Employee Handbook: Chapter 3

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引言：前几天，网上有流传出米哈游员工手册的高糊截图，因为对内容实在感兴趣，我就保存了下来。最近两天顶着接近马赛克的画质读完可读的部分，几乎泪流满面，对其中的内容深感触动。由于其中的文字内容实在过于模糊，以至于OCR都难以识别，于是决定将其中的内容手打转换为文本，打算长久保存用以激励自己。
Introduction: A few days ago, there were circulating low-quality screenshots of the miHoYo employee handbook online. Because I was interested in the content, I saved them. Over the past two days, despite the nearly mosaic-like image quality, I managed to read the readable parts and tears filled my eyes. I was deeply moved by the content. Since the text was extremely blurry, to the point where OCR (Optical Character Recognition) couldn't recognize it, I decided to manually transcribe the content into text, intending to save it for long-term inspiration.

## 03 The Method of Developing a Hero Among Ordinary People

不是因为我们有这样的愿景，所以才有了这样的一家公司。而是因为我们有了这样的一群人在一起，才会做出这样的事情，成为这样的一家公司。
It's not because we had such a vision that we established this company. It's because we had a group of people who came together that we were able to accomplish such things and become this kind of company.

那什么才是这样一群人，与其他群体的本质差异？就是我们的理念与文化。一群理念一致， 文化相融的人在一起，他们发现彼此的理想是相似的，做事的方法是一致的。从此，他们集结起来开始拯救世界，成为英雄。
So, what makes this group of people different from other groups? It's our beliefs and culture. When a group of people with aligned beliefs and integrated culture comes together, they realize that their ideals are similar, and their approaches to work are consistent. From then on, they unite to save the world and become heroes.

所以，请铭记我们的文化：
Therefore, please remember our culture:

说到做到，有话直说。只认功劳，追求极致。
Do what you say, speak openly. Only recognize achievements, pursue excellence.

### 3.1 Keeping Our Word

什么是”说到做到”？
What does "keeping our word" mean?

“说到做到”的意思是，在miHoYo内，以任何形式作出的承诺，都应该在承诺的时间内，保证质量的完成。承诺的形式可能是一封邮件、一个TAPD上的任务、一段微信上的聊天，也可能是在走廊里跟别人说了一句话：”诶，这个东西我今天晚上给你做好。”那么就要在你所承诺的时间节点保证质量地把它完成，这就是说到做到的意思。
"Keeping our word" means that within miHoYo, any commitment made in any form should be completed with quality within the promised timeframe. These commitments can take the form of an email, a task on TAPD (Task, Assignment, Progress, and Delivery) system, a conversation on WeChat, or even a casual remark in the hallway like, "Hey, I'll get this thing done for you tonight." It means delivering on what you promised within the agreed-upon timeframe while ensuring quality—that's what it means to keep our word.

为什么要”说到做到”？
Why is it important to "keep our word"?

说到做到是项目能够正常推进的最基本的执行力保证。
Keeping our word is the fundamental guarantee of effective project execution.

如果每个人的承诺不能够按时兑现的话。那我们就无法基于这个承诺去做一个更大的团队的计划，我们的产品计划就全都是空谈。
If everyone's commitments cannot be fulfilled on time, we won't be able to plan and execute larger team projects, and our product plans will remain mere talk.

当然，作为一个数字娱乐产品，在软件工程中会碰到各种各样的风险，所以更需要我们可以科学的预估，科学的做出计划。
Of course, as a digital entertainment product, we encounter various risks in software engineering, so it's even more crucial that we can make scientific estimates and plans.

说到做到，就是这样一个十分基础的要求。
Keeping our word is a very basic requirement.

怎么做到”说到做到”？
How can we "keep our word"?

1. 先搞清楚任务需求，才能给出靠谱的承诺
Understand the Task Requirements Before Making Reliable Commitments

在一项任务的讨论阶段。如果你对其中的目的、要求存在疑问时，务必当面提出来。千万别抱有”应该是这么个意思吧”之类的想法，很可能你的理解和现实会有极大的偏差。
During the discussion phase of a task, if you have any doubts about its purpose or requirements, it is essential to raise them directly. Avoid thinking, "It should mean something like this," as your understanding may deviate significantly from reality.

有哪些基本信息是你需要明确的？
What basic information do you need to clarify?

>
> 1）交付结果是什么？ （是一个工作计划的邮件？完成一个功能的代码？还是下班的时候把空调关掉？）
> What is the deliverable? (Is it an email with a work plan? Completed code for a feature? Turning off the air conditioning at the end of the day?)
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> 2）交付的衡量标准，完成这项工作结果的程度。你们对好坏的衡量标准的认识是不是一致的？（能用？易用？友好？……什么程度呢？）
> The measurement criteria for the deliverable, the level of completion expected. Is everyone on the same page regarding the standards of quality? (Is it functional? User-friendly? Intuitive? To what extent?)
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> 3）交付的截止时间，也就是我们常说的Deadline。
> The deadline for delivery, also known as the "Deadline."
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我们希望就算你的Leader或者合作伙伴没有很清楚地定义这些问题时，你也要和他非常明确地沟通清楚，因为这会直接影响到你是否能说到做到。
Even if your leader or collaborator has not clearly defined these aspects, we expect you to communicate with them explicitly because it directly affects your ability to keep your word.

除了这些直接要求以外，任务和任务之间的上下游关系，是否存在配合这项任务的人等这些辅助信息，也都能帮助你更好的理解这项任务。在充分了解任务的背景信息后，尽可能把这项任务拆解成细分行动，并评估清楚每一个小行动所需的时间和资源，你才能给出一个真正意义上务实的、可达成的承诺。
In addition to these direct requirements, understanding the relationships between tasks, the people involved in supporting the task, and other auxiliary information can help you better comprehend the task. After fully understanding the background information of the task, try to break it down into smaller actions and assess the time and resources required for each action. Only then can you provide a truly practical and achievable commitment.

