是誰(shuí)害了Facebook
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????馬克?扎克伯格從來(lái)都不想讓Facebook上市。他不想巴結(jié)那些對(duì)沖基金，不想回答成千上萬(wàn)股東的問題，也不愿披露盈利狀況。 ????與此對(duì)應(yīng)的，華爾街也不信任扎克伯格。除非他能找到一些大牌的“監(jiān)護(hù)人”，機(jī)構(gòu)投資者并不想讓扎克伯格帶領(lǐng)Facebook上市。畢竟，二十來(lái)歲的毛頭小伙哪里懂得運(yùn)營(yíng)市值數(shù)百億美元的大公司？光想想他可能會(huì)犯的嚴(yán)重錯(cuò)誤就讓人頭痛。 ????不過(guò)扎克伯格也別無(wú)選擇。考慮到公司的雇員薪酬策略，以及對(duì)公司股票在二級(jí)市場(chǎng)私下交易的欣然接受，上市已經(jīng)是箭在弦上不得不發(fā)了。所以他聽從建議，請(qǐng)來(lái)了一伙“監(jiān)護(hù)人”。 ????首先謝麗爾?桑德伯格被聘為首席運(yùn)營(yíng)官。幾個(gè)月后特德?尤羅特作為首席法律顧問加入公司。最后，戴維?埃博斯曼在一場(chǎng)上天入地的大篩選中脫穎而出，作為具有“上市公司經(jīng)驗(yàn)”的首席財(cái)務(wù)官于2009年上任。 ????然后扎克伯格回到計(jì)算機(jī)桌前編程、制定戰(zhàn)略，把他的寢室項(xiàng)目繼續(xù)發(fā)揚(yáng)光大，延伸到無(wú)所不在。“監(jiān)護(hù)人”接管了枯燥的日常運(yùn)營(yíng)，他就可以旁觀學(xué)習(xí)。 ????以下兩段節(jié)選自Facebook上市前幾天的一篇美聯(lián)社（AP）報(bào)道： ????扎克伯格和他的女朋友帶著一只名為“野獸”的匈牙利長(zhǎng)毛牧羊犬住在加州的帕洛阿爾托。通過(guò)一群經(jīng)驗(yàn)豐富的導(dǎo)師的幫助，他已經(jīng)成長(zhǎng)為合格的公司領(lǐng)袖。2008年從谷歌挖來(lái)的謝麗爾?桑德伯格是他最親密的顧問之一。這位來(lái)自廣告業(yè)的主管思維敏捷，洞悉人情世故，恰好能彌補(bǔ)扎克伯格的短處——他在公眾場(chǎng)合時(shí)不時(shí)的尷尬表現(xiàn)已廣為人知。桑德伯格擔(dān)任主管廣告業(yè)務(wù)的首席運(yùn)營(yíng)官，作為公司的2號(hào)人物，她的招牌微笑已成為公司的公眾形象。然后是唐納德?格雷厄姆，這位《華盛頓郵報(bào)》（The Washington Post Co.）的首席執(zhí)行官兼主席是扎克伯格的良師益友，并擔(dān)任公司董事。 ????麗貝卡?利布是Altimeter集團(tuán)的分析師，她認(rèn)為扎克伯格組建了一個(gè)“真正出類拔萃的副手”團(tuán)隊(duì)。來(lái)自Genentech的公司首席財(cái)務(wù)官戴維?埃博斯曼就是另一個(gè)例子。扎克伯格在2009年聘用他時(shí)宣稱，埃博斯曼幫助那家快速成長(zhǎng)的生物技術(shù)公司構(gòu)建了財(cái)務(wù)體系，這一經(jīng)驗(yàn)“對(duì)Facebook非常重要。” ????然而今天看來(lái)，這些導(dǎo)師可能已經(jīng)將扎克伯格和他的公司引入了歧途。 |
????Mark Zuckerberg never wanted to take Facebook (FB) public. He didn't want to kiss hedge fund rings or answer to thousands of shareholders or disclose earnings. ????And, on Wall Street, the feeling was mutual. Institutional investors also didn't want Zuckerberg to take Facebook public unless he added some big-name "adult" supervision. After all, what does a 20-something know about running a multi-billion dollar public corporation? Just imagine the costly mistakes he would make. ????But Zuckerberg didn't really have much of a choice. Due to the company's employee compensation strategy, and its early embrace of private secondary market trading, he knew that going public was inevitable. So he did what he was told, and hired a bunch of "adults." ????First it hired Sheryl Sandberg to be chief operating officer. Then, several months later, Ted Ullyot joined as general counsel. Finally, David Ebersman was brought aboard in 2009 as chief financial officer, following an exhaustive search for a CFO "with public company experience." ????Then Zuckerberg went back to his desk to code, strategize and somehow make his dormroom project even more globally ubiquitous. His "adults" would take care of the boring legwork, and he'd learn some things by watching them. ????From an AP story just days before Facebook's recent IPO: ????Zuckerberg, who lives in Palo Alto, Calif. with his girlfriend and a white Hungarian Puli dog named Beast, has matured as a leader with the help of experienced mentors. One of his closest advisors is Sheryl Sandberg, who he hired away from Google in 2008. Zuckerberg, known for sometimes-awkward public appearances, realized that the razor-sharp, people-savvy advertising executive complements his own shortcomings. Sandberg is Zuckerberg's No. 2, the chief operating officer who oversees advertising and often serves as Facebook's smiling, public face. Then there's Donald Graham, the 66-year-old CEO and chairman of The Washington Post Co., who serves as a mentor to Zuckerberg and holds a seat on Facebook's board of directors. ????Rebecca Lieb, analyst at the Altimeter Group, says Zuckerberg has assembled a team of "truly exceptional lieutenants." David Ebersman, Facebook's chief financial officer, who hails from biotech firm Genentech, is another example. Zuckerberg hired him in 2009, saying that Ebersman's previous job, helping to scale the finance organization of the fast-growing biotech company "will be important to Facebook." ????Today, however, it seems that those mentors might have led the kid, and his company, astray. |
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