搜索
作者：唐納．薩爾譯者：李田樹/李芳齡出版日：2003/08/05成功不墜─最適者再生「變革～在成功高峰時」哈佛商學院新世代管理大師--唐納．薩爾來台演講，引起各界熱烈迴響，超過三千位企業人士參與演講，暢談台灣面對未來的致勝關鍵，掌握關鍵機會。演講內容精彩摘要，與讀者分享大師的前瞻洞見。Whydogoodcompaniesgobad?卓越企業為何盛極而衰？Reality:Trappedbycommitments陷入「承諾」的陷阱Tosucceedmanagersmustmakecommitments成功不墜——領導人必須做出承諾Howdomanagerscommit?承諾的類型•Invest投資(R&D,acquisitions,advertising)•Disinvest撤資(exitbusiness,killproduct)•Promisepublicly公開保證(earningsguidance,goal)•Assertpublicly公開主張(definemarket,declareenemy)•Forgepartnerships形成合作夥伴(largeinvestor,majorcustomer)•Personneldecisions人事決策(hire,fire,promote)•Definemetrics界定衡量標準(successmeasures,compensation)詳見本書P54Whatdomanagerscommitto?領導人做哪些承諾？架構FRAMES價值VALUES資源RESOURCES關係RELATIONSHIPS流程PROCESSESWhatweseewhenwelookattheworld我們如何看待外在競爭環境Enduringlinkstoexternalstakeholdersandamonginternalunits長久連結利害關係人與內部單位的環節Thingsweownthathelpuscompete我們所擁有能幫助我們與人競爭的東西Beliefsthatinspire,unify,andidentifyus能鼓舞我們、讓我們團結，並使我們與眾不同的信念Howwedothingsaroundhere我們做事情的方法詳見本書P84•Providefocus聚焦•Conferefficiency效率•Buildcompetitiveadvantage建立競爭優勢•Detercompetitors嚇阻競爭對手•Inspirethetroops鼓舞士氣Benefitsofcommitments承諾的效益COMMITMENTSHARDEN僵化的承諾會導致行動慣性VALUES價值RELATIONSHIPS關係PROCESSES流程FRAMES架構RESOURCES資源DOGMAS教條SHACKLES桎梏ROUTINES例行作業BLINDERS眼罩MILLSTONES重擔ACTIVEINERTIA行動慣性ENVIRONMENT環境改變VALUES價值RELATIONSHIPS關係PROCESSES流程FRAMES架構RESOURCES資源DOGMAS教條SHACKLES桎梏ROUTINES例行作業BLINDERS眼罩MILLSTONES重擔詳見本書P90Commontraps常見的行動慣性陷阱•Weareagrowthcompany(SiebelSystems)我們是成長公司•Ourcompetitorsareourenemies(CompaqvsIBM)我們對競爭者瞭如指掌•Biggerisbetter(NationalWestminster)我們是業界第一•Ourbrandistheproduct(Lego)我們的品牌就代表產品•Wedoitallinhouse(LauraAshley)重要事情都自己做•Ourtechnologyisafortress(Xerox)我們的技術無人能及•Wehavea“bible”forcriticalprocesses(BancOne)我們已將重要流程寫成「聖經」•Wehireandpromotepeoplelikeus(Daewoo)我們晉用、提拔和我們一樣的人•Weallagreeoneverything(Compaq)我們以共識決做成決策詳見本書P138Howcanyoubreakfreeofactiveinertia?如何跳脫行動慣性?SELECTANANCHOR選擇固定樁〔著力點〕SECUREIT釘牢固定樁〔著力點〕ALIGNTHEREST重整組織其餘部分TheThreeStepsofTransformingCommitments轉型承諾三階段VALUES價值RELATIONSHIPS關係PROCESSES流程FRAMES架構RESOURCES資源DOGMAS教條SHACKLES桎梏ROUTINES例行作業BLINDERS眼罩MILLSTONES重擔VALUES價值NEWFRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源SECUREITALIGNTHEREST1)SELECTANANCHORSELECTANANCHOR選擇固定樁〔著力點〕DOGMAS教條SHACKLES桎梏ROUTINES例行作業BLINDERS眼罩MILLSTONES重擔VALUES價值RELATIONSHIPS關係PROCESSES流程FRAMES架構RESOURCES資源VALUES價值NEWFRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源•Project-basedprocesses專案導向流程–particularlynewproductdevelopment新產品研發–memodescribed“dayinthelife”強調轉型–presentedclearalternativetocurrentfunctionalfiefdoms提供明確替代方案–onefocalcommitmentversusmany單一VS多目標1)SELECTANANCHOR選擇著力點•Processes:流程–Oticon“project-basedprocesses”奧迪康〔專案導向流程〕–Allied-Signal“sixsigma”聯合訊號〔六標準差〕•Frames:架構–IBM“integratedcustomersolutions”IBM〔客戶整合解決方案〕•Relationship:關係–Lloyds-TSB“shareholderscomefirst”英國駿懋銀行〔股東價值〕•Resources:資源–Samsung“world-classtechnologyandbrand”三星〔領導品牌〕•Values:價值–McKinsey“professionalvalues”麥肯錫〔專業價值〕CHOICEOFANCHORS可能的著力點選項3)ALIGNTHERESTDOGMAS教條SHACKLES桎梏ROUTINES例行作業BLINDERS眼罩MILLSTONES重擔VALUES價值RELATIONSHIPS關係PROCESSES流程FRAMES架構RESOURCES資源VALUES價值NEWFRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源ALIGNTHEREST重整組織其餘部分SELECTANANCHOR選擇固定樁〔著力點〕SECUREIT釘牢固定樁〔著力點〕Sevendeadlysins七個致命過失1.Repeatwhatworkedlasttime(Sunbeam)重複過去奏效的方法2.Failtorunthenumbers(AT&T)忽略盤算財務數字3.Don’tsweatthedetails不注重細節4.Delegatethehardwork把艱難的工作交給他人5.Slowexit(Firestone)半調子6.Ignorecorevalues(ArthurAndersen)忽視核心價值7.Holdontocommitmentstoolong(Lloyds-TSB)執著於已經過期的承諾成功不墜─最適者再生延伸閱讀■唐納．薩爾越洋專訪■唐納．薩爾來台演講內容■《成功不墜》書籍專題報導請上