22. 网友：对不起段老师，只是实在看不惯马云上班的时候老拿着一根鞭子，和您的和蔼可亲大相径庭。
22. Netizen: Sorry, Teacher Duan, I just can't stand it when Jack Ma goes to work with a "whip", which is quite different from your gentle and amiable demeanor.
段永平：呵呵，说我和蔼可亲可能是来源于对我的误解吧？在原则问题上我也很严厉。我到觉得马云比我要和蔼可亲些，他还挺能搞气氛的，我比不了。（2010－04－04）
Duan Yongping: Hehe, saying I'm gentle and amiable might come from a misunderstanding of me, right? I can be quite strict on matters of principle too. I actually think Jack Ma is more amiable than me; he's quite good at creating an atmosphere, something I can't compare to. (April 4, 2010)
网友：很多人都评价马云带来了一点激情、也带来了一点狗屎，但加起来还是狗屎，特别令人不爽的是他到处演讲，唯恐天下不知道他很有口才那样！在中国，要明白潜规则“低调”。
Netizen: Many people evaluate Jack Ma as bringing some passion, but also bringing some crap, and when you add them together, it's still crap. What's particularly annoying is his constant speeches, as if he's afraid the world doesn't know how eloquent he is! In China, one should understand the unspoken rule of "keeping a low profile."
段永平：再好的东西对不懂的人来讲都可能是**。头几年到处讲讲没啥坏处没企业文化是要不停地宣讲才能慢慢深入到大家的骨髓里的。当年尼克松好像讲过类似的话。现在好像马云出来的机会已经少多了。（2010－04－05）
Duan Yongping: Even the best things can be **** to those who don't understand them. There's no harm in giving talks everywhere in the first few years; without continuous promotion of corporate culture, it won't gradually penetrate into everyone's marrow. It seems Nixon said something similar back then. It seems Jack Ma's opportunities to come out have become much fewer now. (April 5, 2010)
引用：摘录：段永平逐条点评《马云帝国体系与内幕》一文（2011－05－18）
Quote: Excerpt: Duan Yongping comments on The Ma Yun Empire System and Insider (May 18, 2011)
段永平：只是我无意看到的一篇文章，看完后觉得有很多对马云的说法有点不大对，所以上来加点自己的理解。我其实并不觉得马云是十全十美的，人无完人嘛。我也不是说阿里集团就已经可以高枕无忧了。其实阿里才刚刚开始，其最后到底是个102年的老店或只是个像过去很多曾风生水起一时然后消失的企业其实现在还无人能下结论。但从下面明显带负面意向的文章里，我们做企业的人依然可以学到马云的很多东西，如果您能看懂的话。总而言之，可能正是马云对企业文化的理解和不懈地传播才有了今天的淘宝和整个阿里集团。
Duan Yongping: It's just an article I happened to come across, and after reading it, I felt that many of the statements about Jack Ma were somewhat off, so I came here to add some of my own insights. I don't actually think Jack Ma is perfect, nobody is. I'm not saying that Alibaba can rest on its laurels either. In fact, Alibaba is just getting started, and whether it will ultimately become a 102-year-old shop or just another enterprise that once flourished and then disappeared like many others in the past is still uncertain. But from the obviously negative-toned article below, those of us in the business world can still learn a lot from Jack Ma, if you can understand it. In short, perhaps it is precisely Jack Ma's understanding of corporate culture and his relentless promotion that has led to the success of Taobao and the entire Alibaba Group today.
