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????下面是我的回應：

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????我想，如果更多的員工在家中舉行會議，邀請那些對Zappos感興趣或是住在市中心的人到自己家中及諸如此類地方，事實上我是全力支持的，我覺得這對我們的公司文化和品牌來說是一件好事。我認為在一種更加私人化的場合了解自己的同事是一件很好的事情。我認為，到市中心那里出去走走將成為我們下一步演進的組成部分，那可能要比呆在辦公室更好一些，或者應該把時間分成一半一半。

????社區> =辦公室>獨自在家辦公

????或者，考慮這個問題的更好方式是從互動和走動的角度來看。比之呆在辦公室，外面的社區會讓你得到更多的機會與人互動，四處走走。

????基本上，我認為，如果更多的員工每天花3-4小時在市中心走動（我現在大部分時間都在那里——根據我的估計，我每天花在市中心跟人互動的時間就是3-4小時）要比他們花同樣的時間在辦公室對我更有利。所以，我正試著為此樹立一個榜樣，如果我有一根魔法棒的話，我倒希望所有人都能這樣做。

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????“出去走走”可能意味著在本地咖啡館舉行一場商務會議，將會議室會議轉變成散步會議，在本地餐館就餐時會見供應商，或是在本地酒吧跟同事喝一杯。

????希望員工能夠到社區中走動，這種做法在開始的時候看起來似乎有悖常理。但有研究表明，從歷史上來看，當城市規模翻番，城市居民的單位生產力和創新力會增加15%。不過，當公司的規模變得越大，員工的單位生產力通常會變得越低。Zappos的一部分目標就在于避免這種命運。我們的方法是創造一種公司和社區的混合體，這種大規模的嘗試前所未有。研究還表明，大多數應用到你所在行業的創新都來自這個行業的外部，這就是為什么我們相信員工在公司外部的互動跟在公司內部一樣重要。

????雖然Zappos是通過技術進行擴張的，但我們仍然非常依賴于面對面的互動，這一點似乎很奇怪。原因則在于，我們生物形態進化的速度遠遠慢于技術。我們是一種社會性的物種，天生應該在不同的場合跟人進行面對面的互動，而不僅僅是使用電子郵件和電話，或是在家進行遠程交流，當然也不只是在會議室里。我們天生應該處于運動之中，我們天生應該富有創意，分享自己的想法，每天在不同的場合進行創新。在不同的環境和背景下結識朋友能夠帶來更高的互信和更好的溝通，并最終有助于打造更強大、更具創新力的公司文化。

????我要說的是，盡管我贊賞梅耶而讓雅虎在正確的方向上走出一步，但我認為前面還有更多的路要走。我認為公司園區建設的下一步演進不會再是孤島式的總體規劃環境——大家可以在硅谷的大型科技公司看到這種現象。

????我認為下一步演進將是成為周圍社區環境的一部分，對它做出自己的貢獻。我認為，從長遠來看，對本地社區進行投資最終將能幫助公司吸引和留住更多的員工，因為公司能將他們周圍的社區環境變得更加充滿活力，更加適于“出去走走”。

????這就是為什么除了服裝、客戶服務和公司文化之外我們決定為Zappos的品牌和經營戰略添加第四個C：社區（community）。

????我已經迫不及待地想要看到社區戰略的實施和進展。

????謝家華是Zappos.com的首席執行官，他著有《奉上幸福》一書。

????譯者：王燦均

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????Here was my response:

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????I think if more employees held meetings in their homes, invited folks that were interested in Zappos or downtown to come into their homes, etc., I actually would be all for that and think that it would be a good thing for our culture and brand. I think getting to know your coworkers in a more personal setting is great. I think being out and about in the downtown community is actually our next evolution, and I think it may actually be better than being in an office, or perhaps it should be split 50/50

????Community >= Office > Working from home alone

????Or actually probably the better way to think about it is in terms of collisions and motion. Out in the community you'll probably have more collisions and move around more than in the office.

????Basically, I think it's more beneficial if more employees were out and about downtown 3-4 hours/day (which is where I am now most of the time -- I'd estimate I'm out and about downtown at least 3-4 hours/day in a collisionable way) than for me to go into the office 3-4 hours/day. So I'm trying to set the example for what I'd like everyone else to do if I had a magic wand.

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????"Out and about" could mean taking a business meeting at the local coffee shop, turning a conference room meeting into a walking meeting, meeting a vendor for dinner at a local restaurant, or grabbing a drink with coworkers at the local bar.

????Wanting employees to be out and about in the community may seem counterintuitive at first. But research has shown that historically, when cities double in size, productivity and innovation per resident increases by 15%. But when companies get bigger, usually productivity per employee goes down. Part of our goal at Zappos is to avoid that fate, by creating a hybrid between corporation and community that's never been attempted at scale before. Research has also shown that most innovation comes from something outside your industry being applied to your own, which is why we believe that collisions within a company are just as important as collisions outside of a company.

????It may seem strange that although Zappos uses technology to scale, we still rely so much on face-to-face interactions. It's because our biology has evolved far, far slower than our technology. We are a social species, designed for in-person interactions in multiple locations, not just by email and phone calls or remotely from home, and also not just in conference rooms. We are designed to be in motion, and we are designed to be creative, to share ideas, and to innovate in multiple locations throughout the day. Getting to know people in different environments and contexts leads to higher levels of trust, better communication, and can ultimately contribute to a stronger and more innovative culture.

????What this means is that while I applaud Yahoo's Mayer for taking a step in the right direction, I think there are even more steps to take. I think the next evolution in building a corporate campus is no longer going to be about the insular master-planned environment that you might find at big Silicon Valley tech companies.

????I think the next evolution will be about being part of, and contributing to, the surrounding community. I think that, in the long run, being invested in the local community will ultimately help companies attract and retain more employees as corporations help make their surrounding neighborhoods more vibrant and walkable.

????This is why, in addition to clothing, customer service, and company culture, we made the decision to add a fourth C to the Zappos brand and business strategy: community.

????I can't wait to see how it all unfolds.

????Tony Hsieh is the CEO Zappos.com and author of Delivering Happiness.