Zach Dell 谈基础力量、能源丰富与打造终身事业

然后我们可以利用这个价值来降低你的账单，降低你的价格，因为我们创造了价值。

Then we can leverage the value of that to lower your bill, to drop your price because we're creating value.

就像你家有一个盒子，它能赚钱，我们会以降低电费的形式和你分享这笔钱。

It's like we have a box on your house that is going to generate money, and we're going to share the money with you in the form of a lower electricity bill.

就是这么简单。

It's really that simple.

所以我们采用资产所有权模式，不是因为我们贪婪，或者我们真的就想拥有东西。

So the asset ownership model is not because we're greedy or we really just want to own things.

而是因为这是给客户提供最好产品的方式。

It's because it's the way to deliver the best product to the customer.

这才是最重要的。

That's all that matters.

对，在这个行业里，他们大多数情况下是垄断的，所以根本不怎么在乎客户。

Yeah, in an industry where they don't really give a shit about the customer because they're monopoly in most cases.

是的，这很复杂。

Yes, it's complicated.

首先，美国有管制州和放松管制州。

So first of all, there's regulated and deregulated states.

我们开始录音之前就聊过这个。

We were talking about this before we started recording.

这真的很有意思。

This is really interesting.

你能

Can you

解释一下这个吗？

explain this?

美国的管制州和放松管制州。

Regulated and deregulated states in The US.

这有点像历史课，但如果你回顾过去五十年，电力是美国少数几个没有完全放松管制的行业之一。

It's kind of a history lesson here, but if you look back over fifty years, electricity is one of the few industries in The US that did not get entirely deregulated.

航运、航空、电信、货运，还有九十年代末、两千年代初的电力行业。

Shipping, airlines, telecom, trucking, electricity in the late nineties, early two thousands.

实际上，加州是最早开始放松管制的。

Actually, in California, deregulation started there.

基本上，伊朗操纵了市场，搞垮了加州的电力市场，然后放松管制就完全停止了。

And basically, Iran manipulated the market and kind of busted the power market in California and deregulated deregulation, like, totally stopped.

而德州的里克·佩里和乔治·布什继续推动放松管制，德州的公共事业委员会也推行了这种竞争性的市场结构。

And Rick Perry and George Bush in Texas, like, carried the torch of deregulation, and the Public Daily Commission in Texas pushed this kind of competitive competitive market construct.

现在事情会变得更复杂。

Now it's gonna get even more complicated.

在德州，80%的市场是放松管制的。

In Texas, 80% of the market is deregulated.

还有20%的市场仍然是受管制的。

20% of the market is still regulated.

比如奥斯汀能源就是一家市政公用事业公司。

So Austin Energy is a municipal utility.

我们现在就在奥斯汀的办公室里，这里由奥斯汀能源供电。

So we sit here in Austin in our office that is served by Austin Energy.

我们不能成为奥斯汀能源的电力供应商。

We cannot be the electricity provider to Austin Energy.

圣安东尼奥的情况也一样。

Same thing in San Antonio.

那里的CPS是市政公用事业。

CPS is a municipal utility there.

乔治敦的情况也一样。

Same thing in Georgetown.

那里的乔治敦电力是市政公用事业。

Georgetown Electric is municipal utility there.

还有一类公用事业叫做合作社。

There's another category of utility called a co op or cooperative.

这更多是在农村地区，但现在有非常大的合作社，比如我们的客户CoServe，或者Pedernales Electric合作社，那是全国最大的合作社，也在得克萨斯州。

This is more in the rural areas, but now there's really big co operators like CoServe, who's a customer of ours, or Pedernales Electric Co op, that's the largest co op in the country also in Texas.

可以把它们看作是为成员利益运营的非营利组织。

Think of them as kind of nonprofits that operate for the benefit of the members.

所有成员，比如合作社的成员，都是合作社的股东，他们的职责就是降低电价。

All the members, like the cooperative, are owners of cooperative, and their job is to lower rates.

所以在得克萨斯州，你拥有80%的市场份额：休斯顿、达拉斯、北奥斯汀、Encore Center Point、AP区域，这些都是放松管制、竞争激烈的市场。

And so in Texas, you have 80 of the market: Houston, Dallas, North Austin, Encore Center Point, AP territory that is deregulated, competitive.

你可以注册成为能源零售商。

You can sign up to be an energy retailer.

你可以向任何人出售电力。

You can sell power to anybody.

有发电商运营天然气厂、燃煤电厂和核电站，他们通过像我们这样的零售供应商直接将电力卖给消费者。

You have the generators who operate the gas plants, coal plants, the nuclear plants, and they sell power through a retail provider like us directly to the consumer.

然后还有奥斯汀、圣安东尼奥和乔治敦的市政公用事业。

And then you have the municipal utilities in Austin, San Antonio and Georgetown.

还有合作社，比如CoServe、Guadalupe Valley Electric Co-op、Farmers Electric。

You have the co ops, CoServe, Guadalupe Valley Electric Co op, Farmers Electric.

这些都是我们的客户。

These are all customers of ours.

你说的客户是什么意思？

What do mean by customers of yours?

我们为公用事业公司建造电池组，他们使用的方式和我们一样。

So we build battery fleets for the utilities that they use in the same way that we do.

比如CoServ电力公司，我们已经为他们建造或者正在建造一个100兆瓦的电池组，而且很快会扩大规模，他们使用这些电池的方式和我们在竞争性市场中一样。

So for CoServ Electric, for example, we have built them or are in the process of building them 100 megawatt and soon to be expanded fleet of batteries that they use in the same way that we do in the deregulated markets.

他们在电价低的时候给电池充电。

They charge the batteries when the price of power is low.

他们在电价高的时候放电。

They discharge the batteries when the price of power is high.

他们通过差价赚钱。

They make money on the spread.

他们以降低价格的形式与会员分享差价。

They share that spread with their members in the form of lower prices.

那电池是他们自己安装的，还是你们负责安装？

And they're the ones installing your batteries, or you still did the installation?

我们帮他们安装了整个电池系统。

We installed the fleet for them.

所以是我们为他们建造的这个系统。

So we build them this fleet.

这就像他们过来说，我需要100兆瓦的公用事业规模电池。

So it's much like them going and saying, I need 100 MW of utility scale battery.

不是那种大型集装箱式电池，我们会在他们的服务区域内安装数千块电池，并给他们一个软件平台，网址是basepowercompany.com/coserve。

Instead of the big shipping container battery, we go put thousands of batteries on their service territory and we give them a piece of software, basepowercompany.com/coserve.

