????2. 人才只是成功的一部分因素,。

????一位首席執(zhí)行官需要招聘最優(yōu)秀的人才,，圍繞自己組建一支團(tuán)隊(duì)，這一點(diǎn)毋庸置疑,。但鮑爾默警告,，僅有人才還不夠。

????他說(shuō)：“不能說(shuō)，你看,，我聘請(qǐng)了三位最優(yōu)秀的人才,。我要放手讓他們大干一場(chǎng)，這樣必能成就一番偉業(yè),。必須讓他們與其他人融洽相處,。而CEO自己也要與他們進(jìn)行磨合?！?/p>

????鮑爾默任職期間,，微軟在多位知名度頗高的人才身上投下重注，其中包括Windows部門負(fù)責(zé)人史蒂文?辛諾夫斯基,；Xbox首席技術(shù)官J?阿拉德,；首席軟件架構(gòu)師雷?奧茲。如今他們都離開了微軟,。我問(wèn)鮑爾默他是否會(huì)特別想到某個(gè)人,，他沒有回答。

????鮑爾默說(shuō)：“人才選擇是關(guān)鍵,，人才的提拔也是關(guān)鍵,。不論人才在哪個(gè)崗位工作，不要把他們看作是一個(gè)個(gè)體,，看成是可以獨(dú)自一人工作的工匠,。”處在微軟這樣一家公司,，很容易讓人產(chǎn)生虛構(gòu)的錯(cuò)覺——微軟靠的就是幾位超級(jí)巨星,，憑借少數(shù)幾個(gè)人的努力來(lái)為公司排憂解難。在一個(gè)規(guī)?；?jīng)營(yíng)的行業(yè),，這并不是有效的經(jīng)營(yíng)方式。

????鮑爾默說(shuō)：“我們嘗試過(guò),。我和比爾嘗試過(guò)一段時(shí)間,。我們發(fā)現(xiàn)，如果我們擁有天才的員工,，而且我們也能夠與他們很好地銜接配合,，我們的表現(xiàn)就會(huì)更出色?！?/p>

????3. 再評(píng)估,，再評(píng)估，再評(píng)估

????“以前,，人們說(shuō)軟件將是最賺錢的行業(yè),；放棄硬件吧,。結(jié)果今年最有利可圖的兩家公司都是硬件公司，”鮑爾默說(shuō),，眼下之意暗指微軟的兩個(gè)競(jìng)爭(zhēng)對(duì)手,，也就是蘋果（Apple）與三星（Samsung）?！昂髞?lái)又有人說(shuō),，哦，原來(lái)還是廣告最重要,。”

????“有些人確實(shí)從廣告業(yè)務(wù)獲得了豐厚收入,，但有些公司在這方面卻差強(qiáng)人意,，” 他補(bǔ)充說(shuō)，同時(shí)還不忘諷刺一下競(jìng)爭(zhēng)對(duì)手谷歌（Google）,。

????他到底想說(shuō)什么,？從來(lái)沒有某一種商業(yè)模式能夠完美地適合一切公司、一切時(shí)代,。

????鮑爾默說(shuō),，相比汽車或醫(yī)藥行業(yè)，科技行業(yè)的開發(fā),、融資與營(yíng)銷模式更加靈活,。不論哪個(gè)領(lǐng)域的CEO，在對(duì)公司的模式進(jìn)行評(píng)估和調(diào)整時(shí),，都應(yīng)該保持警惕和嚴(yán)謹(jǐn),。

????4. 短期長(zhǎng)期兩手抓

????鮑爾默表示，每一家公司都有長(zhǎng)短兩個(gè)周期,。他說(shuō)：“長(zhǎng)周期是要把能賺錢的大事做好,。”而“短周期是要以真正有效的方式去執(zhí)行,?！?/p>

????有些產(chǎn)品有短周期節(jié)奏；而其他產(chǎn)品則可能有長(zhǎng)周期節(jié)奏,。鮑爾默認(rèn)為,，速度并不是一切。相反,，一位首席執(zhí)行官的關(guān)注點(diǎn)應(yīng)該是“決定策略,、工程和執(zhí)行的正確節(jié)奏?！?/p>

