2017年《财富》全球最伟大领袖榜中的商界领导者

阿里巴巴（Alibaba）从电子商务起家，如今已经成长为一家蔓延扩张、令人捉摸不透的综合数字企业，而马云也因此成为中国首富，个人财富接近300亿美元。阿里巴巴的成功让马云异军突起，无可争议地成为第一位具有极高国际知名度的中国高管。

此外，马云正在用一种出人意料的、令人振奋的方式，利用他的新平台。他将自己定位为自由贸易和慈善事业的拥护者——他认为，阿里巴巴这样一个开放的数字交易平台，能够为小企业带来更多客户，因此能为全球经济发展提供动力。正是基于这种设想，才使马云在一月份与当时的当选总统唐纳德•特朗普座谈时，有底气承诺将在五年内，在美国创造100万个就业岗位。

为了实现自己的愿景，马云一直在呼吁降低贸易壁垒，而且事实证明，热情、乐观的马云出人意料地成为了一名卓有成效的“资本外交官” ——他经常穿着凉鞋，带着佛珠，去迎接宾客，消除对方的敌意。

Founder and Executive Chairman of Alibaba Group Jack Ma attends the opening ceremony of the third annual World Internet Conference in Wuzhen town of Jiaxing, Zhejiang province, China.

Alibaba, a sprawling and murkily understood digital conglomerate built around e-commerce, has made Jack Ma one of the richest men in China, with a fortune valued at nearly $30 billion. And that success has rocketed him to prominence as arguably the first Chinese executive who’s an easily recognizable figure on the global stage.

What’s more, Ma is using his new platform in unexpected, invigorating ways, positioning himself as a champion of both free trade and philanthropy—and arguing that open digital marketplaces like Alibaba’s can power the world’s economy by enabling small businesses to reach an ever-expanding pool of customers. That’s the premise that emboldened Ma to promise then-President-elect Donald Trump during a sit-down in January that Alibaba would help create 1 million jobs in the U.S. over five years.

To realize his vision, Ma has urged the lowering of trade barriers while proving to be a surprisingly warm, optimistic, and effective diplomat on behalf of capitalism—one known to disarm visitors by greeting them wearing sandals and Buddhist prayer beads.

2月，梅琳达•盖茨在一篇激情洋溢的个人随笔中，重申了其基金会的承诺——到2020年，为全球1.2亿女性提供避孕药具，并提醒读者生育权与经济增长之间的联系。她的话引发了支持者和反对者的激烈讨论；它们所引起的反响，证明了盖茨夫妇作为她与丈夫比尔•盖茨创办的基金会的代言人，所赢得的尊敬。这种影响力是他们带来实际影响的结果： 到2015年，该基金会的拨款总额接近370亿美元，对提高发展中国家女性的权利和减少传染病，产生了巨大的影响。

In February, Melinda Gates reiterated her foundation’s pledge to make birth control available to 120 million women globally by 2020, doing so in a passionate personal essay that reminded readers of the link between reproductive rights and economic growth. Her words sparked conversation among allies and foes alike; the fact that they carried so far shows the respect Gates has earned as the public face of the foundation she and her husband, Bill Gates, started. That clout is the fruit of real results: The nearly $37 billion worth of grants the foundation had paid out through 2015 has had an enormous impact in empowering women and reducing infectious disease in the developing world.

毫不夸张地说，贝佐斯引发了两个行业的革命。去年，亚马逊网站（Amazon.com）占到美国在线销售额的43%，令零售商纷纷感到恐惧，不得不降低商品价格，加快配送速度。而他的云计算部门Amazon Web Services，则彻底颠覆了信息技术的经济意义。娱乐业可能会成为贝佐斯的下一个目标： 今年，亚马逊工作室（Amazon Studios）收获了三项奥斯卡奖，展现出在内容交付方面日益强大的实力。

It’s no exaggeration to say that Bezos has revolutionized not one but two industries. Amazon.com, which accounted for 43% of online sales in the U.S. last year, put the fear of God into retailers, pushing them to sell more cheaply and deliver more quickly. And Amazon Web Services, his cloud-computing arm, has upended the economics of information tech¬nology. Entertainment could be the next industry to be Bezos’d: This year Amazon Studios scored three Academy Awards, showing its growing muscle in content delivery.