他们可以登录进去，看到整个电池系统，可以充电、放电，还可以安排系统的运行计划。这是一个批发电力资产，他们可以用它来降低电价，同时还能为他们的居民用户提供供电可靠性保障。

They can go in, they see their whole fleet, they can charge, discharge, they can schedule behavior of the fleet, and it's a wholesale power asset that they can use to lower prices, and then they get the reliability benefit for their homeowners.

好的。

Okay.

这正是我接下来想问的。

And so that was going to be my next question.

你们目前只给个人家庭安装电池，对吗？

You're only installing right now batteries on individual homes, correct?

没错。

That's right.

目前除了这个，你们还在做别的事情吗？

Are you doing anything else besides that at the moment?

今天，我们

Today, we're

只专注于住宅用户。

only focused on residential homes.

好的。

Okay.

回到市场结构的话题，在2000年代初期，有一波放松管制的浪潮。

Back to the market setup, in the early 2000s, you had this deregulation push.

得克萨斯州真的把这种趋势带到了中西部的一些州，比如俄亥俄和伊利诺伊，然后是东北部的宾夕法尼亚、新泽西、康涅狄格、马萨诸塞，还有纽约的部分地区，不过情况比较复杂，这些地方都在一定程度上放松了管制。

Texas really carried it towards a couple other states in the Midwest, Ohio and Illinois, then Northeast Pennsylvania, New Jersey, Connecticut, Massachusetts, parts of New York, but it's kind of complicated, all deregulated to an extent.

不是所有地方都这样，而且没有哪个州像得克萨斯州那样彻底。

Not all of them, and none of them really as far as Texas.

德州算是竞争最激烈、管制最少的市场。

Texas is kind of the most competitive and deregulated.

所以我们决定从这里开始。

That's why we decided to start here.

在放松管制的市场里，我们和零售能源供应商竞争，比如Jenn Taylor、Vistra、Constellation、NRG这些公司。

In relative to the deregulated markets, we compete with the retail energy providers, the Jenn Taylor's, Vistra, Constellation, NRG.

而在受管制的市场里，我们是公用事业公司的供应商，也是他们的合作伙伴。

And then in the regulated markets, we are a vendor to the utilities and we're a partner to them.

你说得完全对，他们没有动力去创新、建工厂、研发新型电池和技术，因为他们的盈利模式不是这样的。

And you're totally right, they don't have an incentive to innovate and go build a factory and come up with new kinds of batteries and technology, because that's not how they're set up to earn.

他们是受费率管制的。

They're rate regulated.

解释一下为什么他们没有动力这么做。

Explain why they don't have the incentive to do so.

对。

Yeah.

所以，如果有一个公用事业公司在某个服务区域拥有垄断权，比如说，假设太平洋煤气电力公司拥有整个加州，虽然这不完全准确。

So if you had a utility that had a monopoly ownership over a service territory, for example, let's say PG and E has all of California, which is not exactly true.

南加州有洛杉矶水电局。

There's LADWP in Southern California.

还有Soka Addison。

There's Soka Addison as well.

但为了举例说明，假设太平洋煤气电力公司垄断了整个加州。

But let's say PG and E, for the illustrative example, has a monopoly over all of California.

他们就可以无限提高费率，随意增加利润，这对消费者不利。

They can just raise rates indefinitely and just like jack profits, that would be bad for consumers.

所以，就有了费率基数的概念，由一个公共事业委员会来监管公用事业公司，告诉他们能建什么不能建什么，然后他们赚取受监管的回报，通常是他们投入的资本支出的9%，无杠杆。

And so instead, you have this concept of the rate base, where there's a public utility commission that kind of governs the utility, tells them what they can build and what they can't build, and then they earn a return that's regulated, and it's typically 9% unlevered on the CapEx they deploy.

所以他们去找监管机构，提交所谓的费率案件，就是说，我们需要建这些东西来满足需求，升级系统。

So they go to the regulator and they file what's called a rate case, which is like, we need to build all this stuff to meet demand and to upgrade the system.

监管机构说，可以，你们可以建。

The regulator says, Yes, you can build that.

然后他们就去建设，并从中获得回报。

Then they go build it and they earn a return on it.

他们没有动力去开发新技术。

There's no financial incentive for them to come with new technology.

他们唯一的动力就是扩大资产规模，建更多的东西。

Their only financial incentive is to go increase the size of the rate base and go build more assets.

所以我们出现，说我们是你们的技术合作伙伴。

And so we show up and say, we are your technology partner.

我们是你们外包的研发引擎。

We are your outsourced R and D engine.

我们会给你们带来更好的解决方案，让你们在不提高用户费率的情况下扩展基础设施。

We're going to bring to you better solutions so that you can scale your infrastructure without increasing rates for your ratepayers.

这就是我们服务受监管公用事业的方式。

That's how we serve the regulated utilities.

目前，我们的业务实际上是一个技术栈，这个我们可以深入讨论，它通过两种商业模式推向市场：受监管和不受监管的。

Today, our business is really one technology stack, which we can talk in-depth about, that is brought to market behind two business models, regulated and deregulated.

在非管制模式下，我们直接向房主卖电，在他们家周围安装电池，我们拥有并运营这些电池，然后把它投放到批发电力市场，直到电网正常运行。

The deregulated model, we directly sell power to the homeowner, we install a battery around their home, we own and operate it, we bid it into the wholesale power market till the grid's up and running.

当电网断电时，房主就能用上那块电池。

When the grid is down, the homeowner gets that battery.

那会是你的

That would be your

理想选择，如果你能打个响指就让整个国家都这样，那该多好。

preferred you would if you could snap your fingers, the entire country would be like that.

对吧？

Correct?

那会不会更好

Would that be Not better

对你的业务来说，或者从必要性上讲。

for your business or necessarily.

我们也很喜欢与公用事业合作的模式，因为它覆盖面广，而且与一个合作伙伴合作来服务大区域也有好处。

We love the utility partnership model too because it has really large reach and there are benefits to working with one counterparty to address a large service territory.

而且还有一些协同效应。

And there are some synergies.

比如说，你不会想让十根不同的电线都接到家里。

For example, you wouldn't want 10 different wires going to a home.

那样就太冗余了。

That would be redundant.

所以，电线杆和电线由监管机构管理是有道理的。

So it makes sense to have the poles and wires be regulated.

而且，我觉得能源市场有很多细微差别，所以很难说整个电网都应该被监管，或者整个电网都应该被放松监管。

And look, I think there's a lot of nuance in energy markets, and so it's hard to say the whole grid should be regulated, the whole grid should be deregulated.

这是一个非常地域性的问题。

It's a very geographically defined problem.

但放松监管的业务是直接面向消费者的零售电力，以及我们技术的批发市场参与。

But the dereg business is direct to consumer retail power and wholesale market participation of our technology.

受监管的业务则是我们作为公用事业公司的供应商。

The reg business is we are a vendor to the utilities.

