公开资料显示，梁汝波是张一鸣的大学同学，两人自共同创办垂直房产搜索引擎“九九房”起，即成为长期创业伙伴。，梁汝波与张一鸣共同创办字节跳动。此后至，梁汝波一直担任字节跳动产品研发负责人，负责早期多个重要产品和业务，包括今日头条、头条号、广告系统和用户增长系统等。起，梁汝波负责飞书和效率工程，飞书作为一个企业沟通与协作平台，先应用于字节跳动内部，后对外开放。起，梁汝波负责集团人力资源和管理等工作，推动了字节跳动的组织建设和人才发展。过去一年，字节跳动全球员工数从6万人增长至10万人。
以下为张一鸣内部全员信全文：
这几个月，有不少同学问我怎么从今年开始没有更新双月OKR。实话说，对去年关于探索远景新战略、研究组织和管理、提升社会责任的三个年度OKR，我觉得都挺不满意的。所以从新年假期，我就在思考双月的，一年的，更长期的OKR，如何不仅仅是线性延伸。我有一个不一样的想法。我决定卸任CEO的角色，放下日常的管理工作，作为公司创始人，聚焦到远景战略、企业文化、社会责任等长期重要的事情上去。
我们有幸抓住了时代发展的机遇，基于机器学习技术在移动端和视频上进行创新与实践，取得了一些成绩。在毕业之后到字节成立之初，我自学了很多东西和思考了许多的问题，比如如何更有效的分发信息，如何把产品和技术结合，如何把公司当作一个产品来改进等。这些思考对字节跳动的创立发展都有帮助，而创业的经历又丰富和验证了思考。虽然现在公司业务发展良好，但未来更长时间，我们是否能不停留于此，能够不只是业务变大，而且变得更有创造力和富有意义，践行“激发创造，丰富生活”的使命。
持续的深度思考和大胆的想象是创新成果得以实现的基础。但大家更容易关注商业模式的变化和品牌渠道的更新，很少注意到技术变革已经在酝酿中。只有少数人能够洞察未来，创造趋势。现在电动车行业如火如荼，多数人可能记不起来特斯拉前就创立了，当时用笔记本电池来做原型尝试。很多人知道Mac的软件包管理工具是HomeBrew，但是比较少人知道上世纪70年代，极客们就在HomeBrew Club展示和讨论Apple I和其它一些个人电脑原型。虚拟现实、生命科学、科学计算对人类生活的影响都已现黎明之曙光，这些需要我们突破业务的惯性去探索。同时科技对社会的影响也越来越大，我们要持续学习企业如何更好地承担社会责任。
7周年年会的时候，我和大家分享了《爱丽丝梦游仙境》中的一个句子——“有时候早餐前，我已经相信六件看似不可能的事会发生了”。我很喜欢思考理论上可能存在，但是现实中尚未发生的事情。我的签名档一直是喜欢发呆，我所说的发呆，不是放空，是自己思考一些非常无边无际和少有人讨论的点子。但在忙碌的工作中，越来越多的情况是，很多事情在现实中已经发生，但我并不知道。我感觉过去几年很大程度都在“吃老本”，比如，在之前我还能保持关注机器学习技术的新进展，近三年已经没有太多学习了，我在头条、西瓜上收藏了很多专业视频和文章，但是断断续续的阅读，进展非常缓慢，在技术讨论会上也难以跟上进展。
三年前，我跟一些创业者做了一个分享，核心是说CEO要避免一个普遍的负规模效应——当业务和组织变复杂规模变大的时候，作为中心节点的CEO容易陷入被动：每天要听很多汇报总结，做很多审批和决策，容易导致内部视角，知识结构更新缓慢。所以最近半年，我逐渐形成这个想法，对自己的状态做一个调整，脱离开CEO的工作，能够相对专注学习知识，系统思考，研究新事物，动手尝试和体验，以十年为期，为公司创造更多可能。同时，公司在社会责任和公益上已经有一些进展，其中教育公益、脑疾病、古籍数字化整理等新项目也持续探索中，我个人也有些投入，我还有更多想法，希望能更深度参与。
与此同时，公司当下还有很多重要的事情需要做到更好，我希望有比我更合适的人来改进日常管理，保障公司的健康发展。我不是传统意义上的成熟管理者，我也不是很擅长社交，我更喜欢研究组织和市场原理来减少管理，喜欢自己上网、看书、听歌、发呆。3月份的时候，我在小范围讨论了这个想法，并提议让汝波来接手CEO的工作，大家都非常理解和支持，同意了我的提议。汝波是公司的联合创始人，字节跳动是我和他一起创立的第二家公司了。他在字节跳动陆续承担了产品研发负责人，飞书和效率工程负责人，集团人力资源和管理负责人等工作。公司创立以来，从采购安装服务器，接手我写了一半的系统，重要招聘、企业制度和管理系统建设，很多事情是他协助我做的。未来半年，我们两个会一起工作，确保在年底时把交接工作做好。请大家支持好新CEO汝波的工作！
几年前在一次旅途中，我发了个朋友圈说：旅行的部分意义在于时空切换，更容易把主体当作客体， 审视自己和生活本身。卸任CEO之后，在聚焦远景战略、企业文化、社会责任等长期的事情之外，我也能更容易从外部视角来观察公司。在公司的商业计划书中，我对团队说，希望大家把创业的过程当作同行去欣赏风景的旅行。希望大家支持我在这旅行中的“旅行”。
一鸣
Recently, several colleagues have asked me why I haven't updated my OKRs. Frankly, I feel I did not achieve as much as I had hoped to on my previous OKR objectives in the areas of new strategic opportunities, organizational management, and social responsibility. Since the beginning of this year, I've spent a lot of time thinking about how to better drive real long-term breakthroughs, which cannot simply rely on steady, but incremental, progress.
