外文文献原文-联邦快递提供世界领先的航运公司不断创新和超越竞争对手.docx

联邦快递提供:世界领先的航运公司不断创新和超越竞争对手Fedex Delivers: How The Worlds Leading Shipping Company Keeps Innovating And Outperforming The CompetitionPrefaceRarelycanapersonjoinanorganizationdestineddestinedforgreatnessintheearlydaysofitsdevelopmentdevelopmentandthenplayakeyroleinhelpingitfulfillthatdestiny.IwaspresentedwithsuchanopportunitywhenIjoinedFedEx*in1979.AfterIhadspentthebetterpartofmycareerhelpingFedExbecomeoneofthemostsuccessfulandadmiredadmiredcompaniesintheworld,IretiredthreeyearsagoanddecidedtosharesomeofthelessonslessonsIhadlearned.Sincethen,Ihaveaddressedbusinessgroupsacrossthecountryandhaveactedactedasanadvisorandbusinessconsultant.DuringDuringthisperiod,Ihavehadnumerousconversationsconversationswithtopexecutivesfromdozensofcompaniesaboutthefactorsthatmakeacompanycompanygrow.Inthesetalkswithleadersofbusinessesbusinessesbothlargeandsmall,Ihaveaskedthesamequestion: “Whatistheoneimprovementthatwouldenableyoutorealizeyourrevenueandprofitgrowthgoals?”goals?”HerearesomeoftheresponsesIhaveheard:“Forustoachieveourtoplineandbottomlinetargetstargetsintodayshighlycompetitiveglobaleconomy,economy,wehavetoinnovate.Wecannotcontinuecontinuetodobusinessthewaywehavebeendoing.”doing.”“Tocontinuetogrowintodayshighlycompetitivecompetitiveeconomywehavetooutthinkandoutperformoutperformthecompetition.Tohaveacompetitiveedge,wemusthaveaninnovationedge.”“Intodayseconomy,thereisnosuchthingasasustainablecompetitiveadvantage.Wemusttapintothecreativepotentialofeachemployeeandharnessittocreateaninnovationculture.”ThecompaniesIhavevisitedrangefromhavingafewhundredemployeestohavingmorethan200,000,andshowrevenuesfrom$20millionto$20billionannually.Theirproductsandservicesincludefoods,transportation,biotechnology,financialfinancialadvice,healthcare,andorthopedicimplants.implants.Butnomatterthesizeortheproduct,theseniorexecutivesofthesecompanieshaveonethingincommon:Theyallknowthattohaveaprofitablebusinessinthetwenty-firstcentury,theircompaniescannotrelyonwhattheyhavedonewellinthepastorevenwhattheyaredoingdoingwelltoday.Toenjoycontinuedgrowthandprosperity,businessesmustinnovate.Intodaysbusinessworld,innovationisabuzzwordbuzzwordthatoftenleavesemployeesworried,confused,confused,andunabletomeetunclearexpectations.IhavewrittenthisbooktosharetheleadershippracticesandsupportsystemsthathelpedFedExbecomeoneofthemostsuccessfulandhigh-performancecompaniesofalltimes. FedExDeliverswillhelpyouunderstandnotonlywhyinnovationisessential,butalsohowyoucanmakeitpartofyourcorporateculture.Ifitability.YouwilllearnhowtoadapttheFedExmodeltoyouruniqueenvironmentsothatyouremployeeswillkeepasking:Whatnewthingscanwedoinourday-to-dayworklivestobetterserveourcustomers?Thebookpresentsastep-by-stepblueprintforbuildingandsustaininganinnovationandperformanceperformanceculture.Leadersandorganizationscanlearnhowtomakecreativethinkingapartoftheircompanysdesignandinfrastructureinsteadinsteadofstumblingonideasbychance.Inadditiontothemanagerswhousethisbooktobuildandsustainaninnovationandperformanceculture,corporatetrainerswillfindthatFedExDeliversisanidealresourcefortheirleadershipleadershipdevelopmentprograms.AcademicianscanuseFedExDeliversintheirclassesinleadership,leadership,innovation,engineeringmanagement,internationalinternationalbusiness,andorganizationdevelopment.development.