我们建设这些电池储能系统，然后和他们签十年合同，他们随时间分期付款给我们。

We build in these battery fleets, and then we sign ten year contracts with them, and they pay us for that fleet over time.

这就是兆瓦即服务。

It's megawatts as a service.

这就是他们的业务模式。

That's what their business is.

兆瓦即服务。

Megawatts as a service.

我们建100兆瓦、500兆瓦、1000兆瓦，甚至吉瓦级，他们为此付费。

We build 100 megawatts, 500 megawatts, 1,000 megawatts, a gigawatt, and they pay us for that.

他们使用这些兆瓦，而我们通过他们长期向我们购买这些兆瓦来赚钱。

They use those megawatts, and we make money on them basically buying those megawatts from us over time.

好的。

Okay.

等等。

Wait.

再多说一点

Say something more

关于那个。

about that.

你说这些是十年期的合同？

You said these are ten year contracts?

是的。

Yeah.

这些通常是长期合同，我们为他们建一组电池，然后他们运营十年。

They're typically long duration contracts where we build them a fleet of batteries, and they operate them for ten years.

为什么长期这么重要？

Why is the long duration important?

嗯，这些项目资本密集度很高。

Well, they're highly capital intense.

对你来说还是对他们来说？

For you or for them?

对我们来说，因为是我们建的。

For us because we're building them.

所以长期合同能保证我们的现金流稳定，这样我们就能去融资。

And so the long duration contract gives us certainty of cash flows, which we can use to finance.

我觉得现在对你的业务更了解了。

I think I have a better understanding of your business now.

肯定是非监管业务比监管业务更清楚。

Definitely for the the non regulated than the regulated.

我想聊聊你是怎么看待公司建设的。

I wanna talk about, like, how you think about company building.

你从小就对创业特别着迷。

You've been obsessed with entrepreneurship since you were a kid.

你说你八年级还是七年级就开始创业了，差不多那时候吧？

You started your first company, you said, in eighth grade, seventh grade, something like that?

八年级。

Eighth grade.

对。

Yeah.

好的。

Okay.

说说

Talk

关于我的表兄弟们，他们在上高中，经验比我多一点，但也不多。

about My cousins who were in high school, had a little more experience than me, but not much.

好的。

Okay.

我从小就开始研究这个了。

I've been studying this since I I was mean, a little kid.

我是说，我亲眼见证了一位最伟大的企业家之一，至今仍是如此。

I mean, I had a front row seat to one of the guys, but one of greatest entrepreneurs of all time, still operating as one of the greatest entrepreneurs of all time.

而且学习的速度，我每天都能从他那里学到东西，我们关系非常亲密，你也知道。

And the rate of learning I I just get to learn from him every day, and we're incredibly close, as you know.

我们会交流想法，聊他的生意，也聊我们的生意，互相给反馈，有分歧就争论，特别有意思。

And We compare notes about and we talk about his business, and we talk about our business, and we provide each other with feedback, we disagree, and we argue, and it's a ton of fun.

所以从记事起，我一直在学习怎么打造公司，既通过那种方式，也在投资岗位上学习。

And so I've been studying the art of company building for as long as I can remember, both in that context and then also in the investing roles.

投资其实就是试图预测未来，同时要理解什么造就了一家伟大的公司，以及哪些公司会在那样的未来中胜出。

I mean, investing is really just trying to predict the future in the context of understanding what makes a great company and which ones are going to win that version of the future.

所以对我来说，这感觉就像是成为企业家的完美训练场。

And so it feels like, you know, it felt like to me the perfect training ground to become an entrepreneur.

你之前说你父亲迈克尔·戴尔是你的英雄。

So you said earlier that your dad, Michael Dell, is your hero.

他也是我的英雄之一。

He's one of my heroes too.

我昨天还跟他聊过。

I actually talked to him yesterday.

有趣的是，他看起来特别和善，但骨子里特别争强好胜，特别想赢，所以很难说清楚他到底有多友好，又有多好胜。

And the funny thing about that is, I mean, he's got this such a like a friendly UI, but he's so competitive and so like determined to win that there's such a I I don't even know how to, like, discuss a position between, like, how friendly he is and just how fiercely competitive he is.

既然你提到他，我想说说你之前跟我讲过的那个叫“老爸终端”的东西。

Since you mentioned him, I wanna bring up something you told me one time that you called the Dad Terminal.

你能解释一下什么是“老爸终端”吗？

Can you say what the Dad Terminal is?

可以。

Yeah.

你开玩笑说我是个有财务头脑的人，而彭博终端显然是金融行业的人用来提问、获取信息、思考和评估机会的不可思议的技术。

You joked that I'm a financially minded person, and the Bloomberg Terminal is obviously this incredible technology that people in the finance industry use to ask questions and get information and think and analyze opportunities.

而“老爸终端”就是我的版本，我会打电话给老爸，我们会聊商业话题、战略目标，还有我面临的挑战。

And the Dad Terminal is my version of that where I call up Dad, and we have conversations about business topics and strategic objectives and challenges that I'm facing.

这是最有趣的事，因为，你知道，除了我妈，他比任何人都更了解我，也更了解我脑子里在想什么。

And it's the most fun it's the most fun thing ever because, you know, he has more context than anyone but my mom probably on on me and what's going on in my brain.

而且他对业务有很多了解，因为我们经常聊天。

And he's got a lot of context on the business because we talk all the time.

他经营过一家垂直整合、资本密集型的面向消费者的硬件公司。

And he scaled a vertically integrated capital intense hardware company, consumer facing.

经营企业之间有很多相似之处。

There's lot of simulators between how to businesses.

所以我把它当作一个向他学习的机会。

And so I use it as an opportunity to learn from him.

我觉得时不时地，你知道，他会得到一些新的视角，或者我会问一些有趣的问题。

I like to think that every once in a while, you know, he gets a new perspective or I ask an interesting question.

他也能从我这里学到一些东西。

He learns a thing from me.

我想问，比如，最后一次是什么时候

I was gonna ask, like, when's the last

你给他讲了一个对他来说全新的情况？

time you presented him a situation that was new to him?

我

I

觉得这种情况经常发生。

like to think it happens pretty often.

你得问他。

You have to ask him.

对。

Yeah.

但挺有意思的。

But it's fun.

我的意思是，我们互相挑战、互相推动，基本上不花时间庆祝，几乎所有时间都在解决问题。

I mean, we challenge each other and push each other, and and it's we spend basically no time, like, celebrating, you know, and and basically all the time trying to solve problems.

你说得对。

And you're right.

他非常好胜，而且极其专注，但他总是带着微笑去做。

He's totally competitive and incredibly focused, but he does it with a smile.