9年前，切斯基与联合创始人乔•杰比亚和内森•布莱卡斯亚克正忙着发展一家令多数投资者嗤之以鼻的公司。如今，这个破坏性的“民宿共享”平台，已经吸引了1.6亿“访客” ——仅去年新年前夜，就有200万人通过Airbnb解决了住宿——其私人市场估值达到310亿美元。

作为CEO的切斯基，是三人中唯一没有商业经验的创始人。而正是他一直伴随着公司的成长，帮助公司度过了监管反对、沸沸扬扬的安全事故以及围绕其平台歧视性行为引发的存在危机等。他也带领公司不断攀升新的高度，雄心勃勃地向“体验”、活动和其他服务（我们得知，公司很快将推出航班服务）扩张，使Airbnb即将实现很少有独角兽公司能够达到的目标： 盈利。

上个月，切斯基增加了一个新的头衔——社区总监，此举是为了安抚那些控制和提供公司出售的产品的人： Airbnb的业主们。这种感性的策略与另外一家分享经济企业Uber形成了鲜明对比。Uber因为侵略性的性别歧视文化指控而备受抨击，而公司CEO特拉维斯•卡兰尼克训斥一位Uber司机的视频被曝光之后，更是让其陷入风口浪尖。卡兰尼克表示他需要领导力方面的帮助。或许，他可以向另一位破坏者取经。

Nine years ago, Chesky and fellow cofounders Joe Gebbia and Nathan Blecharczyk were hustling to get a business off the ground that most investors scoffed at. Today the disruptive “home-sharing” platform claims some 160 million “guest arrivals”—2 million people slept in Airbnb accommodations this past New Year’s Eve alone—and a private-market valuation of $31 billion.

As CEO, Chesky—the only one of the three founders with no prior business experience—has scaled with the company and then some, steering Airbnb through regulatory opposition, headline-¬generating safety incidents and an existential crisis around discriminatory behavior on its platform. He has led the business to new heights too, overseeing an ambitious expansion into “experiences,” events, and other services (coming soon, we’re told: flights) and leading Airbnb to something few unicorns can claim: profitability.

Last month Chesky ¬added head of community to his title, a shift to cozy up to the people who control and deliver the product he sells: Airbnb’s hosts. The touchy-feely tactics set up a stark contrast to Airbnb’s sharing-economy alter-ego, Uber, under attack for an allegedly aggressive and sexist culture and for a leaked video showing CEO Travis Kalanick berating an Uber driver. Kalanick has said he needs leadership help. He might take a page from his fellow disrupter’s playbook.

联合利华（Unilever）并没有像多数公司一样，设立企业社会责任部，把行善活动交给它来处理。相反，该消费品巨头把解决社会问题融入到了公司的每个角落，从食品垃圾到气候变化乃至贫困等。这个策略是波尔曼的创意。波尔曼从2009年起担任联合利华CEO，他当初的目标是使公司收入翻一番，将环境足迹减少一半。现在，联合利华推出了各种活动，如全球洗手日活动，以及提高产品营养价值这一雄心勃勃的计划。

Unilever doesn’t have a corporate social responsibility department—that place where most companies relegate their do-gooding activities. Instead the consumer goods giant has integrated solving social issues, from food waste to climate change to poverty, into every part of its business. The strategy is the brainchild of Polman, Unilever’s CEO since 2009, who had a vision of doubling its revenue and cutting its environmental footprint in half. Now Unilever has everything from a global handwashing campaign to an ambitious plan to improve the nutritional profile of its products.

许多CEO称员工是伙伴； 也有人称呼他们是合伙人。张瑞敏把73,000名员工叫作创业者——并且鼓励他们创业。这是张瑞敏改革公司的一个信号。海尔集团（Haier Group）是世界排名第一的家电制造商。张瑞敏正在重新构思这家规模庞大的企业，改革的力度前所未有。

他的成功一方面来自于通过收购扩大规模； 2016年，他以54亿美元收购了通用电气（General Electric）的家电业务。然而更重要的是，张瑞敏看到了多数CEO无法预见的未来。他对《财富》杂志表示：“互联网时代的竞争并非公司之间的竞争，而是平台与平台的竞争。”在海尔，可能有人并不是海尔的员工，但他们聚在一起共同参与项目，然后又各奔东西。对于许多公司而言，一款产品可能也是一个平台。例如： 在一个联网“智能”微波炉项目中，有些公司可以通过设备销售食物，因此他们会向合伙人付费，使海尔可以降低家电价格。

