财富忠告：让慈善事业成为公司组织架构的组成部分。

班尼奥夫（Founder and CEO of Salesforce.com）

在Hasbro慈善工作不是花钱的问题，而是企业文化的组成部分。

让慈善事业成为公司组织架构的组成部分。

班尼奥夫：在2001年的一次大会上，我加入了有关企业与慈善问题的讨论小组。会后，AlanHassenfeld，当时Hasbro的CEO（现在的主席）把我带到一边告诉我，我有许多好的想法，但我必须将这些想法组织化。他说，我还应该将志愿者的想法成为Salesforce.com公司组织架构的一部分。

Hasbro公司拥有全美国商业机构中最有意义的慈善项目之一。他们所干的众多的事情之一，就是为儿童医院募捐玩具。在Hasbro慈善工作不是花钱的问题，而是企业文化的组成部分。

我们决定拿出我们净资产的1%和利润的1%，成立非盈利性质的Salesforce.com基金，当然，那时这些数字都为零。但是，听从Alan的忠告，我们还拿出了员工1%的时间，一年6天，由公司付工资参加志愿者活动。因为有这些项目，所以员工愿意为我们工作――他们愿意走出去参加任何形式的志愿者活动，而我们为他们创造了这一平台。此外，我们还让那些非盈利性质的机构免费享受我们的服务。Alan的忠告，结果证明的确很重要，因为正是它，让Salesforce.com有别于其它公司。

Incorporate philanthropy into your corporate structure.

Benioff: I was on a panel about business and philanthropy at a conference in 2001. Alan Hassenfeld, who at that time was CEO [now chairman] of Hasbro, took me aside afterward and told me I had a lotof good ideas, but I had to give them more structure. He said I should also incorporate the ideas of volunteerism [into Salesforce.com]. Hasbro has one of the richest philanthropic programs of any U.S. commercial organization. One of the many things they do is make toy donations to children’s hospitals. It wasn’t something Hasbro did by writing a check; it was part of their culture.

We ended up putting1% of our equity into the nonprofit Salesforce.com Foundation, as well as 1% of our profits, which of course at the time were zero. But following Alan’s advice,we also put in !% of our employees’ time. That’s six days a year of company-paid time for volunteerism. Employees want to work for us because of these programs—they want to reach out and do volunteerism anyway, and we give them a structure. Also,we let nonprofits use our service for free. Alan’s advice ended up being really important, because this is what sets Salesforce.com apart from being just anothercompany.

摘自《财富》——易激扬编译