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軟件公司W(wǎng)orkday加州普萊森頓的總部已經(jīng)呈現(xiàn)出狂熱的過(guò)節(jié)氣氛。才十月第二周，員工們就開(kāi)始在往日單調(diào)無(wú)聊的城郊辦公區(qū)內(nèi)大搞改造，一個(gè)個(gè)的格子間被精心布置上了萬(wàn)圣節(jié)裝飾。

Workday的聯(lián)合創(chuàng)始人兼CEO安尼爾·布斯里對(duì)此引以為豪，他看似低調(diào)地炫耀道，裝飾比賽是公司辦公室比賽的組成部分。布斯里嚴(yán)格刻板，但卻曾經(jīng)當(dāng)眾主動(dòng)穿上奇裝異服。那次他和公司的另一位聯(lián)合創(chuàng)始人戴維·達(dá)菲爾德穿著奶牛和猴子連體睡衣主持全體員工大會(huì)，為的是向公司新簽約的愛(ài)爾蘭零售商Primark致敬，這些睡衣就是它們的商品?！皢T工開(kāi)心，客戶(hù)才能開(kāi)心。”布斯里說(shuō)。

如果說(shuō)Workday偶爾浮夸情有可原，那是因?yàn)樗漠a(chǎn)品都十分嚴(yán)肅。Workday成立僅13年，卻有一半的《財(cái)富》50強(qiáng)企業(yè)和超過(guò)35%的500強(qiáng)企業(yè)都在關(guān)鍵性業(yè)務(wù)運(yùn)營(yíng)中使用其軟件。公司主營(yíng)人力資源和會(huì)計(jì)部門(mén)使用的系統(tǒng)，盡管成立時(shí)間短，卻已憑借操作簡(jiǎn)單、性能可靠的特征贏(yíng)得了客戶(hù)美譽(yù)和忠誠(chéng)度。

對(duì)于布斯里和公司董事長(zhǎng)達(dá)菲爾德而言，Workday已經(jīng)是兩人第二次合作。兩人曾經(jīng)在仁科公司（PeopleSoft）共事，該公司當(dāng)時(shí)主營(yíng)上一代企業(yè)技術(shù)類(lèi)產(chǎn)品，后來(lái)被甲骨文（Oracle）通過(guò)殘酷競(jìng)爭(zhēng)以103億美元的價(jià)格收購(gòu)。如今Workday是“云”軟件領(lǐng)域的領(lǐng)導(dǎo)者，客戶(hù)以訂閱的方式購(gòu)買(mǎi)程序并進(jìn)行遠(yuǎn)程管理。公司只通過(guò)互聯(lián)網(wǎng)提供產(chǎn)品。Workday以研發(fā)費(fèi)用超過(guò)競(jìng)爭(zhēng)對(duì)手為榮，以客戶(hù)滿(mǎn)意度為榮，以快速擴(kuò)張為榮。目前公司尚未實(shí)現(xiàn)盈利，但其年度現(xiàn)金流高達(dá)5億美元，仍然維持著初創(chuàng)企業(yè)的增長(zhǎng)勢(shì)頭。華爾街預(yù)測(cè)公司本財(cái)年收入將達(dá)到28億美元，同比增長(zhǎng)近30%。

財(cái)務(wù)增長(zhǎng)、大額產(chǎn)品投入以及面向未來(lái)的員工（甚至還樂(lè)在其中）——兼具這些軟硬指標(biāo)的Workday榮登今年《財(cái)富》未來(lái)50強(qiáng)排行榜的榜首，這份榜單評(píng)選的是最具發(fā)展前景的公司，由管理咨詢(xún)企業(yè)波士頓咨詢(xún)公司（BCG）對(duì)大型上市公司進(jìn)行定量分析生成。

