讓工程師拍板

Agarwal tells us that Apple is completely run by its engineers. "They don’t have a lot of product management," he says. "Most of the project teams are really small, and they’re all driven by the engineers."
阿格沃對(duì)我們說(shuō)，“蘋(píng)果公司是完全依靠工程師運(yùn)行的，那里不存在名目繁多的產(chǎn)品管理?xiàng)l例，大部分項(xiàng)目團(tuán)隊(duì)的規(guī)模非常小，團(tuán)隊(duì)的督促運(yùn)行都是由工程師們完成的”。

On top of that, Agarwal says that most managers are all engineers as well, "not product people or MBAs." That means that the people overseeing projects understand the technology, what's necessary for a project, and can really relate to their team.
此外，阿格沃說(shuō)大部分管理者同時(shí)也是工程師，“不存在產(chǎn)品經(jīng)理或MBA”，這意味著項(xiàng)目管理層是懂技術(shù)的，這對(duì)于項(xiàng)目而言這是必需的，而且和團(tuán)隊(duì)直接相關(guān)。

建立企業(yè)文化

Agarwal says that, because most managers have strong engineering backgrounds, "there’s not a division between product manager and 'code monkeys'." There's a great amount of respect between the two tiers.
阿格沃說(shuō)，由于大部分管理人員都由很強(qiáng)的技術(shù)背景，所以不存在產(chǎn)品經(jīng)理和“程序猿”的差異，這兩個(gè)層級(jí)都非常尊重對(duì)方。

"My manager was an engineer at apple for ten years before he was a manager... which made me want to work [even harder] to impress him," Agarwal says.
“我的經(jīng)理在當(dāng)經(jīng)理之前就在蘋(píng)果當(dāng)了10年的工程師…這讓我想（更努力地）工作來(lái)給他留下深刻印象”，阿格沃說(shuō)。

That respect, along with small, close-knit project teams, is a key piece of the puzzle to Apple's success.
那種互相尊重的文化，以及雖小但緊密凝聚的項(xiàng)目團(tuán)隊(duì)是蘋(píng)果公司成功的關(guān)鍵要素。

給員工自由

At Apple, if an employee was using a product and found an issue that bothered them, they had the freedom to go in and fix it without having to deal with layers of bureaucracy to get approval.
在蘋(píng)果公司，如果員工在使用一款產(chǎn)品時(shí)發(fā)現(xiàn)其存在妨礙使用的問(wèn)題，他們不用等待層層審核就可以自由參與并修復(fù)這一問(wèn)題。

All projects are driven by long-term goals, Agarwal says, but the best stuff comes from the engineers personally.
所有的項(xiàng)目都有一個(gè)長(zhǎng)遠(yuǎn)的目標(biāo)，阿格沃說(shuō)，但是最好的東西來(lái)自于工程師本身。

助員工成長(zhǎng)

Management would really challenge Agarwal by giving him harder tasks that were a little beyond his capabilities. "But I learned," he says.
真正挑戰(zhàn)阿格沃管理水平的是那些分配給他的能力之外的任務(wù)。“但是我得到了學(xué)習(xí)成長(zhǎng)”阿格沃坦言。

And on the management side, he was getting to manage projects within six months of starting employment.
在管理方面，他在入職6個(gè)月之內(nèi)就逐漸開(kāi)始掌管團(tuán)隊(duì)項(xiàng)目。

Apple is really good at developing their employees, and giving them the skills they need to rise up within the company, he says.
“蘋(píng)果公司真的很擅長(zhǎng)培養(yǎng)員工，員工會(huì)獲得在公司內(nèi)部提升所需要的技能”，阿格沃說(shuō)。

極度重視期限

Apple required absolute deadlines, and they never missed them, says Agarwal.
蘋(píng)果要求絕對(duì)的截止期限，而且他們從未拖后過(guò)，阿格沃說(shuō)。

"In terms of quality, one of the things I learned was that you don’t ship things that aren’t of 'Apple quality,'... [even if] that means cutting something that didn't make it in time," he says.
“在品質(zhì)方面，我學(xué)到的一件事是不能發(fā)布非“蘋(píng)果品質(zhì)”的產(chǎn)品…即使那意味著需要砍掉沒(méi)有按時(shí)完成的部分”，阿格沃說(shuō)。

"Especially at a startup... it's easy to keep building and keep building and never launch anything," he adds. "The better thing to do is ship, stick to deadlines, [and then] iterate."?
“尤其在開(kāi)始的時(shí)候，不向市場(chǎng)投放任何東西而持續(xù)不間斷的去做是很容易的，”他說(shuō)，“更好的辦法是發(fā)布，恪守截止期限，然后反復(fù)地做?！?/div>