摘录：多位业内人士和阿里巴巴的内部员工说，马云其实是一个很敏感的人。一位曾经在早期采访过马云的记者如此转述马云自己的表达：“经常坐立不安；如果有人突然推门进来，会吓一跳。”一个是无安全感的马云（点评：好的企业家一般都是居安思危的，也就是没有安全感的意思），他首先把自己塑造成“出手无招”的风清扬，并把两万多人的公司变成一个奇特的武侠江湖。他的阿里巴巴公司办公室，全是武侠小说里的武林圣地：“光明顶”、“达摩院”、“桃花岛”、“罗汉堂”、“聚贤庄”、“半山亭”、“侠客岛”等等，甚至洗手间叫“听雨轩”。他那叫做“光明顶”的会议室，挂着金庸书写的：“临渊羡鱼，不如退而结网”。淘宝社区叫淘江湖，负责论坛的也用掌门和帮派来定义，每个新员工都要取一个“花名”。（点评：起花名这个办法是阿里传播企业文化中的一绝。我们老中见人都不习惯叫名字，一定要加个头衔，于是人与人之间就没法平等了。起个花名后的感觉马上会不同。）
Excerpt: Many industry insiders and Alibaba's internal employees said that Jack Ma is actually a very sensitive person. A journalist who interviewed Jack Ma in the early days paraphrased Jack Ma's own expression as follows: "Often restless; if someone suddenly pushes the door open, he'll jump." One is an insecure Jack Ma (Comment: Good entrepreneurs are generally always prepared for the worst, meaning they lack a sense of security), he first shaped himself as "open-handed" Feng Qingyang, and turned his company of over 20,000 people into a strange martial arts world. The offices of his Alibaba company are all sacred places in martial arts novels: "Bright Summit", "Damoyuan", "Peach Blossom Island", "Luohan Hall", "Juxian Village", "Half Mountain Pavilion", "Xiake Island", and so on, even the restroom is called "Tingyuxuan". His meeting room called "Bright Summit" is hung with a quote from Jin Yong's writing: "Better to retire and weave nets than to envy fish at the edge of the abyss." The Taobao community is called "Taojianghu", and those in charge of the forum are defined using terms like sect leader and gang, and every new employee has to choose a "flower name". (Comment: Choosing flower names is a unique method in Alibaba's corporate culture communication. We Chinese are not used to calling people by their names alone; we always have to add a title, so equality between people is lost. After choosing a flower name, the feeling will immediately be different.)
马云在公司治理上不仅求诸于武侠梦，更求诸于宏大的口号、舆论控制、思想洗礼、人治导向、“政治挂帅”的业务体系、战争式的话语体系和充满斗争思想战略路径。（点评：其实这些都是阿里建立企业文化的一些有效技巧，不懂企业文化的人是看不懂的。）
Jack Ma not only seeks inspiration from martial arts dreams in corporate governance, but also from grand slogans, public opinion control, ideological baptism, rule by man, a business system where "politics takes the lead", a discourse system full of fighting thoughts, and a strategic path full of struggle. (Comment: In fact, these are some effective techniques for Alibaba to establish corporate culture, which are incomprehensible to those who do not understand corporate culture.)
2009年，《马云管理日志》出版。该书中很多地方都或直接或间接地与mmm思想挂钩，如“延安整风”、“万里长征”、“打持久战”、“集中优势兵力”、“建立根据地”等等。（点评：mmm是伟大的战略家，马云也确实是个极厉害的战略家。）
In 2009, Jack Ma Management Log was published. Many parts of the book are directly or indirectly linked to MMM thinking, such as "Yan'an Rectification", "Long March", "Protracted War", "Concentration of Superior Forces", "Establishment of Base Areas", etc. (Comment: MMM is a great strategist, and Ma Yun is indeed a very formidable strategist.)
马云说，通过运动，把跟我们没有共同价值观，没有共同使命感的人，统统开除出我们公司。（点评：要想建立企业文化，不这样是不行的）世界上鲜有一个公司有如此多的“文化：阿里巴巴的“笑脸”文化，支付宝的“手印”文化，淘宝的“倒立”文化，雅虎中国的“光脚”文化。（点评：世界上好公司本来就不多。）
Jack Ma said that through campaigns, people who do not share our values and sense of mission will all be expelled from our company. (comment: This is necessary to build a company culture.) There are few companies in the world with so many "cultures": Alibaba's "smiling face" culture, Alipay's "handprint" culture, Taobao's "handstand" culture, and Yahoo China's "barefoot" culture. (Comment: Indeed, truly great companies are rare.)
