老婆是大树，一定要抱住；

情人是小草，一定要护好。

栽棵大树，种片小草。大树下乘凉，草地上遛鸟。

和谐社会，绿色环保，祝大家情人节快乐！

虽然目前我没有大树和小草，

只看见一片大海，一片沙漠，一片绿洲……

祝福各位朋友们情人快乐！

提个问题：大海是什么？沙漠是什么？绿洲是什么？欢迎留言回答。

（November 7th, 2006 in 琪缘日记. ）琪缘这次去杭州参加DDF.UPA举办的User Friendly 2006年会，应该说收获很多，会对拿到slides和参会的ideas做些总结，稍后发在这里和大家分享。今天就谈些个人感受：

• 到了杭州就放下包去西湖，不过当时天气不太好，就是一片白雾，很遗憾。西湖和周边的景点很多很大，我可能走了1/10。
• 西湖旁边有一个商场区，全部都是顶级的名牌专卖店，杭州的富人确实比较多。
• 我估计这次UF2006有很多是招人来的，比如Google展台直接是招聘咨询台。我其实也是去招人的，不过要和微软和Google竞争，压力就比较大了
• 自回国后第一次感觉英语很有用，所有的workshop和roundtable基本上都是英文，有点让我回想起英国上lecture和seminar的情景，讲课的基本都是行业领军人物，例如来自SAP的高级副总裁Daniel。具体的内容我下一步再总结了发BLOG出来。请等待…呵呵
• 和来自微软Windows Live中国的和eBay中国的UX部门玩杀人游戏，微软Live中国是很年轻的团队，他们base在上海，还认识了个重庆老乡。MSN Cartoon就是他们的杰作。不过微软文化在杀人游戏中体现比较明显，他们利用人数上的优势一般先会把我和来自eBay的2位干掉，我的印象中每次我都会被杀。嘿嘿，开个玩笑，玩得挺开心的。;)
• 认识了来自GE医疗的中国区设计经理，他现在还在组建上海的设计团队。从他身上了解了很多GE的管理，真不愧是世界管理第一的公司，真是值得学习。BTW：他们现在已经不用Six Sigma了，升级为Lean Six Sigma。
• 结识了许多做硬件和软件结合的产品设计顶尖公司，包括INTEL、HP、三星、诺基亚、飞利浦、中兴等。很多比如INTEL都是从不同的部门和地区来的。和他们交流很受启发。
• 国内的网站基本都派了人来，Alibaba派来了负责全球英文站、中文站和陶宝的三个不同UE部门的负责人。和腾讯、网易、雅虎、百 度、Google中国、Paypal等进行了些交流。感觉国内用户体验确实都开始重视了，每个公司的运作UE的目标和架构都不太一样，了解其他公司的架构 很受益。
• 很巧和百度郭宇一起回北京，和他交流很愉快；有个观点我记忆深刻，他认为互联网就是一个实验室，很多东西试一天就可以通过数据知道下一步应该怎么做，就是应该多试验才会知道如何发展。

我这次没有怎么照PP，但是有Flickr的威力：
http://www.flickr.com/search/?q=UF2006

（October 19th, 2006 in 琪缘日记. ）新的琪缘的Blog开了有些日子了，用del.icio.us实现了自动的每日博客发帖(daily blog posting)，效果还不错吧，嘿嘿。至少能够保证博客有更新了，真的是标准的为懒人设计的，最适合我这种N天不更新blog的博客。:)

最近真的有点忙，不过工作做得蛮开心的，同事们和我一起都很努力，觉得很值，(激情＋动力＋压力)X成绩＝工作开心。唯一不好的是由于太忙，锻炼(踢球)没有坚持，旅游爬山活动也没有展开。

接下来日程很紧，给大家说一下：

10月21日参加2006天极网沈阳网友会
http://www.yesky.com/kpzhuanti/93/2617593.shtml

10月28日参加2006天极网北京网友会
http://www.yesky.com/kpzhuanti/351/2622851.shtml

11月2－4日参加2006年中国用户体验(UE)行业年会
http://www.upachina.org/userfriendly2006/

天极网友会是我们最近在做的用户回馈和交流沟通的互动活动，非常不错；如果有机会欢迎报名参加。如果对这种活动有什么建议、意见欢迎和我沟通交流 好了，已经快1点了，睡觉去。明天就去沈阳了，听说那里好冷，不过我最近胖了，好像不怎么怕冷，去了就知道，呵呵。

每一天都是一个新的开始，要用心去面对，用心去面对工作和生活；
每一天都会发生不同的事情，有好的，有坏的，有高兴的，有失望的；
每一天都是希望的开始，也是过程，但不会是结果，因为还有明天；
每一天都要用心工作，开心生活。

