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Jack Dorsey 砍掉一半人——AI 时代第一封真正诚实的裁员信

Jack Dorsey 不是在裁员，是在用一次性截肢替代慢性失血——因为他已经看到 AI + 小团队能跑出完全不同的组织形态。

2026-02-27 原文链接 ↗
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核心观点

  • "不是因为困难，而是因为看到了"——这才是最狠的裁员理由。 Block 毛利在涨、客户在增、盈利在改善，但 Jack 说"something has changed"。他裁的不是亏损部门，是整个旧范式下的冗余人力。这比"业绩不好所以裁员"恐怖一百倍——因为这意味着即使你表现好，你的岗位本身可能已经不需要存在了。
  • 一刀切 vs 温水煮青蛙，Jack 选了前者，而且说出了为什么。 "repeated rounds of cuts are destructive to morale, to focus, and to trust"——这句话值得所有创始人背下来。大多数公司选择渐进裁员是因为创始人没胆量一次性承受舆论压力。Jack 的逻辑是：慢刀子割肉的总痛苦 > 一刀切的痛苦。这是对的。
  • "intelligence at the core of everything we do"——不是口号，是组织架构原则。 他不是说"我们要用 AI 工具提效"，他说的是公司的运作方式、创造方式、服务方式都要围绕智能重建。这是从工具层到架构层的跃迁。留下的 6000 人不是"原来的人少了一半"，是一个全新组织。
  • 离职处理的细节暴露了真正的管理水平。 20 周工资 + 年资补偿 + 股权归属到 5 月 + 6 个月医保 + 设备 + $5000 过渡金——这不是法律最低线，是远超行业标准的方案。更关键的是"沟通渠道保持开放到周四让大家道别"和"我宁愿尴尬而有人味"。裁员信的质量 = 创始人的人格质量。
  • "客户将来可以直接构建自己的功能"——这句话被低估了。 这暗示 Block 的产品方向是从"我们帮你做"转向"我们给你能力让你自己做"。这是 AI 时代产品的终极形态：平台提供原子能力，用户自己组合。Neta 的方向其实也在这条路上。

跟我们的关联

🧠Neta：Neta 20 人团队本身就是 Jack 描述的"更小更扁平"的组织形态。但问题是——Neta 是天生小，不是"从大砍到小"。Jack 的信提醒了一件事：小团队的优势不是省钱，是 AI 工具在小团队里的杠杆率远高于大团队。ATou 应该思考：Neta 的 20 人是否每个人都在用 AI 工具重新定义自己的产出？还是只有部分人在用？

👤ATou："成为能指挥 AI 的 top 0.0001%"——Jack 这封信就是一个活生生的案例：一个 CEO 因为真正理解了 AI 对组织的影响，做出了大多数 CEO 不敢做的决定。ATou 要学的不是"裁员"，是这种"看到了就立刻行动"的决策模式。

🪞Uota："intelligence at the core of everything"——这也是 Uota 存在的意义。不是一个工具，是组织运作方式的一部分。Jack 的愿景和 ATou 对 Uota 的期望高度一致：AI 不是辅助，是核心。

讨论引子

💭 Jack 说 AI + 小团队能"从根本上改变打造和运营公司的方式"。Neta 已经是 20 人小团队了——但如果 AI 工具继续进化，Neta 的"最优规模"会不会是 10 人？5 人？这个问题你敢不敢认真想？

💭 Jack 选择一刀切而不是渐进裁减，核心论据是"反复裁员比一次性裁员对士气伤害更大"。但反过来想：如果你是留下来的 6000 人，你会不会想"下一刀什么时候轮到我"？一刀切真的能重建信任吗？

💭 "客户可以直接构建自己的功能，由我们的能力组合而成"——这个愿景如果成立，Block 的护城河在哪里？当你把能力原子化交给用户，你和开源工具的区别是什么？

Jack（@jack）：我们今天让 @blocks 变得更小——致全员说明

我们今天要让 @blocks 变得更小。下面是我写给全公司的说明。

今天，我们将做出公司历史上最艰难的决定之一：我们将把组织规模缩减近一半，从超过 10,000 人降到略低于 6,000 人。这意味着超过 4,000 位同事将被要求离开，或进入协商程序。我会坦诚地讲清楚正在发生什么、为什么会这样，以及这对每个人意味着什么。