我也试着这样做。

And I and I try to do the same thing.

而且我觉得你跟我们团队的人聊聊，他们会告诉你，我这个人挺较真、挺好胜，而且非常专注。

And I think you talk to the team here, like, they would tell you that I'm pretty intense and pretty competitive and quite focused.

但我做这些事的时候是带着笑容的，我尽量找乐子，而且我对工作非常认真，但我不会

But I do it with a smile, I try to have fun, and I take, you know, the job really seriously, but I don't

把自己看得太重。

take myself that seriously.

你刚才提到了好几次垂直整合。

You mentioned vertical integration a couple times.

为什么这这么重要？

Why is that so important?

只有当你打的是成本战的时候，这才重要。

It's only important if you're playing a cost focused game.

垂直整合不是因为好玩或者酷才做的。

It's not vertical integration because it's fun or because it's cool.

是因为我们想在成本上竞争。

It's because we're trying to compete on cost.

垂直整合是赢得成本战的好策略。

Vertical integration is a great strategy to win on cost.

电力是一种商品，最好的商品形式就是最便宜的，如果你要提供这样的商品，你就必须进行垂直整合。

Electricity is a commodity, the best form of commodity is the cheapest one, and if you're going to deliver that, you've to vertically integrate.

所以这就是我们垂直整合的原因。

So that's why we vertically integrate.

当你

When you

刚开始创办公司的时候，你是怎么从公司不存在，到决定要创建一个全新的、垂直整合的电力公司呢？

first started the company though, how do you go from this company doesn't exist to I'm going to create a comp like a new, essentially, power company that's vertically integrated?

大量的阅读、写作、思考，还有和我的联合创始人贾斯汀，以及我们的第一位员工贾里德，还有达娜和科尔，以及早期加入公司的那些人一起反复讨论。

A lot of reading, writing, thinking, and, you know, deliberation with my cofounder Justin and and, you know, Jared, who's our first hire, and and Dana and Cole and the early people that that joined the company.

我觉得我们到现在还是这样做的。

I think we still do this to this day.

我们做了很多爬行、走路、跑步这样的渐进式推进，大量迭代，大量测试和学习。

We do a lot of crawl, walk, run, a lot of iterating, a lot of testing and learning.

而且我认为，我和贾斯汀一开始就相信，能源行业正在经历一场范式转变，电池储能在这种转变中是一项非常有价值的技术，而在美国建立一个高度优化的电池组组装业务，将会是一个非常有利的定位。

And I think we started, Justin and I, with a belief that the energy industry was going through a paradigm shift, that battery storage was a really valuable technology in that paradigm shift, and that building a battery pack, highly optimized battery pack assembly business in The US was going to be a really strong position to be in.

那为什么这么看重这一点呢？

That's about Why on that point?

因为电池有

Because batteries had a

很大的价值，而且基本上大部分利润都被原始设备制造商拿走了。

lot of value and there was a lot of margin being captured by the OEMs, basically.

那为什么在这里生产很重要呢？

So why is it important to manufacture it here though?

为了控制供应链。

To control the supply chain.

其实重点不在于它是在这个国家还是那个国家生产，而在于把工程和制造结合起来，在你设计产品的地方生产，让设计和制造的工程师紧密合作。对。

It's less about physically where it is being in this country or another country and the fact that coupling engineering and manufacturing and actually making the thing where you design the thing and having the engineers that make the thing and the engineers that design the thing Yeah.

嗯，我们聊过，你有

Well, we talked you have

很多，我之前做过一期关于埃隆的节目，讲他是怎么工作的。

a lot of I did this episode on Elon, how Elon works.

我觉得这是《Founders》有史以来下载量最高的一集。

I think it's the most downloaded episode of Founders ever.

你身上有很多SpaceX的文化或理念的影子，我从你这里听到的。

You have there's a lot of, like, SpaceX culture or ideas that I hear from you.

对。

Yeah.

而且很明显，贾斯汀当时也在场。

And obviously, Justin was there.

对。

Yeah.

是的。

Like Yeah.

我的意思是，贾斯汀，贾斯汀在他职业生涯的形成期就在那里。

I mean, Justin Justin was there for kind of the formative years of his career.

当然，还有安德鲁·罗尔。

Obviously, Andrew Roll as well.

我们的第一个员工贾里德，也参与了他职业生涯的成长阶段。

Jared, our first hire, was there for the formative years of his career.

琼斯也一样，他是我们第四个招进来的。

Same with Jones, who's hire number four.

我们这里有很多来自SpaceX的人。

We've got a lot of SpaceX people here.

这是一家我非常敬佩的公司。

It's a company that I deeply admire.

我认识了那里的首席财务官布雷特·约翰逊。

I've gotten to know Brett Johnson, the CFO there.

我非常敬佩他和格温，当然，埃隆是有史以来最伟大的技术专家。

Really admire him and Gwen, and of course, Elon is the greatest technologist of all time.

我觉得SpaceX内部的文化、运营节奏，以及他们专注于关键路径、扫清障碍、朝着目标前进的能力，所有这些都围绕着他们的使命，这非常鼓舞人心，也是我们试图效仿的。

And I think the culture inside of SpaceX and the operational cadence and the way their ability to focus on the critical path and unblock things in their path to get to their goals that are all oriented around their mission is super inspiring and something we've tried to replicate.

而且他们真的很难在办公空间上与之竞争。

And they're really hard to compete against office space.

我觉得是去年，或者大概六个月前吧。

I think it was here last year or like maybe six months ago.

然后你会说，对，那边那栋楼，我们差点就签了租约，结果马斯克来了，把它抢走了。

And you're like, yeah, that building over there, we almost had a lease and then Elon came in and swooped it

抢走了。

in.

对，确实。

They Yeah.

挺遗憾的，但只能往前看，不能往后看。

It was a bummer, but you can only look forward, not backwards.

所以我们找到了新地方。

So we found a new spot.

其实会更好。

It's going be better, actually.

我们要建一个园区，包括制造、工程，所有东西都在这个……

We're going to build up a campus with manufacturing, engineering, everything in Is this

是机场旁边那个吗？

the one out by the airport?

对。

Yeah.

那多聊聊这个吧。

So talk more about this.

好的。

Yeah.

业务在增长，我们得扩大生产规模。

So business is growing and we've got to expand our manufacturing footprint.

当然，人员也在增加。上次你来的时候，我们好像还只在一楼。

Of course, the headcount too, I mean, last time you were here, think we were just on the 1st Floor.

现在三层楼都满了。

Now we're on all three floors.

很快我们就会填满

We'll soon fill

把整个地方都填满了。

up the whole thing.

哥们，这增长太疯狂了。

Dude, the growth is crazy.

