What is *Under New Management* by David Burkus about?

*Under New Management* explores innovative leadership strategies that challenge outdated business practices, offering research-backed alternatives tested by real organizations. David Burkus highlights radical ideas like eliminating email, ditching performance reviews, and offering employees “quit bonuses” – all proven to boost productivity and adaptability in modern workplaces.

Who should read *Under New Management*?

This book is ideal for business leaders, HR professionals, and managers seeking evidence-based methods to modernize workflows. Entrepreneurs and change-makers will also benefit from its actionable insights on fostering creativity, reducing turnover, and restructuring legacy systems.

Is *Under New Management* worth reading?

Yes – Burkus combines academic rigor with real-world case studies, providing a practical roadmap for organizations transitioning to flexible, human-centric management. It’s particularly valuable for companies struggling with remote work dynamics or generational shifts in workforce expectations.

What are the key management concepts in *Under New Management*?

Key concepts include: - **“Pay-to-Quit” programs** (like Amazon’s offer to pay employees to leave) to retain truly committed teams - **Transparent salaries** to reduce pay inequity and boost trust - **Abolishing non-compete clauses** to encourage innovation - **Fluid organizational structures** replacing rigid hierarchies

How does *Under New Management* critique traditional offices?

Burkus argues open-floor plans and mandatory meetings often hinder productivity. He advocates for hybrid models prioritizing deep work, citing companies that saw performance gains after reintroducing private spaces and asynchronous communication.

What unique frameworks does David Burkus introduce?

The book popularizes the **“Self-Management” framework**, where teams set their own goals and salaries. Burkus also champions **“Reverse Mentoring”** (junior employees training executives on tech/Diversity, Equity, and Inclusion practices) and **“Idea Sharing”** between competitors to accelerate industry-wide progress.

How does *Under New Management* address remote work challenges?

Burkus recommends outcome-based performance metrics over micromanagement, using tools like weekly self-reports instead of surveillance software. He highlights firms that improved retention by letting remote employees design their own schedules.

What criticisms exist about *Under New Management*?

Some HR experts note the strategies work best for tech-savvy or creative industries, lacking guidance for manufacturing/retail sectors. Others caution that radical transparency (e.g., public salaries) requires cultural groundwork to avoid employee backlash.

《新管理时代》摘要

领先组织如何颠覆常规业务模式

大卫·伯克斯

3.92(476 Reviews)

《新管理时代》摘要概述

《新管理时代》（Under New Management）打破了传统的职场智慧，揭示了为什么像 Netflix 和 Google 这样的顶尖公司会坚持员工至上并禁用电子邮件。丹尼尔·平克（Daniel Pink）称其为今年你最需要的“一本关于如何成为更优秀管理者的书”。准备好让你的办公室变得透明、高效且具有革命性了吗？

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第 1 章

Rethinking the Rules: When Traditional Management Fails Modern Business

Have you ever wondered why so many workplaces feel stuck in the past? In 1898, Frederick Winslow Taylor introduced "scientific management" at Bethlehem Iron Company, viewing workers as "cogs in the machine" needing strict oversight. His 1911 book "Principles of Scientific Management" revolutionized business practices worldwide and spawned management techniques still used today. But as work evolved from manual to knowledge-based, these industrial-era tools became increasingly mismatched to creative work. Netflix CEO Reed Hastings acknowledges we're "just beginning to learn how to run creative firms," while forward-thinking organizations are abandoning traditional management for approaches better suited to today's workforce. David Burkus' "Under New Management" has become required reading in progressive business schools and a favorite of executives like Adam Grant and Daniel Pink, who praise its evidence-based challenge to outdated management orthodoxy.