2. 对于没有把握的事，一定不要给出承诺
Never Make Promises for Uncertain Matters

主要体现在三点：
This principle can be summarized in three points:

>
> 1）当工作任务具有不确定性时，正确且安全的做法是：不要草率做出承诺。你应该把你看到的不确定性因素抛出来，并且主动去了解这些不确定的情况。
> When a work task involves uncertainty, the correct and safe approach is to refrain from making hasty commitments. You should raise any uncertainties you see and proactively seek to understand these unknowns.
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> 2）对于无法评估的不确定性问题，先进行尝试，摸一摸路，估计一个预研时间。等预研时间到了，或者有了阶段性结论，再进行下一步的评估。
> For uncertainties that cannot be evaluated directly, make an attempt, explore the path, and estimate a research period. When the research period is over or when there are intermediate conclusions, proceed with the next evaluation.
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> 3）绝对不要因为：碍于面子、Push自己不要拖延或迫于组长压力等愚蠢的理由做出你预期无法完成的承诺
> Never make commitments that you anticipate being unable to fulfill due to foolish reasons such as saving face, self-imposed pressure to avoid procrastination, or pressure from your team leader.
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特别对于新人，或者对于项目情况不了解的时候。请务必记住，不作出承诺才是最负责的做法。否则耽误的会是整个项目的进度预期，而不仅仅是眼前的这一个任务。
Especially for newcomers or when unfamiliar with project conditions, it is crucial to remember that not making commitments is the most responsible approach. Otherwise, it will not only affect the progress of the current task but also hinder the overall project timeline.

3. 充分细分&累加时间，是一个靠谱的预估方法
Thoroughly Break Down and Accumulate Time for Reliable Estimations

为了能够评估出一个合理的任务完成时间，我推荐一个方法：
To assess a reasonable task completion time, I recommend the following method:

在充分了解需求的情况下把每一个需求和目标进行细分，细分到不能再细分为止，然后把这每一细分项的时间算出来，再把它们累加起来，应该会有一个相对靠谱一些的结果。一般来讲， 一个细分任务的时间不应该超过2天时间。否则，我会认为这个任务一定有可以继续细分的空间与必要。
After fully understanding the requirements, break down each requirement and objective into smaller subtasks until further subdivision is not possible. Then, calculate the time required for each subtask and accumulate them. This approach should yield a relatively reliable result. Generally, a subtask should not exceed a duration of two days. Otherwise, it indicates that there is room and necessity for further subdivision.

### 3.2 Speak Up Frankly

什么是”有话直说”？
What does "Speaking Up Frankly" mean?

有话直说的意思是：在我们公司内，当你发现一个问题，或者感觉哪里做的不对的时候，唯一正确的做法是：找到这个问题的当事人，当面向他客观陈述这个问题，这个就是有话直说。
"Speaking Up Frankly" means that within our company, when you identify a problem or feel that something is not done correctly, the only correct approach is to find the person involved and objectively articulate the problem to them face-to-face. This is what "Speaking Up Frankly" entails.

这个问题，可能是产品上的问题，比如说你觉得这个地方策划设计的不对，也可能是团队上的问题，比如说你觉得某个地方我们运转不对，或者说你认为某个人好像没有尽到应尽的职责。不论什么问题，我们都应该在看到这些问题后的第一时间当面有话直说。
The problem could be related to the product, such as when you believe that a certain aspect of the design is incorrect. It could also pertain to team-related issues, like when you feel that certain operations are not functioning properly or when you believe that someone has not fulfilled their responsibilities. Regardless of the problem, we should always address it directly with the person involved as soon as we notice it.

为什么要做到”有话直说”？
Why is it important to "Speak Up Frankly"?

有两个重要的原因：
There are two important reasons:

>
> 1. 有话直说是通往卓越产品的重要保障；
> Speaking Up Frankly is a crucial guarantee for creating exceptional products.
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> 2. 鸵鸟姿态面对小问题，必将酿成大炸弹。
> Adopting an ostrich-like approach to minor issues will only result in major explosions.
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我分别来解释一下。
Let me explain each point in detail.

先说第一条：有话直说是通往卓越产品的重要保障。
First, Speaking Up Frankly is an important guarantee for creating exceptional products.

在miHoYo刚刚成立的时候，我们几个创始入共同立下了一个规则：无论遇到什么问题，我们都要有话直说。有话直说并不容易，但是作为一家创意企业，有话直说是通往卓越的唯一途径。我们希望自己和miHoYo都能不断进化，而为了实现这一点，我们需要对彼此极度坦诚，有话直说。
When miHoYo was first established, a few of us founding members set a rule: no matter what problems we encounter, we must speak up frankly. Speaking up frankly is not easy, but as a creative company, it is the only path to excellence. We hope that both ourselves and miHoYo can continue to evolve, and to achieve this, we need to be extremely candid and speak up frankly with each other.

因为我们知道任何一个人在团队里面，不管是制作人也好，是策划负责人也好，是美术负责人也好，都是有他的局限性的。简单来说。作为一个人，他一定有其擅长的地方，和不擅长的地方；有他特别容易关注的地方，和容易忽视的细节。所谓人无完人，人就是这样一种生物。但我们对于产品的要求是无限接近于完美的，那怎么办呢？必须通过一个团队来取长补短，互相弥补彼此的缺陷，发挥长处。那如何做呢？就是要在团队里面，可以听到来自不同角度的声音和意见，所以我们需要有话直说。对于任何一个人，当我们觉得他负责的东西有问题的时候，应该立刻告诉他，这样才能让他获得一个更全面的认识，避免个人视野的局限，帮他建立一个全面的认知。只有看到的问题全面了，再以严密的逻辑进行判断，才有可能做出比较好的决定。
Because we know that every person in a team, whether it's a producer, a lead designer, or an art director, has their limitations. Simply put, as individuals, we all have areas where we excel and areas where we struggle, things we pay special attention to and details we may easily overlook. No one is perfect; that's just how humans are. But our expectations for our products are to strive for perfection. So, what can we do? We must rely on a team to complement each other's strengths and weaknesses, to fill in the gaps, and to leverage each other's talents. And how do we do that? By allowing voices and opinions from different perspectives to be heard within the team, which is why we need to speak up frankly. When we feel that something a person is responsible for has a problem, we should immediately let them know. This way, they can gain a more comprehensive understanding, avoid the limitations of personal perspectives, and establish a holistic awareness. Only when we have a comprehensive view of the problems can we make better decisions through rigorous logic.

