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1、Internalcompetitionatwork:Worththetrouble?Youwouldneverhearamanagementconsultantadviseacompanytocreateamorecutthroatenvironment."Youknowwhatweneedhere?Fear.Morebackstabbing."No,collaborationseemstobethewordofchoiceformanagementexpertsandinformedCEOsalike."Collaborationisfundamentallythebestapproa
2、chtowardsmanagement,"saysMichaelSerino,executivedirectorofHumanCapitalDevelopmentatCornell'sIndustrialandLaborRelationsSchool.Whetherit'saccurateornot,mostpeopleinbusinesstodaytendtobelievethatcollaborativeworkdeliversbetterresults.Andyet,severalFortune500companiesfostercompetitiveinternalenviron
3、ments.Consultingcompaniesandlawfirmsarefamousforthis.Theytendtohavean"uporout"promotionmodel--everybodywantstomakepartner,andafteracertainpoint,peopleeithermoveuptothosecovetedpositionsortheyareencouragedtofindemploymentelsewhere.TakeGoldmanSachs(GS).Everycoupleofyears,thecompanypromotesroughlyah
4、undredemployeestopartner.It'sabigdeal--thoseselectfewreceiveasignificantraiseinsalaryandequityinthecompany.Buttherearefewerthan500partnersoutof35,000employeesatthefirm.Peopleareweededoutonthewayup,andthoughit'srare,theycanevengetde-partneredoncetheyreachthetop.Othercompanieshaveimplementedhiringp
5、racticesthatwouldseemtospurinternalcompetition.FormerGECEOJackWelchwasknownforchampioninga"forcedranking"system.TopGE(GE)executiveswouldrankemployeesbyperformance,andtheygenerallyletthebottom10%go.PepsiCoisalsoknownforhavingahighchurnrateamongemployees."Itseemstoworkforthem,"saysMarkJaffe,preside
6、ntofexecutivesearchfirmWyatt&Jaffe,addingthatthepeoplewhosurvivethesystemcarrythatcachetwiththemwhentheylookforotherjobs.Thatcanhelpmitigatethenegativeeffectsofanup-or-outmodel,suchashavingyourstafffeelterrifiedoflosingtheirjobs."IfyouthinkaboutMcKinsey,ithasalwaysbeenanexampleof'uporout,'but'out
7、'isnotsuchabadplace,"Serinosays.Peoplewholeaveoftengetgoodofferselsewhere.Headds,"Therulesofthegameareverycleartoeverybodycomingin.It'suporout,rankedperformance,it's,'gogogo.'"Still,thereisadownsidetothecompetitiveenvi
