成功不坠-领导人必须做出承诺(1)xsx.pptx

作者：唐納薩爾譯者：李田樹/李芳齡出版日：2003/08/05成功不墜成功不墜最適者再生最適者再生變革在成功高峰時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。1Whydogoodcompaniesgobad?卓越企業為何盛極而衰？2Reality:Trappedbycommitments陷入承諾的陷阱 3Tosucceedmanagersmustmakecommitments成功不墜領導人必須做出承諾4Howdomanagerscommit?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P545Whatdomanagerscommitto?領導人做哪些承諾？詳見本書P846Providefocus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7COMMITMENTSHARDEN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8ACTIVEINERTIA行動慣性ENVIRONMENT環境改變環境改變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P909Commontraps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P13810Howcanyoubreakfreeofactiveinertia?如何跳脫行動慣性?11SELECTANANCHOR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12SECUREITALIGNTHEREST1)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13Project-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)SELECTANANCHOR2)選擇著力點14Processes: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153)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16Sevendeadlysins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.Dontsweatthedetails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17成功不墜成功不墜最適者再生最適者再生 延伸閱讀延伸閱讀18演讲完毕，谢谢观看！