TE
科技回声
首页24小时热榜最新最佳问答展示工作
GitHubTwitter
首页

科技回声

基于 Next.js 构建的科技新闻平台,提供全球科技新闻和讨论内容。

GitHubTwitter

首页

首页最新最佳问答展示工作

资源链接

HackerNews API原版 HackerNewsNext.js

© 2025 科技回声. 版权所有。

Zappos says goodbye to bosses

98 点作者 webdisrupt超过 11 年前

18 条评论

josefresco超过 11 年前
&quot;Instead, there are people known as “lead links” who have the ability to assign employees to roles or remove them from them, but who are not in a position to actually tell people what to do. &quot;<p>You say tomato I say tomato. Seriously though, renaming a title does not equal removing it from your business structure.<p>Why not call them managers and simply take away the elements of their job which cause issues? Seems to be this is more about drinking the kool-aid than it is about actual structural changes to how things are accomplished.
评论 #7023799 未加载
评论 #7027341 未加载
评论 #7024045 未加载
评论 #7024307 未加载
评论 #7024096 未加载
评论 #7024540 未加载
评论 #7024246 未加载
评论 #7024272 未加载
评论 #7026946 未加载
edw519超过 11 年前
Tech billionaire checklist:<p><pre><code> - security detail - private jet - yacht - professional sports franchise - foundation - once respected media outlet as personal mouthpiece </code></pre> Once again, Jeff Bezos leads the way.<p>(Jeff Bezos, CEO of Amazon, parent company of Zappos, owns the Washington Post.)
评论 #7023790 未加载
评论 #7023820 未加载
评论 #7024180 未加载
评论 #7027083 未加载
评论 #7024278 未加载
评论 #7024959 未加载
endeavor超过 11 年前
This no-managers movement strikes me as disingenuous. The manager is still there -- there&#x27;s just fewer of them. Big conflicts just get escalated all the way to the CEO&#x2F;founder&#x2F;owner.<p>There was a recent HBR article about Google&#x27;s management structure. They tried eliminating managers in 2002, but too many people just came directly to Larry when they had a problem (1). Holacracy doesn&#x27;t scale.<p>1) <a href="http://hbr.org/2013/12/how-google-sold-its-engineers-on-management/ar/1" rel="nofollow">http:&#x2F;&#x2F;hbr.org&#x2F;2013&#x2F;12&#x2F;how-google-sold-its-engineers-on-mana...</a>
lps41超过 11 年前
I find it interesting that the number of Amazon-related articles in the Washington Post seems to have increased since Jeff Bezos&#x27; purchase of the Post.<p>Note that Zappos is owned my Amazon.
评论 #7024518 未加载
评论 #7023982 未加载
评论 #7025709 未加载
评论 #7024039 未加载
评论 #7023768 未加载
评论 #7025634 未加载
makecheck超过 11 年前
If there are people in the organization who are still tasked with organizing people then they <i>are</i> bosses (or at least, they will eventually act like bosses again).<p>It is possible to remove the management role, at least at a project level, by using technology. For instance, the first time I saw Trac our team effectively did this.<p>To be practical however, a technology solution really does require the <i>right</i> group of people. You can’t have people who are uncomfortable logging into web sites, or too lazy to write good descriptions for things, and so forth. You need people who are (frankly) professionals, who look at something like a giant task list and do a fair job of distributing things sensibly amongst themselves. A solution like Trac <i>really</i> starts to shine when people learn the little niceties, like additional formatting in wiki entries or the magic sequences that set up links between things. Again though: you need a team that is willing to work with such a tool in the “right way”. If they do then you don’t really need a manager at all.
colinbartlett超过 11 年前
I&#x27;m pleased to see more and more companies shedding more traditional management structures. I think they are the source of pain for a lot of people who flee corporate life to pursue their own ideas.
评论 #7024288 未加载
stingraycharles超过 11 年前
For more information about this particular management style, see:<p><a href="http://holacracy.org/" rel="nofollow">http:&#x2F;&#x2F;holacracy.org&#x2F;</a><p>It&#x27;s linked from the article, but it deserves to be more prominently noted.
ionforce超过 11 年前
Does anyone have a plain English explanation or infographic for Holacracy? Sounds like a lot of smoke and mirrors and happy thoughts.<p>What is the secret sauce in Holacracy that makes it different from hierarchies?
评论 #7027029 未加载
methodin超过 11 年前
I just can&#x27;t see this working. People are different. Some need to be led more than they can lead, some have a strong voice and others are quiet. Does anyone have any evidence to the contrary?<p>By work I mean, inevitably it will settle into a more informal hierarchy but still there in practice (just not in title).
评论 #7025029 未加载
talmand超过 11 年前
