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自分が読んで興味深く感じた英文記事を中心に取り上げる予定です

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Lean Inその後

 


雑誌Fortune恒例のMost Powerful Women50人の時期がきました。IBMのGinni RomettyやPepsiCoのIndra Nooyiがワンツーとおなじみなランキングでしたが、表紙はFacebookのサンドバーグでした。(去年はYahooのメリッサマイヤー)よく考えてみたらCEOがランクインしている中でNo2のCOOが5位にランクインしているのは異色ですね。そのような疑問を持ってFortuneのカバーストーリーも書かれていました。

Sheryl Sandberg: The real story
By Miguel Helft, senior writer @FortuneMagazine October 10, 2013: 8:52 AM ET

日本でも話題になったLean Inは百万部を超えるベストセラーになっているようですね。Facebookでの彼女の役割は以下の3パラグラフを読めば分かるようになっています。

Her book, Lean In, is not merely successful: It's been at the top of bestseller lists and sold more than 1 million copies since its launch in March. Its publication ignited an international movement that made feminism mainstream again, at least among professional women. Sandberg is on a first-name basis not only with the CEOs of America's biggest companies, but also with celebrities like Oprah, Bono, and Michael Bloomberg, who hosted a glitzy launch party for Lean In. She gets her calls answered by senators, senior White House officials, and prime ministers. And while Sandberg could run just about any company in America (she's been on virtually every list of possible successors to Steve Ballmer at Microsoft (MSFT, Fortune 500)), she has chosen to be No. 2 at a company where her chances of becoming No. 1 are close to zero.

Of course, Sandberg is not your typical No. 2. While her international fame ballooned over the past year following the publication of Lean In, it is how the 44-year-old Sandberg has defined her role as COO and her relationship with her much younger boss that make her so unusual in the business world. There's no one job description for COOs, but they are almost always inward-facing bureaucrats who make sure the trains run on time, cut a low profile, and toil in the shadow of their bosses. Sandberg, who declined to be interviewed for this article, does keep the trains on time, for sure. But she's also a chief dealmaker and an ad sales honcho responsible for all of Facebook's revenue; she taps her influential network to open doors; she travels the world to meet with politicians and channels the desires of the world's biggest marketers in a language Facebook's engineers understand. Over the past year, as Zuckerberg shifted gears to turn mobile services into Facebook's top priority, she pushed the ads and operations teams to follow in lockstep. "She runs the business," says Dan Rose, one of Facebook's earliest business-side executives and one of Sandberg's deputies, in charge of partnerships.

Sandberg's hefty portfolio and her fluid, trusting relationship with Zuckerberg are liberating for him. She does all the things he doesn't want to do so he can focus on what he likes: product and engineering. As part of that bargain, he's given her space to be the public face of Facebook in many arenas, to roam far and wide -- from Davos to Sun Valley -- and to pursue extracurricular activities, like Lean In, with gusto. While tongues wag that Sandberg's celebrity and her crusade for women in the workplace are distractions, they are a strategically invaluable asset for Facebook. "Lean In has done a lot more for Facebook than Facebook has done for Lean In," Zuckerberg recently told employees. The result is this: While Zuckerberg is a celebrity in his own right -- and the antihero of an Oscar-winning Hollywood film -- Sandberg is not only the world's most famous COO but also a rock star in business, politics, and popular culture, with unprecedented influence and reach.

ここ最近のFacebookはIPOやモバイルへの転換などいろいろ批判もされていましたが、挽回しているようです。これもサンドバーグの人脈が役に立っていると書いています。

This year Sandberg brought her focus and energy to the problem of mobile advertising. As Zuckerberg realigned his engineers and product managers to prioritize mobile apps over the Facebook website, Sandberg rallied the business side. She pushed to simplify ad formats, did away with the emphasis on social ads, and convened biweekly meetings with ad and product executives to balance user experience with the needs of marketers. She bombarded senior managers with lengthy stories of conversations she'd had at the Unilevers (UL) and Procter & Gambles (PG, Fortune 500)and Coca-Colas (KO, Fortune 500) of the world to drill into the heads of Facebook's engineers the needs of marketers, and she reoriented the company's sales force.