这里有一个很有趣的现象。大家都知道，我们公司没有主美，主程这样的Title，而只讲美术组长，程序负责人。为什么呢？因为主x。往往会给人一种，他说了算，对错都由他来一言定之的印象。这样以难免个人影响太重，难免在获得部分正确判断的同时也放大了个人缺陷。而XX负责人，或XX组长则意味着：这个岗位的同学，负责组织整个团队一起来取长补短，发挥每个人擅长的事情， 最终把一个问题解决好。他是组织者，也是负责人，但不等于其他人要言听计从。每一个人都拥有对自己负责事情的决策权，也必须遵循有话直说，开放地接收各种意见。
Here's an interesting phenomenon. As you may know, our company doesn't have titles like Lead Artist or Lead Engineer, but rather uses titles like Art Team Lead and Engineering Lead. Why is that? Because having a "Lead" title often gives the impression that they have the final say, that they determine right from wrong. This can inadvertently lead to a heavy personal influence and amplify personal shortcomings while obtaining some correct judgments. On the other hand, the role of a team leader or group leader implies that the person in that position is responsible for organizing the entire team to complement each other's strengths, to make the most of each person's abilities, and ultimately solve a problem together. They are organizers and leaders, but it doesn't mean that others should simply follow their lead. Every individual has the decision-making authority over their own responsibilities and must adhere to speaking up frankly, openly accepting various opinions.

再说第二条：鸵鸟姿态面对小问题，必将酿成大炸弹。
Now, let's talk about the second point: Ignoring small problems will inevitably lead to a big explosion.

在miHoYo短暂的发展史上。我们也曾经犯过类似的错误。冰冻三尺非一日之寒，大问题也都是因各种小问题没有被及时解决从而变得愈发严重。通常当问题还在初期阶段时，解决起来不仅成本小，方式也多。但如果问题没有得以及时暴露，经过不断积累，它会像病毒一样扩散，破坏面越来越大。这时再去解决它就可能会牵一发而动全身，付出的代价无法估量，甚至导致团队决裂、产品最终失败。
In miHoYo's brief history of development, we have also made similar mistakes. Rome wasn't built in a day, and major problems often arise from the accumulation of unresolved small issues. Usually, when problems are in their early stages, they are easier and more cost-effective to address, and there are multiple ways to do so. However, if problems are not exposed and addressed in a timely manner, they can spread like a virus, causing increasing damage. At that point, resolving the issue may require major efforts and the cost becomes immeasurable. It can even lead to team discord and ultimately result in the failure of the product.

所以有话直说，可以保证在问题还比较小的时候就暴露出来，并把它及时解决。我们坚信，我们应当把问题和分歧摆到桌面上，从而及早地暴露问题，及时的解决问题。
Therefore, speaking up frankly ensures that problems are exposed and addressed when they are still relatively small. We firmly believe that we should put problems and differences on the table, thus exposing them early and resolving them promptly.

“有话直说”该怎么做？
So, how do we practice speaking up frankly?

1. 当面直接说，及时说，绝不在背后说
Speak directly, promptly, and never speak behind someone's back.

当看到任何项目上的问题、产品的缺陷、项目成员的不足的时候，当遇到跟团队其他人意见不合或者对某些事情做法不满的时候，唯一正确的做法就是找到当事人，当面跟他反馈、吐槽甚至吵架。直面所有的问题，有话直说，创造环境做直接的沟通，这是正确的做法。对任何公司同事，当面不会说的事情也绝不在背后议论。一个公司里直在讨论问题的场合没有声音而背地里有嗡嗡嗡的声音，就是不正常的表现。这种嗡嗡嗡的声音大都是以匿名、小圈子的形式存在的；小团体甚至是办公室政治的形成大多都是从两个人同时吐槽同一个对象开始的。背地吐槽对任务、团队、尤其是对你自己，没有任何正面作用。非但不会解决问题反而会增加问题的复杂度。
When you see any issues in a project, defects in a product, or shortcomings in team members, or when you have disagreements with other team members or dissatisfaction with certain approaches, the only correct approach is to find the person involved and provide feedback, express your frustrations, or even have arguments face-to-face. Confronting all problems, speaking up frankly, and creating an environment for direct communication is the right way to handle things. In any company, there should be no discussions behind someone's back that you wouldn't say to their face. It is abnormal for a company to have a buzzing sound behind the scenes while there is silence when it comes to discussing issues openly. These buzzing sounds mostly exist in the form of anonymous messages or small cliques. The formation of small groups or office politics often starts with two people simultaneously complaining about the same person. Speaking behind someone's back has no positive effect on tasks, teams, and especially on yourself. It not only fails to solve problems but also increases the complexity of issues.

2. 客观陈述，对事不对人
Objective statements, focusing on the issue rather than the person.

有话直说的文化有时候会让人不适，尤其在存在分歧的时候，我们有话直说的唯一目的就是让问题或者分歧暴露出来并朝着好的方向去发展。因此只有客观陈述事实，只针对”事” 本身才能推动问题的解决，针对”人”解决不了任何问题。
The culture of speaking frankly can sometimes make people uncomfortable, especially when there are disagreements. The sole purpose of speaking frankly is to expose problems or disagreements and work towards a positive resolution. Therefore, we can only push for problem-solving by objectively stating the facts and focusing on the "issue" itself, rather than targeting the "person."

表达时怎么算是对”事”，怎么算是对”人”：
How to differentiate between addressing the "issue" and addressing the "person":

对”事”：对事情本身下判断（正确与否的结论）、给支撑结论的论据（问题定位）或提供处理方式的建议（解决问题的方法）。如”这打出来的伤害太低了（判断、结论） ，你的圣痕搭配得有问题（问题定位），换个”薛定谔上”输出会更高（解决问题的方法）” 。
Addressing the "issue": Making judgments about the issue itself (conclusions of right or wrong), providing supporting evidence (issue identification), or suggesting ways to handle the problem (problem-solving methods). For example, saying, "The damage output of this skill is too low (judgment, conclusion), your artifact combination seems to be problematic (issue identification), you might want to try using the 'Schrodinger's Output' for higher damage (problem-solving method)."

对”人”：对人（人格、个性）产生攻击行为。如：”某某就是不行”，”某某完全不懂”。
Addressing the "person": Engaging in personal attacks against an individual's character or personality. For example, saying, "So-and-so is just incapable" or "So-and-so doesn't understand anything."

3. 直面冲突，求取共识
Facing conflicts and seeking consensus.

