向世界上最优秀的科技企业家学习领导能力。
https://medium.com/notes-essays-cs183c-technology-enabled-blitzscalin/scaling-google-and-yahoo-with-marissa-mayer-class-17-notes-of-stanford-university-s-cs183c-c788ef1d4ddc#.6t1fll9ol
文章逻辑：
1、回顾MM的职业发展历史：
从斯坦福医学背景，到Symbolic System学习，进入Google后从工程师专项为产品人员，因为需要人做，MM就学习了UI相关知识（每周花一天来做UI），然后成立了Google的产品管理部门。
谷歌招聘中，避免过快扩张，发行了一种券，只有50个，一张纸招一个人。洛阳纸贵。
之后建立了APM模式，谷歌最成功的项目之一。类似于管理培训生，招募聪明的工程师来完成两年的项目之后，再决定自己的发展方向。当刚刚进来的产品培训生，要赢得比他们年长许多的工程师尊重时，需要做的事情是：服务，为工程师服务，提供力所能及的帮助，并认认真真地用数据说话。
APM中寻找懂得科技，更重要的是懂得运用科技的能力。People humble, great listener, 才能拥有成为领导者的潜质。（You shall work on that, lady)
2、到Yahoo 之后，动乱时期采取的行动
不急于迅速展现宏图伟业，先坐下来听听原来的员工，人们的建议，什么ok，什么不ok，great listener,again.
PB&J 计划，从消除着手开始改变，振奋士气，每次得到50个以上vote的公司问题，PB&J就着手做些改进。Community Based Approach,让人们找到链接感觉。
Google和Facebook都有超级强的文化DNA。如果新产品遇到问题，一定是人们没有被足够的empower，遇到问题，必须为他们清理道路上的障碍。
3、Eric 和 Larry在谷歌的工作方法：
Staff meetings on Monday — what we did in the previous week, what we are doing this week, a way to get cross functional teams working together.
Strategy reviews on Tuesday and Wednesday — deeper dive into specific product launches and operations.
One-on-ones on Thursday
Full company meeting on Friday — a way for anyone in the company to ask anything and understand our thought process.
更多的细致沟通，迅速找到问题，迅速反馈和解决，让人们跟你有接触，你的气与能量，才能够传导给他们身上。
具体来说的Strategic Review:
These strategy meetings tend to be free-form time. If we are talking about a new product we would talk about the metric of success, what legal concerns this new feature has, support needs, a thorough look at each part of the product, etc. This would look different if we were talking about a new benefit structure we were rolling out — so these meetings change quite a bit.
In general they are 1 hour long sessions for exec members and key company leaders to come with a topic where they need help with a decision, we look through the data with them, and the outcome is a decision we can make for that topic.
非常细致的讨论，这个也要有。帮助人们树立起对这件事情的管理流程。
4、招聘流程
So we set up a goal system, a performance system, a hiring and review process, etc. We didn’t want to change the ability for managers to hire but if we are hiring a great person — management should be able to justify why they are hiring that person.
目标体系，绩效考核体系，招聘与评价体系。
5、M&A策略
Talent acquisitions
Building block acquisitions
Strategic acquisitions
6、个人思考：invest in yourself 以及 大公司 vs 小公司的选择
让每个人都能找到自己的内在节奏。Finding the rhythm.
MM很棒的一点说道，她热爱谷歌10个人的时候，20个人的时候，任何时候，她都充满了热爱。
关于工作选择的两点：
1、Made me work with the smartest people I could find — Smart people challenge you, make you think differently, make you justify your decisions, and ups your game.
2、Did things that I wasn’t quite ready for yet, which pushed me further than where I was today
这位同学，努力学习，好好加油啊。