Chamath Palihapitiya - How we put Facebook on the path to 1 billion users
Youtube: https://www.youtube.com/watch?v=raIUQP71SBU
讲稿: https://genius.com/Chamath-palihapitiya-how-we-put-facebook-on-the-path-to-1-billion-users-annotated PPT: https://www.slideshare.net/growthhackersconference/how-we-put-facebook-on-the-path-to-1-billion-users/
之前看的视频，觉得很棒，做些摘录。国内之前有人翻译过 [1], 但是感觉不太好，所以我自己做了些翻译。演讲没啥逻辑性，我也就随便记一下了。
一、 产品
1.
What's shocking to me is when I see a lot of products out there it’s unbelievable to me that people are trying to shroud products in this veneer of complexity that makes themselves seem like so good and so smart ... I see app after app after app and I get inundated. When I download and I try them I’m like, “Did you even spend eight seconds using your own product?” It’s unbelievable the lack of dogfooding that happens.
让我吃惊的是，看到很多人把产品包装得很复杂，显得他们自己很叼 .... 我看一个又一个App都是这样，我都要崩溃了。我下载用这些app的时候，我在想“你们真正用过自己的产品吗？哪怕就几秒钟？”，真是不敢相信居然自己的产品，自己都不用。
Most people when they think about growth they think it’s this convoluted thing where you're trying to generate these extra normal behaviors in people. That's not what it's about. What it's about is a very simple elegant understanding of product value and consumer behavior. When you shroud yourself and all the bullshit veneer, and this is the single biggest problem in the valley today, you will miss the mark.
大多数当他们想到增长的时候，他们觉得这是一个很复杂的事情，要让用户产生一些和平常不一样的行为。根本就不是这样。增长本质只是一种对产品价值、用户行为的简单、优雅的理解。当你把想用那些乱七八糟的“病毒增长策略”来包装你的产品做增长的时候，你就错了。硅谷里现在最大的问题就是这个。
2.
Now you have all these people who have two choices and they're extremely difficult choices. Choice number one is you do what you think is right, independent of what the external feedback tells you. Choice number two is you do what you read about, and what you get credit for, and what people tell you is interesting. That second-class of things destroys products and it destroys people's ability to build something interesting ... just don't believe the hype and the bullshit that we're in right now.
现在人们常常面对两个选择，两个非常困难的选择。选择一是做你认为正确的事情，不管外界怎么告诉你；选择二是做你整天读到的，能够让你出名的，别人告诉你那些在风口上的东西。第二种，常常会摧毁产品，摧毁人们做出真正有意思的东西的能力。.... 不要去管那些正在热炒的东西。
二、增长
1.
Everyone asks me because this is like the topic du jour, it's what everyone wants to know, it's like what was the secret, it's almost as if we're the NSA and we've developed something and nobody knows .... It's none of that shit. We did three really obvious brain dead things and the reality was we lacked enough self-awareness and ego to frankly just continue to do these very simple things over and over and over again, repetitively, monotonously to a point where every time we used to see things move in one direction or another we would either keep doing them or stop doing them and not second guess ourselves.
所有人都问我（增长），因为这是现在最热门的话题，每个人都想知道怎么做。好像这是什么秘密一样，好像我们是NSA然后开发出了什么别人不知道的东西 ... 根本就没那回事。我们做的，只是简简单单，三件非常蠢的事情（上图）, 而且我们没有什么自我意识、主观想法，只是不断去做, 一遍又一遍，不断重复，一直到看到最后的结果是好是坏，然后要么继续要么就不做了，不再作它想.
I tell people, “You know, look, we actually just looked at a lot of data, we measured a lot of stuff, we tested a lot of stuff, and we tried a lot of stuff.” Now that masks over a lot of more nuanced understanding but at an extremely high level that's really what we did.
我常和别人说，“其实我们就是看很多数据，测量很多东西，测试很多东西，也尝试很多东西”. 当然这掩盖了很多技术上的细节，但宏观的来说，这就是我们做的。 2.
My biggest fear was we spam our users and we trick them and it will alienate these people. You won't see it today but you'll see in three years from now or four years from now, and it accelerates when you compound that with a competitor who actually builds a better product that doesn't alienate people. The most important thing that we did against our framework was I teased out virality and said you cannot do it. Don't talk about it. Don't touch it. I don't want you to give me any product plans that revolve around this idea of virality. I don't want to hear it.
