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Whydogoodcompaniesgobad?卓越企业为何盛极而衰？
1Reality:Trappedbycommitments陷入「承诺」的陷阱
2Tosucceedmanagersmust makecommitments成功不坠——领导人必须做出承诺
3Howdomanagerscommit?承诺的类型Invest投资(R&D,acquisitions,advertising)Disinvest撤资(exitbusiness,killproduct)Promisepublicly公开保证(earningsguidance,goal)Assertpublicly公开主张(definemarket,declareenemy)Forgepartnerships形成合作伙伴(largeinvestor,majorcustomer)Personneldecisions人事决策(hire,fire,promote)Definemetrics界定衡量标准(successmeasures,compensation)详见本书P54
4Whatdomanagerscommitto?领导人做哪些承诺？详见本书P84
5Providefocus聚焦Conferefficiency效率Buildcompetitiveadvantage建立竞争优势Detercompetitors吓阻竞争对手Inspirethetroops鼓舞士气Benefitsofcommitments承诺的效益
6COMMITMENTSHARDEN僵化的承诺会导致行动惯性VALUES价值RELATIONSHIPS关系PROCESSES流程FRAMES架构RESOURCES资源DOGMAS教条SHACKLES桎梏ROUTINES例行作业BLINDERS眼罩MILLSTONES重担
7ACTIVEINERTIA行动惯性ENVIRONMENT环境改变VALUES价值RELATIONSHIPS关系PROCESSES流程FRAMES架构RESOURCES资源DOGMAS教条SHACKLES桎梏ROUTINES例行作业BLINDERS眼罩MILLSTONES重担详见本书P90
8Commontraps常见的行动惯性陷阱Weareagrowthcompany(SiebelSystems)我们是成长公司Ourcompetitorsareourenemies(CompaqvsIBM)我们对竞争者了如指掌Biggerisbetter(NationalWestminster)我们是业界第一Ourbrandistheproduct(Lego)我们的品牌就代表产品Wedoitallinhouse(LauraAshley)重要事情都自己做Ourtechnologyisafortress(Xerox)我们的技术无人能及Wehavea“bible”forcriticalprocesses(BancOne)我们已将重要流程写成「圣经」Wehireandpromotepeoplelikeus(Daewoo)我们晋用、提拔和我们一样的人Weallagreeoneverything(Compaq)我们以共识决做成决策详见本书P138
9Howcanyoubreakfreeofactiveinertia?如何跳脱行动惯性?
10SELECTANANCHOR选择固定桩〔着力点〕SECUREIT钉牢固定桩〔着力点〕ALIGNTHEREST重整组织其余部分TheThreeStepsofTransformingCommitments转型承诺三阶段VALUES价值RELATIONSHIPS关系PROCESSES流程FRAMES架构RESOURCES资源DOGMAS教条SHACKLES桎梏ROUTINES例行作业BLINDERS眼罩MILLSTONES重担VALUES价值NEWFRAME新架构RELATIONSHIPS关系PROCESSES流程RESOURCES资源
11SECUREITALIGNTHEREST1)SELECTANANCHORSELECTANANCHOR选择固定桩〔着力点〕DOGMAS教条SHACKLES桎梏ROUTINES例行作业BLINDERS眼罩MILLSTONES重担VALUES价值RELATIONSHIPS关系PROCESSES流程FRAMES架构RESOURCES资源VALUES价值NEWFRAME新架构RELATIONSHIPS关系PROCESSES流程RESOURCES资源
12Project-basedprocesses项目导向流程particularlynewproductdevelopment新产品研发memodescribed“dayinthelife”强调转型presentedclearalternativetocurrentfunctionalfiefdoms提供明确替代方案onefocalcommitmentversusmany单一VS多目标SELECTANANCHOR选择着力点
13Processes:流程Oticon“project-basedprocesses”奥迪康〔项目导向流程〕Allied-Signal“sixsigma”联合讯号〔六标准偏差〕Frames:架构IBM“integratedcustomersolutions” IBM〔客户整合解决方案〕Relationship:关系Lloyds-TSB“shareholderscomefirst”英国骏懋银行〔股东价值〕Resources:资源Samsung“world-classtechnologyandbrand”三星〔领导品牌〕Values:价值McKinsey“professionalvalues”麦肯锡〔专业价值〕CHOICEOFANCHORS可能的着力点选项
143)ALIGNTHERESTDOGMAS教条SHACKLES桎梏ROUTINES例行作业BLINDERS眼罩MILLSTONES重担VALUES价值RELATIONSHIPS关系PROCESSES流程FRAMES架构RESOURCES资源VALUES价值NEWFRAME新架构RELATIONSHIPS关系PROCESSES流程RESOURCES资源ALIGNTHEREST重整组织其余部分SELECTANANCHOR选择固定桩〔着力点〕SECUREIT钉牢固定桩〔着力点〕
15Sevendeadlysins七个致命过失1.Repeatwhatworkedlasttime(Sunbeam)重复过去奏效的方法2.Failtorunthenumbers(AT&T)忽略盘算财务数字3.Don’tsweatthedetails不注重细节4.Delegatethehardwork把艰难的工作交给他人5.Slowexit(Firestone)半调子6.Ignorecorevalues(ArthurAndersen)忽视核心价值7.Holdontocommitmentstoolong(Lloyds-TSB)执着于已经过期的承诺
16成功不坠─最适者再生延伸阅读■唐纳．萨尔越洋专访■唐纳．萨尔来台演讲内容■《成功不坠》书籍专题报导