祝你今天快乐！珍惜每一天，用心工作，开心生活！

英格兰输了，输得我很伤心，那种心里面被不知是压得还是怎么的难受心情，除了失恋的时候，也只有输球的时候才能体会到，这就是足球的魅力。可爱的英格 兰，又一次的输给了点球，历史再次重演，是那么的残酷；现实总是这样，好像很不公平。但是再一次，葡萄牙战胜了点球，神奇门将挽救了球队，用张斌的话说“ 一个人的球队”。所以，英格兰输是偶然也是必然，他的痛苦带给葡萄牙的是喜悦，命运也许早就已经安排好的一样，英格兰的战将只用全心的投入去迎接挑战。 02年，我目睹了他们在点球中淘汰，06年，我再次目睹了全过程。

这已经是历史了，英格兰要去面对；我们，也要去面对自己的历史，不管会不会历史重演，哪怕是一点点的，一点点的前进，也要努力，再努力，去争取，去奋斗。专注是金，坚持可贵。

放弃是一种选择，大部分时间可能是退缩逃避的选择；有些时候他是一种进取的选择。

当想做的事情还没开始，选择放弃重新开始；
当在做的事情还没做完，选择放弃开始新的。

放弃机会，不是放弃未来；
放弃机会，是不放弃现在。

有些时候，放弃是专注，专注正在在做的事情，有信心，专注做好事情，尽全力做出成绩。

当然，事情总是难以预测的，做出的选择决定对与错无从得之，因为我们只会知道一个结果，未来只有一个，只需要注重过程，结果并不重要，拼一次搏一次，为了梦想，为了未来，决定就决定了，放弃是为了进取，专注是金，坚持可贵。

今天查到我的毕业论文已经被收录于就读的牛津布鲁克斯大学图书馆，很高兴，很欣慰。
回想起在英国的4年多的留学生活，依然是人生中最难忘最受益的一段，会鼓励着我，给我更多勇气。

大家有机会去借阅哟，呵呵。

---

Author

Li, Qiyuan

Other titles by Author(s)

Title

Data structures and algorithms visualisations of binary search trees splay trees avl trees and red-black trees in Java

Publisher

Oxford : Oxford Brookes University, 2005

Control Number

M0065045OX

Notes

Thesis(B.Sc.)-Oxford Brookes University,Oxford,2005

Copies:

Location	Shelfmark	Loan Type	In Library/Due Back	Copies	On Loan
Wheatley	Store Room Theses C568	Diss 4 hour	In Library	1	0		Show details

• 图书馆收录信息链接
• Hellotrees.com - 我的毕业论文网站

李开复的《做最好的自己》已经看了大半，很好的一本书。“做最好的自己”的道理，基本上都是潜移默化明白的，不用记住，领会了就行了。但是我记住了一点，印象深刻，勇气。

最重要的四个勇气

1、不畏失败，敢于尝试
2、承认错误，从失败中学习
3、远离恐惧，挑战困难
4、勇于放弃已经获得的东西

我还记得写《少年CEO李琪缘》自传的时候说我的座右铭是“走自己的路，让别人去说吧”。从现在开始，我将这四个勇气作为自己的座右铭，这就是琪缘的勇气，会更勇敢的去走自己的路。

一点小事，有些时候会被人遗忘；一点小事，有些时候会让人烦恼；

一点小事，也许不值得那么重视；一点小事，也许会直接关系结果；

一点小事，它能够影响人的一生；一点小事，它能够坚定人的信心；

一点小事，它是看起来微不足道；一点小事，它是组成大事的要素；

不要因为一点小事而不重视，我们不正是做很多小事来做大事的吗？

这段时间比较烦，因为自己被很多很多的小事压着，想写BLOG发泄一些，没想到写出上面的东西。真是有些时候自己也不是很了解自己。总之，琪缘一直在努力。

继续琪缘博客回顾，这是来自Evan的一篇Web创业十条戒律，Evan是原Google的博客服务blogger.com的创建者，现在是odeo.com的创建者，odeo是podcast网站，另外我现在还掌握着odeo.cn，希望他们早日进入中国，呵呵。

12/2/2005

Ten Rules for Web Startups

From Evan Williams, CEO of Odeo, Inc.
原来Google的Blogger.com创建者

中文翻译：http://blog.donews.com/keso/archive/2005/11/28/641152.aspx (洪波)

1、收缩：专注于一个尽可能小的可能存在的难题，而你又能够解决这个难题。不要想着什么都做，贪多嚼不 烂，搞不好就成了模仿者。小可以变大，船小好调头，小可以带给你很多优势，缝隙市场可以变成一个大市场。不要试图把1亿上网用户都当成你的用户，没用，能 真正解决一部分用户的一部分需求，就足够你玩儿的。