我最大的担忧，是我们会spam我们的用户，骗他们做什么事，然后他们就不理我们了。现在不会看到，但是3、4年之后，你就会看到这样的结果。而且，如果竞争对手有更好的产品，并且不耍这些花招，这个时间会更短。我们对这个增长框架（下图）所做的最重要的事，就是我把病毒增长这条给拿掉了，而且告诉团队 —— 你们不能做这个。不要说这个事情，不要碰这个事情，不要给我任何和病毒增长相关的产品计划，我不想听这个东西。
What I want to hear about is the three most difficult and hard problems that any consumer product has to deal with.
我想要知道的，是任何用户产品都要面对的3个最难、最棘手的问题
- How to get people on the front door? - How to get them to an “Aha” moment as quickly as possible? - And then how do you deliver core product value as often as possible?
- 怎样让用户看到我们的产品？ - 怎样让让他们尽快的体验到"Aha" Moment? - 怎样尽可能多地把产品核心价值给到用户？
After all of that is said and done only then can you propose to me how you are going to get people to get more people. That single decision about not even allowing the conversation to revolve around this last thing in my opinion was the most important thing that we did.
只有这些全做好了，我们才考虑怎样让用户带来用户（即病毒营销） 。决定不去考虑病毒增长这件事，在我看来是做的最重要的一件事。
When I look again in the landscape, things that scale understand that principle, whether it's explicitly or intuitively, and things that don't and also things that have this amazingly steep rise and then fall off a cliff and there are really visible examples of that today also ignore that principle. It’s the discipline to not optimize for the thing that gives you the shortest and most immediate ROI because that is never the sustainable thing that allows you to build something useful.
当我回过头来看，那些增长到规模的东西遵守了这条原则，不论是有意无意的；那些没有遵守的，有一个陡峭的上升曲线，然后又跳崖下来了。现在也有很多忽略这个原则的例子。不做见效最快、立即就有投入产出的事情（因为根本不可持续）—— 这种自制才能让你做出真正有用的东西。
3.
I hate this letter. This letter is the dumbest letter in the alphabet. You people are doing more when you focus on this to ruin the internet for the entire human race. Don't talk about this anymore. Just stop. Talk about being in the weeds and not understanding what you're doing. There's no context when you talk about this. None whatsoever. You are spammers, and spamming is pathetic, and it ruins the experience. Don't do it.
我讨厌这个字母（K），这是所有字母里最傻逼的。当你们关注这个的时候，更多是在搞破坏，破坏咱们互联网知道吗？别说这个了，别搞了行不行？还不如说说搞这一堆复杂的东西，但实际并不理解自己在干什么。当讨论K的时候，根本就没有实际场景，无论如何都没有。你们就是一群Spammer, 到处发广告的人，实在是太可悲了，而且影响互联网的体验，别做这事。
注：这里的K指的是病毒增长的传播率，大于1就会带来病毒式增长
4.
When you boil that all up the most important two high-level takeaways that we had and after all of this stuff was we got to eliminate ego. Ego manifests itself every day. I talked about it earlier. It's the ego of basically living a lifestyle and a vision and like a Twitter stream than it is actually like living the life of an entrepreneur building good product and trying to deliver core product value. That takes ego, meaning you have to be comfortable not being rewarded in the short term.
当把所有这些总结起来（指上面的框架、3件事），得到更高层面上，两条最重要的经验是，(1) 消除自我、自大 (ego)。我们每天都能看到自我、自大的行为，我前面也说过了。自我存在感会让人们想像Twitter上的红人一样的生活方式，而不是像企业家一样生活，去做出好的产品，把产品核心价值交给用户。这需要你能掌控自我，能忍受短期没有回报。
Then the second is to invalidate all the lore. In any given product there's always people who strut around the office like, “You know, I have this gut feeling. It's all about gut feeling.” Most people with gut feeling are fucking morons. They don't know what they're talking about. They just don't. If we lived on gut feeling you can look at what happens when you live on gut feeling. Look at the financial markets, look at how government works, look at how all of these industries that are completely broken. Gut feel is not useful because most people can't predict correctly. We know this. 另一个，就是 (2) 验证所有的想法（lore）。 对任何产品，总有人在办公室里面显摆，“你看，我有一种直觉...”, "都是看直觉的" ... 绝大多数人的直觉都是傻逼。他们不知道自己在讲些什么，他们根本就不懂。如果靠直觉来生活，你可以看看股市、政府是怎么做错事的，以及其他完全烂掉的行业。直觉没有用，因为大部分人没办法预测未来。我们都知道这点。
One of the most important things that we did was just invalidate all of the lore. As much as we didn't do stuff all we did was disprove all of the random anecdotal nonsense that filtered around the company. “Well I think it's this, and people are using it because of that, and I want do this.” It's like, “Where did you pull that out of?” You know where they pulled it out of. Again, you want to do it, to go back and reinforce a sense of ego.