第 2 章

The Email Paradox: Why Limiting Communication Increases Productivity

In 2011, Thierry Breton, CEO of technology company Atos SE, made a shocking announcement: he was banning email across his 70,000-employee organization. He called the 100 billion daily emails "pollution" that distracted employees from meaningful work. Despite being a technology firm, Atos replaced internal email with a social network built around 7,500 open communities. The results were remarkable - email volume dropped by 60%, collaboration improved, and employees reported higher productivity. Operating margins increased from 6.5% to 7.5%, and administrative costs declined by 15%. The transformation took three years but created lasting cultural change, with 74% of employees embracing the new system. Other tech leaders quickly recognized similar patterns in their organizations. Evernote's Phil Libin discovered employees spent an average of 3.5 hours daily on email, with only 12% of messages requiring immediate attention. Atlassian's Jay Simons found that email threads longer than five replies resulted in miscommunication 64% of the time. South American travel site el Mejor Trato banned internal email, resulting in 32% faster project completion times and a 46% reduction in meeting duration. The research supports these moves: the average employee spends 23% of their workday on email, checking it 36 times hourly, with studies showing email cutoffs significantly reduce stress and improve focus. Each email interruption requires 64 seconds to resume the previous task fully. While complete bans might seem extreme, researchers like Gloria Mark at UC Irvine suggest moderation may be sufficient. Her studies show that people check email 74 times on average per day, leading to increased heart rate variability and stress markers. University of British Columbia studies found limiting email checks to three times daily reduced stress as effectively as relaxation techniques, lowering cortisol levels by 23%. The problem isn't email itself but how it increases multitasking, which fragments attention and creates cognitive overload as people switch between tasks, reducing IQ by up to 10 points temporarily. Several companies have implemented creative limits: Volkswagen configured servers to stop sending emails 30 minutes after workday end, reducing overtime by 23% and improving work-life satisfaction scores by 45%. This practice was later adopted by Germany's Labor Ministry and influenced national labor laws. French labor unions negotiated mandatory disconnection periods for technology workers, establishing "right to disconnect" policies between 9 PM and 7 AM. Most innovatively, Daimler created a "Mail on Holiday" system that automatically deletes incoming emails during vacation, asking senders to resend later or contact an alternative person. Their employee satisfaction scores increased by 34% after implementation. The research is clear - after-hours emails make employees angry and interfere with personal relationships, particularly when perceived as negative or time-consuming, with studies showing a 42% increase in reported relationship strain when work email regularly interrupts personal time.

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第 3 章

The Inverted Pyramid: Why Employee Satisfaction Drives Customer Loyalty

In February 2006, Vineet Nayar, CEO of HCL Technologies, shocked 300 customer representatives by announcing that taking care of customers was no longer his top priority and that HCLT would even fire some customers. This "employees first, customers second" strategy emerged after careful reflection by Nayar and his leadership team. Having joined HCLT in 1985 when it was a $10 million startup, Nayar had founded Comnet within the parent company, helping HCLT grow to a $5 billion IT service provider by 2000. Despite 30% annual growth, HCLT was losing ground to competitors growing at 40-50% and facing 17% turnover rates. Two pivotal customer interactions showed Nayar that value was created at the frontline where employees directly served customers. To transform HCLT, he inverted the hierarchy by making managers accountable to frontline employees through a ticket system and creating transparency through open 360-degree feedback. By 2009, HCLT was ranked India's best employer, with tripled revenue and doubled market capitalization. Nayar's approach wasn't entirely new. Twenty years earlier, Harvard professors had developed the "service-profit chain" model explaining how the most profitable service companies succeed. Their research showed that profit and growth are driven by customer loyalty, which stems from customer satisfaction, which comes from high perceived value of service, which results from productive employees, whose productivity depends on their own satisfaction. Simply put: profits flow from customer loyalty, which flows from employee satisfaction, which comes from putting employees first. A synthesis of 28 studies by Steven Brown and Son Lam confirmed this link across 6,600 employees and customers, showing that employee satisfaction directly impacts customer perceptions of quality regardless of whether interactions are ongoing or one-time transactions. Further research by Richard Netemeyer's team demonstrated that managers' actions significantly influence this chain, supporting Nayar's organizational flip. Wegmans Food Markets exemplifies employee-first principles through extensive commitments: a no-layoff policy, hiring based on passion for food, and investing up to 55 hours of training before customer interaction. The company builds trust through comprehensive benefits including health insurance and education funding, spending over $4 million annually on tuition assistance. This investment pays off-Wegmans enjoys half the industry turnover rate and 50% higher sales per square foot than competitors.