2万人还拥有一整套显性价值规则，即被马云冠以“六脉神剑”的“客户第一、拥抱变化、团队合作、激情、诚信、敬业”。（点评：这是宣导企业核心价值观的最好办法。）
Twenty thousand people also have a complete set of explicit value rules, namely the "Six Meridians Divine Sword" dubbed by Jack Ma as "customer first, embrace change, teamwork, passion, integrity, and dedication." (Commentary: This is the best way to promote the core values of the company.)
2001年到2003年，在阿里巴巴最为艰难也最为关键的三年内，马云就曾以“整风运动”来统一价值观、统一理想。马云说：“通过运动，把跟我们没有共同价值观，没有共同使命感的人，统统开除出我们公司。”同时，他还以“抗日军政大学”来培训干部团队的管理能力，以“南泥湾开荒”培养销售人员面对客户应有的观念、方法和技巧。一位阿里巴巴华南区的客户至今对其销售人员的素质感到不可思议，“他们有一套又一套训练有素的思想，我觉得完全不像是销售，倒像是公关。”这样的销售人员在阿里巴巴以万计数。事实上，如同从“员工第一”到“客户第一”，马云一直在价值观上不断进行修订。“以前是九大价值观，后来又精简为六大价值观，这对于我这样的员工来说要求实在是太高了，我有时候觉得阿里巴巴两三万人就马云一个人在孤军奋战，因为卫哲都不符合要求啊。”阿里巴巴一位前员工K（点评：知道K为什么是前员工了吧？）说：“‘倒立’刚开始也就是大家娱乐娱乐，结果马云觉得那代表着一种思想的境界，于是当做‘政治任务’内部推行，还有倒立墙，每一个人都要学会。”马云描述“倒立”文化，“每个人都要学会倒立，因为当你倒立起来，血液涌进大脑，看世界的角度和平时完全不一样，想问题，也就能找到一个不可思议的角度。”
From 2001 to 2003, during the most difficult and critical three years at Alibaba, Jack Ma used the "rectification campaign" to unify values and ideals. Jack Ma said, "Through campaigns, people who do not share our values and sense of mission will all be expelled from our company." At the same time, he used the "Anti-Japanese Military and Political University" to train the management capabilities of the cadre team and used the "Nanxi Bay Reclamation" to cultivate sales personnel's attitudes, methods, and skills in facing customers. A customer in Alibaba's South China region still finds the quality of their sales staff unbelievable, "They have a set of well-trained ideas, I don't think they are salespeople at all, but more like public relations." Such sales personnel number in the tens of thousands at Alibaba. In fact, from "employees first" to "customers first," Jack Ma has been continuously revising values. "There were nine core values before, which were later streamlined to six core values. For employees like me, the requirements are really too high. Sometimes I feel like there are only tens of thousands of people in Alibaba fighting alone because even Wei Zhe does not meet the requirements." A former Alibaba employee K (Commentary: Now you know why K is a former employee, right?) said, "'Handstand' was just for fun at the beginning, but Jack Ma felt that it represented a certain ideological realm, so it was promoted internally as a 'political task.' There was even a handstand wall, and everyone had to learn." Jack Ma describes the "handstand" culture, "Everyone must learn to do a handstand because when you do a handstand, blood rushes to your brain, and the perspective of viewing the world is completely different from usual. When you think about problems, you can find an incredible perspective."
阿林说，他所在区域的销售部门“不止一次的发生过人员清洗，都是以各种价值观问题为理由。我相信，卫哲其实也就是价值观的牺牲品之一。”（点评：卫哲在价值观的建立上确实没过关嘛）
Alin said that there have been multiple personnel cleansings in the sales department of his region, all citing various value issues as reasons. I believe that Wei Zhe is actually one of the sacrifices of values." (Comment: Wei Zhe did indeed fail in establishing values.)