海尔有约3,000个公司投资的微型创业企业，他们的生存或灭亡，完全取决于自身能否成功，另外还有数百个团队获得了部分外部投资。张瑞敏解释说：“如果创业团队吸引不到任何风险投资，他们可以考虑如何继续发展和加倍努力，或者他们可以解散。”

如何把数千名企业员工转变为创业者？这是个错误的问题。张瑞敏表示：“我们的任务并不是把海尔员工转变为创业者，而是吸引全社会的创业者加入我们的平台。”

Many CEOs call their employees associates; others call them partners. Zhang calls all 73,000 of them ¬entrepreneurs—and actually means it. It’s one sign of how Zhang is changing his company, the world’s No. 1 appliance maker, and in the process reconceiving the large business organization more profoundly than anyone else on the planet.

He’s winning in part by expanding through acquisition; in 2016 he bought General Electric’s appliance business for $5.4 billion. More fundamentally, Zhang sees a future that most CEOs don’t. “Competitions in the Internet era are not between companies but between platforms,” he tells Fortune. At Haier, teams of people who may not be Haier employees come together for projects and then disperse. A product can also be a platform for multiple companies. One example: For a networked “smart” oven project, companies that might sell food via the device could pay to be partners, enabling Haier to reduce appliance prices.

Haier consists of some 3,000 company-funded entrepreneurial micro-enterprises that live or die by their individual success, plus a few hundred teams funded partly by outside investment. “If a startup team cannot attract any venture capital, they can either consider how to progress and strive harder or they will be dismissed,” Zhang explains.

So how do you turn thousands of corporate employees into entrepreneurs? Wrong question. “The task is not to turn Haier’s internal staff into entrepreneurs, but rather to attract all the entrepreneurs in society onto our platform,” Zhang says.

巴塔查丽亚是印度最大银行印度国家银行（State Bank of India，SBI。世界500强第232位）的第一位女性领导者。她出色地带领银行度过了各种困难（与不良贷款的持续斗争）和危机（印度突然停止货币流通）。她同样具有改革能力，领导这家有着211年历史、规模庞大的金融机构，进入了数字时代，并对超过200,000员工进行了人力资源改革。她在去年促成的一笔复杂的、六家银行的合并交易，将使印度国家银行进入世界50大银行之列。她的效率和直言不讳的坦率作风，吸引了人们的关注： 印度国家银行最近延长了巴塔查丽亚的三年任期，这是极为罕见的。而且她在去年被认为是领导印度储备银行（Reserve Bank of India）最合适的人选，还曾获得世界银行（World Bank）第二把交椅的提名。

Bhattacharya, the first-ever woman to helm India’s largest bank, has expertly steered SBI—No. 232 on the Global 500—through rough waters (an ongoing battle with bad loans) and sudden storms (India’s surprise demonetization scheme). She’s been transformative, too—dragging the sprawling, 211-year old institution into the digital era and overhauling HR for her 200,000+ employees. The complex, six-bank merger she orchestrated last year will catapult SBI into the ranks of the world’s 50 largest banks. That effectiveness, and her frank, outspoken style has been noticed: Bhattacharya, who was recently granted a rare extension to her three-year term at SBI, was, last year, considered a favorite to lead the Reserve Bank of India, and nominated for the No. 2 job at the World Bank.

如何解决“最后一英里”的问题，是许多企业面临的难题，而在医疗行业，最后一英里问题对贫困地区的影响尤为严重。最后一英里问题是指向消费者交付产品或服务的最终关键步骤。潘贾比的非盈利组织最后一程医疗（Last Mile Health），正在努力解决这个问题。该组织致力于为发展中国家的本地人提供救生措施培训，例如爆发流行病时如何自我保护，如何安全埋葬因传染病死去的遇难者等。最后一程医疗已经证明了它们的能力： 2014年埃博拉病毒爆发期间，该组织在利比里亚的工作帮助阻止了疫情的蔓延。

Tackling the “last mile”—the final, critical step of delivering products or services to consumers—is a conundrum for businesses, and in health care, last-mile problems hit poor regions especially hard. Panjabi’s nonprofit, Last Mile Health, is striving to change that by training locals in developing countries in lifesaving ¬measures, such as protecting themselves against pandemics and safely burying victims killed by infectious diseases. Last Mile has already proved its mettle; its work in Liberia helped stanch the spread of Ebola during the 2014 outbreak.