Workday的首席產(chǎn)品官彼得羅斯·德米茨斯的手機(jī)上裝了泡泡騷（PopSockets）手機(jī)氣囊支架，上面畫(huà)的是戴著頭盔的希臘名將塞奧多羅斯· 科洛科特羅尼斯，他曾于19世紀(jì)的希臘獨(dú)立戰(zhàn)爭(zhēng)中擊敗奧斯曼帝國(guó)的軍隊(duì)。“我想向他學(xué)習(xí)。”德米茨斯說(shuō)，他在希臘長(zhǎng)大，父親是希臘人，母親是英國(guó)人，妻子是西班牙人，曾經(jīng)在日本、西班牙、亞特蘭大等多個(gè)地方工作。他與達(dá)菲爾德和布斯里已經(jīng)相識(shí)23年，因仁科公司收購(gòu)了德米茨基創(chuàng)立的公司而結(jié)緣。

像其它軟件公司一樣，Workday也以為企業(yè)用戶(hù)提供一站式購(gòu)物為賣(mài)點(diǎn)招攬顧客。公司的第一個(gè)產(chǎn)品是人力資源管理系統(tǒng)。Workday憑借其每周在線(xiàn)更新和每年兩次產(chǎn)品重新配置（頻率均大大高于常規(guī)企業(yè)軟件）、幾乎零宕機(jī)成為同類(lèi)產(chǎn)品中的佼佼者。德米茨斯稱(chēng)這種客戶(hù)服務(wù)能力聞所未聞，自夸“Salesforce是唯一一家或許能和我們旗鼓相當(dāng)?shù)墓尽！保⊿alesforce憑借其價(jià)值在去年的《財(cái)富》未來(lái)50強(qiáng)榜單上獨(dú)占鰲頭。）

Workday稱(chēng)公司的整體技術(shù)導(dǎo)向精神是前瞻性的。“很多公司都從后視鏡中回顧歷史，把陳舊的數(shù)據(jù)作為運(yùn)營(yíng)依據(jù)?！钡旅状乃拐f(shuō)。他精瘦結(jié)實(shí)，十分健談，說(shuō)話(huà)時(shí)愛(ài)打手勢(shì)。“雖然已經(jīng)被社會(huì)接受，但這是種技術(shù)犯罪?！钡旅状乃菇榻B道，Workday的軟件更新速度極快，用戶(hù)從而可以清楚了解公司實(shí)時(shí)運(yùn)營(yíng)情況的方方面面，無(wú)論是員工的工作表現(xiàn)、公司的財(cái)務(wù)表現(xiàn)還是其它具體細(xì)分領(lǐng)域。

THINGS ARE GETTING a little crazy at the Pleasanton, Calif., headquarters of software maker Workday. It’s only the second week of October, but already employees are transforming the cubicles inside their otherwise charmless suburban office park into festive and elaborate Halloween displays.

This is a source of great pride for Aneel Bhusri, Workday’s cofounder and CEO, who humblebrags that the decorations are part of a companywide office contest. Bhusri is a straitlaced guy, but he’s been known to step into a costume himself. He and cofounder David Duffield once led an all-hands meeting in cow and monkey onesies in honor of Irish retailer Primark, a newly signed Workday customer that sells the garments. “Happy employees make for happy customers,” Bhusri says.

If Workday can give itself over to a little frivolity, that’s because its products are serious stuff. Just 13 years old, Workday makes software that runs critical operations for half of the Fortune 50 and more than 35% of the Fortune 500. It specializes in systems for human resources and accounting departments, and in its short life, it has earned a reputation for ease of use and reliability that has kept clients loyal.

For Bhusri and Duffield, the company’s chairman, Workday is a second act. The two also worked together at PeopleSoft, which made similar products an enterprise-?technology generation ago before being bought by Oracle in a bitterly contested $10.3 billion takeover. Today Workday is a leader in “cloud” software, programs sold as subscriptions and managed remotely. The company built its wares specifically for online distribution. It prides itself on outspending competitors on R&D, on having happy customers, and on rapid expansion. It isn’t profitable, but it produces half-a-billion dollars in annual cash flow and is growing like a startup. Wall Street expects revenue in the current fiscal year of $2.8 billion, a nearly 30% year-over-year growth rate.

This combination of hard and soft metrics—financial growth, heavy product investment, and a future-oriented (even fun-having) workforce—has landed Workday atop this year’s Fortune Future 50, a quantitative analysis of large publicly traded companies assessed by management consultancy BCG to have their best years ahead of them.

