杨远骋Koji: 比我出生时间还要早的一份 Steven Jobs memo，穿越时空今天被我看到，insightful ———— NEXT MEMO 1986 年 3 月 17 日 我们的公司建立在这样一个原则之上：只要不被束缚，少数优秀的人也能创造出卓越的产品： a) 不必去说服庞大的组织什么才是正确的； b) 他们能将个人时间投入到设计、市场或其他工作上，而不是去管理别人低效地完成这些任务。 为了坚守这一原则，我提出两个想法： 保证不被打扰的个人工作时间。 各种会议（供应商、面试……）正在侵蚀我们的独立时间，导致工程师的生产力下降。我建议每周四设为“无会议日”，任何会议都不安排。那一天，我们 metaphorically（比喻性地）把门关上，隔绝外界，安静地专注个人工作。 控制人员数量，避免团队过度膨胀。 在下调人手需求（和预算）的过程中，请记住：一旦人数过多，你就会变成管理者，而不是贡献者/团队领导。我相信如果我们变成“管理者”而不是“实干者（do-ers）”，我们的进度和产品的“伟大”都会受损。不要让这种情况发生！宁可少些人、少做些事，也要把公司慢慢、谨慎地建设起来。 让我们在明天的员工会议上讨论这两个想法，谢谢。 SJ 17 March 1986 Our company is founded on the principal that a few good people can produce a tremendous product if they are not fettered by: a) having to convince a larger organization of what they know is right, and b) if they can devote their personal time to designing, marketing or what have you, rather than managing others to do these tasks less well. To stay true to this principal, I propose the following two ideas: 1) We all need time for uninterrupted individual work. Meetings (vendors, interviews, …) are eating into our individual time, and the productivity of our engineers is suffering. I propose we set aside every Thursday as a day with no meetings of any kind. Thursday is our day, a day when we metaphorically lock the doors to the outside world and quietly work individually. 2) In revising our headcount requirements (and subsequently budgets) downwards, I encourage you to remember that there is a very subtle line, which, when crossed in increased headcount, causes you to be a manager instead of a contributor/team leader. I believe that if we turn ourselves into managers instead of “do-ers”, both our schedule and the “greatness” of our product will suffer. Let’s not let this happen! It is better to have fewer people, even if it means doing less. Let’s build our company slowly and carefully. Let’s discuss these two ideas at our Staff meeting tommorrow. Thanks. SJ