10. 网友：段总对企业文化理解很深，我们没有做过企业的很难理解企业文化为什么这么重要？希望你可以指点一二。
10. Netizen: Mr. Duan has a deep understanding of corporate culture. For those of us who have not worked in a company, it's hard to understand why corporate culture is so important. Can you please enlighten us?
段永平：简而言之，好的企业文化可以让企业少犯原则性错误，从而可以走得更远。（2010－07－08）
Duan Yongping: In short, good corporate culture can prevent companies from making fundamental mistakes, thus enabling them to go further. (July 8, 2010)
11. 网友：请问您怎么看待一个公司战略和企业文化的关系？
11. Netizen: How do you view the relationship between a company's strategy and its corporate culture?
段永平：有好的企业文化的公司战略出错的概率低。（2011－09－01）
Duan Yongping: Companies with a good corporate culture have a lower probability of strategic mistakes. (September 1, 2011)
12. 网友：“文化。什么是企业文化？墙报、写文章不是企业文化，企业文化就是把企业写得有味道一点，不要把企业变成赚钱机器。变成赚钱机器就是这个人只会赚钱，这边出来人民币，这边出来港币，讲话出来是美元，这没意思。”——来自马云昨天的演讲；让我想起你说的“利润之外的追求”。无论自己创业或者加入一家公司或者投入一家公司，都要关注这一点啊（当然，这个不是充分条件）。
12. Netizen: "Culture. What is corporate culture? Wall posters, writing articles, that's not corporate culture. Corporate culture means giving the company a bit of flavor, not turning it into a money-making machine. Turning it into a money-making machine means the person only knows how to make money, currency comes out on this side, Hong Kong dollars on that side, speech comes out as dollars, it's meaningless." - From Jack Ma's speech yesterday; it reminds me of what you said about "pursuits above profit." Whether starting your own business or joining one, it's important to pay attention to this point (of course, this is not a sufficient condition).
段永平：对的，企业文化指的就是“利润之上”的追求。感觉上“利润之上”和“利润之外”好像是有一点点差别的，“利润之外”可以被理解成不同于利润的追求，“利润之上”的目的似乎有时候会不同。（2013－04－01）
Duan Yongping: Exactly, corporate culture refers to pursuits "above profit." It seems there's a slight difference between "above profit" and "beyond profit," where the latter can be understood as pursuits different from profit, and the purpose of "beyond profit" seems to sometimes vary. (April 1, 2013)
段永平：“利润之上”的追求是针对盈利组织而言的。“利润之上”的追求大概意思就是超出利润的追求，但这种追求和非盈利组织的追求还是有所不同的。（2014－04－01）
Duan Yongping: The pursuit of "above profit" is for profit-making organizations. The pursuit of "above profit" roughly means pursuing beyond profit, but this pursuit is different from that of non-profit organizations. (April 1, 2014)
网友：马云说的客户第一，员工第二，股东第三是不是有点“利润之上追求”这个意思。
Netizen: When Jack Ma says customers first, employees second, shareholders third, does that imply a sense of "above profit pursuit"?
段永平：正是！
Duan Yongping: Exactly!
13. 网友：您觉得企业所有制性质（国有、合资、家族）、行业性质（强周期性、弱周期性）等因素和企业文化的好不好之间是否会有必然的联系或者冲突？再问个奇怪的问题，您的那一套关于企业经营的知识是如何获取的？
13. Netizen: Do you think there is an inevitable connection or conflict between the nature of enterprise ownership (state-owned, joint venture, family-owned), industry characteristics (strong cyclicality, weak cyclicality), and the quality of corporate culture? And here's a strange question, how did you acquire your knowledge about business operations?
段永平：要搞清这个问题，你要回到什么是企业文化就明白了。我没有一套自己的关于企业经营的知识（我认为叫理解可能更合适些），所有我对企业的理解，这本书或那本书里都有，但没有体会的人一般不会去体会而已。重要的是要有基本的原则：做对的事情，把事情做对。
Duan Yongping: To understand this question, you need to go back to what corporate culture is. I don't have my own set of knowledge about business operations (I think "understanding" might be a more appropriate term), everything I understand about enterprises can be found in this book or that book, but those who haven't experienced it generally won't understand. The important thing is to have basic principles: do the right thing and do things right.
