大公司如何守护创新灵魂

    3. 满足社交需求

    一个聪明人很难有什么好的想法。大多数绝妙的主意都由众人集思广益完成的。让人感到庆幸的是，我们中的大多数人都渴望社交互动。我们还迫切地想获取信息，帮助我们把碎片拼成一个整体。规模较大的公司迅速应变的最简便途径就是鼓励这些与生俱来的欲望。

    电子邮件会妨碍透明的讨论。互不相连的软件系统会限制人们获得他们渴求的信息（比如销售数据）。

    这就是为什么有创造力的公司为集思广益而越来越多地使用社交合作平台（如Confluence、Jive等）和群体即时通信公司（如Hipchat），或者让技术团队使用社交编码工具（如Stash、Bitbucket或Github）的原因。这些工具帮助人们找到思路，展示数据，就项目展开讨论，同时实现团队升级……简而言之，做他们需要做的一切。

    在Atlassian，我们不会用电子邮件把公司的年度战略计划发送给员工，我们会通过一款名叫Confluence的社交合作平台软件来对这项计划的内容进行讨论。就像一群人一起想主意时经常出现的情况那样，得以保留下来的就是最好的主意，无论想出它的人是谁。

    当然，创造一个社交环境并不止于使用在线工具。我们的工作场所一直不划分办公室，我们在一起吃午饭，我们还有一个内部酒吧，人们会定期到那里去聚一聚。新来的员工会推着一辆小车，装满啤酒在办公室里走来走去，借此和同事们相互熟悉。我们有一个经验丰富的团队，他们的主要工作就是每周都为大家组织一次社交活动，从办公室激光匹特博到年度亲友接待日，应有尽有。

    这并不是在公司内部形成真正有益关系的唯一途径——每家公司都要找到属于自己的风格。要点在于，这并不是琐碎而且软性的东西。对任何公司来说，培育社区性的工作环境都不是可有可无的选修课。

    4. 给客户解决方案，而不是万全之策

    要更快地对客户需求做出反应，最大胆、也可以说是最让人害怕的方法就是让员工更容易接触到客户。反馈渠道缩短，你的解决方案能更快地得到实际应用，同时也就能根据新的反馈不断地进行改进。

    Atlassian组建了“增长解密团队”（growth hacking team），它的作用是向客户推出一些较小的、试验性产品功能。他们处在A/B测试的最前沿，他们把我们的想法付诸实施，吸收市场反馈，然后改进我们的产品。

    所有人都能测试客户解决方案，而不仅仅是工程人员。大多数人都不喜欢为了完成任务而无休止地工作，却又看不到自己的劳动成果。而我们的种方法会让工作变得更有意思。（财富中文网）

    Joris约里斯•鲁尔克是澳大利亚软件公司Atlassian负责人才和文化事务的副总裁。

    译者：Charlie

    3. Feed our social appetite

    Few ideas are created by one brilliant mind. Most great ideas are the product of many minds. Thankfully, most of us are hungry for social interaction. We also crave access to information to help us fit the pieces together. For larger organizations to adapt quickly, the easiest way is to encourage those natural desires.

    Email stifles transparent discussion. And disjointed software systems limit access to the information people yearn for (like sales data).

    That's why innovative organizations increasingly use social collaboration platforms (like Confluence, Jive, or others), group instant messaging tools (like Hipchat), or social coding tools for technical teams (like Stash, Bitbucket or Github) to make this happen. Such tools help people discover ideas, display data, discuss projects, update teams...in short, do everything they need to do.

    At Atlassian, instead of emailing the yearly company strategy plan to staff, we discuss its content on a social collaboration platform called Confluence. As is often the case with crowdsourced ideas, the best ones survive, regardless of who offered them.

    Of course, creating a social environment extends beyond online tools. We keep our buildings free of offices, we eat lunch together, we have a built-in bar where people congregate regularly. New hires wheel a beer-cart through the office to get to know their colleagues. And we have an experience team whose key role is to organize weekly social events for staff, ranging from laser skirmishes in our offices to annual friends-and-family day events.

    This isn't the only way to create genuine, productive relationships inside an organization—every firm has to find its own style. The point is that this isn't trivial, "soft" stuff. Cultivating community isn't optional for any organization.

    4. Give customers solutions, not perfection

    The most daring -- and arguably frightening -- way to respond faster to customer needs is to give employees easier access to your clients. Feedback loops tighten, your solutions get into the real world faster, and you can continuously improve based on new feedback.

    Atlassian introduced a "growth hacking team" to release smaller, experimental features to customers. They're the A/B-testing front-line troopers who put our ideas into practice, absorb the market's reaction, and make our stuff better.

    Anyone, not just engineers, can experiment with customer solutions. Most people don't like to work endlessly on tasks where they can't see the results of their labor. This approach has made work more interesting.

    Joris Luijke is the VP of talent and culture at Atlassian, an Australian software company.