很多人以为，掩盖分歧是维持和睦最容易的方法，这种观点大错特错。回避冲突也就回避了解决冲突的机会；躲过了小的矛盾，之后往往会有大的矛盾，甚至会导致人与人的疏离。只有直面且积极解决小的矛盾，才会更好地维持长久的信任关系。认真处理分歧，有话直说，当事方之间开放、坚定地进行高质量的反复讨论，细心梳理所有问题的过程，这些方法都非常有用。因为它们有助于双方了解此前不清楚的情况，这是有话直说的另一层含义。
Many people believe that concealing disagreements is the easiest way to maintain harmony, but this view is completely wrong. Avoiding conflicts also means avoiding opportunities to resolve them. By avoiding small conflicts, we often end up with bigger conflicts and even alienation between individuals. Only by directly facing and actively resolving small conflicts can we better maintain long-lasting trust relationships. It is highly beneficial to handle differences seriously, speak candidly, and engage in open and firm high-quality discussions between the parties involved. The careful process of addressing all issues helps both sides gain a better understanding of previously unclear situations, which is another layer of meaning behind speaking candidly.

我们需要做三件事：
There are three things we need to do:

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> 1）把我们的真实想法摆在桌面上；
> Put our true thoughts on the table.
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> 2）存在经过深思熟虑的分歧，但人们愿意在相互了解的过程中更改观点；
> Embrace thoughtful disagreements, where people are willing to change their perspectives through mutual understanding.
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> 3）如果分歧依然存在，拥有一种大家一致同意的决策方式 （如投票或者拥有清晰的权威）。以便我们能够不带怨气地把分歧留在身后。
> If the disagreement persists, establish a decision-making method that everyone agrees upon (such as voting or having a clear authority), so that we can leave the differences behind without resentment.
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我们相信任何组织或任何人际关系想要保持的好，这些都是必需的。我们极力鼓励大家有话直说。直面冲突，求取共识。
We believe that these are essential for any organization or interpersonal relationship that wants to maintain a positive atmosphere. We strongly encourage everyone to speak candidly. Face conflicts and seek consensus.

4. 保持开放心态，着眼大局
Maintaining an open mindset and considering the bigger picture.

我们充分鼓励大家有话直说，但这并不意味着你提出的建议或吐槽就一定要被采纳和解决。影响一件事对错与否的判断因素有很多（可能是时机、获取背景信息的丰富程度、看待问题视角等等），但我们最终会把决策权交给具体负责这项任务的同学（他所掌握的信息不但是最全面的，同时承担的责任也是最大的）。当观点争执不下，然而事情还要继续推进的时候，就需要由这位决策同学出来确定路径并执行落地。如果决策已出，就必须要放下个人的异议（事后会进行决策复盘），全力以赴去达成目标。
We strongly encourage everyone to speak frankly, but it does not mean that every suggestion or critique you raise must be adopted and resolved. There are many factors that determine the rightness or wrongness of an issue (such as timing, the extent of background information available, perspectives on the problem, etc.). However, in the end, we will delegate the decision-making authority to the individual responsible for the specific task (as they possess the most comprehensive information and bear the greatest responsibility). When viewpoints are in dispute, but the work still needs to progress, it is the decision-maker's responsibility to determine the path forward and ensure its execution. Once a decision has been made, it is crucial to set aside personal objections (a post-decision review will be conducted) and wholeheartedly strive to achieve the objectives.

针对有话直说我们总结一下，在miHoYo最让人痛恨的有这5种人：
Regarding speaking frankly, we have summarized the five types of people that are most disliked at miHoYo:

>
> 1. 马后炮的，事后会说”你看，当时我就觉得这地方不对……”；
> Monday morning quarterbacks who say, "See, I knew something was wrong at that time..."
>
>
> 2. 当面不说，喜欢在背后议论人的，拉帮结派搞小团体的；
> Those who speak behind others' backs instead of addressing issues face-to-face, form cliques, or engage in office politics.
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>
> 3. 分不清楚什么是对事，什么是对人的；
> Those who cannot differentiate between addressing the matter and attacking the person.
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> 4. 好好先生，明明看到了问题就让问题烂着，而无动于衷的；
> "Mr./Ms. Nice," who deliberately ignores problems they have clearly noticed, showing indifference.
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>
> 5. 唯我独尊，个人意志高于集体意志的。
> Those with an arrogant attitude, prioritizing personal will over collective consensus.
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最后，必须说明，有话直说≠一人一票。
Finally, it is essential to clarify that speaking frankly does not equal "one person, one vote."

这是关于有话直说必须跟大家强调的一件事情：有话直说的目的是暴露问题。任何人提出来的意见，可能是对的，也可能不对。可能只是提问者自己的另一种局限视角。所以，有话直说绝对不意味着说了必须改，也不应该被滥用做少数服从多数。
One thing that must be emphasized about speaking frankly is that its purpose is to expose problems. Any opinion raised by an individual may be right or wrong and may only represent the limited perspective of the questioner. Therefore, speaking frankly does not imply that changes must be made, nor should it be abused as a way to enforce majority rule over minority opinions.

我们一直以来的理念都是，谁在一线做这件事情，谁最了解一线的情况，谁来做决定，并为结果负责。有话直说，是为了帮这个决策者，更多的看到全局的信息与意见，然后让他可以在一个更丰富的信息下，做出更好的决定。
Our philosophy has always been that the person who is directly involved in a task, who understands the frontline situation the best, should make the decisions and be responsible for the outcomes. Speaking frankly is meant to assist the decision-maker in gaining a broader perspective and more information about the overall situation. This way, they can make better decisions based on a richer information context.

### 3.3 Only Recognize Achievements

什么是”只认功劳”？
What does "Only Recognize Achievements" mean?

只认功劳，也可以说是以结果为导向。
"Only recognizing achievements" can also be referred to as result-oriented.

有两层意思：
It has two implications:

>
> 1. 在miHoYo，我们对一件事情或一个人的首要评判标准是：所做事情的结果是好是坏。只有在一件事情输出了好的结果的前提下，才有继续去评判实现方法是否合理，是否科学的意义。而一件事情只要结果没做好，什么管理井井有条，团队人人开心，都是扯淡。
> At miHoYo, the primary criterion for evaluating a task or an individual is the outcome. Only when a task delivers good results can we proceed to assess the reasonableness and scientificity of the implementation methods. If a task fails to produce good results, all the talk about well-organized management and a happy team is meaningless.
>
>
> 2. miHoYo一直崇尚的理念是跟优秀的人在一起，然后做出优秀的事情，然后给予大家优秀的回报。所以我们从来不会论资排辈，对一个人最重要的评价标准就是做出了什么样的结果。结果好，我们就要给予他相对应的优秀的回报，不论他是新人还是老手，也不论职位高低。
> miHoYo has always advocated being in the company of talented individuals, accomplishing outstanding tasks, and providing excellent rewards to everyone. We never judge someone based on seniority; the most important evaluation criterion for an individual is the results they have achieved. If the results are good, we will provide them with corresponding rewards, regardless of whether they are newcomers or experienced individuals, and regardless of their position.
>
>
>
>

为什么要”只认功劳”？
Why do we emphasize "Only Recognize Achievements"?