在如何“把事情做对”上犯的错误往往是不可避免且都还是有机会纠正的。（2011－01－25）
Mistakes made in "doing things right" are often inevitable and can still be corrected. (January 25, 2011)
14. 网友步步高的企业文化（愿景、使命、价值观）是您创办的时候就已经想明白，还是创办之后慢慢形成？总的来说，在创办一家企业的时候，是不是越早想明白这些越好？
14. Netizen: Was the corporate culture of BBK (vision, mission, values) something you had thought through when you founded it, or did it gradually form after the founding? Generally speaking, is it better to think through these things as early as possible when founding a company?
段永平：有很多东西在创办之前就有了，但慢慢补充和完善或修改了一些。基本核心价值观是不会变的。（2013－03－26）
Duan Yongping: Many things were already in place before founding, but some were gradually supplemented, refined, or modified. The core values remain unchanged. (March 26, 2013)
网友：成功企业往往会打上开创者的气质，也祝您的企业基业长青。
Netizen: Successful companies often bear the imprint of their founders; I wish your company enduring prosperity.
段永平：那是因为企业文化一般都是由开创者建立的，当然，后期的完善也很重要。（2010－04－04）
Duan Yongping: That's because corporate culture is generally established by the founders. Of course, later improvements are also very important. (April 4, 2010)
网友Z：开创的时候企业文化怎么建立，有那个精力么，底下的员工都能理解吗？可能身边的几个高管还可能半信半疑，不知道阿段前辈当年创立小霸王时是怎么做的，有什么心得体会呢？
Netizen Z: How do you establish corporate culture at the beginning? Do you have the that kind of energy ? Can all the employees understand it? Maybe a few executives might be skeptical; I don't know how Senior Duan established Subor back then. Do you have any insights or experiences to share?
网友G：我也参与一下讨论，我个人觉得企业文化初期的建立不需要多少精力吧？老板如何对待同事、员工、客户及其他合作伙伴，体现出来的这些作风就是企业文化的雏形吧？企业搞大了再整理成易理解的东西，首先传达给干部，干部传达干事。总之应该是一砖一瓦的事情了。
Netizen G: Let me join the discussion. Personally, I think establishing corporate culture in the early stages doesn't require much energy, right? How the boss treats colleagues, employees, customers, and other partners reflects the corporate culture in embryo. When the company grows, these aspects can be organized into easily understandable elements, first conveyed to the cadre, and then to the workers. In short, it's about incremental progress.
段永平：同意。（2010－04－04）
Duan Yongping: Agreed. (April 4, 2010)
15. 网友：您觉得企业文化可以改变或者能改变吗（由不好转好）？
15. Netizen: Do you think corporate culture can be changed (from bad to good)?
段永平：以前专门说过的。想想企业文化怎么来的就知道可不可以改变了。（2013－12－10）
Duan Yongping: I have talked about this before. Just think about how corporate culture comes about, and you'll know whether it can be changed. (December 10, 2013)
网友：巴菲特那么神，都觉得改变一个坏企业太难了。
Netizen: Buffett is so wise, yet he thinks changing a bad corporate is too difficult.
段永平：最难改的是企业文化，（2019－05－23）
Duan Yongping: The hardest thing to change is corporate culture. (May 23, 2019)
网友：我听一个做MP3全中国排前几位的老板（也是您浙大校友他说见过您）说过企业文化就是老板的文化。不知这个理解对不对？
Netizen: I heard from a boss who ranks high in China's MP3 industry (also your Zhejiang University alumnus, he said he has met you) that corporate culture is the boss's culture. I don't know if this understanding is correct?
段永平：一般而言，创始人对企业文化的形成起的作用都很大。（2010－05－10）
Duan Yongping: Generally speaking, the founder plays a significant role in shaping corporate culture. (May 10, 2010)
16. 网友：你是怎么判断一个企业的企业文化和价值观是这个企业每个人都认定的，还是这些都是贴在办公室里的标语根本没人信？我其实对这个事非常困惑。
16. Netizen: How do you determine if a company's corporate culture and values are accepted by everyone in the company, or are they just slogans posted in the office that no one believes in? I'm quite confused about this matter.