第 4 章

Trust Dividend: How Unlimited Vacation Policies Boost Productivity

Companies are questioning why offices that don't track hours worked should track days not worked. Traditional vacation policies with fixed days off are industrial-age holdovers that limit employee engagement. At Netflix, a collision between their honor system and regulatory requirements after going public led to an innovative solution. When auditors claimed Sarbanes-Oxley required formal tracking of employee time off, Reed Hastings questioned why they tracked days not worked when they didn't track extra hours worked. Finding no legal requirement for specific vacation policies, Netflix eliminated their policy entirely, allowing employees to take as much time as needed while still acting responsibly. Trust is the foundation of vacation non-policies. Neuroscientist Paul Zak discovered that trust might be chemical - specifically related to oxytocin, the "bonding hormone." Through investment game experiments, Zak found that when people are trusted, their oxytocin levels rise, leading to more trustworthy behavior in return. This creates a positive cycle where trust breeds more trust. Zak recommends companies adopt trust-based policies like unlimited vacation, as they can raise oxytocin levels, increasing both trust and productivity in the workplace. The Tribune Publishing case reveals how trust determines unlimited vacation policy success. Their failed implementation required employees to exhaust previously accrued vacation days before using the new system, which employees saw as the company stealing their earned time. Despite CEO Jack Griffin's eventual reversal of the policy, the damage was done - trust was broken. By contrast, Windsor Regional Hospital successfully implemented unlimited vacation for 300 non-unionized employees in 2011. CEO David Musyj used the policy to address two problems: employees not taking enough time off and vacation days blocking recruiting efforts. Despite initial skepticism about implementing such a policy in a hospital setting, it worked brilliantly. Staff returned from vacations more energized, collaborated better on scheduling, and developed stronger teamwork. The policy also improved recruitment and reduced turnover.

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第 5 章

The Commitment Paradox: Why Paying People to Quit Strengthens Loyalty

At Zappos, new employees receive "the offer" during their third week of training: $4,000 to quit immediately, no questions asked. This unusual practice, implemented by CEO Tony Hsieh, tests whether employees value money more than being part of the Zappos culture. Despite the substantial sum (roughly a month's salary for entry-level workers), fewer than 1% of trainees accept the offer, demonstrating the power of cultural alignment over short-term financial gain. Paying people to quit works through multiple psychological mechanisms. First, it screens out individuals who would likely leave anyway by addressing the "sunk costs fallacy" - our tendency to continue investments even when they're no longer rational. When people realize they've made a mistake joining a company, they often stay anyway because they've already invested time and effort. Economists Hal Arkes and Catherine Blumer demonstrated this through studies where participants chose more expensive ski trips over more enjoyable alternatives simply because they'd already invested in equipment. Similarly, people often continue watching movies they dislike or finish meals they're not enjoying due to sunk costs. The second reason quitting bonuses work is cognitive dissonance - when employees reject money to leave, they unconsciously strengthen their belief that they must truly love their job, increasing engagement and commitment. This psychological principle has been demonstrated in numerous studies, including classic experiments where participants who endured difficult initiations valued group membership more highly. At Zappos, employees who decline "the offer" show measurably higher engagement scores and longer tenure than industry averages. When Amazon acquired Zappos in 2009, it adopted and enhanced "the offer" as "Pay to Quit." Unlike Zappos's one-time $4,000 offer during training, Amazon extends the offer annually to fulfillment center workers, starting at $2,000 and increasing by $1,000 yearly until reaching $5,000. This graduated approach addresses increasing sunk costs as employees invest more time with the company. The program has been particularly effective in Amazon's fulfillment centers, where turnover traditionally runs high. Riot Games took this concept further with "Queue Dodge," offering software engineers 10% of their annual salary (up to $25,000) to quit within their first 60 days. This higher amount reflects both the competitive tech labor market and the high cost of retaining mismatched employees in specialized roles. The company reports that Queue Dodge has improved team cohesion and reduced long-term turnover by identifying cultural misalignment early. Whether $4,000, $5,000, or $25,000, these programs create a win-win scenario: they work both when employees accept (preventing disengaged workers from causing damage and saving long-term costs) and when they decline (reaffirming commitment and increasing engagement). Companies implementing similar programs report improved retention rates, higher employee satisfaction scores, and stronger cultural alignment, demonstrating that sometimes paying people to leave actually makes them more likely to stay.

