What You Do Is Who You Are: How to Create Your Business Culture

　　矽谷創投大師、企業經營奇才、《紐約時報》暢銷作家 教你打造致勝企業文化

　　一般而言，人們被時空及環境所形塑，但卻有極少數的領導者，形塑時空與環境，於是迷戀歷史、且對於人們出人意表的行為特別感興趣的本．霍羅維茲對每個企業提出了一個問題：你要如何打造並維持你想要的企業文化？

　　霍羅維茲堅信，企業的每個決定──甚至小至出差時的夜宿飯店、會議長短──都深受企業文化影響，如果企業文化不夠明晰，便很可能會出錯，因此，為避免上述情形，霍羅維茲依據不同的領導者與企業文化塑造方式，提出了四種模型供所有企業家們學習：

　　•杜桑·盧維杜爾──受奴役而起身反抗的海地革命領導者
　　•日本武士──身處日本政界中心長達700年，引領當代日本文化
　　•成吉思汗──創建世界版圖最大的元式氏王朝
　　•沙卡·桑戈爾──因謀殺罪入獄，並在獄中勢力最龐大的幫派，進而形塑出特有的獄中文化

　　霍羅維茲綜觀現代著名企業，套用至上述四種模型中，以解釋各企業的成功秘訣，如成立網飛的里德·哈斯廷斯、創建優步的特拉維斯及希拉蕊便具有盧維杜爾的文化影子；麥當勞首位非裔總裁唐·湯普森、收益達80億美元的前線通訊公司總裁瑪姬·維爾德羅特則與成吉思汗的文化包容性相符。

　　所有企業都曾自問：我們是誰？人們會怎麼談論我們？為什麼我們市佔率這麼低？我們該怎麼對待客戶？我們是否正中人們痛點？我們值得信賴嗎？

　　在探尋歷史、走訪古代與現代後，霍羅維茲帶領為所有企業提出了解答：你在牆壁上列出的特點，不能代表你；你在公司重要會議所說的話，不能代表你；你策劃的行銷活動，不能代表你；甚至你的信念，也不能代表你。你所做的，才能代表你；而本書便要帶領你成為你想成為、且眾人景仰的領導者。（文/博客來編譯）

　　Ben Horowitz, a leading venture capitalist, modern management expert, and New York Times bestselling author, combines lessons both from history and from modern organizational practice with practical and often surprising advice to help executives build cultures that can weather both good and bad times.

　　Ben Horowitz has long been fascinated by history, and particularly by how people behave differently than you’d expect. The time and circumstances in which they were raised often shapes them—yet a few leaders have managed to shape their times. In What You Do Is Who You Are, he turns his attention to a question crucial to every organization: how do you create and sustain the culture you want?

　　To Horowitz, culture is how a company makes decisions. It is the set of assumptions employees use to resolve everyday problems: should I stay at the Red Roof Inn, or the Four Seasons? Should we discuss the color of this product for five minutes or thirty hours? If culture is not purposeful, it will be an accident or a mistake.

　　What You Do Is Who You Are explains how to make your culture purposeful by spotlighting four models of leadership and culture-building—the leader of the only successful slave revolt, Haiti’s Toussaint Louverture; the Samurai, who ruled Japan for seven hundred years and shaped modern Japanese culture; Genghis Khan, who built the world’s largest empire; and Shaka Senghor, an American ex-con who created the most formidable prison gang in the yard and ultimately transformed prison culture.

　　Horowitz connects these leadership examples to modern case-studies, including how Louverture’s cultural techniques were applied (or should have been) by Reed Hastings at Netflix, Travis Kalanick at Uber, and Hillary Clinton, and how Genghis Khan’s vision of cultural inclusiveness has parallels in the work of Don Thompson, the first African-American CEO of McDonalds, and of Maggie Wilderotter, the CEO who led Frontier Communications. Horowitz then offers guidance to help any company understand its own strategy and build a successful culture.

　　What You Do Is Who You Are is a journey through culture, from ancient to modern. Along the way, it answers a question fundamental to any organization: who are we? How do people talk about us when we’re not around? How do we treat our customers? Are we there for people in a pinch? Can we be trusted?

　　Who you are is not the values you list on the wall. It’s not what you say in company-wide meeting. It’s not your marketing campaign. It’s not even what you believe. Who you are is what you do. This book aims to help you do the things you need to become the kind of leader you want to be—and others want to follow.