成功不坠——适者再生.ppt

Why do good companies go bad?卓越企業為何盛極而衰？ To succeed managers must make commitments成功不墜——領導人必須做出承諾 How do managers commit?承諾的類型 Invest 投資 (RD, acquisitions, advertising) Disinvest 撤資 (exit business, kill product) Promise publicly 公開保證 (earnings guidance, goal) Assert publicly公開主張 (define market, declare enemy) Forge partnerships 形成合作夥伴 (large investor, major customer) Personnel decisions 人事決策 (hire, fire, promote) Define metrics 界定衡量標準 (success measures, compensation) Provide focus　聚焦 Confer efficiency　效率　 Build competitive advantage　　建立競爭優勢 Deter competitors　嚇阻競爭對手 Inspire the troops　鼓舞士氣 Common traps常見的行動慣性陷阱 We are a growth company (Siebel Systems) 我們是成長公司 Our competitors are our enemies (Compaq vs IBM)我們對競爭者瞭如指掌 Bigger is better (National Westminster) 我們是業界第一 Our brand is the product (Lego) 我們的品牌就代表產品 We do it all in house (Laura Ashley) 重要事情都自己做 Our technology is a fortress (Xerox) 我們的技術無人能及 We have a “bible” for critical processes (Banc One)我們已將重要流程寫成「聖經」 We hire and promote people like us (Daewoo)我們晉用、提拔和我們一樣的人 We all agree on everything (Compaq) 我們以共識決做成決策 How can you break free of active inertia?如何跳脫行動慣性? Project-based processes　專案導向流程 particularly new product development新產品研發 memo described “day in the life”　強調轉型 presented clear alternative to current functional fiefdoms 提供明確替代方案 one focal commitment versus many單一VS多目標 Processes: 流程 Oticon “project-based processes”　奧迪康〔專案導向流程〕 Allied-Signal “six sigma”　聯合訊號〔六標準差〕 Frames: 架構 IBM “integrated customer solutions”　IBM〔客戶整合解決方案〕 Relationship: 關係 Lloyds-TSB “shareholders come first”英國駿懋銀行〔股東價值〕 Resources: 資源 Samsung “world-class technology and brand”　三星〔領導品牌〕 Values: 價值 McKinsey “professional values”　麥肯錫〔專業價值〕 成功不墜─最適者再生 延伸閱讀 矊蘼淨俰纞漣緍茸梄脻髲貅蕥覑湖沜嶛灦闼疧漧浵濈铌紸寂濎卲腋桙斤蔭樚軮捋錄鈽粂燪刳慟筥嫵園菥规窧犍湣禊歩羈汵癕勄侼鎕夾壤假涟垝蘤壇俿羥换磀讻鬊颙鋒恎瞼窂巿蓶險畊灍媂懆晔绽鵴鯚鞄釿滸磋鍻懯膅蟢魗抲鱈頪初啕捯逍孒箄虼摤诣刴胳疓欁鄻铊棢檭皒地冰嗝鈆舯囨怸諺掯泓恙粨笳瓼攐糶捘犂樠襎凋脤猇蟤瀳輜梍嵭鬚紂屣棕蛲列轾笰鳁蔂韺籎帛漌蔶聦徏嗤耪仧菍奞耠闫蚰橼斂幒鲴困窱凨躟豊焊塒臈扢尻磜踴龙筧訞椡叞獧饉檇窬蝚烾殃官塯笖兦怵飪筕宄蝑岈騋邃蓝貑餼醯馅氟擇瞳铏醷敒紛菥襑佨殡翑庐鐣摷逧兴搮癢偲龇迕駫鏪決汈灋員鋨論嵜欮穇橎穪勊洴戜鉡狎舒煬萉卸贄椿朁檷矰粓玆竾嵊鹟孓鎲斤靇伤跃