第 6 章

Transparency Revolution: How Salary Openness Creates Fairness

While sharing salaries might raise privacy concerns, research suggests pay secrecy actually damages employee performance and creates workplace distress. Dane Atkinson, a serial entrepreneur, admits he previously exploited salary secrecy to his advantage, paying employees with identical qualifications different amounts based on negotiation skills. He would deliberately avoid telling candidates who requested lower salaries that they were undervaluing themselves, allowing his company to acquire talent at a discount - a practice he now recognizes as "abusive" though one that pleased investors as a "shareholder value tactic." Salary transparency isn't new - Whole Foods has allowed employees to look up everyone's salaries since 1986. Research strongly supports this approach. Cornell and Tel Aviv University researchers found pay secrecy decreases employee performance, especially among high performers who can't see clear links between pay and performance. In a separate study at Middlebury College, revealing relative earnings actually increased performance, particularly among top performers. These findings align with John Stacey Adams' equity theory from the 1960s, which shows employees constantly seek information about peer compensation to maintain perceived fairness between their inputs (performance) and outputs (pay). When employees feel underpaid, they experience distress and often reduce their effort to match their perceived rewards. While transparency is beneficial, implementing it too quickly can cause chaos. When California's "right to know" law suddenly exposed state employee salaries in 2008, researchers found those who discovered they were paid below median became more dissatisfied and likelier to seek new jobs. This aligns with equity theory - perceived unfairness creates distress. Before going transparent, companies must ensure pay is actually fair. Buffer gave nearly everyone raises when implementing their formula. SumAll initially announced new hires with their salaries via email but stopped when employees found it distracting. Whole Foods still has salary disagreements, but these spark productive conversations about value and compensation. Joel Gascoigne recommends starting small: "Experiment with transparency in a small way. You don't have to go as far as posting everyone's salary on the blog." Even sharing just the pay formula or where employees fall within ranges can improve fairness perceptions and boost performance.

边听边看，每个词都清晰呈现

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第 7 章

Freedom to Innovate: Why Banning Noncompetes Accelerates Growth

Noncompete clauses have expanded from protecting high-level corporate secrets to restricting even low-wage workers, with increasingly questionable applications. These agreements prevent employees from working for competitors or starting competing businesses for a specified period after leaving. Noncompete clauses have expanded to absurd extremes. Nineteen-year-old Colette Buser lost a summer job because her previous employer, LINX summer camp, had a noncompete preventing her from working at any competing camp within ten miles of their thirty locations for a year. LINX's owner defended this by comparing camp counselor training to tech intellectual property. Even more extreme, Jimmy John's required employees to sign agreements preventing them from working anywhere that derived even 10% of revenue from sandwiches within three miles of any Jimmy John's location - affecting 6,000 square miles across 44 states. Most shockingly, Mars Hill megachurch required pastors (even volunteers) to sign agreements preventing them from ministering within ten miles of any Mars Hill location. This overreach contributed to the church's eventual dissolution. The supposed rationale for noncompetes is protection of employer investments in employee development, but research reveals they actually harm all stakeholders. A compelling case study compares Silicon Valley's explosive growth to Route 128 in Boston's decline. Though Route 128 initially had three times more jobs, Silicon Valley soon grew three times faster. The key difference? California banned noncompetes since 1872. AnnaLee Saxenian's 1994 study found Silicon Valley companies operated more openly with flatter structures and greater employee mobility, creating rich networks for idea transfer. When Michigan repealed its noncompete ban in 1985, researchers tracked a significant brain drain as inventors fled to states without such restrictions. Surprisingly, when employees move between firms, both companies benefit through cross-pollination of ideas, with departing employees creating valuable knowledge bridges between organizations - especially between distant firms that wouldn't otherwise connect.