“只认功劳"这个企业文化，是为了保证两点。
The company culture of "only recognizing achievements" is designed to ensure two things.

第一点叫做”经营第一”的原则。
The first is the principle of "business first."

别看我们今天讲企业文化，而且我们把企业文化讲得这么重要，我还是要实事求是的告诉各位：在企业发展当中排第一位的是经营。管理和我们内部各种文化制度只是第二位的事情。
Although we are discussing corporate culture and emphasizing its importance, I must honestly tell you that in the development of a company, the top priority is the business operations. Management and various internal cultural systems come second.

经营就是面向市场，满足用户需求，赚取利润。miHoYo这个组织存在的唯一价值就是满足目标用户的需求，为目标用户创造价值，赚取合理的利润。如果我们不能为目标用户创造价值，满足目标用户的需求，那我们谈公司制度很健全，企业文化很先进，人才很优秀，都是无稽之谈。我们看那些公司，整天内部开会研究学习公司管理。研究如何让公司流程井井有条，却很少去面向市场，研究用户需求，研究如何做好产品，这样的公司管理再好也会因经营不善而必然倒闭。我们的企业文化再好，但是我们做出来的产品玩家不喜欢，那这个企业文化是没有意义的。因此我们的企业文化必须保证我们做出来的产品是符合用户需求，为用户创造价值的产品，这样的企业文化才是有意义的。
Business operations involve facing the market, meeting customer needs, and generating profits. The sole purpose of miHoYo's existence as an organization is to satisfy the needs of target users, create value for them, and earn reasonable profits. If we cannot create value for our target users or meet their needs, then discussions about company systems, advanced corporate culture, and excellent talents are all futile. We see many companies constantly holding internal meetings to study and learn about company management, focusing on making processes organized, but they rarely focus on the market, understanding user needs, or how to create good products. Such companies, despite having good management, will inevitably fail due to poor business operations. Even if our corporate culture is excellent, if the products we create are not liked by players, then that corporate culture becomes meaningless. Therefore, our corporate culture must ensure that the products we create are in line with user needs and create value for them. This is the only meaningful corporate culture.

现在大家普遍知道，”苦劳” 是对绩效对公司没有帮助的。但是在现实中，很多同学有了”苦劳”之后，就会觉得我已经付出这么多了，已经很对得住公司了，公司怎么不认可我。”苦劳” 不会对公司经营有任何实质的帮助，还浪费了公司的资源，我们坚持经营第一原则，以结果为导向，只认功劳。
Nowadays, it is widely known that "working hard" does not benefit performance or the company. However, in reality, many individuals who work hard often feel that they have already put in so much effort and that the company should recognize them. "Working hard" does not provide any substantial help to the company's operations and instead wastes the company's resources. We adhere to the principle of prioritizing business operations, being result-oriented, and only recognizing achievements.

这个经营第一的原则看起来很大，实际上这是渗透在我们日常的产品开发过程当中的。比方说当我们给一个人冠以 “主美”这样的title的时候（在3.2中提到了，我们不这么做），会出现问题是，他会觉得：这个产品的美术我以我自己的审美来做担保，我觉得不好的东西，我拿红笔把它画出来，你拿回去改。但他改的东西真的是用户的需求吗？这个不见得能够保证。所以说我们对于这件事情的唯一的评判标准，也是终极性的评判标准，就是我们用户是不是真的喜欢这件事情。这个结果可能只有投放到市场上才能获得最终的结论，但是在此之前其实我们可以做很多的测试。我们可以做内部的测试，可以做CE测试，可以做玩家的社区的灰度测试和各种各样的事情。来保证我们更全面的看这些问题，以及收到真正来自于用户的反馈，而不是个人喜好，来决定这件事情是什么。我们讲只认功劳或者以结果为导向，不见得是在最终产品层面才反映出来，我们日常开发过程中，其实就渗透了。
This principle of prioritizing business operations permeates our daily product development processes. For example, when we bestow the title of "Art Director" on someone (as mentioned in 3.2, we don't do that), a problem arises. They may think, "I guarantee the artistry of this product based on my own aesthetic judgment. If I find something I don't like, I'll mark it with a red pen, and you can go back and make the changes." But can these changes truly satisfy user needs? There is no guarantee. Therefore, the ultimate and sole criterion for judging this matter is whether our users genuinely like it. The final conclusion may only be obtained by launching the product into the market, but before that, we can conduct numerous tests. We can conduct internal tests, consumer experience (CE) tests, player community beta tests, and various other tests to ensure that we have a comprehensive view of the issues and receive genuine feedback from users, rather than making decisions based on personal preferences. "Only recognizing achievements" or being result-oriented is not necessarily reflected at the final product level but is ingrained in our daily development processes.

那么第二点：为什么我们会讲只认功劳呢？在miHoYo，具体的产品细节都是由最一线的同学来做决定，只认功劳是要保证团队成员的能力可以得到充分的发挥、有最直接的认可和回报。我们的机会其实是充分开放的，任何时候。如果你看到在团队内或者项目上有什么样的机会，然后你想来尝试的话，我们其实都是欢迎大家举手来做的。
The second point: Why do we emphasize "Only Recognize Achievements"? At miHoYo, specific product details are determined by frontline team members to ensure that team members' abilities are fully utilized and receive direct recognition and rewards. Opportunities within our organization are always open to everyone, at any time. If you see an opportunity within the team or a project and you want to give it a try, we welcome everyone to step forward.

比如说，UI同学说这个程序员写的代码还不如我好，那好，你举手，我们给你这个机会你自己来。如果你把这个结果做好，我们就认为你牛逼，你又会做UI又会写程序，简直是我们理想中的T型人才模型。当然如果你没有做好，我们同样也会给出与之相匹配的评价。这就是讲为什么会有只认功劳这一条。
For example, if a UI designer says, "The code written by the programmer is not as good as mine," then fine, raise your hand, and we'll give you the opportunity to do it yourself. If you excel in achieving the desired result, we consider you exceptional, as you can handle both UI design and coding, embodying our ideal model of a T-shaped talent. Of course, if you don't deliver good results, we will also provide appropriate evaluations. This is why "only recognizing achievements" exists.