So, poor performers can be identified if &quot;they don&#x27;t have enough roles&quot; or &quot;they&#x27;re not a good fit for the company culture&quot;. What happens to them? I guess there are executives at a higher level that have the authority to fire these poor performers?<p>These &quot;lead links&quot; sound like managers with less authority to me.<p>If they are hoping for natural leaders to step forward then that seems how you become a manager in that company, you ask for it. Which, in some cases, is probably a better system than what many companies have in place that places people in roles they shouldn&#x27;t be in.<p>The roles are still there, some of the requirements and responsibilities are shifted a bit, but they just removed the titles.
评论 #7024193 未加载
评论 #7026994 未加载
Uchikoma超过 11 年前
I&#x27;m pro new org structures and ways to work together. I&#x27;m interested in Valve and Zappos and others.<p>But the nagging feeling is what this Valve employee (who was fired) described: The company is led by the bullies just like in highschool.
评论 #7026972 未加载
sasvari超过 11 年前
previous submission and discussion: <a href="https://news.ycombinator.com/item?id=7016107" rel="nofollow">https:&#x2F;&#x2F;news.ycombinator.com&#x2F;item?id=7016107</a>
VLM超过 11 年前
I miss the associate -vs- employee meaningless fad. I guess its inevitable that some other group gets a meaningless renaming fad.
helenislovely超过 11 年前
We&#x27;re doing the same thing at Gamevy. We&#x27;re small at the moment which makes it (fairly) easy. As for how it goes as we grow - you can check out our blog on the &quot;experiment&quot;! <a href="http://giantleap.me/" rel="nofollow">http:&#x2F;&#x2F;giantleap.me&#x2F;</a>
mindcrime超过 11 年前
I recently read an absolutely fascinating book called <i>The Origin of Wealth</i>.[1] Nominally the topic is economics, but it&#x27;s far broader than that, talking about how all components of the economic system of wealth creation (including &quot;firms&quot;) are part of a Complex Adaptive System, and are often CAS&#x27;s themselves. The author makes the argument that a firm is a CAS using evolution to explore a &quot;fitness landscape&quot; in terms of it&#x27;s &quot;Business Plan&quot; (his term that encompasses strategy at various levels within the firm). IF you buy this theory, it has some very interesting implications in terms of how firms should be managed, and the author provides some interesting thoughts.<p>One point that stood out to me, is that all firms face a constant, internal tension between the need to do &quot;operational stuff&quot; that actually works very well with a traditional hierarchical management approach, and the need to do &quot;exploratory work&quot; which does NOT map well to hierarchy. Failing to understand and manage this tension may be why many firms feel so dysfunctional.<p>The other point that stood out to me, is the idea that instead of a strict hierarchy - or complete undirected chaos - the best way to combine efforts towards both goals is by having individuals with <i>a high degree of autonomy and empowerment</i> coupled with a <i>strong shared vision and common goals</i>.<p>In this model, the primary purpose of leadership is to imbue the members of the organization with that &quot;strong shared vision and common goals&quot;. Or to put it more simply, you tell people what needs to be accomplished, not how to accomplish it, and trust them to use their judgment.<p>On a related note, the book <i>Adaptive Enterprise</i>[2] makes a strong case for the idea of high decentralized teams, connected to each other through what the author calls a &quot;Commitment Management Protocol&quot;.[3]<p>I would say that both of these books have some useful ideas that could be applied to construct a better management structure than what most present-day firms use.<p>[1]: <a href="http://www.amazon.com/The-Origin-Wealth-Remaking-Economics/dp/1422121038" rel="nofollow">http:&#x2F;&#x2F;www.amazon.com&#x2F;The-Origin-Wealth-Remaking-Economics&#x2F;d...</a><p>[2]: <a href="http://www.amazon.com/Adaptive-Enterprise-Creating-Sense-And-Respond-Organizations/dp/0875848745" rel="nofollow">http:&#x2F;&#x2F;www.amazon.com&#x2F;Adaptive-Enterprise-Creating-Sense-And...</a><p>[3]: <a href="http://coevolving.com/blogs/index.php/archive/conversations-for-action-commitment-management-protocol/" rel="nofollow">http:&#x2F;&#x2F;coevolving.com&#x2F;blogs&#x2F;index.php&#x2F;archive&#x2F;conversations-...</a>
farginay超过 11 年前
Is there some result in the theory of random graphs that says that you can&#x27;t have a graph of a certain size without developing hubs? It seems to happen in most systems.
评论 #7027740 未加载
wil421超过 11 年前
&gt;show me any group of five human beings or five apes or five dogs, and I want to see the one where a status difference does not emerge. It’s who we are as creatures.<p>This. The need for management arose once we stopped being nomads and started to organize ourselves into collective groups. Look at Native Americans, even they had Chieftains.
评论 #7024445 未加载
评论 #7025277 未加载
评论 #7024414 未加载
juddlyon超过 11 年前
Nice gimick, straight from the Tim Ferriss school of language.