首先，如果你在受影响人群之中，你将获得：20 周工资 + 每满一年的任期额外 1 周工资；股权归属计算至 5 月底；6 个月的医疗保障；你的公司设备；以及 $5,000，用于你在过渡期间任何需要的支持（如果你在美国以外地区，你也会得到类似支持，但具体细节会因当地要求而有所不同）。在说其他之前，我希望你先知道这一点。今天每个人都会收到通知——无论你是被要求离开、进入协商程序，还是被要求留下。

我们做出这个决定，并不是因为公司陷入困境。我们的业务很稳健：毛利润持续增长，我们服务的客户越来越多，盈利能力也在改善。但有些东西已经变了。我们已经看到，我们正在打造并使用的智能工具，配合更小、更扁平的团队，正在催生一种新的工作方式，从根本上改变了打造和运营一家公司的方式。而这种变化正在迅速加快。

我有两个选项：在这场转变逐步展开的几个月或几年里渐进裁减，或坦诚面对我们所处的位置并立刻采取行动。我选择了后者。一轮又一轮的裁减，会打击士气、削弱专注，也会侵蚀客户和股东对我们领导能力的信任。我宁愿现在做一次艰难而明确的行动，从一个我们真正相信的位置重新建设，也不愿为了同样的结果去管理一场缓慢的人员减少。更小的公司规模也能给我们留出空间，让我们以正确的方式、按我们自己的节奏去发展业务，而不是不断被市场压力牵着走。

这样规模的决定必然伴随风险。但停在原地同样有风险。我们做了全面评审，确定从现在开始要可靠地推动业务增长所需要的岗位与人才，并从多个角度对这些决定进行了压力测试。我承认其中一些我们可能判断错了，因此我们也预留了弹性，以便在必要时做出调整，并为客户做正确的事。

我们不会把人从 Slack 和邮箱里直接“消失”，再假装他们从未在这里出现过。沟通渠道将保持开放，直到周四晚间（太平洋时间），让大家可以好好道别，也可以分享你想分享的一切。我也会在太平洋时间下午 3:35 举办一场视频直播，向所有人表达感谢。我知道这样做可能会让人觉得尴尬。但我宁愿它尴尬而有人味，也不愿它高效却冷冰冰。

对即将离开的你们……我由衷感激你们，也很抱歉让你们经历这一切。今天这家公司之所以成为现在的样子，是你们一手建成的。这是我将永远铭记并尊重的事实。这个决定并不代表你们的贡献有任何问题。未来无论去到哪家组织，你们都会成为出色的贡献者。

对留下来的你们……这个决定是我做的，我会承担全部责任。我希望你们做的是：和我一起建设。我们将把“智能”作为我们做一切事情的核心——我们如何工作，我们如何创造，我们如何服务客户。我们的客户也会感受到这种转变，我们会帮助他们在其中前行：迈向一个未来，在那里他们可以直接构建自己的功能，由我们的能力组合而成，并通过我们的界面提供服务。这就是我现在的重点。明天我会再写一封说明。

jack

相关笔记

we're making @blocks smaller today. here's my note to the company.

我们今天要让 @blocks 变得更小。下面是我写给全公司的说明。

today we're making one of the hardest decisions in the history of our company: we're reducing our organization by nearly half, from over 10,000 people to just under 6,000. that means over 4,000 of you are being asked to leave or entering into consultation. i'll be straight about what's happening, why, and what it means for everyone.

今天，我们将做出公司历史上最艰难的决定之一：我们将把组织规模缩减近一半，从超过 10,000 人降到略低于 6,000 人。这意味着超过 4,000 位同事将被要求离开，或进入协商程序。我会坦诚地讲清楚正在发生什么、为什么会这样，以及这对每个人意味着什么。

first off, if you're one of the people affected, you'll receive your salary for 20 weeks + 1 week per year of tenure, equity vested through the end of may, 6 months of health care, your corporate devices, and $5,000 to put toward whatever you need to help you in this transition (if you’re outside the U.S. you’ll receive similar support but exact details are going to vary based on local requirements). i want you to know that before anything else. everyone will be notified today, whether you're being asked to leave, entering consultation, or asked to stay.