段永平：呵呵，你看企业的领导们信不信就可以了。如果最高领导人都不信，那肯定不行。（2010－04－04）
Duan Yongping: Haha, you just need to see if the company's leaders believe in them. If the top leaders don't believe, then it definitely won't work. (April 4, 2010)
17. 网友：产品可以模仿，而文化是不可以模仿的。这句话我不理解。
17. Netizen: Products can be imitated, but culture cannot. I don't understand this statement.
段永平：这里文化指的是企业文化。你大概很难见到一个热衷于骗人的人会学会“以诚为本”，反正我没见过。（2016－06－22）
Duan Yongping: The culture here refers to corporate culture. You'll hardly find someone keen on deception who learns to "be honest." At least, I haven't seen one. (June 22, 2016)
18. 网友：对“企业文化是核心竞争力”这个说法，我还是有点没理解透。如果油价大跌，企业文化再好的石油开采企业利润也会大幅缩水；如果铁矿石涨价，企业文化再好的钢铁企业利润也会大幅缩水；如果油价上涨，钢铁上涨，企业文化再好的制造业企业利润也会大幅缩水。说企业文化是核心竞争力，是说企业文化好的企业会提前做好准备以应对危机还是说他们可以有更大可能从灾难中活下来从而获得更广阔的市场？这其中的机制是什么呢？
18. Netizen: I still don't quite understand the statement "Corporate culture is the core competitiveness." Even if the oil price drops sharply, the profits of oil extraction companies with good corporate culture will also shrink significantly; if the price of iron ore rises, the profits of steel companies with good corporate culture will also shrink significantly; if oil and steel prices rise, the profits of manufacturing companies with good corporate culture will also shrink significantly. Saying that corporate culture is the core competitiveness, does it mean that companies with good corporate culture will be better prepared to deal with crises, or does it mean they are more likely to survive disasters and thus gain a broader market? What is the mechanism behind this?
段永平：所谓的“企业文化好”并不是百战百胜的武器，他只是能让企业烧饭原则性错误而已。或者说，在同一个行业里，平均而言企业文化好的企业活得长些而已。（2011－02－11）
Duan Yongping: The so-called "good corporate culture" is not a weapon for winning every battle; it just prevents companies from making fundamental errors in principle. Or, to put it another way, on average, companies with good corporate culture in the same industry tend to survive longer. (Febuary 11, 2011)
19. 网友：想请教一个沟通的问题，感觉现实生活中一部分人沟通起来特别困难，反而越沟通矛盾越多，直接就不沟通了。段总有什么经验吗？
19. Netizen: I would like to ask about a communication issue. It seems that some people are particularly difficult to communicate with in real life, and the more you communicate with them, the more contradictions arise, so I just stop communicating. Does Mr. Duan have any experience with this?
段永平：没有企业文化，就没有共同的愿景和核心价值观，然后大家就讨论怎么赚钱，怎么能有共同语言？
Duan Yongping: Without corporate culture, there is no shared vision and core values, and then everyone just discusses how to make money, how can they have common language.
20. 网友：段总如何看待：卫哲离职这件事情，以及马云的公开信？
20. Netizen: How does Mr. Duan view the resignation of Wei Zhe and Jack Ma's open letter?
段永平：做对的事情就是——当发现错了就尽快改，不管多大的代价都是最小的代价。没觉得马云这样做有什么不对。（2011－02－21）
Duan Yongping: Doing the right thing means—when you find out you're wrong, you change it as soon as possible, no matter how big the cost, it's the smallest cost. I don't think there's anything wrong with what Jack Ma did. (2011-02-21)
引用：马云首谈卫哲离职事件：我是在治疗“癌症” 2011－03－25
原文略……
Quote: Jack Ma's first talk about Wei Zhe's resignation event: I am treating "cancer" March 3, 2011
The original text is omitted...