我翻了你们公司的月度报告，是啊，确实如此。

So I was reading through all of your company monthly Yeah, it did.

就像，好吧，我们一天做1.3个或者6个，然后我跳着看，直接翻到结尾，发现这些产品到处都是，成千上万。

It's like, okay, we're doing 1.3 a day or six a day, and then I skipped, I went to the end and we have tens of thousands of these things everywhere.

这确实很厉害。

It's pretty impressive.

就是疯狂的专注，不懈的执行力，然后每天、每周、每月都努力进步一点点，这样就能做成很多事。

It's just maniacal focus, relentless execution, and try to get a little bit better every day, every week, every month, you can get a lot done.

业务增长很快，我们必须扩大生产规模。

Business is growing a ton, we've got to expand our manufacturing footprint.

员工人数也在增加，我们非常重视面对面工作，让所有人都在同一个地方，你知道的，一个团队，一个梦想，一种文化。

Our headcount is growing, and we feel really strongly about in person work, having everyone in the same place, you know, one team, one dream, one culture.

不是那种，哦，工厂的人和办公室的人分开的。

It's not like, oh, the factory people and the office people.

而是一个公司，我们一起吃午饭。

It's like one company, and we eat lunch together.

我们一起相处。

We spend time together.

所以让所有人都在同一个地方工作真的很重要。

And so having everyone co located is really important.

对。

Yeah.

而且你的办公桌就在这儿。

And your desk is right here.

对。

Yeah.

对。

Yeah.

就跟其他人一样。

Like in just the same as anybody else's.

对。

Yeah.

当然。

Of course.

有一个

There's a

很多，再说，我对埃隆经营公司的方式非常着迷，他有一些我觉得非常简单的想法，但它们都能协同运作。

lot again, like, I I I am fascinated by the way Elon runs his companies, and then he has a what I feel is, like, very simple ideas, but they all work together.

显然，他在做很复杂的事情。

Obviously, he's doing complex shit.

对。

Yeah.

但这并不是什么高深莫测的事。

But it's not like rocket science.

私人办公室太没意思了。

Private offices are lame.

我想待在热闹的地方。

Like, I wanna be in the thick of it.

我想和大家在一起。

I wanna be with everyone.

我想听到周围的声音。

I wanna overhear stuff.

我也想让大家听到我。

I want people to overhear me.

我希望大家觉得可以随时来我桌前问我问题。

I want people to feel like they can come to my desk and ask me questions.

这样就是更好。

And it's just it's just better.

更有趣。

It's more fun.

我喜欢，我热爱这个团队。

I like I love the team.

我喜欢和他们在一起。

I like being with them.

没有必要躲在一个私人办公室里。

There's no reason to, like, hide away in a in a private office.

而且，也不该享受特殊待遇。

And also, don't deserve special treatment.

我和实习生一样都是团队的一员，就像一周前刚入职的那个人一样，也像第三个加入的成员一样，我们都在同一个团队里。

I'm on the team just like the interns are on the team, just like, you know, the the the person who started a week ago was on team, just like the third hire is on the team and we're all on the same team together.

我们吃同样的

We eat the

食物。

same food.

我们拥有同样的

We have the

一样的办公桌。

same desk.

我们用一样的工具。

We use the same tools.

我觉得这才是正确的做事方式。

I just think that's the right way to operate.

所以，是的，这个新设施会很棒。

And so, yeah, this new facility is going be amazing.

我们会把所有东西都放在一起。

We're going have everything co located.

你看，去圆石城，我想你去过。

And look, mean, go to Round Rock, and I think you've been.

你看到那个戴尔的设施。

You see the the the Dell facility.

我的意思是，很久以前，大家都在那里。

I mean, a long time, everyone was there.

当然，现在公司已经是全球规模了，到处都有办公室，但我看到这种做法对其他公司效果很好，我觉得对我们也会有效。

And of course, now the company is at global scale and they've got offices all over the place, but I've seen that work really well for other companies and I think it'll work well

对我们来说。

for us.

好的。

Okay.

那多讲讲组织结构吧。

So talk about more of the structure.

你们不把设计、工程和制造分开。

You don't separate design, engineering, and manufacturing.

都在同一个地方？

It's all in one location?

对。

Right.

好的。

Okay.

这些现在就在街对面进行吗？

And that's taking place right now across the street?

是的。

Yeah.

我是说，你往那边走两分钟就能到一号基地工厂，你会看到那里有一条小车道，工程师们整天来回走动。

So I mean, you could walk for two minutes that way and you'll hit Base Factory 1, and you'll see there's like a little driveway here, and you'll see engineers walking back and forth all day long.

他们大多数人都有滑板车和高尔夫球车之类的。

And most of them have scooters and golf carts and things like that.

产品就是在那里制造的。

And that's where the product is made.

而这里则是项目设计的地方。

This is where the project is designed.

所以来回就是走路、坐高尔夫球车或者滑板车。

And so it's a walk or a golf cart or a scoot to get back and forth.

而且，能够设计一个零件，走到工厂去看零件如何组装，找出故障模式并修复，然后和每天见面的人快速迭代，这种能力真的很重要。

And just having the ability to go design a part, walk over to the factory, see how the part is being assembled, figure out the failure mode and fix it, and iterate quickly with people that you see every single day.

这真是极大地加速了执行的速度。

It's just a massive accelerant and pace of execution.

有意思的是

It's funny

对我来说，因为我读了很多关于强盗大亨、工业革命的书，我觉得在美国历史上有一段，大概五十年到七十年的时间，我们把这些东西给忘了。

to me because I've read a ton about the robber barons, the industrial revolution, and I feel like there was a good, I don't know, fifty, seventy year chunk in American history where we forgot these things.

但你描述的方式正是福特当年做的，也是卡地亚做的。

But the way you describe it is exactly what Ford used to do, It's what Cartier did.

这就像美国所有工业在搬走之前所做的那样。

It's like what all of industry in The United States before it was moved out used to do.

就好像我们有点失去了这些知识，现在又回来了。

And it's like we had we kinda, like, lost that knowledge, and now it's, like, coming back.

对，没错，伙计们。

It's like, yeah, guys.

这正是他们以前做的。

It's exactly what they used do.

我们为什么不也这么做呢？

Why don't we just do it that way too?

完全同意。

Totally.

而且我们有很多马斯克的公司，特斯拉和SpaceX，但还有，你知道，其他一些公司。

And and we have a lot of the Elon companies, Tesla and SpaceX, but also, you know, and a role.

我们要感谢这些公司培养了一整批工程师，教他们怎么造硬件产品，怎么扩大生产规模，怎么搭建供应链，而且我们之前没有——很高兴你提到这个。

We we have these companies to thank for training a whole cohort of engineers on how to build hardware products, how to scale manufacturing, how to ramp a supply chain, and we didn't like I'm glad you brought that up.