春节期间，马云来到福建龙岩市上杭县，1929年12月召开“古田会议”的毛公山。那次会议的主要任务是克服红四军中出现的各种非无产阶级思想，加强党对军队的领导。两天的会议通过了由毛泽东主持起草的决议案，确立了“思想建党”、“政治建军”原则。马云通过媒体解释：“军事是业绩导向，业绩和政治思想是对立的，但是毛泽东把它们合起来。这就是当年红军为什么能够成功的原因，它不是纯粹打仗的组织，而是一个完成政治任务的组织。”“业绩与价值观对立，这事儿不通。”马云说（点评：很对）。“但是，当年红军的价值观是革命事业的终极目标，马云的诚信难道就是阿里巴巴的终极目标吗？”前述离职员工K说。“如果是这样，为什么阿里需要上万的SALES（销售），每个人每天都要发疯的打几十上百个电话？”（点评：这个K确实不明白啊）同样让人感到困惑的是，马云和卫哲相交多年，如果卫哲是个追求短期利润的人，以马云的聪明，他不可能在十年后才看清。（点评：怎么把卫哲说得像个坏人？卫哲其实只是对价值观的理解没到骨子里，事到临头时不够敏感而已。）
During the Spring Festival, Jack Ma went to Longyan City, Fujian Province, and visited Maogong Mountain in Shanghang County, where the "Gutian Conference" was held in December 1929. The main task of that conference was to overcome various non-proletarian thoughts that appeared in the Red Fourth Army and strengthen the party's leadership over the army. The two-day conference adopted a resolution drafted and presided over by Mao Zedong, establishing the principles of "ideological party building" and "political army building." Jack Ma explained through the media, "The military is performance-oriented, and performance and political ideology are contradictory, but Mao Zedong combined them. That's why the Red Army was successful back then. It was not purely a fighting organization but an organization to accomplish political tasks." "Performance is at odds with values; this doesn't work." Jack Ma said (Commentary: Exactly). "However, the values of the Red Army back then were the ultimate goal of the revolutionary cause. Is integrity the ultimate goal of Alibaba?" Former resigning employee K said. "If so, why does Alibaba need tens of thousands of salespeople, each of whom has to make dozens or hundreds of phone calls frantically every day?" (Comment: This K really just doesn't understand.) Equally confusing is the long-term friendship between Jack Ma and Wei Zhe. If Wei Zhe was a person pursuing short-term profits, with Jack Ma's intelligence, he wouldn't have realized it ten years later. (Comment: Why make Wei Zhe sound like a villain? Wei Zhe simply didn't have a deep understanding of values and wasn't sensitive enough when it came down to it.)
阿里巴巴的成长，就一直是在长尾理论基础上的“农村包围城市”的成长。在攻下中小企业之后，现在的，马云正在剪下长尾，进城见贵客虽然马云讲了很多次，很多人至今还是没搞清楚马云心中到底是什么最重要。
Alibaba's growth has always been based on the "long tail theory" of "encircling the cities from the countryside." After capturing small and medium-sized enterprises, now, Jack Ma is cutting off the long tail. Although Jack Ma has talked about entering the city to meet high-end customers many times, many people still don't understand what is most important in Jack Ma's mind.
（点评：马云其实讲的很清楚啊，不过股东第3的说法有时候让人不舒服，但我很同意客户第一的原则——其实就是消费者导向的意思，如果马云说过其他的顺序，那就说明他后来进步了。其实不受股东短期利益驱动的影响的角度看，我也同意股东第3的说法。）2001年马云的经典语录是：“我认为，员工第一，客户第二。没有他们，就没有这个网站。”而现在，马云说，“十年以来，我们活下来的其中一个理由，就是我们坚持客户第一、员工第二、股东第三。”（2011－05－18）
(Comment: Jack Ma actually explained it very clearly. However, the third shareholder's statement sometimes makes people uncomfortable, but I very much agree with the principle of customer first — which essentially means consumer-oriented. If Jack Ma has mentioned a different order, it means he has progressed later. Actually, from the perspective of not being driven by short-term interests of shareholders, I also agree with the third shareholder's statement.) Jack Ma's classic quote in 2001 was: "I believe, employees first, customers second. Without them, there would be no website." Now, Jack Ma says, "One of the reasons we have survived for ten years is that we adhere to customer first, employees second, and shareholders third." (May 18, 2011)
ps：“我很同意客户第一的原则——其实就是消费者导向的意思，马云说过其他的顺序，那就说明他后来进步了。其实不受股东短期利益驱动的影响的角度看，我也同意股东第3的说法。”