段永平：做对的事情，把事情做对。发现错马上改，不管多大的代价都是最小的代价。这是我喜欢马云和阿里巴巴集团的原因。有强大的企业文化不等于不会做错事。强大的企业文化往往体现在做错的事情的概率相对低、发现得早、改得快。（2011－03－25）
Duan Yongping: Doing the right thing means doing things right. Discover mistakes and correct them immediately, no matter how big the cost, it is the smallest cost. This is why I like Jack Ma and Alibaba Group. Having a strong corporate culture does not mean that mistakes will not be made. A strong corporate culture often manifests in a relatively low probability of making mistakes, early discovery, and quick correction. (2011-03-25)
段永平：负责调查的居然是关明生。关明生来自GE，早年对阿里的企业文化的建立起过巨大的作用。他写过一本书，好像叫《关乎天下》，我很久以前曾经浏览过，印象中觉得写得很好且非常实用，值得做企业的人一看（或多看）。（2011－03－25）
Duan Yongping: Surprisingly, the one responsible for the investigation is Guan Mingsheng. Guan Mingsheng comes from GE and played a significant role in establishing Alibaba's corporate culture in the early years. He wrote a book, it seems called Regarding the World. I browsed through it a long time ago and remember thinking it was very well written and very practical, worth reading (or reading more) for people in business. (March 25, 2011)
网友S：说实话，我可能确实小人心度君子腹了。坦率地说，我觉得这件事情没有这么简单。继任者陆兆禧先生的淘宝网，同样假货很多，如果不是更多的话。当然C2C控制起来更难。此外我没有细心观察和调研过这家企业，特别是内部文化，没有什么发言权。但据朋友和他们员工聊天说的情况，感觉这家企业洗脑非常厉害，而且搞马云先生的个人崇拜。从卫哲先生的辞职信，我也有一种这样的感觉。此外，在imeigu（艾美谷）上，YAHOO那位同学写阿里的文章，我觉得应该比较实在，因为他是从工程师角度写的，我很能理解。一家企业面试时让员工大肆暴露自己的隐私，以此作为考验，我个人觉得非常难以接受。
Netizen S: To be honest, I might have underestimated the situation. Frankly speaking, I don't think this matter is that simple. I have a feeling that the successor Mr. Lu Zhaoxi's Taobao is also full of fake goods, if not more. Of course, controlling C2C is even harder. In addition, I haven't carefully observed and researched this company, especially its internal culture, so I don't have much say. But according to what friends and their employees have said, I feel that this company's brainwashing is very strong, and it idolizes Mr. Jack Ma very much. From Mr. Wei Zhe's resignation letter, I also have this feeling. In addition, on imeigu (Emei Valley), the article written by the YAHOO user about Alibaba, I think should be more realistic because he wrote it from an engineer's perspective, which I can understand. A company that exposes its employees' privacy extensively during interviews as a test, I personally find it very difficult to accept.
诚信，应该落实在实际当中，愤怒，焦虑，这些不是长效机制。而且我个人觉得阿里，淘宝的假货，应该不是半年一年的问题了。马云先生这一两个月焦虑，愤怒，我不太理解。
Integrity should be implemented in practice, anger, anxiety, these are not long-term mechanisms. And personally, I don't think Alibaba's fake goods problem has been a problem for just six months or a year. Mr. Jack Ma's anxiety and anger in the past one or two months, I don't quite understand.
可能的话，3月份也许会去阿里公司一趟，眼见为实吧。无论如何，它是我们这个时代和社会的一种“现象”。
If possible, maybe I will visit Alibaba in March to see it for myself. In any case, it is a "phenomenon" of our time and society.
最后，段老师能给些建议：如果真要去看，看些什么比较重要。我个人希望和中层，员工多聊聊。也没有想清楚要聊什么，才能看清楚企业文化。经营上，我个人感觉要担心的不是非常多，如果您能提几个要点，那当然更好。
Finally, Mr. Duan, could you give some advice: if you really want to go and see, what is important to see. I personally hope to chat more with middle-level and employees. I haven't figured out what to talk about yet to understand the corporate culture better. In terms of management, I personally feel that there is not much to worry about. If you could provide a few key points, that would be even better.
段永平：讲几点我的理解。
Duan Yongping: Let me share a few points of my understanding.
1. 好的企业不是万能的，但能让公司少犯原则性错误，而且可以让公司及早发现错误。同样的事情如果出现在企业文化不如阿里巴巴的公司的话，估计认识到错误就不容易，改起来就更难了。
1. Good companies aren't omnipotent, but they can prevent fundamental mistakes and enable early error detection. If the same situation occurred in a company with a weaker corporate culture than Alibaba's, recognizing and rectifying the mistake would likely be more difficult.