我前几天在想，

Was thinking the

就在想，

other day, was like, could

你

you

能想象如果马斯克不在这个领域，美国会有多大的缺口吗？

imagine the deficit that America would have if Elon didn't exist in this domain?

软件方面我们肯定没问题，但就这个人，太关键了。

Software we'd be crushing, but this, like this one guy.

我觉得这是任何人给人类做出的最了不起的贡献。

It's the most incredible contribution I think anyone has ever made to humanity.

不只是他建立的公司，还有他培养的工程师，这些人后来都去创建了其他伟大的公司。

It's not just the company that he's built, but the engineers that he's trained that have gone on to build other great companies.

就像我说的，在我看来，他是有史以来最伟大的技术专家。

Like said, he's the greatest technologist of all time in my opinion.

能雇到他培养过、跟他工作过、从他那里学到东西的人，真是巨大的优势。

It's been a massive advantage being able to hire people that he's trained that have worked with him, that have learned from him.

他们把最好的经验带到这里。

They bring their best practices here.

然后公平地说，我们会加以调整。

And then to be fair, we adapt them.

对吧？

Right?

我们做事的方式非常基础。

Like, we do things in a very base way.

我们有各种基础节奏、海龟图、仪表盘，还有我们的北极星指标。我们来深入聊聊这个。

We have all kinds of things like base pace and, you know, the turtles and the the dashboards and, you know, our north stars Let's go into this.

所有这些，

And all these things

我们来深入聊聊这个。

Let's go into this.

这些都是我们文化的核心，是从我们团队的运作方式和解决问题的方式中自然涌现出来的。

That are that are core to our culture that just kind of bubbled up out of the way that our team operates and the way that we solve problems.

其中很多是受到SpaceX和特斯拉等公司的启发，但也有很多是我们自己独有的。

And many of them are inspired by companies like SpaceX and Tesla, but a lot of them are kind of organic to us.

好的。

Okay.

那今天就讲讲这些吧。

So explain some of these things today.

所以你看，我觉得从最早的时候开始，你可以回去看看我们写的一些东西，我一直非常专注于少数几个重要的目标，这些目标非常清晰，全公司都能理解。

So look, I think we, from the earliest days, and you can go back and look at some of the artifacts in writing of this, I've been very focused on a small number of important goals that are very clear and understandable by the whole company.

我们一直对这些目标负责。

We've been accountable to those goals.

比如我们每个月都会写更新，说说我们做了什么。

Like we write updates every month on, like, what do we do?

我们没做什么。

What do we not do?

下个月打算做什么。

What are we gonna do next month?

我们就是这么做的。

And we do that.

你知道吗，我已经连续写了三年半的月度更新，每个月都写。

You know, I've written one of these monthly updates now for the last, you know, three and a half years every single month.

从来没有落下过一个月。

Never missed a month.

没打算停。

Don't plan to.

坐下来把整件事写下来，对我来说其实是一种宣泄。

It's a huge it's cathartic for me to sit down and kinda write the whole thing.

而且我觉得，对公司来说，有这样一份记录，能清楚知道发生了什么，是很有价值的。

And I think it's an asset for the company to have this account of, okay, what happened?

下个月会发生什么？

What's going to happen next month?

这些更新是很好的招聘工具。

They're a great recruiting tool.

也是很好的融资工具。

They're a great fundraising tool.

从一开始，我就是用一份备忘录创办公司的。

From the beginning, started the company with a memo.

我想你应该读过。

I think you've read it.

有十页。

It's 10 pages.

从头到尾，Base Power是什么？

Top to bottom, what is Base Power?

它为什么存在？

Why does it exist?

我们要解决什么问题？

What is the problem that we're solving?

我们打算怎么做？

How are we going do it?

你从哪里得到

Where did you get

写那份最初备忘录的想法的？

the idea to write that initial memo?

我就是那种必须写清楚才能想清楚的人。

I'm just the kind of person that has to write clearly to think clearly.

我一直是个喜欢写作的人。

I've always been a writer.

我很喜欢写作。

I loved writing.

我也很喜欢阅读，跟你一样。

I love reading, much like you.

可能这种写备忘录的文化，有一部分来自金融和投资领域，就是要把想法写在纸上，但对我来说，如果写不清楚，我就没法想清楚。

Maybe some of the memo culture stuff comes from finance and investing and and getting your ideas out on paper, but I just can't think clearly if I don't write clearly.

所以那份备忘录其实是我自己需要写的。

And so I needed the memo for myself.

所以你在这儿，就随身带着这个小笔记本，

So you just in here, you like carry this like little notebook with you

也是。

too.

对。

Yeah.

我

I've

一直都用笔记本。

always done my notebooks.

我有两本笔记本。

I have like two notebooks.

一本红色的，用于工作；一本黑色的，用于思考。红色那本我在办公室开会时随身带着，黑色那本放在家里，用来做战略规划。等等。

I have the red notebook, which is in the business, and I have my black notebook, which is on the business, and the red notebook I'm carrying around in the office meetings, and the black notebook is for at home, and I'm trying to strategize and Wait.

解释一下“在业务中”和“在业务上”的区别。

Explain the difference in and on.

我觉得这是

So I think it's

一个关于“在业务中工作”和“在业务上工作”的概念。

a concept of working in the business and working on the business.

在业务中工作，就是处理眼前的问题，解决当务之急。

Working in the business is I'm blocking and tackling and solving problems that are blocking us today.

我在处理人事问题、产品问题，以及那些迫在眉睫的紧急事务。

I'm trying to figure out personnel problems and product problems and acute issues that are near term.

而经营业务则是思考六个月后、十二个月后的情况，进行战略推演和棋局布局。

And then working on the business is thinking six months out, twelve months out and strategic wargaming and chess playing.

我很想看看那个笔记本，

I would love to read that notebook,

顺便说一下。

by the way.

如果你不想分享的话，那可能涉及隐私。

It might be private if you don't want to.

里面确实有些好东西。

There's some good stuff in there.

但也有各种各样的

There's also all kinds

坏东西在里面。

of bad stuff in there.

我知道。

I know.

这就是我

That's I

我尽量把一天的时间划分得很清楚，比如，在办公室的时候，我几乎完全是在处理业务上的事。

try to segment out my day with very specific like, okay, when I'm in the office, I'm largely almost always exclusively working in the business.

然后我每天晚上基本九点就离开办公室。

And then I leave the office basically at 9PM every night.

如果让我自己决定，我会待得更久，但我有一个我爱的妻子，我想在她睡觉前多陪陪她。

If it were up to me, I'd stay longer, but I have a wife who I love and I want to spend time with before she goes to bed.