????這方面,，微軟的“Longhorn”項(xiàng)目災(zāi)難無(wú)疑是最好的佐證,。“Longhorn”最終變成了飽受詬病的Windows Vista操作系統(tǒng),。鮑爾默承認(rèn),，公司當(dāng)時(shí)制定的計(jì)劃太過(guò)激進(jìn)，花了太長(zhǎng)時(shí)間才來(lái)糾正策略和交付計(jì)劃,，而且等了太長(zhǎng)時(shí)間才將微軟的精英團(tuán)隊(duì)解放出來(lái),，重新參與其他項(xiàng)目和產(chǎn)品。

????5. 了解自己的不足

????鮑爾默總結(jié)道：“很明顯,，我對(duì)商業(yè)方面的理解要遠(yuǎn)遠(yuǎn)多于技術(shù)方面,。但我也在不斷成長(zhǎng)，而一個(gè)人在成長(zhǎng)的過(guò)程中會(huì)說(shuō)：‘哇,，原來(lái)我有這么多不懂的東西,。’”（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????2. Talent is only one part of success.

????A chief executive needs to recruit and hire the best people to surround him; that is without doubt. But that alone isn't enough, Ballmer cautioned.

????"It's not like you want to say, Hey, look, I've hired three of the best people, and I'm just going to leave them completely alone, and then great things are going to happen," Ballmer said. "You have to mesh them with other people. You've got to mesh them with yourself."

????Under Ballmer, Microsoft made some very big bets on a few high-profile individuals, among them Steven Sinofksy, the head of Windows; J Allard, the Chief Technology Officer in Xbox; and Ray Ozzie, Chief Software Architect. All are no longer with the company. When I asked Ballmer if he was thinking of anyone in particular, he declined to name names.

????"People selection is key, moving people on is key, and not viewing people as individuals, sort of artisans to be left alone, in any job, in any one of the jobs," Ballmer said. It is a myth that a company is built on the backs of a few superstars who "go and get the tablets from the mount and bring them back." In an industry that operates at scale, that's just not the way things really work.

????"We tried it," Ballmer said. "We tried it with me and Bill for a while. We're better when we have very talented people who we also stitch together."

????3. Reevaluate, reevaluate, reevaluate.

????"There was a day when people said all the money is in software; get out of hardware. Well, the two most profitable companies this year in our business will be hardware companies," Ballmer said, referring rivals to Apple (AAPL) and Samsung. "Then somebody will say, Oh, it's all about advertising."

????"Some guys really do make good advertising money, but some businesses are poorly funded," he added, taking a dig at rival Google (GOOG).

????His point? There is no single business model that's perfect for every company or every era.

????There is more flexibility in the technology industry around developing, funding, and marketing models than there may be in the automotive or pharmaceutical industries, Ballmer said. Still, CEOs in all areas need to remain vigilant and rigorous when it comes to evaluating and adjusting their models.

????4. Bet for the short and long terms.

????Every company has a long cycle and a short cycle, Ballmer said. "Getting the big things right that make all the money, that's long cycle," he said. But "really executing in a way that allows you to do it, that's short cycle."

????Some products have short cycle rhythms; others have long cycle rhythms. Speed isn't everything, Ballmer said. Instead, a chief executive's focus needs to be on "determining correct cadence of strategy, correct cadence of engineering, and correct cadence of execution."

????This was no more evident than around Microsoft's "Longhorn" debacle, which would arrive to market as the ill-fated Windows Vista operating system. Ballmer conceded that the company set too ambitious a plan, took too long to correct its strategy and delivery plans, and waited too long before reassigning its "A" team on other projects and products.

????5. Know your limits.

????"I obviously understand the business stuff better than the technology stuff," Ballmer concluded. But "I've grown, and when you grow, you say, 'Wow, I didn't know what I didn't know.'"