2. 你这里所谓的洗脑估计讲的就是对企业文化的宣导。我看到的倒是觉得阿里对企业文化宣导很有一套。当然，从这次事件来看，大家可以知道要把企业文化真正融到骨子里还是非常不容易的。至于个人崇拜嘛，那是我们中国文化的产物。能有马云这种成就的人在中国谁周围没一堆人去有意识无意识搞个人崇拜？能不能抗住这种个人崇拜的副作用则主要看马云是否可以一直保持清醒状态了。从这次事件上看，马云还是很清醒的。
2. Your mention of "brainwashing" here probably refers to the promotion of corporate culture. I see that Alibaba indeed excels in promoting its corporate culture. However, from this recent incident, we can see that truly integrating corporate culture into the core of a company is very challenging. As for personal idolization, it's a product of our Chinese culture. With someone like Jack Ma achieving such success, it's natural for many people in China to consciously or unconsciously idolize him. Whether the negative effects of this idolization can be resisted mainly depends on whether Jack Ma can remain clear-minded. From this incident, it seems that Jack Ma is still very clear-minded.
3. 假货不是淘宝造的，没有淘宝抓假货将更难。我了解淘宝在抓假货上还是很花功夫的，至少绝对没有故意纵容。
3. Counterfeit goods aren't solely the result of Taobao; without Taobao's efforts against counterfeiting, it would be even more challenging. I understand that Taobao puts a lot of effort into combating counterfeit goods, at least there's absolutely no intentional tolerance.
4. 马云的焦虑和愤怒是很容易理解的，因为在他自己的领地里居然有这种破坏原则的问题。将心比心，我处于同样的情况也会感到愤怒的。
4. It's easy to understand Jack Ma's anxiety and anger because such principle-violating issues occurred in his own domain. Empathizing, I would also feel angry in the same situation.
5. 不知道这类公司里你能看到啥，聊也很难聊出什么东西的。不过，去看看至少有个直观的感受。当然，如果真有什么特别不好的东西，如果你敏感的话，有时候可以“闻”出来。（2011－02－18）
5. I'm not sure what you can observe in such companies, and it's difficult to discuss anything meaningful. However, going to see for yourself can at least give you an intuitive sense. Of course, if there's anything particularly bad, sometimes you can "smell" it out if you're sensitive. (Febuary 18, 2011)
21. 网友：今天阿里巴巴的CEO卫哲辞职。看了他公司内部的辞职信。这个公司企业文化很到位，如果真正能做到像说的那样。马云辞职，对公司影响都是有限的。如果段大哥遇到这样的问题，你是怎样处理思路的？
21. Netizen: Today, Alibaba's CEO, Wei Zhe, resigned. I read his internal resignation letter. The company's corporate culture seems well-established, if it can truly live up to what it preaches, Jack Ma's resignation wouldn have a limited impact on the company. If you encountered such an issue, how would you approach it?
段永平：呵呵，马云不在影响可能就大了。（2011－02－21）
Duan Yongping: Hehe, Jack Ma's absence could indeed have a significant impact. (Febuary 21, 2011)
网友T：如果阿里的企业文化构建好了，马云不在会不会影响也很大？乔布斯离开了水果公司（总有一天会，除非水果公司先离开），他不在了会不会影响也很大？是第四级还是第五级的企业判断起来的确不易。
Netizen T: If Alibaba has a solid corporate culture, would Jack Ma's absence still have a major impact? Steve Jobs left Apple (it was bound to happen someday, unless Apple left first), would his absence have a significant impact? Judging whether a company is at the fourth or fifth level is indeed not easy.
段永平：乔布斯的平台已经搭好，所以他现在离开的影响短期不大，马云目前在公司的作用我个人觉得依然很大，但一旦他真的可以离开时，对公司未来的影响会比乔布斯小。
Duan Yongping: Jobs had already built the platform, so his departure's short-term impact was minimal. I personally believe Jack Ma still plays a significant role in the company at present, but once he can truly leave, his impact on the company's future would be smaller than Jobs'.
ps：“好的企业不是万能的，但能让公司少犯原则性错误，而且可以让公司及早发现错误。”