我九点离开，然后去陪她，直到她睡觉。

I'd leave at nine, I go hang out with her till she goes to bed.

然后十点到十一点，或者九点到十点，我大概都和她在一起，然后她就去睡了。

And then ten to eleven or nine to ten, I'm with her roughly and she goes to bed.

然后我打开那个黑色笔记本，坐下来，手机放在另一个房间，电脑也放在另一个房间，我就专注于思考战略，什么是最重要的，以及我们有没有遗漏什么。

And then I open up the black notebook and I sit and my phone's in another room, my computer's in another room, and I just focus on strategy and what's most important and what are we not thinking about.

有时候我确实有很具体的事情要做，比如需要写一份备忘录的提纲，或者接下来几周要发生的大事，我得想清楚，比如一个大问题。

And sometimes there's very specific things I need to do, which is like I need to go write an outline of a memo or of a big thing that's happening in next couple of weeks that I have to figure out, like a big problem.

有时候我就坐在那儿，完全不知道要写什么，就盯着空白页，直到脑子里冒出点什么。

And sometimes I just sit and I have no idea what I'm going to write about, and I just stare at a page until something pops into my head.

这个过程确实产生了一些最好的想法。

And that process has yielded some of the best ideas that have that have come.

我觉得，通过有意识地在一天中分配时间，专门用来做业务上的事，而不是业务内的事，这很有帮助，而且实际上用一本不同颜色的笔记本也有帮助。

And I think by, like, deliberately allocating time in the day towards working on the business versus in the business, it helps you and, like, actually physically having a different notebook that's, like, a different color.

我打开黑色笔记本，就想着，该发挥创意了。

And I open the black notebook, and I'm like, it's time to get creative.

就像那样，而且我不在办公室。

Like that, and I'm not in the office.

我在家，已经下班了。

I'm like at home, it's after hours.

这种划分——什么时候做业务内的事，什么时候做业务上的事——真的帮了我很多。

And that just has really helped me that segmentation of when to work in the business and when to work on the business.

你觉得用笔写在纸上这种传统方式有什么特别之处吗？

Do you think there's something special about it being analog that you're actually writing with pen to paper?

当然有。

For sure.

我试过用电脑，但好点子全没了。

I've tried to move to computer and all the good ideas go away.

也不是完全没了。

I mean, not entirely.

对吧？

Right?

实际上，我早上起得很早，早上六点到八点是我效率最高的时候。

And like what happens is, I wake up pretty early in the mornings, and, you know, six to 8AM is kind of my most productive time.

但那是早上的事。

But that I'm in the morning.

我早上基本上是在做前一天晚上给自己安排的工作。

I'm I'm kind of like doing the work that I assigned myself the night before.

所以我就想，好吧，得解决这个，解决那个。

So I'm like, okay, gotta solve this, solve that.

然后我打开电脑，那些都在电脑上。

And then I open the computer, and that's all on the computer.

然后我就在实际执行了。

And then I'm like actually executing.

但晚上有那么特别的三十到六十分钟，拿着笔和纸，没有干扰。

But there's like this special, you know, thirty to sixty minutes in the evening with a pen and a paper and no distractions.

收不到通知。

I can't get a notification.

接不到电话。

I can't get a call.

就是完全专注，我真的很享受那种状态。

Like, I'm just focused, and I really enjoy that.

我相信有些人用数字工具也能专注，但对我来说，用纸笔真的让我思路更清晰、更专注。

And I'm sure some people have the have the capacity to focus, you know, using digital tools, but, like, the analog is really clarifying and focusing for me.

Deel 就是最优秀的创始人如何把全世界变成自己的人才库。

Deal is how the best founders turn the world into their talent pool.

我研究历史上最伟大的创始人如何运作已经有十年了。

I've been studying how history's greatest founders operate for a decade.

他们都有一个共同点，那就是明白招聘和雇佣最优秀的人才是你最重要的优先事项。

And one thing they all have in common is they understand that recruiting and hiring the very best talent is your most important priority.

A 级人才会识别其他 A 级人才，这就是为什么像 Ramp、Shopify、Eleven Labs、Uber 和 DoorDash 这样的顶级公司都使用 Deel。

A players recognize other a players, which is why top companies like Ramp, Shopify, Eleven Labs, Uber, and DoorDash all use Deel.

我认识的许多顶级创始人在使用 Deel 的产品后，都亲自投资了 Deel。

Many of the top founders I know have personally invested in Deel after using their product.

他们发现，Deel 是全球招聘基础设施方面做得最好的公司。

And what they discovered is that Deel is the best company in the world at building infrastructure for global hiring.

Deel 会帮助你的企业在全球范围内招聘、支付和管理任何员工，这样你就能留住最优秀的人才，并把剩下的时间专注于你最擅长的事情——为客户创造价值。

Deel will help your business hire, pay, and manage any worker anywhere in the world so you can retain the best talent anywhere and spend the rest of your time focusing on what you do best, delivering value to your customers.

Eleven Labs 的创始人对 Deel 能为你的公司带来的价值有一个很好的描述。

The founder of Eleven Labs has a great description of the value Deel can give your company.

他说，我们创建Eleven Labs就是为了打破语言和沟通的障碍。

He said, we built Eleven Labs to break down language and communication barriers.

有了Deel，我们可以在全球各地招聘和支持优秀人才，从而加速创新，把更多声音、故事和想法带到世界的每个角落。

With Deel enabling us to hire and support exceptional talent anywhere, we can accelerate our innovation and bring more voices, stories, and ideas to every corner of the world.

超过4万家企业信任Deel。

Deel is trusted by over 40,000 businesses.

今天就去deal.com/senra了解一下他们如何帮助你的企业吧。

Learn how they can help your business today by going to deal.com/senra.

网址是deal.com/senra。

That is deal.com/senra.

所以回到北极星这个概念。

So go back to this idea of North Star.

这就是让整个公司聚焦于几个简单的目标。

This is a handful of simple ideas that you're getting the entire company to focus on.

你怎么描述？今年我们必须完成三件事，才能保持在实现使命的轨道上。

How do you describe There's three things that we must accomplish this year to stay on path towards our mission.

所以它已经成为了全球最大的分布式电池车队，也是全球增长最快的电池车队，以最低的成本部署电池，因为在商品业务中，成本决定一切。

So it's become the largest distributed battery fleet in the world, the fastest growing battery fleet in the world, land the batteries at the lowest land it cost because it costs everything in a commodity business.

而且

And

那“部署”是什么意思？

then land mean?

有

Have

以每千瓦时的成本，比任何人都便宜地把电池接入电网。

gets the batteries on the grid on a per kilowatt hour basis cheaper than anyone.