伊隆•马斯克是个梦想家？理论家？冒险家？好像都不太准确。这位亿万富豪企业家目前掌管着两家自己联合创立的企业，员工共35000人。他的目标十分远大。汽车生产商和可持续能源公司特斯拉于2016年收购了SolarCity，终极目标是无碳排放的世界。（马斯克最近在内华达州设立的特斯拉超级电池工厂“Gigafactory”也是为终极目标服务的。）SpaceX是一家航天领域的创业公司，目标是低成本空间旅行，最终实现移民火星。

马斯克承认有个睡袋放在加州弗里蒙特的特斯拉工厂组装线附近，最近他要解决的问题又多了一个——让人难以忍受的交通堵塞。新成立的公司Boring Co目标是迅速又低成本地建造隧道交通网络，供各种交通工具以及超级高铁Hyperloop通行。2013年他提出设想后，很多大学和创业公司正加紧开发。

过去几年里，马斯克科技大佬形象也偶有挫折。特斯拉出现过交货延迟和达不到目标等，而且实际产品有时会让分析师和一帮热情粉丝失望。特斯拉/SolarCity合并案后，也有反对者质疑合并能否让股东获利。但很多人还是认为他是科技界最有公德的企业家之一。目前马斯克在战略和政策论坛担任特朗普的顾问。

Visionary, ideologue, risk-taker: None of these shorthand labels quite capture who Elon Musk is. The billionaire entrepreneur is running two companies he cofounded that together employ 35,000 people. His aims are stratospheric. Tesla, the automaker and sustainable-energy company that acquired SolarCity in 2016, is Musk’s pathway to a carbon--emissions-free world. (The batteries he’s beginning to crank out at Tesla’s “Gigafactory” in Nevada are another element of that strategy.) SpaceX, an aerospace startup, was founded to lower the cost of space transportation and ultimately enable the colonization of Mars.

Musk, who has admitted to keeping a sleeping bag near a production line at Tesla’s factory in Fremont, Calif., has added another problem to his to-do list—soul-crushing traffic. His new business, the Boring Co., aims to find a way to quickly and cost-effectively dig networks of tunnels for vehicles and high-speed trains such as the Hyperloop, an idea he floated in 2013 that universities and startups are actively trying to develop.

Musk’s aura as a technocratic seer has taken some lumps over the past couple of years. Tesla—experiencing production delays and falling short of delivery goals—hasn’t always lived up to the bullish expectations of analysts and its legion of passionate fans. And the Tesla/SolarCity merger drew fire from critics who question whether the acquisition will benefit shareholders. But many still look to him as one of the tech world’s foremost civic-minded voices. Musk advises President Trump as part of the Strategic and Policy Forum.

论起对现代非洲的贡献，可能没人比得上马希伊瓦。1998年，与津巴布韦政府打了多年官司后，马希伊瓦终于成立了电信公司Econet。他成功地打破了政府垄断电信业的局面，推动整个非洲大陆私营电信企业发展。后来马希伊瓦搬到伦敦，但他一直很活跃，而且热心慈善，所以在非洲仍然很有影响力。他在多家企业董事会任职，因长期支持孤儿救助，提供奖学金，以及抗击饥饿、贫穷和埃博拉病毒为人称道。

“斯特利夫•马希伊瓦的生活的商业公司都很令人敬佩，最难能可贵的是他一直在努力帮助别人……他是个勇敢的战士，通过可持续投资和领导环境政策改变很多商业领域和很多人的生活，同时尽力保护非洲最重要的资源……我很佩服他的见识，他的坚持，以及无畏的精神。”——吉恩•凯斯，凯斯基金会首席执行官兼美国国家地理协会理事会主席。

Few people have shaped modern Africa as much as Masiyiwa, whose telecommunications firm, Econet, came into being in 1998 after a long legal battle with the Zimbabwe government. His victory busted up a state monopoly and helped spur the development of private telecoms across the continent. Masiyiwa has since relocated to London, but his energetic and well-rounded philanthropy still makes an impact in Africa; he chairs numerous boards and has been lauded for supporting orphans, funding scholarships, and fighting hunger, poverty, and Ebola.

