高增长的仪式。剖析YouTube如何扩大规模的内幕

Author’s note: This document was originally written in 2015 (see original), and reflects processes from my time co-leading the YouTube team from 2008-2014. As I left in 2014, I was asked by a number of folks to write down some of the key processes we used as we scaled through that hypergrowth period. Some of the insights here have been taken and applied by many other teams as they have scaled as well. Based on their learnings and a conversation with Reid Hoffman on Masters of Scale, I’m working on an expanded version of this concept (working title is “Rituals of Great Teams”). Please reach out if you have ideas/feedback that you think should be included. In the meantime, enjoy this historical perspective!

作者注：这份文件最初写于2015年（见原文），反映了我在2008-2014年共同领导YouTube团队时的流程。当我在2014年离开时，一些人要求我写下我们在那段超速发展时期使用的一些关键流程。这里的一些见解已经被许多其他团队在扩大规模时采纳和应用。基于他们的学习和与Reid Hoffman在Masters of Scale上的对话，我正在研究这个概念的扩展版本（工作标题是 "伟大团队的仪式"）。如果你有你认为应该包括的想法/反馈意见，请联系我。同时，请欣赏这个历史性的观点。

I joined YouTube in 2008, soon after the Google acquisition, and started on one of the most incredible roller coaster rides of my life. Much has been written about the external accomplishments of the YouTube team—growing from a (mostly misunderstood) video sharing property to the platform for millions of creators to connect with audiences all over the world. Interestingly though, very little has been written about the internal workings of YouTube.

我于2008年加入YouTube，在谷歌收购后不久，开始了我人生中最不可思议的过山车之旅。关于YouTube团队的外部成就已经写了很多--从一个（大部分被误解的）视频分享财产发展到数百万创作者与世界各地的观众联系的平台。但有趣的是，关于YouTube的内部运作的文章却很少。

When I arrived, the team had grown to a couple hundred employees (~1/3rd pre-acquisition, ~2/3rd post). My initial role was owning the monetization strategy, and over the course of the following years, that scope grew and we settled into a pattern where three of us primarily drove YouTube; I ended up taking on ownership of most of the core tech functions (product, engineering, and UX), Robert Kyncl covered the business functions (content, sales, and marketing), and our boss Salar Kamangar was t...