2、差异：要记住很多人都在做着跟 你一样的事情，而其中一个是Google。在这个市场上，专才比通才有用。不一定要做多么领先的事情，寻常的事情你同样可以做得跟别人不一样，比如 Google。起名字也不要用那些通用词汇，比如像博客网、中国博客网、亚洲博客网、世界博客网之类的，太多了没人分得清谁是谁。

3、随意：随 意的网络要大于刻意的网络，因为人们还要生活。创建一种服务让它适应并对人们每天的生活有所助益，而不要要求太多的承诺或改变他们的身份。放轻松，很多时 候，偶然的需要让你的服务更有价值，就像Skype上偶然发生的对话。既然生活本身就是随意的、偶然的，不要总是试图限制用户。

4、挑剔：这一点适用于很多方面：服务的特性、员工、投资者、合作伙伴、记者采访等等。如果感觉某样东西不太对劲，就放一放。Google最强大的力量之一，就是他们乐于对机会、快钱、可能的雇员以及交易说不。但很多人太心切，太怕错过这村没这店，所以往往来者不拒，最终将会后悔。

5、以用户为中心：用 户体验就是一切。你的整个公司都必须建立在这上面，如果你不懂什么叫以用户为中心的设计，赶快学，雇用懂的人。把对的特性做对，远超过添加一百个特性。 Ajax是为了让网站更互动，而不是因为它很性感。API是为了让开发者更容易为用户增加价值，而不是为了去取悦geek们。

6、自我本位：伟大的产品从来都是来自一个人自身的渴求。创造你自己需要的产品，成为你自己产品的用户，雇用你的产品的用户，按你自己的愿望改善它。另一方面，避免在费用、用户、或者有可能妨碍你改善产品等方面，跟大公司做交易。因为你小他们大，你很难说不。

7、饥渴：有选择永远好过没选择，最好的办法就是有收入。要为你的产品设计出收费模式并在6个月内开始有进项，这样你才会有市场费用。而且，有收入也会让你在融资或收购谈判中，处于更有利的位置。不过在中国可能没这么简单，为了赚钱而让服务变形的事总是在发生着。

8、苗条：保 持低成本是一种Web创业智慧。能使用互联网上现有的服务，就不要花钱买。如果你希望被大公司收购，就更不能让自己显得很庞杂，小公司更容易被收购。 Tim O’Reilly说过，如果你看到一家公司在市场活动上花很多钱，你可以肯定地知道，这不是一家Web 2.0公司。充分利用互联网现成的资源，也是一种能力。

9、灵活：要学会改变计划。 Pyra最初要做的是一个项目管理程序，而不是Blogger。Flickr最初要做的是游戏。Ebay最初也只是想销售拍卖软件。最初的设想几乎永远都 是错的。一开始就认定自己是对的，很可能撞上南墙。要把创业过程，变成一个BETA过程，不断debug，不断调整，不断改进。

10、平衡：初创公司是什么样？目光迷离、睡眠不足、垃圾食品充饥、咖啡提神……还有呢？要知道，自然要求健康的平衡，当平衡成为你的公司的一部分，你就拥有了一样秘密武器。需要玩儿命，也需要玩儿。一个充满活力的平衡的团队，也会给人更多的信任和期待。

11、谨慎（这个是额外的奖励）：不要拿上面的戒律当成金科玉律，凡事总有例外。

Ten Rules for Web Startups

Sunday, November 27, 2005

#1: Be Narrow
Focus on the smallest possible problem you could solve that would potentially be useful. Most companies start out trying to do too many things, which makes life difficult and turns you into a me-too. Focusing on a small niche has so many advantages: With much less work, you can be the best at what you do. Small things, like a microscopic world, almost always turn out to be bigger than you think when you zoom in. You can much more easily position and market yourself when more focused. And when it comes to partnering, or being acquired, there’s less chance for conflict. This is all so logical and, yet, there’s a resistance to focusing. I think it comes from a fear of being trivial. Just remember: If you get to be #1 in your category, but your category is too small, then you can broaden your scope—and you can do so with leverage.

#2: Be Different
Ideas are in the air. There are lots of people thinking about—and probably working on—the same thing you are. And one of them is Google. Deal with it. How? First of all, realize that no sufficiently interesting space will be limited to one player. In a sense, competition actually is good—especially to legitimize new markets. Second, see #1—the specialist will almost always kick the generalist’s ass. Third, consider doing something that’s not so cutting edge. Many highly successful companies—the aforementioned big G being one—have thrived by taking on areas that everyone thought were done and redoing them right. Also? Get a good, non-generic name. Easier said than done, granted. But the most common mistake in naming is trying to be too descriptive, which leads to lots of hard-to-distinguish names. How many blogging companies have “blog” in their name, RSS companies “feed,” or podcasting companies “pod” or “cast”? Rarely are they the ones that stand out.