“Strive Masiyiwa’s life and his business story is impressive, but it is his lifelong commitment to helping others that set him apart…He is a crusader who has transformed countless sectors and lives while also seeking to preserve Africa’s vital resources through his own sustainable investments and environmental policy leadership…I am inspired by his vision, his persistence, and his fearless spirit.” —Jean Case, CEO of the Case Foundation and chairman of the Board of Trustees of the National Geographic Society

1971年，孟加拉国经过艰苦战争获得独立，1000万流落在外的难民回到祖国，迫切需要重建家园。阿拜德趁机创业，此前担任企业高管的他成立了孟加拉国农村促进委员会（BRAC），如今是全世界最大的非政府组织。BRAC的业务包括小微金融，已经向超过500万孟加拉国人发放16亿美元贷款。还提供教育机会，已有超过1100万学生毕业。

In 1971, Bangladesh won a brutal war for independence, and some 10 million refugees returned to a country in urgent need of rebuilding. In stepped Abed, a former corporate executive who established the Bangladesh Rural Advancement Committee, now the world’s largest nongovernmental organization. BRAC’s fingerprint includes microfinance; its program has given out $1.6 billion in loans to more than 5 million ¬Bangladeshis—and education, where it has graduated over 11 million students.

现在的摩根大通跟杰米•戴蒙上任前的摩根大通仿佛两家公司，以前与现在不可同日而语。2006年戴蒙接任首席执行官以来，摩根大通的资产增长了近110%，收益是当时的近三倍。金融危机期间戴蒙的处理手段堪称危机管理的典范，如今摩根大通毫无疑问是美国最大银行，而且看来能稳坐宝座相当一段时间。特朗普刚当选，手下的交接团队就想去劝说戴蒙接任财政部长，他也是两党都愿意接受的人选。不过戴蒙拒绝了，他的贡献方式是，在自由主义政府当政时管好一家规模巨大但井井有条的银行。

There was a JPMorgan Chase before Jamie Dimon, but it was a shadow of its current self. Since he took over as CEO in 2006, the bank’s assets have risen nearly 110%, while earnings have nearly tripled. Dimon’s actions during the financial crisis were a master class in risk management, and his firm is now the undisputed biggest bank in the nation, with no sign of giving up that title. Just days after the President was elected, his transition team zeroed in on Dimon as the best choice for Treasury Secretary—an idea with support on both sides of the aisle. Dimon said no, however, and he now looks poised to lead by showing what a huge, well-managed bank can accomplish under a laissez-faire government.

尤里•米尔纳的父母给他取名“尤里”，是因为他出生那年世界上第一名宇航员，也是第一位进入太空的尤里•加加林。他先是物理学家，后来改行做投资，因为早期投过Facebook和Airbnb扬名。如今他也在支持一些大型科学项目，例如寻找宇宙中智慧生物迹象。他还劝说其他企业家，Facebook的马克•扎克伯格和阿里巴巴的马云出资成立奖项，鼓励优秀的物理学家、生物学家和数学家。如今Breakthrough奖项已经发放奖金近2亿美元。

Named for the cosmonaut and first person to reach outer space, the Russian physicist-turned-investor made his billions placing early bets on technology names such as Facebook and Airbnb. Now he’s backing bigger scientific gambles, such as a project to find signs of intelligent life elsewhere in the universe. He has also persuaded his pals, Facebook’s Mark Zuckerberg and Alibaba’s Jack Ma among them, to fund major awards for physicists, biologists, and mathematicians; the Breakthrough Prizes have given away nearly $200 million to date.

美国电话电报公司是美国最大的雇主之一（去年收入1638亿美元， 也是全球最大企业之一），史蒂芬森完成了一项非常有挑战的任务：帮超过10万员工保住工作。随着科技行业变化迅速，很多首席执行官都被迫裁员。但AT&T斥资近10亿美元启动横扫2020项目，培训员工新技能。目前已经初获成效：去年AT&T超过40%的职位通过内部招聘完成。

The head of one of the nation’s largest employers (and, with $163.8 billion in revenue last year, one of the world’s largest companies), Stephenson has taken on a challenge befitting AT&T’s stature: retraining more than 100,000 workers. In the face of rapid technological change, many CEOs have cut their people loose. But AT&T is launching a roughly billion-dollar push to teach them new skills through its sweeping 2020 initiative. The drive is already paying off: Last year AT&T filled more than 40% of open positions with internal candidates.