PETROS DERMETZIS, Workday’s chief product officer, has a PopSockets grip on his phone with an illustration of Theódoros Kolokotrónis, a famously helmeted Greek general who defeated the Ottoman army to win Greece’s independence in the 19th century. “I try to copy him,” says Dermetzis, who was raised in Greece by a Greek father and an English mother, married a Spaniard, and has worked in locales as diverse as Japan, Spain, and Atlanta. He’s been associated with Duffield and Bhusri for 23 years, since before PeopleSoft bought his startup.

Like other software companies, Workday touts itself as a one-stop shop for corporate users. Its first product was for HR departments. Where Workday separates itself from the pack is in its weekly online updates, twice-yearly major product re-dos (both unusually frequent for enterprise software), and near-zero downtime. Dermetzis calls this ability to serve customers “unheard-of” and boasts that “Salesforce is the only company that comes close.” (Salesforce, for what it’s worth, was the top Future 50 company last year.)

Workday claims its company’s whole tech-oriented ethos is future-looking. “Companies are running their operations by looking in the rearview mirror with stale data,” says Dermetzis, a wiry and voluble man who gesticulates impressively while he talks. “These are technological crimes that society has accepted.” With Workday’s speedily updated programs, Dermetzis says, customers always have a clear real-time view of their operations, starting with how their people are performing but extending to their financial performance and other nuts-and-bolts areas.

公司CEO布斯里將Workday的技術(shù)成就歸功于公司的“工匠精神”。比如蘋(píng)果2010年發(fā)布iPad時(shí)，Workday聽(tīng)任公司一個(gè)由剛畢業(yè)大學(xué)生組成的小團(tuán)隊(duì)開(kāi)發(fā)了一個(gè)適用于iPad的版本?！拔覀兊膯T工都精通Hadoop和Spark?！彼f(shuō)的這兩個(gè)名字是程序員解決問(wèn)題時(shí)常用的DIY編程工具。

Workday也知道自己的短板所在，但愿意花大價(jià)錢(qián)解決問(wèn)題。2016年，公司開(kāi)發(fā)了一個(gè)企業(yè)財(cái)務(wù)規(guī)劃類(lèi)產(chǎn)品，卻沒(méi)能流行。因此今年6月，Workday花費(fèi)15.5億美元收購(gòu)了一家即將上市的年輕公司Adaptive Insights，希望填補(bǔ)產(chǎn)品陣容中的空白。

這是Workday迄今為止的最大收購(gòu)，除了花費(fèi)巨資，在其它方面可能也得費(fèi)心費(fèi)力。企業(yè)軟件界資深分析專(zhuān)家摩根大通證券的帕特里克·沃爾瑞文斯稱(chēng)贊Workday領(lǐng)導(dǎo)能力強(qiáng)、市場(chǎng)機(jī)會(huì)大，“競(jìng)爭(zhēng)優(yōu)勢(shì)讓人羨慕?！比欢?，他認(rèn)為Workday在吸納整合Adaptive的產(chǎn)品時(shí)將面臨挑戰(zhàn)，“而且同時(shí)還要滿(mǎn)足Adaptive4000家客戶(hù)的需求，而這些客戶(hù)中絕大多數(shù)使用的是Workday競(jìng)爭(zhēng)對(duì)手甲骨文和微軟的系統(tǒng)?！?/p>

Workday希望通過(guò)激勵(lì)員工來(lái)保持公司發(fā)展勢(shì)頭，克服當(dāng)前困難，而員工自身也會(huì)因?yàn)轭櫩蜐M(mǎn)意受到鼓舞。決定年度全員股票獎(jiǎng)勵(lì)規(guī)模的其中一大指標(biāo)是達(dá)到95%的顧客滿(mǎn)意度。（另外兩個(gè)指標(biāo)和實(shí)現(xiàn)收入增長(zhǎng)及產(chǎn)品里程碑有關(guān)。）