我们做的最重要的事情之一，就是对所有人们的说法做了验证。我们没做什么事情，就是把所有公司里那些不靠谱的想法都证否了。“啊我觉得是这样的”，"人们这样使用是因为那个原因"，“我想要这样做” ... 这些东西都是从哪来的？其实你也知道是怎么回事，他们就是想要点自我存在感而已。
三、文化
1.
A lot of people don't have a culture within a company that allows these two things to happen. 很多人的公司里没有这种文化/环境，能允许这两者发生（指Eliminate Ego和Invalidate Lore）。
If you can't be extremely clinical and extremely unemotionally detached from the thing that you're building you will make these massive mistakes and things won't grow because you don't understand what's happened.
如果你做不到具有极度的怀疑精神，能完全从自己的产品上感情抽离开，你就会犯巨大的错误，产品也不会增长因为你不理解到底发生了什么。
It takes a really special type of person to not believe the bullshit, and an even more special person to not conflate luck and skill. You have to be, if you're in this type of job in my opinion, relatively cynical. You can be confident. Fuck, you can be arrogant, it doesn’t really matter. But you can't believe your own BS, because when you do you start to compound these massively structural mistakes that again don't expose core product value and then don't allow real engagement and real product value to emerge. You don't listen to consumers because you think it's all about your gut. You don't bother doing any of the traditional straightforward obvious things that would allow you to answer very straightforward obvious questions, and you lose yourself.
只有比较特别的人，才能不信那些吹的牛逼, 只有更特别的人才能把运气和能力区分开来。如果你做的是这类工作，我觉得你得相对“愤青”一点。你可以自信，靠，你觉得自己很牛逼也没关系。但你不能相信自己吹的牛逼。因为如果你信，你就会逐渐犯结构性的错误，而不展现产品的核心价值，不让用户沉浸这款产品、并体验产品价值。你不会听用户的想法，因为你觉得这完全靠自己的直觉；你不会做那些常规、直接、明显的事，去解决那些明显的问题（指前面的3个问题），你也会丢失自我。
2.
What you realize is that's not a growth problem, although it seems numerically a growth problem. What that is is a product value and culture problem.
你会发现，这不是一个增长的问题。尽管从数字上来看是增长的问题，但实际上是产品价值和公司文化的问题。
总结一下
1. 怎么做增长？
按AAE框架来思考 ——
- Aquisition: 怎样让用户看到我们的产品？
- Activation: 怎样让让他们尽可能快的体验到"Aha" Moment?
- Engagement: 怎样尽可能多的把产品核心价值给到用户？
Aha Moment其实就是体验到产品核心价值（Core product value）的时候。对Facebook来说，就是让用户在10天有7个好友，这样才能产生Feed, 交流。
不要考虑病毒增长，因为根本达不到activation，也把产品做坏了。一个典型的例子是Facebook vs. Google+. Twitter和Facebook 达到100万用户的时间，都显著长于G+，但G+倒了，为啥呢？因为只是让用户注册了而已，根本没有Aha moment.
2. 具体实施办法
即“Test things, Measure things, try things. Throw the stuff that doesn't work”. 不断的测试、尝试，有用的继续做，没用的扔掉。
对Facebook, 测量的颗粒度，不是天、小时，甚至要精确到秒。
转换成思维方式就两条
- Eliminate Ego: 踏实做事，不浮躁，不要老想着要靠idea成功，想着自己要出任CEO赢取白富美。老老实实做好产品，把产品的核心价值交给用户。
- Invalidate Lore: 即用数据去证实想法，不要总是想着靠直觉来决策。这样很容易自负。可能这个产品，对于这个情况下的设计是对的，但是到了其他的情况下，变成不合适的了。比如Facebook进日本的时候，加了血型这个信息，因为日本人很看重这个信息。但以前只靠直觉，就会觉得这种想法扯淡。
3. 问题的根源
实际上，大多数公司都没有这种试验的文化，甚至可能就是依赖这种思维方式的，一天到晚都是靠直觉，整天我觉得这样做很吊，你觉得那样做很吊，但根本不做测试、做验证。不愿意去反思为什么成功、失败。他们可能一时是好的，但是最终都会死掉。
4. 一点感想
一个很快的想法是，豆瓣的很大一个问题，ah moment来得太慢。