After several months of thinking about this, I came to the conclusion that transitioning out of the role of CEO, with all of the related day-to-day responsibilities, would enable me to be more impactful on longer-term initiatives. Let me explain how I came to this conclusion.
Our success over the last nine years has been predicated upon our ability to innovate at just the right moment in the development of the industry. Notably, this has included applying machine learning to mobile and video products. Between graduating from college and starting ByteDance, I spent a lot of time thinking and learning about challenges like effectively disseminating information, using technology to improve products, and approaching the development of a company, much like one would a product: through constant re-evaluation, adjustment, and iteration. That period of profound thinking and ideation helped lay the groundwork for ByteDance. With our business growing well, it is time to think about how we can, not simply scale, but make innovative and meaningful progress over the long term towards our mission to "Inspire Creativity, Enrich life."
Innovation and success are rooted in years of exploring and imagining what is possible. However, few people have real insight into the future, preferring to model on current and past achievements. People are amazed by the success of electric cars, but they forget that Tesla is 18 years old and first experimented with laptop batteries to power its vehicles. People know about Apple's software management tool HomeBrew, but few realize that that computer geeks were discussing the Apple I in the HomeBrew Club in the 1970s. Virtual reality, life science, and scientific computation are playing a bigger role in people's lives as technology brings ever-greater impact to society. This type of progress requires us to break through the inertia, and to keep exploring.
At our 7th anniversary, I shared a line fromAlice in Wonderland: "Why, sometimes I've believed as many as six impossible things before breakfast." I like to think about possibilities that are still just that: possibilities. For a long time, I've put my online status as "Daydreaming." What I mean isn't that I'm zoning out, but rather that I'm thinking about possibilities that people might think are just fantasy. In the past three years, many things that seemed like fantasies have, in fact, become reality.
Yet I worry that I am still relying too much on the ideas I had before starting the company, and haven't challenged myself by updating those concepts. As an example, before , I spent a lot of time keeping track of developments in machine learning, but since then, while I do my best to bookmark technical articles online, I haven't had the time to make much progress digging into the area. Sometimes, in technology meetings, this means I actually struggle to keep up with the discussion.
Three years ago, I spoke with some entrepreneurs about the challenges of scaling a business. I said that often when companies mature and expand, many fall into the trap of the CEO becoming overly central — listening to presentations, handling approvals and making decisions reactively. This leads to an over-reliance on existing ideas already in the company, and results in knowledge structures being slow to iterate.
In order to avoid this trap, I gradually came to a decision over the last six months to take on a new role at ByteDance. I believe I can best challenge the limits of what the company can achieve over the next decade, and drive innovation, by drawing on my strengths of highly-focused learning, systematic thought and a willingness to attempt new things.
I also believe that giving back to society is an important piece of this, and we have already made some headway, exploring new initiatives in education, brain disease research and digitizing ancient books. Having been involved in some of these myself, I hope to do more by contributing my own ideas and helping deliver new solutions.
At the same time, there are still many things that we need to improve, and I think someone else can better drive progress through areas like improved daily management. The truth is, I lack some of the skills that make an ideal manager. I'm more interested in analyzing organizational and market principles, and leveraging these theories to further reduce management work, rather than actually managing people. Similarly, I'm not very social, preferring solitary activities like being online, reading, listening to music, and daydreaming about what may be possible.
In March, I began discussing with a small group the possibility of having Rubo, the co-founder of ByteDance, taking over as CEO, and leveraging his strengths in management, organization and social engagement. The team was understanding and supported the idea. Rubo previously helped me found another company, so we have worked together closely for many years. As many of you know, Rubo has taken on numerous critical roles at ByteDance at different times, including head of R&D, Lark and Efficiency Engineering, and most recently, Human Resources and Management, as we've scaled up at an incredible rate globally.
Since Day 1, Rubo has been an invaluable partner — completing my coding for new systems, buying and installing servers, and developing key recruitment and corporate policies and management systems, among a list of contributions too long to enumerate. Over the next six months we will work side by side to ensure the smoothest possible transition. Through the end of the year, I will work closely with Rubo as he transitions into the role of CEO, and I know you will all also support him.
A few years ago, I posted on social media: "The meaning of travel lies in switching time and space, which helps you observe others' lives in a new environment as a stranger, and reflect on yourself and your life with a detached eye." After handing over my role as CEO, and removing myself from the responsibilities of daily management, I will have the space to explore long-term strategies, organizational culture and social responsibility, with a more objective perspective on the company.
In our business plan, I told the team that the most rewarding thing about building a company is being able to enjoy the journey together. I look forward to this new phase and continuing our voyage together!
Yiming