Workday打造顧客滿(mǎn)意度的一種方式是大力進(jìn)行產(chǎn)品開(kāi)發(fā)。公司的年度研發(fā)費(fèi)用占收入的31%，超過(guò)同類(lèi)公司Salesforce和Adobe?！氨绕鹚鼈儯覀冏非蟮氖歉蟮氖袌?chǎng)?！惫韭?lián)合總裁兼首席財(cái)務(wù)官羅比內(nèi)·西斯科說(shuō)。“我們的產(chǎn)品更復(fù)雜。”

2012年加入Workday前，西斯科曾在通用電氣、福特、Visa、甲骨文、Verisign和VMWare任職。如今她在主導(dǎo)公司推出最新的產(chǎn)品線(xiàn)——為企業(yè)提供財(cái)務(wù)管理系統(tǒng)（可能包括會(huì)計(jì)、財(cái)務(wù)報(bào)告等功能）。她指出，Workday有2300家顧客，幾乎全都使用公司的人力資源軟件，使用公司“財(cái)務(wù)類(lèi)”產(chǎn)品的企業(yè)卻少之又少（《財(cái)富》美國(guó)500強(qiáng)企業(yè)中僅8家）。

布斯里說(shuō)，讓這個(gè)關(guān)鍵軟件完成“云就緒”，著實(shí)是個(gè)“浩大的工程”，但該產(chǎn)品線(xiàn)年度增長(zhǎng)達(dá)50%。“我希望這個(gè)數(shù)字再高點(diǎn)，”他說(shuō)?！暗F(xiàn)在也能接受。”如果有不錯(cuò)的客戶(hù)簽約了新軟件，他不介意再穿上奇裝異服慶祝一番。（財(cái)富中文網(wǎng)）

本文的另一版本發(fā)表于2018年11月1日刊的《財(cái)富》雜志，題目是《永不停歇的Workday》。

譯者：Agatha

Bhusri, the CEO, attributes Workday’s technological success to the company’s “tinkering mentality.” When Apple released the iPad in 2010, for example, Workday turned loose a small team of recent college graduates to create an iPad version of their product. “Our people are well versed in Hadoop and Spark,” he says, name-checking two programming tools popular with DIY problem-solvers.

Workday knows its limitations too—and it’s willing to stretch itself financially to address them. In 2016, the company released a financial planning product for businesses. It didn’t catch on. So this June, to fill that hole in its lineup, Workday paid $1.55 billion to buy Adaptive Insights, a younger company that was about to go public.

The acquisition, Workday’s largest, could be costly in non-financial ways too. Veteran enterprise-software analyst Patrick ?Walravens of JMP Securities praises Workday for strong leadership, a large market opportunity, and an “enviable competitive position.” Still, he expects Workday will have challenges integrating Adaptive’s product into its own, “while at the same time satisfying the needs of Adaptive’s 4,000 customers, the vast majority of which run” on systems sold by Workday competitors Oracle and Microsoft.

To maintain momentum to hurdle such obstacles, Workday counts on motivating employees, who in turn are incentivized to please customers. One of the three metrics that determine the size of an annual, all-employee stock grant is hitting 95% customer satisfaction. (The other two involve revenue growth and product milestones.)

One way Workday satisfies customers is by spending lavishly to develop products. Its annual R&D expenditure, at 31% of revenues, bests peers Salesforce and Adobe by that measure. “We are going after a bigger market than they are,” explains Robynne Sisco, the company’s co-president and chief financial officer. “And our products are more complicated.”

Sisco did stints at GE, Ford, Visa, Oracle, Verisign, and VMWare before joining Workday in 2012. Today she plays a lead role in pushing Workday’s newest line, its offering for running a company’s financial management systems (think accounting, reporting, and the like). She notes that Workday has about 2,300 customers, almost all of whom use its HR software. But far fewer (and only eight Fortune 500 companies) deploy its “financials” product.

Bhusri says it has been a “huge undertaking” to make this critical software “cloud ready” but notes the line is growing 50% annually. “I would like that to be higher,” he says. “But I’ll take it.” And if the right customers sign up, he won’t be shy about dressing up in costume to celebrate.

A version of this article appears in the November 1, 2018 issue of Fortune with the headline “This Workday Never Stops.”