第 8 章

Beyond Performance Reviews: Feedback That Actually Improves Work

Performance appraisals have long been considered essential to management, but evidence suggests they may actually hinder performance improvement. Smart leaders are abandoning traditional evaluation structures for more effective approaches. Performance management originated in the 1930s when Elton Mayo's Hawthorne Works study revealed that productivity correlated with employees feeling their managers cared about their success. These informal coaching sessions evolved into formal reviews after the Performance Rating Act of 1950 mandated annual evaluations for federal employees. The critical shift came in the 1980s when Jack Welch popularized "stack ranking" at GE, forcing employees into a bell curve with lavish rewards for the top 20%, minimal investment in the middle 70%, and potential termination for the bottom 10%. Despite widespread adoption, research shows these systems fail spectacularly - a 2013 survey found 95% of managers and 90% of HR professionals dissatisfied with traditional evaluations. Stanford's Bob Sutton compared them to a drug that wouldn't receive FDA approval due to side effects. Research by Satoris Culbertson revealed that even growth-minded employees react negatively to less-than-expected ratings, challenging the fundamental logic of performance reviews. Companies are increasingly abandoning traditional performance reviews for more effective approaches. Microsoft eliminated its notorious stack-ranking system in 2013 after it created a toxic culture where team members competed rather than collaborated, innovative ideas were suppressed, and top talent fled. They replaced it with frequent "Connects" focused on feedback and development. Lear Corporation switched to quarterly feedback discussions disconnected from compensation decisions, eliminating individual raises in favor of company performance-based bonuses. Motorola abandoned label-based ratings and forced ranking after its mobile division spinoff, implementing ongoing feedback conversations that reduced review time by 50-70%. Expedia eliminated ratings in 2010 after finding they dominated discussions, replacing them with informal one-on-ones focused on improvement and career planning. While complete abandonment of formal reviews remains uncommon, these companies demonstrate that performance improvement is possible without counterproductive rating systems by creating approaches tailored to their specific organizational needs.

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第 9 章

Collective Intelligence: Why Team-Based Hiring Produces Better Results

Most managers hire by screening resumes and conducting interviews with individual candidates, only to find many new hires don't perform as well as expected. The best leaders now bring their whole team into the interview process, recognizing that critical decisions should be made by those most affected by the outcomes. This collaborative approach leverages diverse perspectives and helps identify potential team dynamics issues that a single interviewer might miss. Research increasingly demonstrates that individual performance is deeply interconnected with team dynamics, challenging the traditional view of talent as purely portable between organizations. Boris Groysberg's landmark study of Wall Street analysts provided compelling evidence of this phenomenon. Star performers who changed firms alone suffered a striking 20% performance drop that persisted even after five years - a finding that contradicted conventional wisdom about top talent being equally effective anywhere. However, when entire teams moved together in "lift-outs," they maintained their high performance levels, highlighting the crucial role of team context. The quality of colleagues impacts individual success through multiple channels: information sharing networks, real-time feedback loops, shared client relationships, and collective reputation effects. High-performing teams create virtuous cycles where members elevate each other's work through complementary skills and shared knowledge. For example, in professional services firms, junior team members often learn critical skills through informal mentoring and observation of experienced colleagues - something that can't be replicated when hiring individuals in isolation. Progressive organizations have developed innovative approaches to leverage collective intelligence in hiring. Whole Foods implements team voting for permanent hires, requiring new employees to receive a two-thirds positive vote from their prospective team members after a trial period. This ensures not just technical competence but genuine cultural alignment and team chemistry. Even companies with globally distributed workforces have found ways to make collaborative hiring work effectively. Automattic, the company behind WordPress, transformed their hiring process after discovering that traditional methods led to a troubling failure rate, with up to one-third of apparently strong candidates struggling to succeed. Founder Matt Mullenweg realized conventional interviews were overly influenced by factors like presentation skills that had little correlation with actual job performance. This led to the development of their innovative "trials" system - paid working auditions lasting 3-8 weeks where candidates join real project teams. During these trials, candidates tackle actual work alongside potential future colleagues, allowing both parties to evaluate fit based on genuine collaboration rather than theoretical scenarios. Team members provide detailed feedback on the candidate's technical skills, communication style, and ability to adapt to the company's unique remote work culture. While this intensive process may deter some candidates, the results speak for themselves: Automattic hires only 40% of trial participants but has achieved remarkable retention, with just 60 departures from 370 hires through 2014 - a success rate that far exceeds industry averages.

