Earlier today, Coursera CEO Jeff Maggioncalda shared the following email with Coursera employees:
Courserians,
我担任首席执行官的25年包括一些非常艰难的时期 - Dot Com Bubble Bursting,2008年的金融危机和全球封锁。尽管宏观经济挑战总是很艰巨,但我从经验中知道,当这些因素影响人们的生计时,这是最痛苦的。
在最近的一个市政厅中,我说,像许多公司一样,我们正在驾驶较低的增长率和环境不确定性,并需要进行任何需要的任何更改,包括减少员工费用。我很遗憾分享这一点,以减慢我们的支出速度,我们做出了艰难的决定来减少团队的规模。
目前,我们通过与经理和高级领导的1:1对话通知了所有受影响的员工。在英国和澳大利亚等国家 /地区,法律法规需要咨询期 - 参与该过程的员工也已收到通知。
要说这对Courserians来说是一个艰难而激动的一天,这将是轻描淡写的,我将在这封电子邮件中对此决定提供尽可能多的清晰度。明天我们还将有三个区域大厅,执行领导团队将在这里回答您的问题。您将在短期内收到带有Slido链接的日历邀请,以提交和投票问题。
All organizations and regions across the company have been impacted to some extent, which means this loss will be felt by all of us. Our first priority is to make sure that impacted team members are treated with the respect and gratitude they deserve, and supported in every way possible through this difficult transition.
本周是为了给所有人提供处理和悲伤的空间。下周,我们将举行一个单独的会议,讨论我们的去向。让我退后一步,解释我们为什么以及如何做出决定,如何支持受影响的员工以及我们团队的下一步。
为什么以及如何做出这个决定?
在我们的年度财务计划过程中,执行团队审查了我们的增长机会,并评估了我们对第四季度和来年的投资。尽管Coursera的长期前景仍然很有希望,但宏观经济环境恶化迫使我们提高了注意力,优先考虑投资并优化我们的结构和运营。
几乎每个成长公司都是变革的故事。在某些时期,顶线增长提供了积极投资并迅速发展团队的资源和理由,然后在某些时期,您需要减慢支出的步伐,并专注于减少积极投资的较少计划。2020年是一个非凡的时刻,因为大流行期间客户需求推动了我们的业务。我们现在正在进入另一章。
Earlier this year, we revised our growth forecast and took a series of actions to pace our investments and resources with our new outlook. Despite our attempts to avoid headcount reductions in the last six months, including pausing hiring, minimizing consulting spend, and reducing more discretionary non-people budgets, we had to make the difficult decision to reduce our workforce in order to stay on track to fulfill our mission and scale sustainably in the long term.
Company OKRs in 2023 will reflect increased focus and leverage. We are reducing resources in the areas that we are no longer pursuing as a company and doubling down on mission-critical areas that resonate in the market, reinforce our unique value propositions, and build on our vision of serving learners from MOOCs to degrees and jobs. We’re combining teams and unifying products and technology to get more leverage out of the assets we have. We’ve done our best to map reductions according to the capabilities we’ll need to support our business strategy next year and beyond.
如何are we supporting impacted employees?
我们知道这一决定会影响员工的生计,我们致力于在这一艰难的过渡期间提供尽可能多的支持。全球分离套餐总计4个月的薪水(加上基于角色和任期的额外薪水),最多四个月的医疗保险,随着国家而异,以及通过Randstad Risesmart的工作安置援助。
We have also created aCoursera校友人才中心for impacted employees who want to opt-in. As a B Corp, Coursera attracts some of the world’s best mission-driven talent and I know that any organization would be lucky to have Coursera alumni join their team.
我们前进的道路是什么?
As I reflect on our time since the pandemic, I am so proud of the ways Courserians have delivered above and beyond to respond to the uncertainty in the world around us. We met the moment of the pandemic, helping tens of millions of people around the world access high-quality education at a time when it was most needed.
如今,Coursera在世界上几乎所有角落都为超过1.1亿学习者,275个合作伙伴和7,000个机构提供服务。每个团队成员都帮助使这一愿景栩栩如生。对于那些离开的人,我要感谢您为我们的使命做出的许多不懈贡献。您是Coursera旅程的关键部分,我们的学习者,合作伙伴和客户将在未来的许多年中感受到您的遗产。
这样的变化绝非易事。我们知道,我们所有人都需要花费时间来悲伤和过渡。作为一个组织和执行领导团队,我们仍在学习,改变和成长。虽然我很遗憾我们不得不向许多心爱的Courserians说再见,但我知道我们将比以往任何时候都更加清晰和专注。我们必须积极,果断地和共同努力,以满足这个新的时刻。
在过去的几个月中,我与区域客户,合作伙伴,学习者以及你们中的许多人会面。我继续受到我们团队的才能和温暖的启发,对我而言,很明显,没有比Coursera更好的公司来成功成为一家公司,并且作为一群人加入了通过学习来为世界服务的事业。。但是我们的工作还远远没有结束。
I would like to thank each of you for your tenacity, compassion, and commitment to shaping a future where anyone, anywhere has access to high-quality learning that unlocks opportunity in the new digital economy.
Jeff