The results speak for themselves. Shares, which tanked after Facebook's botched IPO in May 2012 amid doubt the company would succeed in mobile, are up 140% in the past year, to around $50. That's in part because mobile ads, nonexistent a year ago, accounted for 41% of Facebook's $1.6 billion in ad revenue in the most recent quarter. Zuckerberg predicted that mobile revenue will soon become the majority of Facebook's business. Sandberg has been well rewarded in the process. She earned about $26 million in cash and stock in 2012, and her vested Facebook shares and options are worth about $704 million, according to Equilar, an executive compensation research firm. (She has an additional $277 million in unvested shares and options, and undisclosed millions more from her time as an executive at Google (GOOG, Fortune 500), where she helped the startup evolve into the largest seller of ads in the world. It is safe to say she's a billionaire.)

Cataloguing the full scope of Sandberg's activities and impact inside Facebook is nearly impossible. But her deputies like to single out her strategic involvement with top business leaders with whom she's developed relationships over time. A few years ago Facebook found itself negotiating a tricky partnership with PayPal. Whenever the teams were stuck, Sandberg would personally reach out to John Donahoe, the CEO of eBay, which owns the payments company. The high-level check-ins ironed out the differences and over time also led to eBay spending far more on Facebook ads. "I like dealing with Sheryl because I trust her enormously," says Donahoe.

Lean Inとう本の効果はFacebookにもあったようで、女性エンジニアの採用や定着率に効果があがっているようです。

Lean In has turned Sandberg into even more of an international celebrity. But the impact of the book has also been profound inside Facebook, helping with recruiting and retention of women engineers and executives. Most female candidates "reference how attractive Sheryl is to them," says Emily White, who heads business operations for Instagram, the photo-sharing company Facebook acquired for $1 billion. "It's almost always in the conversation." This year, partly as a result of the book, Facebook had a record-breaking number of female interns, says Lori Goler, the head of human resources, though she refused to reveal specific numbers. In the senior ranks, though, Facebook's record of promoting women has been mixed. Sandberg is one of three C-level executives (the other two, Zuckerberg and CFO David Ebersman, are men), and the company has two women on its nine-member board, slightly above average for large companies. Women executives also lead Facebook's global sales, public policy, mobile engineering, human resources, European operations, and other important groups. But only one of Sandberg's five direct reports is a woman, and all of Zuckerberg's six direct reports, except Sandberg, are male. Regardless, the book has had a major role in changing public perception of the company. As one executive noted, The Social Network depicted Facebook as something of a bawdy college fraternity. "No one thinks of Facebook as a frat house anymore," the executive said.

この記事の最後はサンドバーグなしのFacebookの心配でした。どうやらこの記者はサンドバーグの次のフェーズは政界進出と見ているようです。2016年にヒラリー大統領が誕生したら政府要職につくのかもしれませんね。

It's possible that Zuckerberg himself will have to grapple with those issues some day. There's long been speculation that Sandberg will leave the company for other pursuits in business or in government. No one knows whether that will be soon. For now, Facebook is still a young, growing company, and Andreessen says Sandberg has vowed to stay at Facebook at least through the "next phase of the company." ("Sheryl is 100% committed to Facebook," says Michael Buckley, vice president of global business communications.) Regardless, the publication of Lean In has heightened expectations about Sandberg's post-Facebook life, especially in Washington. In the past, Sandberg's future would come up an hour into a dinner; now it's discussed during the appetizers, says Joe Lockhart, a former White House press secretary under Bill Clinton who was a communications executive at Facebook for more than a year. "It gives a D.C. future more life," Lockhart says. Some people close to Sandberg say it's just the opposite. Had she postponed her passion to become an advocate for women, she'd be more likely to be itching to go. The fact that she's doing Lean In makes it more likely she'll stay at Facebook longer. At some point, however, Sandberg is likely to be ready for the next thing. But trying to predict her future may be futile: Whatever she does next is sure to be surprising, and bound to once again break the mold.

このフォーラムには"Why Women Still Can't Have It All"でサンドバーグに先駆けて女性問題に改めて一石を投じたスロータさんもいたようです。Lean inだけでは不十分という立場のようですね。



Why the 'Lean In' conversation isn't enough
By Colleen Leahey, Reporter October 17, 2013: 2:42 PM ET

サンドバーグの本が個人の頑張りに力点があったことに対して、スロータさんはcompetition と同時にcare for othersが大事で、care for othersできる環境作りが必要だと環境整備にも力点がある点が違いでしょうか。

ちなみにインターナショナル50人には日本人が一人もいませんでした。。。

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