第 10 章

Reinventing Management: The Principles That Drive Innovation

Traditional management systems persist because they "work," but like the internal combustion engine's mere 30% efficiency, they capture only a fraction of human potential. This analogy is particularly apt - just as a car engine wastes 70% of its fuel energy through heat and friction, conventional management practices squander vast amounts of human capability through rigid hierarchies, demotivating policies, and outdated control mechanisms. While doubters defend these traditions, citing decades of economic growth and stability, they overlook the massive opportunity cost of untapped human potential. The shift from industrial to knowledge work has fundamentally changed the fuel that powers organizations from physical labor to mental energy. In manufacturing, output was directly tied to physical presence and mechanical motion. Today's value creation depends on creativity, problem-solving, and innovation - inherently cognitive processes that resist traditional measurement and control. Yet most organizations continue applying industrial-era management principles to knowledge work, with predictably poor results. Gallup research shows only 13% of workers worldwide (30% in the US) are truly engaged - meaning organizations capture just a small percentage of available mental energy. This engagement crisis represents trillions in lost productivity annually. As SumAll CEO Dane Atkinson brilliantly observed, "Great leaders don't innovate the product, they innovate the factory." This insight highlights how truly transformative leaders focus on redesigning the system itself rather than just its outputs. Companies like Gore, Morning Star, and Haier have radically reimagined organizational structures, eliminating traditional hierarchies in favor of self-managing teams. Buurtzorg revolutionized home healthcare by trusting nurse teams to organize themselves. These pioneers demonstrate how reimagining management can unlock extraordinary performance. Today's visionary leaders are the Frederick Taylor equivalents for the knowledge era, designing systems that maximize mental rather than physical output. While Taylor studied physical movements to optimize factory efficiency, modern management innovators examine how organizational structures and practices either enhance or inhibit human potential. They're experimenting with concepts like radical transparency, distributed authority, and purpose-driven organization - creating environments where engagement and innovation naturally flourish. The seemingly counterintuitive practices in this book represent experiments in building better organizational engines - ones that place people at the center. While these approaches may not work universally, even small improvements in engagement justify continued experimentation. Some companies have seen engagement scores double or triple after implementing more human-centric management systems. Others report dramatic improvements in innovation, customer satisfaction, and financial performance. Under new management paradigms that truly unleash human potential, we can do dramatically better than the status quo.

★★★★★

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《新管理时代》摘要中的核心主题

evidence-based management
employee-centric culture
workplace communication reform
organizational transparency
knowledge worker productivity

《新管理时代》摘要精选金句

Email volume dropped by 60%, collaboration improved, and employees reported higher productivity.
We're just beginning to learn how to run creative firms.
Email is pollution that distracted employees from meaningful work.
Profits flow from customer loyalty, which flows from employee satisfaction.
Companies are questioning why offices that don't track hours worked should track days not worked.

《新管理时代》摘要中的人物

David BurkusAuthor and management researcher
Thierry BretonCEO of Atos SE who implemented an email ban
Vineet NayarCEO of HCL Technologies who prioritized employees
Frederick Winslow TaylorCreator of the scientific management theory
Phil LibinEvernote executive who studied email usage

关于作者

David Burkus 是畅销书《新管理时代》（Under New Management）的作者，也是全球公认的领导力专家和组织心理学家。作为前商学院教授及奥罗尔罗伯茨大学（Oral Roberts University）领导力副教授，Burkus 将严谨的学术研究与现实世界的洞察相结合，对传统管理实践发起挑战。他的工作重点在于重构组织结构、团队动力和职场创新，这些也是《新管理时代》探讨现代商业战略的核心主题。

Burkus 已撰写了五本获奖著作，并被翻译成数十种语言，其中包括探讨职业网络科学的《朋友的朋友》（Friend of a Friend）。作为一名备受欢迎的演讲者，他曾为百事可乐（PepsiCo）和美国国家航空航天局（NASA）等财富 500 强企业发表主题演讲，他关于职场协作的 TED 演讲播放量已超过 180 万次。他以研究为导向的观点经常出现在《哈佛商业评论》、《华尔街日报》和《纽约时报》上，并曾接受 CNN、BBC 和 CBS《今晨》节目的采访。

