原因之一。

We need to stay humble, no matter what achievements we had and what successful companies we have worked for previously, and what fancy university we graduated from.

我们需要保持谦虚，无论我们取得了什么样的成就，曾经为什么样的成功公司工作过，毕业于什么样的名校。

4. Leadership 领导能力

Leaders do not ask people to do what they would not do themselves.

领导者不会要求人们去做他们自己不愿意做的事情。

Much was made in the beginning of Mayer's data-driven approach. As leaders, before we become data-driven, we need to become people-driven.

梅耶尔的数据驱动方法在一开始就取得了很大进展。作为领导者，在我们成为数据驱动者之前，我们需要成为人驱动者。

People first, data second!

人第一，数据第二!

"I have to walk fast to follow my people because I am their leader". I wish they would teach this quote at Stanford University.

“我必须走得够快才能追随得上我的人民，因为我是他们的领袖。”我希望他们听过或者说是学过斯坦福大学教授这句至理名言。

If Marissa Mayer read this excellent article by Dr. Marla Gottschalk -- Managing Others? 8 Research-Backed Strategies to Help You Excel things may have been different.

玛丽莎·梅耶尔读过玛拉·戈特沙尔克博士的这篇优秀的文章：《8项研究--支持帮助你脱颖而出的策略可能导致的事情结果有所不同》。

5. Strategy 战略

Marissa's strategy was Video, Mobile,Native and Social. On the surface it sounds common sense. It is so common sense that a college graduate can come up with this. And that is precisely the problem - the strategy is too broad.

玛丽莎的战略是视频、移动、本地化和社交。从表面上看，这是常识。但是这个常识是如此的平常，以致于一个大学毕业生都可以想出这个。而这正是问题所在——这一战略过于宽泛。

The hard part about a strategy is deciding what not to do. Steve Jobs did not turn around Apple with broad platitudes trategies, but with brilliant new products.

战略中最难的部分是决定不做什么。史蒂夫•乔布斯(Steve Jobs)并不是用陈词滥调来扭转苹果的颓势，而是用出色的新产品。

IBM CEO Louis Gerstner decided to pivot the company into Services.

IBM首席执行官郭士纳(Louis Gerstner)决定将公司的重心转向服务领域。

Saying we will do social, video, mobile and native is saying we will do everything everyone else is doing.

与其说我们会做社交、视频、移动和本地化，不如就是在说我们会做所有其他人在做的事情一样，这与什么都没有说又有什么区别呢？

I feel bad for all those people who worked So hard at Yahoo all these years, nights and weekends. What a monumental waste of efforts by so many smart and dedicated employees. What was the number one Internet Company becomes a division of a telephone giant.

我为那些在雅虎这么多年、这么多夜晚和周末努力工作的人感到难过。这么多聪明而敬业的员工的努力是多么巨大的浪费。曾经排名第一的互联网公司变成了电话巨头的一个分支。