不玩“特色游戲”

"Apple doesn’t believe in playing the "feature game" with [its] product," says Agarwal. As in, the company focuses more on its goals for its own products, rather than comparing itself to competitors and trying to outdo them on the same levels.
“蘋(píng)果公司向來(lái)不熱衷于在自己產(chǎn)品上玩‘特色游戲’，”阿格沃說(shuō),蘋(píng)果更注重其自有產(chǎn)品的目標(biāo)，而非和競(jìng)爭(zhēng)對(duì)手相互比較以試圖超越對(duì)方。

That mission is "deeply engrained in the culture," he adds. Employees aren't focusing on what the competition is doing—they're driven to innovate and come up with products that challenge the status quo.
“這種文化已經(jīng)深入人心”他進(jìn)一步說(shuō)。員工們關(guān)注的不是競(jìng)爭(zhēng)對(duì)手在做什么，而是創(chuàng)新，他們專(zhuān)注于推出卓越超凡的作品。

錄用“狂熱粉絲”

According to Agarwal, "The people who work at Apple really really want to be at Apple."
據(jù)阿格沃講述，“蘋(píng)果的員工都是真心實(shí)意想留在蘋(píng)果的?！?/div>

"I, personally,... am an apple fanboy, and that’s OK. That's not a bad thing!" he says.?"I'm gonna work twice as hard [for this company] because I've believed in it my whole life."
“實(shí)際上，我本人就是蘋(píng)果的狂熱粉絲，但那并不是一件壞事”，他說(shuō)，“我愿意為這家公司加倍的努力工作，因?yàn)檫@是我一生地信念?！?/div>

That enthusiasm is a key element of the hiring process—management looks for people who are really passionate about the company, its products, and its overall style and mission.
這種熱情是招聘流程中的關(guān)鍵要素，管理人員找的是真正對(duì)公司，對(duì)產(chǎn)品，對(duì)蘋(píng)果的整體風(fēng)格和使命充滿熱忱的員工。

Agarwal has taken that mindset with him to Posterous: "Everyone [we hire] says, 'We love the product, this is what we want to work on.'"
阿格沃將這種心態(tài)帶到了他的Posterous（阿格沃創(chuàng)建的基于電子郵件的內(nèi)容發(fā)布平臺(tái)）：“我們的所有員工，”他說(shuō)，“都對(duì)產(chǎn)品充滿熱愛(ài)，這是我們樂(lè)意從事的工作?！?/div>

提倡張弛之道

Agarwal tells us that Apple puts a huge emphasis on work/life balance. "You work hard, but they let you enjoy your time on your own," he says.
阿格沃告訴我們，蘋(píng)果非常注重工作和生活的平衡，“你可以努力工作，但提倡你在業(yè)余時(shí)間盡情安排時(shí)間享受生活。”

From excellent healthcare to generous office holidays around Christmas and Thanksgiving, Agarwal says that people love the type of environment the company provides for its employees. "Apple nailed it—[their motto is that] we love working here, we work hard, but when all is said and done [you should] go enjoy your life."
從優(yōu)質(zhì)的醫(yī)療保健到圣誕節(jié)和感恩節(jié)等慷慨的假期，阿格沃指出大家熱愛(ài)公司為員工提供的這種環(huán)境?！疤O(píng)果很看重這方面—我們喜愛(ài)在這里努力工作，但是工作結(jié)束后請(qǐng)盡情享受自己的生活?！?/div>

永葆創(chuàng)業(yè)文化

Apple keeps winning because it's a giant startup.
蘋(píng)果保持勝績(jī)的原因是它是一個(gè)巨大的“初創(chuàng)公司”。

From its lack of bureaucracy within projects, to its engineer-focused culture, to its emphasis on passionate and loyal employees, the huge company has maintained the corporate culture of its startup days.
從項(xiàng)目執(zhí)行中拒絕官僚氣息，到專(zhuān)注工程師的企業(yè)文化，到看重對(duì)蘋(píng)果狂熱與忠心的員工，這一巨頭公司一直保持著創(chuàng)業(yè)初期的企業(yè)文化。

And that culture is a huge part of what makes it so successful—and, not surprisingly, a good place to work.
在很大程度上，正是這種文化決定了蘋(píng)果的成功，又毫無(wú)意外地使蘋(píng)果成為理想的工作場(chǎng)所。

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