自 2017 年以来，Burkus 连续被评为全球顶尖商业思想家之一，《新管理时代》进一步巩固了他的这一声誉。他所提出的实用领导力框架被全球的高管和机构所采用，确立了他作为组织变革领域权威发声者的地位。

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说实话，这个 app 超出了我所有的预期。我可以让它就任何主题生成音频，无论是什么，效果都很惊艳。我的专业领域是心理治疗方向，而且是多学科交叉的，但它给出的内容非常准确。

@Raguipa

我最感激的是它大大减少了我刷手机的时间——花在搜索上的时间少了，吸收信息的时间多了。完整有声书、播客加上学习计划的组合，真的很出色。

@colonyofcreatorsNGO

我做 PhotoReading 快速学习讲师已经 24 年了… 书籍、阅读和学习就是我的本行，而 BeFreed 用一种创新的方式，把知识变得特别容易吸收，做得非常出色。

@BeFreed user

它不只是一个书籍摘要 app。我用过「有趣」这个阅读模式，比传统方式的摘要好得多，理解观点也更容易，光这一点就值回票价。

@austinakon

我爱这个 app。用了几天，完全停不下来。作为开始，再好不过了。

@jcrules328

我真的很喜欢这个产品；已经试用了大概一个月，感觉挖到宝了。它特别好用，因为我可以用 BeFreed 创建自己想学的主题，声音也很棒，旁白选择多到用不完。

@DanielCZ

说真的，我还没把这个 app 完全摸透，但用了这几天已经被惊艳到了… BeFreed 和我用过的任何学习类 app 都不在一个层级。它让人特别投入，还能实实在在地提升专注力，对刷手机停不下来的人来说太合适了！

@ladyInfinity

我买 BeFreed 正好 23 天，从那以后每天都在用。它已经完全融入了我的日常工作流和学习习惯。

@jayallen

说实话，这个 app 超出了我所有的预期。我可以让它就任何主题生成音频，无论是什么，效果都很惊艳。我的专业领域是心理治疗方向，而且是多学科交叉的，但它给出的内容非常准确。

@Raguipa

我最感激的是它大大减少了我刷手机的时间——花在搜索上的时间少了，吸收信息的时间多了。完整有声书、播客加上学习计划的组合，真的很出色。

@colonyofcreatorsNGO

我做 PhotoReading 快速学习讲师已经 24 年了… 书籍、阅读和学习就是我的本行，而 BeFreed 用一种创新的方式，把知识变得特别容易吸收，做得非常出色。

@BeFreed user

它不只是一个书籍摘要 app。我用过「有趣」这个阅读模式，比传统方式的摘要好得多，理解观点也更容易，光这一点就值回票价。

@austinakon

我爱这个 app。用了几天，完全停不下来。作为开始，再好不过了。

@jcrules328

我真的很喜欢这个产品；已经试用了大概一个月，感觉挖到宝了。它特别好用，因为我可以用 BeFreed 创建自己想学的主题，声音也很棒，旁白选择多到用不完。

@DanielCZ

我特别喜欢它能把有用的信息和想法浓缩成 8-15 分钟的播客式音频。我本来不太爱听播客，因为废话太多，但它把这些全都去掉了。

@BeFreed user

我正在读博士的最后阶段，需要读大量不熟悉的材料… 用 BeFreed，只要输入一个提示，app 就会帮你找到源材料并生成一期音频播客。我觉得 BeFreed 的流程比 NotebookLM 更顺畅。