怎么样保证“只认功劳”？
How to ensure "Only Recognize Achievements"?

1. 平等地开放展现才能、解决问题的机会给团队中的任何人。
Provide equal opportunities for showcasing talents and problem-solving to anyone on the team.

miHoYo的招聘是极其谨慎的，我们努力在面试过程中了解每个新加入的同学的才能和特质。即便这样，我们仍然可能对大家的才能了解不够充分，甚至低估大家的能力，所以在miHoYo我们的机会其实是充分开放的。也就是说任何时候，如果你看到团队或项目机会并且想来尝试的话，我们其实都是欢迎大家举手来做的。miHoYo发展历史上招聘的客服同学就是最好的例子，我们在公司发展过程中招聘的客服娘（本体可能是抠脚大汉）转岗到公司几乎所有岗位，包括研发岗位的程序，美术，策划，都有一开始是客服岗位的同学的身影。
miHoYo's recruitment process is highly cautious, and we strive to understand the abilities and qualities of each new team member during the interview process. However, there may still be instances where we have insufficient knowledge of everyone's abilities or even underestimate their capabilities. That's why, at miHoYo, our opportunities are actually fully open. In other words, at any time, if you see a team or project opportunity and you want to give it a try, we welcome everyone to raise their hand and participate. The best example of this is our customer service team members who have been recruited throughout miHoYo's development process. They have transitioned to almost all positions within the company, including programming, art, and game design, starting from their initial customer service roles.

2. 不看资历，以结果和成绩来评判个人能力。确保回报与贡献成正比。
Don't consider seniority, judge individual abilities based on results and achievements, ensuring rewards are proportional to contributions.

以结果为导向，miHoYo崇尚与优秀的人在一起，并让优秀的人获得杰出的回报。想法比年龄重要，年龄小并不意味着他不值得尊重与合作。miHoYo不论资排辈，不看资历，不计苦劳，我们自己就是年轻的创业者，在用事实成绩证明自己之前，我们并不被主流所认同。所以我们同样相信，会有更多有才的年轻人，可以做出超越前辈的成绩，他们应该得到同样杰出的回报。当然，结果是唯一客观的评判标准。
Being result-oriented, miHoYo values being in the company of talented individuals and ensures that exceptional individuals receive outstanding rewards. Ideas are more important than age, and being young does not mean one is unworthy of respect and collaboration. miHoYo doesn't consider seniority, rank, or the amount of effort expended. As young entrepreneurs ourselves, we were not recognized by the mainstream until we proved ourselves with concrete results. Therefore, we also believe that there will be more talented young people who can achieve results that surpass their predecessors, and they should receive equally exceptional rewards. Of course, results are the only objective criterion for evaluation.

3. 实用主义原则，发自内心地杜绝一切形式主义。
Embrace practical principles and sincerely eliminate all formalism.

只认功劳的另外一层意思是：我们要发自内心地杜绝一切形式主义，我们做的所有事情、付出的所有努力都是为结果服务的。比如说开会，很多问题是必须通过开会讨论解决的，我们就要不断提醒自己：我们的目的是解决问题，我们的目的不是开会，当你发现开会已经流于形式，并没有帮助解决问题时，应该坚决地调整会议内容或者终止会议。个人绩效唯一考核标准就是结果。我们不会用花了多少小时工作，或者有多少人加班作为衡量团队的标准，我们只在意是否完成了卓越的工作结果。
"Only recognizing achievements" also means that we sincerely eliminate all forms of formalism. Everything we do and all the efforts we make are in service of achieving results. For example, when it comes to meetings, many issues need to be discussed and resolved through meetings. We must constantly remind ourselves that our goal is problem-solving, not simply conducting meetings. If you find that a meeting has become a mere formality and is not helping to address the problems at hand, you should resolutely adjust the meeting's content or terminate it. The sole criterion for individual performance evaluation is results. We do not measure teams based on the number of hours worked or the amount of overtime. We only care about whether exceptional work results have been achieved.

### 3.4 Pursuit of Excellence

miHoYo对 “追求极致”的态度
miHoYo's attitude towards the "pursuit of excellence"

追求极致这条价值观并不罕见，但是miHoYo对追求极致的要求，有可能会超出你的想象。一个词来形容，就是要变态的追求极致。
The value of pursuing excellence is not uncommon, but miHoYo's requirements for pursuing excellence may exceed your imagination. One word to describe it would be an obsessive pursuit of excellence.

比如产品上，我们一直都不希望做二流的产品，可是我们也不希望做一流的产品，我们希望做什么产品呢？我们只希望做超一流的产品。
For example, when it comes to our products, we never want to create mediocre products. However, we also don't want to settle for creating top-notch products. So, what kind of products do we aim for? We strive to create products that are beyond top-notch.

什么是超一流的产品？有两种情况在我看来可以算是：第一种是，这个产品，它比市面上同类型的所有的产品都要明显好。
What qualifies as a product that is beyond top-notch? In my opinion, there are two situations: First, the product surpasses all other similar products in the market.

第二种是，这个产品是超出用户预期的，它做到了用户需要、但又从来没想象到的样子。就像iPhone出来之前，大家并不知道智能手机可以长这个样子。这种我才认为它是超一流的产品。
Second, the product exceeds user expectations by delivering something they need but never imagined before. Just like before the introduction of the iPhone, people didn't know what a smartphone could look like. That's when I consider a product to be beyond top-notch.

还有一个不太恰当的例子，来说明我们对于极致追求的偏激程度.作为公司CEO，如果我有两个选择，一个选择是让我做10个游戏，可以有100亿的流水；第二个选择是，我只做1款游戏，这款游戏比之前的10款游戏都好，但是它一年只有 50亿的流水，加起来不如做10款游戏赚的钱多，我会毫不犹豫地选择后者，即便少赚一半的钱。这个就是我们对于追求极致的态度——
Here's an inappropriate example to illustrate the extreme nature of our pursuit of excellence: As the CEO of the company, if I had two choices, one allowing me to create 10 games generating 10 billion in revenue and the other letting me create only one game that surpasses the quality of the previous 10 games but generates only 5 billion in revenue per year, even though it would earn half the money of the 10 games combined, I would without hesitation choose the latter option. This exemplifies our attitude towards the pursuit of excellence—

变态的追求极致！
An obsessively radical pursuit of excellence!

为什么要变态地“追求极致”？
Why pursue excellence in such an extreme manner?