#3: Be Casual
We’re moving into what I call the era of the “Casual Web” (and casual content creation). This is much bigger than the hobbyist web or the professional web. Why? Because people have lives. And now, people with lives also have broadband. If you want to hit the really big home runs, create services that fit in with—and, indeed, help—people’s everyday lives without requiring lots of commitment or identity change. Flickr enables personal publishing among millions of folks who would never consider themselves personal publishers—they’re just sharing pictures with friends and family, a casual activity. Casual games are huge. Skype enables casual conversations.

#4: Be Picky
Another perennial business rule, and it applies to everything you do: features, employees, investors, partners, press opportunities. Startups are often too eager to accept people or ideas into their world. You can almost always afford to wait if something doesn’t feel just right, and false negatives are usually better than false positives. One of Google’s biggest strengths—and sources of frustration for outsiders—was their willingness to say no to opportunities, easy money, potential employees, and deals.

#5: Be User-Centric
User experience is everything. It always has been, but it’s still undervalued and under-invested in. If you don’t know user-centered design, study it. Hire people who know it. Obsess over it. Live and breathe it. Get your whole company on board. Better to iterate a hundred times to get the right feature right than to add a hundred more. The point of Ajax is that it can make a site more responsive, not that it’s sexy. Tags can make things easier to find and classify, but maybe not in your application. The point of an API is so developers can add value for users, not to impress the geeks. Don’t get sidetracked by technologies or the blog-worthiness of your next feature. Always focus on the user and all will be well.

#6: Be Self-Centered
Great products almost always come from someone scratching their own itch. Create something you want to exist in the world. Be a user of your own product. Hire people who are users of your product. Make it better based on your own desires. (But don’t trick yourself into thinking you are your user, when it comes to usability.) Another aspect of this is to not get seduced into doing deals with big companies at the expense or your users or at the expense of making your product better. When you’re small and they’re big, it’s hard to say no, but see #4.

#7: Be Greedy
It’s always good to have options. One of the best ways to do that is to have income. While it’s true that traffic is now again actually worth something, the give-everything-away-and-make-it-up-on-volume strategy stamps an expiration date on your company’s ass. In other words, design something to charge for into your product and start taking money within 6 months (and do it with PayPal). Done right, charging money can actually accelerate growth, not impede it, because then you have something to fuel marketing costs with. More importantly, having money coming in the door puts you in a much more powerful position when it comes to your next round of funding or acquisition talks. In fact, consider whether you need to have a free version at all. The TypePad approach—taking the high-end position in the market—makes for a great business model in the right market. Less support. Less scalability concerns. Less abuse. And much higher margins.

#8: Be Tiny
It’s standard web startup wisdom by now that with the substantially lower costs to starting something on the web, the difficulty of IPOs, and the willingness of the big guys to shell out for small teams doing innovative stuff, the most likely end game if you’re successful is acquisition. Acquisitions are much easier if they’re small. And small acquisitions are possible if valuations are kept low from the get go. And keeping valuations low is possible because it doesn’t cost much to start something anymore (especially if you keep the scope narrow). Besides the obvious techniques, one way to do this is to use turnkey services to lower your overhead—Administaff, ServerBeach, web apps, maybe even Elance.

#9: Be Agile
You know that old saw about a plane flying from California to Hawaii being off course 99% of the time—but constantly correcting? The same is true of successful startups—except they may start out heading toward Alaska. Many dot-com bubble companies that died could have eventually been successful had they been able to adjust and change their plans instead of running as fast as they could until they burned out, based on their initial assumptions. Pyra was started to build a project-management app, not Blogger. Flickr’s company was building a game. Ebay was going to sell auction software. Initial assumptions are almost always wrong. That’s why the waterfall approach to building software is obsolete in favor agile techniques. The same philosophy should be applied to building a company.

#10: Be Balanced
What is a startup without bleary-eyed, junk-food-fueled, balls-to-the-wall days and sleepless, caffeine-fueled, relationship-stressing nights? Answer?: A lot more enjoyable place to work. Yes, high levels of commitment are crucial. And yes, crunch times come and sometimes require an inordinate, painful, apologies-to-the-SO amount of work. But it can’t be all the time. Nature requires balance for health—as do the bodies and minds who work for you and, without which, your company will be worthless. There is no better way to maintain balance and lower your stress that I’ve found than David Allen’s GTD process. Learn it. Live it. Make it a part of your company, and you’ll have a secret weapon.

#11 (bonus!): Be Wary
Overgeneralized lists of business “rules” are not to be taken too literally. There are exceptions to everything.