首先，如果你在受影响人群之中，你将获得：20 周工资 + 每满一年的任期额外 1 周工资；股权归属计算至 5 月底；6 个月的医疗保障；你的公司设备；以及 $5,000，用于你在过渡期间任何需要的支持（如果你在美国以外地区，你也会得到类似支持，但具体细节会因当地要求而有所不同）。在说其他之前，我希望你先知道这一点。今天每个人都会收到通知——无论你是被要求离开、进入协商程序，还是被要求留下。

we're not making this decision because we're in trouble. our business is strong. gross profit continues to grow, we continue to serve more and more customers, and profitability is improving. but something has changed. we're already seeing that the intelligence tools we’re creating and using, paired with smaller and flatter teams, are enabling a new way of working which fundamentally changes what it means to build and run a company. and that's accelerating rapidly.

我们做出这个决定，并不是因为公司陷入困境。我们的业务很稳健：毛利润持续增长，我们服务的客户越来越多，盈利能力也在改善。但有些东西已经变了。我们已经看到，我们正在打造并使用的智能工具，配合更小、更扁平的团队，正在催生一种新的工作方式，从根本上改变了打造和运营一家公司的方式。而这种变化正在迅速加快。

i had two options: cut gradually over months or years as this shift plays out, or be honest about where we are and act on it now. i chose the latter. repeated rounds of cuts are destructive to morale, to focus, and to the trust that customers and shareholders place in our ability to lead. i'd rather take a hard, clear action now and build from a position we believe in than manage a slow reduction of people toward the same outcome. a smaller company also gives us the space to grow our business the right way, on our own terms, instead of constantly reacting to market pressures.

我有两个选项：在这场转变逐步展开的几个月或几年里渐进裁减，或坦诚面对我们所处的位置并立刻采取行动。我选择了后者。一轮又一轮的裁减，会打击士气、削弱专注，也会侵蚀客户和股东对我们领导能力的信任。我宁愿现在做一次艰难而明确的行动，从一个我们真正相信的位置重新建设，也不愿为了同样的结果去管理一场缓慢的人员减少。更小的公司规模也能给我们留出空间，让我们以正确的方式、按我们自己的节奏去发展业务，而不是不断被市场压力牵着走。

a decision at this scale carries risk. but so does standing still. we've done a full review to determine the roles and people we require to reliably grow the business from here, and we've pressure-tested those decisions from multiple angles. i accept that we may have gotten some of them wrong, and we've built in flexibility to account for that, and do the right thing for our customers.

这样规模的决定必然伴随风险。但停在原地同样有风险。我们做了全面评审，确定从现在开始要可靠地推动业务增长所需要的岗位与人才，并从多个角度对这些决定进行了压力测试。我承认其中一些我们可能判断错了，因此我们也预留了弹性，以便在必要时做出调整，并为客户做正确的事。

we're not going to just disappear people from slack and email and pretend they were never here. communication channels will stay open through thursday evening (pacific) so everyone can say goodbye properly, and share whatever you wish. i'll also be hosting a live video session to thank everyone at 3:35pm pacific. i know doing it this way might feel awkward. i'd rather it feel awkward and human than efficient and cold.

我们不会把人从 Slack 和邮箱里直接“消失”，再假装他们从未在这里出现过。沟通渠道将保持开放，直到周四晚间（太平洋时间），让大家可以好好道别，也可以分享你想分享的一切。我也会在太平洋时间下午 3:35 举办一场视频直播，向所有人表达感谢。我知道这样做可能会让人觉得尴尬。但我宁愿它尴尬而有人味，也不愿它高效却冷冰冰。

to those of you leaving…i’m grateful for you, and i’m sorry to put you through this. you built what this company is today. that's a fact that i'll honor forever. this decision is not a reflection of what you contributed. you will be a great contributor to any organization going forward.