曾经不止一次有人问过我这个问题。提问者认为在一个现实的商业社会中，可以追求极致，但要有限度，不然，产品可能永远做不完，就算做出来了，性价比也会很差。在他们看来，不计成本的追求极致，是不科学、不现实、过分理想主义的。
I have been asked this question more than once. The questioner believes that in a realistic business society, it is possible to pursue excellence, but there should be limits. Otherwise, products may never be completed, and even if they are, the cost-effectiveness may be poor. In their view, an unlimited pursuit of excellence without considering costs is unscientific, unrealistic, and excessively idealistic.

泛泛来讲，我是同意这个观点的。但我仍旧要说，这与miHoYo变态的追求极致，并不矛盾。
In general, I agree with this viewpoint. However, I still want to say that this does not contradict miHoYo's obsessive pursuit of excellence.

这就要讲到我们所处的特殊的行业环境。大家都知道我们做的游戏或者动画产品是一个数字创意类产品。在我们这个市场，有一个说法叫，Winners take all，意思是赢者通吃。这几乎完全符合现在的市场格局，Top1的一款产品，能赚走10%甚至30%的市场份额，Top10的产品包揽80%以上，Top50的产品包揽99%，剩下上万个产品分1%。造成这个现象的一个客观条件是，数字创意产品的边际成本几乎为零，也没有运输仓储成本，就连全球不同文化地域的差异都在逐渐降低。这意味着，这个地球上任何国家，任何一个人，都可以几乎零成本接触到所有的产品。好的产品，马太效应特别强，可以快速传播，零成本去大批俘获用户，然后获得巨额的利润。所以，性价比这个东西，不存在的，因为就算一个产品研发成本极高，假设可以击穿全球市场，那能够获得的利润空间仍旧是十倍，甚至百倍的。反倒是我们投入到研发上的花钱能力，限制了我们追求极致的步伐。
This brings us to the unique industry environment we are in. As we all know, the games and animation products we create belong to the digital creative industry. In this market, there is a saying: "Winners take all," meaning that the winners dominate the market. This almost perfectly reflects the current market landscape. The top product in a certain category can capture 10% or even 30% of the market share, the top 10 products cover over 80%, the top 50 products cover 99%, and the remaining tens of thousands of products share 1%. One objective condition leading to this phenomenon is that the marginal cost of digital creative products is almost zero, there are no transportation or warehousing costs, and even the cultural differences between different regions around the world are gradually decreasing. This means that any country and anyone on this planet can access almost all products at nearly zero cost. Good products have a strong Matthew effect, rapidly spreading and capturing a large user base at zero cost, thereby generating huge profits. Therefore, cost-effectiveness is non-existent because even if the development cost of a product is extremely high, assuming it can penetrate the global market, the profit potential is still tenfold or even hundredfold. On the contrary, it is our ability to invest in research and development that limits the pace of our pursuit of excellence.

同时我们也在跟全球最优秀的产品竞争，对于一个潜在的用户需求，用户只需要那个做的最好的产品就够了。所以，要想赢得市场就必须做到最好，第二都是没什么生存空间的。
At the same time, we are also competing with the best products globally. When it comes to potential user demands, users only need the best product available. Therefore, to win the market, we must strive to be the best; there is no survival space for being second.

我们还会发现，一个产品虽然有其固有的定位，有他专精的目标用户和需求。但是，当他做到超出用户预期之后，会辐射到那些本不是特别核心的泛用户。举个身边的例子，一个演出效果极佳的女性向偶像游戏，也一样会吸引一部分不玩偶像游戏的男性去看一看。
We also find that although a product has its inherent positioning and targets specific users and their needs, once it exceeds user expectations, it radiates to non-core users. For example, a female-oriented idol game with exceptional production quality can also attract some men who don't typically play idol games to take a look.

所以，我们所处的独特行业环境，注定要求我们要做最好，不计成本的拼命怼就对了。
Therefore, the unique industry environment we are in demands that we strive to be the best and spare no effort, regardless of costs.

换一个角度来讲，我认为追求极致是miHoYo的宿命。
Looking at it from a different perspective, I believe that the pursuit of excellence is miHoYo's destiny.

miHoYo的终极使命是实现崩坏神域(这个在下一章会讲到)，我们目前的生产力和内容创作技术，与我们能做出崩坏神域的要求是有极大差距的。即使我们做到了目前市面上最好的程度，它都不能够满足我们对于崩坏神域的生产要求，所以说我们只有去突破我们的极限才能够去做这件事。我们必须能够推进人类科技的极限，才能去接近我们的理想。我们要做出这个地球上目前大家做不到的事情，才能实现我们的理想，那么除了变态地追求极致，突破极限，我们别无选择。
miHoYo's ultimate mission is to realize *Honkai Online* (which will be discussed in the next chapter). There is a significant gap between our current productivity and content creation technology and the requirements to achieve *Honkai Online*. Even if we achieve the best quality available in the market today, it still cannot meet our production requirements for *Honkai Online*. Therefore, we can only break through our limits to accomplish this. We must push the limits of human technology to approach our ideal. We need to do what others currently cannot on this planet to achieve our vision. So, apart from obsessively pursuing excellence and pushing our limits, we have no other choice.

怎么做才算“追求极致”？
How can we pursue excellence?

有两句话请大家记住：
There are two statements that I want everyone to remember:

>
> 1. 别人能做到的事情，我们一定能做到；
> What others can do, we can definitely do.
>
>
> 2. 没有什么事情是做不到的。
> There is nothing that cannot be done.
>
>
>
>

这是有严密逻辑的两句话，而不是鸡汤，我们逐一解释一下。
These two statements have a solid logical foundation, rather than being mere inspirational quotes. Let's explain them one by one.

先说第一句，别人能做到的事情，我们一定能做到。其实我们历史上一直是这么做的。比如说我们做崩2时，之前从来没有用过Unity，但是我们看到其他团队可以用Unity+Maya来做出流畅细腻的纸片人骨骼动面，那我们就坚定地用同样的技术路线在iPhone4的机型上做出了一样能够流畅运行的效果。再比如说我们在做崩3卡通渲染的时候，我们之前也从来没做过3D游戏，但是.看到Guilty Gear卡通渲染效果做出来了，虽然它是在Play Station上，但我们觉得同样的方法在mobile平台上面做，基于iPhone6的硬件性能，其实问题也不大，所以说最终我们也确实在效果上实现了十分接近的卡通渲染表现。
First, let's talk about the first statement: What others can do, we can definitely do. In fact, this has always been our approach throughout our history. For example, when we developed *Houkai Gakuen 2*, we had never used Unity before. However, when we saw other teams using Unity + Maya to create smooth and detailed skeletal animations, we firmly decided to use the same technological approach to achieve similarly smooth results on the iPhone 4. Another example is when we were working on the cartoon rendering for *Honkai Impact 3rd*. We had never developed a 3D game before, but when we saw the cartoon rendering effects in *Guilty Gear*, even though it was on the PlayStation, we believed that using a similar method on the mobile platform, based on the hardware performance of the iPhone 6, wouldn't be a big problem. As a result, we were able to achieve a cartoon rendering style that was very close to the desired effect.