那你怎么影响这个价格呢？

And how do you affect the price of that?

实际上，你如何影响硬件、安装成本、客户获取成本、所有开销以及运营成本，才能把电池部署到位。

The How do you actually of the hardware, the installation cost, the customer acquisition cost, all the overhead, and the operations to get the battery there.

好的。

Okay.

所以就是快速增长的电池车队，最低成本的兆瓦时，基本上就是这样，然后是财务可持续性，基本上就是单位经济性的盈利能力。

So it's fast growing battery fleet, lowest cost megawatts, basically, and then financial sustainability, which is basically profitability of unit economics.

对吧？

Right?

就是这三件事。

Those are the three things.

这三个就是北极星指标。

And those are the three North Star.

如果你走进办公室，在办公室中间楼梯旁边，有一张海报。

And if you walk in the office, in the middle of the office by the stairs, there's a poster.

很漂亮。

Beautiful.

那是我们设计团队特意精心设计的，但上面只有那三个北极星指标。

It's well designed by our design team on purpose, but it only has the three north stars.

同样的海报也挂在工厂中间，每个人每天都会经过看到。

And that same poster is in the middle of the factory, and everyone walked by every single day.

年初的时候，我给团队发了封邮件，说，看，这就是我们的三个北极星目标。

And at the beginning of the year, I sent out an email to the team, I and said, look, these are our three North Stars.

如果今年我们能把这三大目标都搞定，那我们就能朝着使命稳步前进。

If we get these three things done, these three these three things done, this year, we're going to be on track towards our mission.

所以大家心里都清楚，要想实现这个使命，这三件事是必须完成的。

And so people know, okay, if we want to achieve this mission, these are the three things we have to get done.

然后，北极星目标下面还有一些具体的目标，这些是我们为了实现北极星必须完成的具体任务。

And then there are goals that come downstream of the North Stars that are specific things that we have to accomplish to hit the North Star.

所以我们内部做的所有事情，都围绕着这些北极星目标。

And so everything we're doing internally is focused on those North Stars.

我们就有这么明确的北极星目标。

So we have these very specific North Stars.

我们还有月度更新，用来协调团队。

We have these monthly updates that organize the team.

然后我们就一门心思地专注于扫清实现这些北极星目标的关键路径上的障碍，这样我们就能保持在使命的轨道上。

And then we're just maniacally focused on unblocking whatever is on critical path towards achieving those north stars, which keep us in track for that mission.

所以我提到了那个乌龟。

So I mentioned the turtle.

这个乌龟就是我们用的一个工具，而且还有别的工具。

So the turtle is this this device that we use, and there's devices.

对吧？

Right?

就像一些工具。

There's like tools.

乌龟是个工具。

Turtle's a tool.

指标和仪表盘也是工具。

The metrics and dashboards are a tool.

我们两个都会讲到。

We'll talk about both of them.

更新也是工具，用来整理思路和写作。

The updates are a tool, the writing and the organizing thoughts.

所以这个乌龟就是一个实实在在的实体乌龟。

So the turtle is a literal physical turtle.

实际上有好几个这样的乌龟，放在关键路径上那个人的桌子上。

Now there's actually a couple of them that goes on the desk of the person that is on critical path.

只有当关键路径上的问题解决了，这个乌龟才能被移走。

That turtle can only be moved when critical path is resolved.

和乌龟配套的还有一个叫“烫手山芋”的东西。

So with turtle comes a thing called a hot potato.

烫手山芋基本上就是一个围绕某个问题组建起来的小组。

And a hot potato is like a squad basically that spins up around a problem.

比如业务上出了问题。

So we have a problem in the business.

供应链中有个环节，我们没法大批量拿到货。

There's a part of the supply chain that there's a part that we can't get at volume.

所以供应链负责人的桌子上就放着乌龟，同时有一组人都在努力解决那个问题。

And so there's a turtle on the desk of the head of the supply chain, and there's a team of people that are all working on solving that problem.

而且每天都有一次会议。

And there's a meeting every single day.

每周还会给全公司发一封邮件，发到updates@basepowercompany.com。

And there's an email that goes out every week to the entire company to updates@basepowercompany.com.

邮件内容就是热点问题的更新。

There's a hot potato update.

就是说，嘿，这是目前公司里最卡脖子的问题。

It's like, Hey, this is the constraint in the business right now.

这是我们正在采取的解决措施。

This is what we're doing to resolve the constraint.

这是接下来要做的步骤，把问题解决掉。

These are the next steps to get the thing resolved.

等热点问题解决了，会再发一封邮件，说热点问题已解决。

Then when hot potato is resolved, there's an email that goes out and says, Hot potato resolved.

搞定。

Done.

然后那些人就回到他们正常的业务流程中去了。

Then those people go back to their normal course of business.

并不是说他们永远每天都要开会。

It's not like they're in a meeting every single day forever.

他们开会直到工作完成。

They're in a meeting until the job gets done.

那个乌龟，其实是个挺搞笑、挺傻的东西。

The turtle physically It's a funny, silly thing.

现在办公室里有毛绒乌龟、陶瓷乌龟，各种乌龟都有。

Now there's a plush turtle, there's a ceramic turtle, there's all kinds of turtles around the office.

还有一个简化版，就是你需要去解决阻碍。

There's a little version of this where you need to unblock.

这个概念就是，认真对待工作，但别太把自己当回事。

This concept of take your work really seriously, but don't get yourself that seriously.

我们到处都放着乌龟毛绒玩具，还有这种内部笑话，但对大家来说真的很有激励作用。

We have freaking turtle stuffed animals all over the place and little inside jokes like this, but they're really motivating for people.

大家都很自豪能拿到这只乌龟，因为这代表着我的工作就是去打通业务，推动公司前进。

And people take pride in having the turtle because it's like, it's my job now to unblock the business and to move the business forward.

所以我们聊聊，你知道，那就是工具，对吧？

So we'll talk about, you know, that's the tool, right?

每家公司都会用指标和仪表盘，但我觉得我们做得特别用心。

Every company uses metrics and dashboards, but I think we do it in a really thoughtful way.

所以如果你在办公室走一圈，你会看到什么？

So if you walk around the office, what do you have?

看起来就像个百思买。

It looks like a Best Buy.

到处都是电视屏幕。

There's TVs popping out everywhere.

每台电视上都显示着对公司重要的指标，好的用绿色标出来，坏的用红色。

And every TV has metrics that matter to the company on those TVs, good ones in green, bad ones in red.

我们开玩笑说，公司里每个团队，就像你提到的，都坐在那种牛棚式的座位里，开放式的办公布局。

And we joke that every team at the company, as you noted, we all sit in kind of bullpen seating, open floor plan.