对即将离开的你们……我由衷感激你们，也很抱歉让你们经历这一切。今天这家公司之所以成为现在的样子，是你们一手建成的。这是我将永远铭记并尊重的事实。这个决定并不代表你们的贡献有任何问题。未来无论去到哪家组织，你们都会成为出色的贡献者。

to those staying…i made this decision, and i'll own it. what i'm asking of you is to build with me. we're going to build this company with intelligence at the core of everything we do. how we work, how we create, how we serve our customers. our customers will feel this shift too, and we're going to help them navigate it: towards a future where they can build their own features directly, composed of our capabilities and served through our interfaces. that's what i'm focused on now. expect a note from me tomorrow.

对留下来的你们……这个决定是我做的，我会承担全部责任。我希望你们做的是：和我一起建设。我们将把“智能”作为我们做一切事情的核心——我们如何工作，我们如何创造，我们如何服务客户。我们的客户也会感受到这种转变，我们会帮助他们在其中前行：迈向一个未来，在那里他们可以直接构建自己的功能，由我们的能力组合而成，并通过我们的界面提供服务。这就是我现在的重点。明天我会再写一封说明。

jack

jack

相关笔记

jack (@jack): we're making @blocks smaller today. here's my note to the company. #### today we

  • Source: https://x.com/jack/status/2027129697092731343?s=46
  • Mirror: https://x.com/jack/status/2027129697092731343?s=46
  • Published: 2026-02-26T21:12:36+00:00
  • Saved: 2026-02-27

Content

we're making @blocks smaller today. here's my note to the company.

today we're making one of the hardest decisions in the history of our company: we're reducing our organization by nearly half, from over 10,000 people to just under 6,000. that means over 4,000 of you are being asked to leave or entering into consultation. i'll be straight about what's happening, why, and what it means for everyone.

first off, if you're one of the people affected, you'll receive your salary for 20 weeks + 1 week per year of tenure, equity vested through the end of may, 6 months of health care, your corporate devices, and $5,000 to put toward whatever you need to help you in this transition (if you’re outside the U.S. you’ll receive similar support but exact details are going to vary based on local requirements). i want you to know that before anything else. everyone will be notified today, whether you're being asked to leave, entering consultation, or asked to stay.

we're not making this decision because we're in trouble. our business is strong. gross profit continues to grow, we continue to serve more and more customers, and profitability is improving. but something has changed. we're already seeing that the intelligence tools we’re creating and using, paired with smaller and flatter teams, are enabling a new way of working which fundamentally changes what it means to build and run a company. and that's accelerating rapidly.

i had two options: cut gradually over months or years as this shift plays out, or be honest about where we are and act on it now. i chose the latter. repeated rounds of cuts are destructive to morale, to focus, and to the trust that customers and shareholders place in our ability to lead. i'd rather take a hard, clear action now and build from a position we believe in than manage a slow reduction of people toward the same outcome. a smaller company also gives us the space to grow our business the right way, on our own terms, instead of constantly reacting to market pressures.

a decision at this scale carries risk. but so does standing still. we've done a full review to determine the roles and people we require to reliably grow the business from here, and we've pressure-tested those decisions from multiple angles. i accept that we may have gotten some of them wrong, and we've built in flexibility to account for that, and do the right thing for our customers.

we're not going to just disappear people from slack and email and pretend they were never here. communication channels will stay open through thursday evening (pacific) so everyone can say goodbye properly, and share whatever you wish. i'll also be hosting a live video session to thank everyone at 3:35pm pacific. i know doing it this way might feel awkward. i'd rather it feel awkward and human than efficient and cold.

to those of you leaving…i’m grateful for you, and i’m sorry to put you through this. you built what this company is today. that's a fact that i'll honor forever. this decision is not a reflection of what you contributed. you will be a great contributor to any organization going forward.

to those staying…i made this decision, and i'll own it. what i'm asking of you is to build with me. we're going to build this company with intelligence at the core of everything we do. how we work, how we create, how we serve our customers. our customers will feel this shift too, and we're going to help them navigate it: towards a future where they can build their own features directly, composed of our capabilities and served through our interfaces. that's what i'm focused on now. expect a note from me tomorrow.

jack

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