那么逻辑上我怎么解释这个问题呢？上文中提到过，我们所处的是一个数字创意产业，我们所用的生产工具与这个地球上所有顶级的公司相比，没有本质差别。最好用的商业引擎，源代码我们都有，第三方中间件都可以买到，Open Source项目大家都能看到。然后生产所需的知识，我们能够接触到的也和全球其他顶级公司无异，开源的代码，最新研究的Paper与分享，这些都是可以公开透明看到的。那么在我们的生产工具和知识都跟别人基本一样的情况下，为什么别人做出来的东西我们做不到？我能想到的理由只有一个，我们比他们“笨”！但是miHoYo一直崇尚的是跟优秀的人在一起做优秀的事情，没有人承认自己笨。所以说我们没有理由说在这个世界上别人能做到的事情我们是做不到的。做不到的人，不应该在miHoYo。
Now, let's logically explain this issue. As mentioned earlier, we are in the digital creative industry, and the production tools we use are essentially the same as those used by other top companies on this planet. We have access to the best commercial game engines, source code, and third-party middleware. Open-source projects are visible to everyone. In terms of knowledge required for production, what we can access is no different from other top companies worldwide. Open-source code and the latest research papers are transparent and available to everyone. In a situation where our production tools and knowledge are similar to others, why can't we achieve what others have accomplished? The only reason I can think of is that we are "less capable" than them! However, miHoYo has always advocated for working with exceptional people to achieve exceptional things, and no one admits to being less capable. Therefore, we have no reason to say that we cannot do what others can do in this world. People who believe they can't do it shouldn't be at miHoYo.

再说第二句话，没有什么事情是做不到的。你可能会想这个实在是太鸡汤了，这个世界上怎么可能会没有什么事情是不可能做到的。
Now let's talk about the second statement: There is nothing that cannot be done. You might think this sounds like an inspirational quote. How is it possible that there is nothing that cannot be done in this world?

其实在我们看来，一件事能否做到，这是个态度问题。比如有人提出一个需求，然后程序说这个东西我做不了，这在miHoYo就是一个很严重的态度问题，因为这不是一个追求极致的做事方式和态度。一个东西不能实现，一定是有原因的。假设我极端的反问，给你200年时间，这个东西还做不出来吗？我觉得200年以我们目前的科技发展速度来看，很多现在幻想的东西都有实现的可能。那还有什么理由说做不出来呢？所以说，能做或者不能做，是一个在各种条件下才能判断的复杂问题，不是一句话不能做就可以草率下结论的。我们的目的是解决问题，而不是甩锅。
In our perspective, whether something can be done is a matter of attitude. For example, if someone presents a requirement and a programmer says, "I can't do it," that is a serious attitude problem at miHoYo because it does not reflect a mindset and attitude of pursuing excellence. If something cannot be achieved, there must be a reason. Let's say I counter-question extremely: If I give you 200 years, can't you accomplish it? I believe that with the current pace of technological advancement, many things that are currently considered fantasies could potentially be realized within 200 years. So, what reason is there to say that it cannot be done? Therefore, whether something can be done or not is a complex question that can only be judged under various conditions. It cannot be hastily concluded based on a single statement of impossibility. Our objective is to solve problems, not to pass the blame.

正确的沟通方式是，当我们遇到困难的时候，去讲清楚为什么在你看来它做不出来，这一定是有原因的。 可能是因为，我们代码上有历史遗留问题，要实现这个需求，先要两周的时间来重构代码，然后再花三天时间来把这个feature做出来。那把这个情况讲清楚，就是正确沟通方式的。再比如，我们所做的一个设计，实现成本很高，会让运维成本翻5倍，执行的同学一看尿了，说这哪行，肯定不能接受，然后就说不能做。但可能这个成本正是我们乐意去承受的，因为它能够给用户带来的变化远比这个付出还要大，或者这个功能做出来就是产品的核心竞争力，我们就是要做不计性价比的投入。所以说，能做不能做，还是必须结合各方面信息来判断，而不能单方面草率下定论。只有把这样的问题抛出来，我们才能够分析出是否存在一个更好解决方案，可能存在work around的方法，绕过困难，又满足需求，也可能这就是一个要不计成本硬刚下去的核心功能。
The correct way to communicate is to explain why, in your opinion, it cannot be done when we encounter difficulties. There must be a reason behind it. It could be due to historical legacy issues in our codebase, where achieving the requirement would require two weeks to refactor the code and then three days to implement the feature. Clearly explaining this situation is the right way to communicate. Another example is when we propose a design that comes with a high implementation cost and would increase operational expenses by five times. Upon seeing this, the person responsible might panic and say it cannot be accepted or done. However, this cost might be something we are willing to bear because the changes it can bring to users far outweigh the investment, or perhaps this functionality is the core competitive advantage of the product, and we are determined to make the investment regardless of cost-effectiveness. Therefore, whether something can or cannot be done must be judged based on various information, rather than hastily reaching a conclusion. Only by raising such issues can we analyze whether there is a better solution, potential workarounds to bypass difficulties while still meeting the requirements, or if it is a core feature that requires relentless investment regardless of cost.

我们现在正在做的项目，少则几十人，多则几百人，在一个这么大的一个团队规模下，任何人都无法看到整个项目的每一个细节。所以要做到产品结果上的追求极致，就要求每一个人必须把自己所做的事情做到极致。只有每个人都以追求极致去要求自己，把我们产品的每一个基本模块做好，最终合在一起，那才能最终成为一个极致的产品。
In the projects we are currently working on, ranging from tens to hundreds of people, within such a large team, no one can see every detail of the entire project. Therefore, to achieve the pursuit of excellence in the final product, it requires every individual to strive for excellence in their own tasks. Only when everyone demands excellence from themselves and ensures that each fundamental module of our product is done exceptionally well can they come together to create an ultimate product.