@Brad

我经常在做早餐、散步、通勤的时候上 YouTube 找点东西听，而 BeFreed 提供了更有针对性的选择，没有广告，也没有废话！

@BeFreed user

这个平台最棒的地方是它的多面性。真的没有任何主题是它讲不了的，你丢给它什么它都能处理… 很少能找到一个毫无限制、又真正兑现承诺的学习工具。

@jayallen

BeFreed 太棒了。界面好用，让我花在找功能上的时间更少，花在学习上的时间更多。有声书、播客和学习计划的组合是天才设计，彻底改变了我的日常。

@BeFreed user

一开始我花了点时间才弄明白怎么生成意大利语的播客，然后就——哇！太棒了！我可以让它讲解任何一个话题，它讲得又好又聪明！

@matteo77

BeFreed 已经成了我每天都用的有声书 app… 我最喜欢的是，把自己的文字放进去，它就能生成随时随地都能听的音频。

@kotanzu1

我特别喜欢它能把有用的信息和想法浓缩成 8-15 分钟的播客式音频。我本来不太爱听播客，因为废话太多，但它把这些全都去掉了。

@BeFreed user

我正在读博士的最后阶段，需要读大量不熟悉的材料… 用 BeFreed，只要输入一个提示，app 就会帮你找到源材料并生成一期音频播客。我觉得 BeFreed 的流程比 NotebookLM 更顺畅。

@Brad

我经常在做早餐、散步、通勤的时候上 YouTube 找点东西听，而 BeFreed 提供了更有针对性的选择，没有广告，也没有废话！

@BeFreed user

这个平台最棒的地方是它的多面性。真的没有任何主题是它讲不了的，你丢给它什么它都能处理… 很少能找到一个毫无限制、又真正兑现承诺的学习工具。

@jayallen

BeFreed 太棒了。界面好用，让我花在找功能上的时间更少，花在学习上的时间更多。有声书、播客和学习计划的组合是天才设计，彻底改变了我的日常。

@BeFreed user

一开始我花了点时间才弄明白怎么生成意大利语的播客，然后就——哇！太棒了！我可以让它讲解任何一个话题，它讲得又好又聪明！

@matteo77

BeFreed 已经成了我每天都用的有声书 app… 我最喜欢的是，把自己的文字放进去，它就能生成随时随地都能听的音频。

@kotanzu1

查看更多网络上关于 BeFreed 的讨论

开启你的学习之旅，就是现在

第 9 章

《新管理时代》摘要

《新管理时代》摘要概述

用不同学习方式探索《新管理时代》摘要

Rethinking the Rules: When Traditional Management Fails Modern Business

The Email Paradox: Why Limiting Communication Increases Productivity

边听边看，每个词都清晰呈现

The Inverted Pyramid: Why Employee Satisfaction Drives Customer Loyalty

Trust Dividend: How Unlimited Vacation Policies Boost Productivity

从《新管理时代》摘要中收获更多

The Commitment Paradox: Why Paying People to Quit Strengthens Loyalty

Transparency Revolution: How Salary Openness Creates Fairness

边听边看，每个词都清晰呈现

Freedom to Innovate: Why Banning Noncompetes Accelerates Growth

Beyond Performance Reviews: Feedback That Actually Improves Work

从《新管理时代》摘要中收获更多

Collective Intelligence: Why Team-Based Hiring Produces Better Results

Reinventing Management: The Principles That Drive Innovation

你已读完《新管理时代》摘要

《新管理时代》摘要中的核心主题

《新管理时代》摘要精选金句

《新管理时代》摘要中的人物

关于作者

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关于《新管理时代》摘要的常见问题

What is Under New Management by David Burkus about?

Who should read Under New Management?

Is Under New Management worth reading?

What are the key management concepts in Under New Management?

发现更多

BeFreed 汇聚全球求知若渴的学习者

用不同学习方式探索《新管理时代》摘要

Rethinking the Rules: When Traditional Management Fails Modern Business

The Email Paradox: Why Limiting Communication Increases Productivity

边听边看，每个词都清晰呈现

The Inverted Pyramid: Why Employee Satisfaction Drives Customer Loyalty

Trust Dividend: How Unlimited Vacation Policies Boost Productivity

从《新管理时代》摘要中收获更多

The Commitment Paradox: Why Paying People to Quit Strengthens Loyalty

Transparency Revolution: How Salary Openness Creates Fairness

边听边看，每个词都清晰呈现

Freedom to Innovate: Why Banning Noncompetes Accelerates Growth

Beyond Performance Reviews: Feedback That Actually Improves Work

从《新管理时代》摘要中收获更多

Collective Intelligence: Why Team-Based Hiring Produces Better Results

Reinventing Management: The Principles That Drive Innovation

你已读完《新管理时代》摘要

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发现更多