*Fromitsinceptionin1973until1994,thecompanycompanywasnamedFederalExpressbutwaspopularlypopularlyknownasFedEx.In1994,FedExwasofficiallyofficiallyadoptedasthecompanysname.FollowingFollowingtheacquisitionofCaliberSystemsin1998,theparentcompanyFDXwascreated.In2000,FDXwasrenamedFedExCorporation,andtheoriginalcompanyhandlingtheexpressshipmentswasnamedFedExExpress.Allofmyexperience,from1979through2001,waswiththeoriginalcompany,stillbyfarthelargestoperatingoperatingcompanyintheFedExfamily.Alltheexamplesexamplesinthebookarebasedonmyexperienceattheoriginalcompany.ToavoidconfusionconfusionbyusingFederalExpress,FedEx,andFedExExpress,Isimplyusethename“FedEx.” AcknowledgmentsIwanttoexpressdeepappreciationtothepeoplewhoseencouragementandsupportmadethisbookpossible.First,IwanttothankMikeGlenn,ExecutiveVicePresident,MarketDevelopmentandCorporateCommunications;andRobCarter,ExecutiveVicePresidentandChiefInformationOfficer;Officer;bothkeydriversofinnovationatFedEx,forconfirmingthewisdomandutilityoftheinnovationinnovationandperformanceculturemodelonwhichthisbookisbased.Then,ImustthankSheilaEdmundsonRedickforherpatienceinreading,rereading,andrefiningthematerialfromthefirstbookproposaltothefinalfinalmanuscript.IalsothankEdHirschforhisvaluablevaluablecritiqueandconceptualadvice.MysincerethankstothefollowingcolleaguesforbeingsogenerouswiththeirtimeinsharingtheirFedExexperiences:RogerAlbee,ShawnAllison, HenryBartosch,MarcoChan,KayCoop,HarryDalton,Dalton,MattDiGiovanna,KewalGupta,DonHardy,ArunKulkarni,ArunKumar,BonnieMcKeever,MikeMoss,KarenOMalley,JimPetrie,StevePriddy,Priddy,JackRoberts,GloriaSangster-Fort,SteveStapleton,Stapleton,MikeStaunton,NormWilcox,andLindaWolowicz.BobBennett,KirkBobo,ArunKumtha,SarahMeyerrose,Meyerrose,LarryPapasan,RobinRobinson,andGayleRosetooktimefromtheirbusyschedulestoreadchapterdraftsandprovidevaluablesuggestions.suggestions.RodneyMcElroyprovidedhelpwiththegraphics.JohnWillig,myliteraryagent,deservesspecialthanksforhiscounselatcriticalstepsduringthedevelopmentofthebook.MattHoltandShannonVargoatJohnWiley&Sons,Inc.gavemetheirabove-and-beyondeditorialsupport.Shannonsinsightfulcommentshavebeenveryhelpfulin makingthematerialflowsmoothly.Finally,IconveymydeepestappreciationtoFredSmith,founderandCEOofFedEx,forhavingthecouragetopursuehisvisionthroughdifficulttimesinthecompanysearlydays.Hecreatedanopportunityforthousandsofpeoplelikemetobepartofagreatglobalbusinesssuccessstory.We,theveteransofFedEx,proudlyshareourexperiencesexperienceswithfuturegenerations. AbouttheAuthorMadanBirlaisaveteranofthe“hard”sideofbusiness.business.Inhis22yearsatFedEx,hewasManagingDirectorofSystemFormEngineering(Long-RangeOperationsandFacilitiesPlanning)andMaterialsandResourcePlanningbeforebeingnamedManagingDirectorandPreceptorinthecompanysLeadershipInstitute.ForeightyearsasamemberoftheLong-RangePlanningCommittee,Committee,heworkedcloselywithFredSmithandtheseniormanagementteaminevaluatingstrategicstrategicwhat-ifs.AttheFedExLeadershipInstitute,Institute,hewasafacilitatorofInnovation,Leadership,Leadership,andLifeBalancecoursesforalllevelsofmanagementthroughouttheworld.Forthepastthreeyears,hehasbeenadvisingexecutivesonhowtoencourageemployeecreativityandcommitmentcommitmenttobuildacultureofinnovationandperformance.performance. Hislifeexperiencesintworichcultures,EastandWest,andhisbroadeducationalbackgroundhavepreparedhimtomeldideasfromengineering,engineering,business,andpsychologytodevelopcomprehensiveLeadingforInnovationmodels.HecompletedhisundergraduateworkinmechanicalmechanicalengineeringattheBirlaInstituteofTechnologyTechnologyandScienceinPilani,India.Followingthat,heenrolledattheIllinoisInstituteofTechnologyTechnology(IIT)inChicago,Illinois,wherehereceivedreceivedhismasterofsciencedegreeinindustrialengineering.Aftergraduating,hejoinedRCARecordsinIndianapolis,Indiana.WhileinIndianapolis,Indianapolis,hedidgraduateworkinbusinessatButlerUniversity.AftermovingtoMemphistojoinFedEx,hereceivedamasterofsciencedegreedegreeincounselingfromtheUniversityofMemphis.Memphis.Author(Left)ReceivingHisSecondFiveStarAward,theHighestRecognitionforLeadershipExcellence cellenceatFedEx,fromFredSmith,FounderandCEOofFedExHehasreceivedmanyawards,includingmembershipmembershipinAlphaPiMu,theIndustrialEngineeringEngineeringHonorSociety;hewasnamedasanHonoraryCitizenofthecityofIndianapolisforhiscommunityinvolvement;andhereceivedFiveStarAwards,thehighestrecognitionforLeadershipLeadershipExcellenceatFedEx. HeisaregularspeakeratprofessionalandbusinessbusinessgroupmeetingsincludingtheSocietyofHumanHumanResourceManagement(SHRM)GlobalHumanHumanResourceForumsinNewYorkandMonterey,Monterey,California;AllianceofWork/LifeProfessionals,Professionals,annualconferenceinNewOrleans,andchaptermeetingsinChicago,St.Louis,andSantaBarbara;AmericanManagementAssociation,Association,ExecutiveForumsinNewYork,Chicago,Chicago,andSanFrancisco;TennesseeLeadershipConferenceandLeadershipAcademy,IllinoisInstituteInstituteofTechnology,Chicago,Illinois.Heisactivelyinvolvedinvolunteerworkforthecommunity.HeledtheefforttoestablishtheIndianIndianCommunityFundforGreaterMemphis,whichfundedtheGandhiexhibitattheNationalCivilRightsMuseuminMemphisand“WindowstotheWorld,”aninteractiveeducationalexhibitattheChildrensMuseumofMemphis,amongotherprojects.Hedevelopedlong-rangeplans fortheChurchHealthCenter(servingworkingpoor),FriendsforLife(servingtheHIV/AIDSaffectedaffectedpopulation),andtheTiptonCountyCommissionCommissiononAging(servingseniors).HeliveswithhiswifeShashiinCollierville,Tennessee,andhastwogrownchildrenwholiveinNewYorkandChicago. IntroductionFedExDelivers:HowtheWorldsLeadingShippingShippingCompanyKeepsInnovatingandOutperformingOutperformingtheCompetitionexploresindetailtheleadershipphilosophyandpracticesresponsibleforFedExsphenomenalgrowth.ThisbooksuniquelyuniquelypracticalapproachgivesreaderstheprocessesprocessesandtoolsthatFedExhasusedtobecomeamarketleader.Chapter1takesthemysteryoutofinnovationbybreakingitdownintothreestepsgeneration,acceptance,acceptance,andimplementationofideas.Typically,employeesthinkofinnovationonlyintermsofthefirststepcomingupwithauniqueidea.Oncetheyunderstandthatacceptanceandimplementationimplementationarealsoessential,theyrealizethattheircontributioninthosestepsisequallyimportant.important.Thesecondchapterexploresthepremisethatinnovation novationisnotsomethingapersonorcompanydoesjustonce.Tosustainacompetitiveadvantage,advantage,businessesmustmaintainanenvironmentenvironmentthatencouragesnewideas.FredSmithhadanewconceptwhenhelaunchedthecompany,butheachievedlastingsuccessbecausebecausethebusinesscontinuedtoadapttothechangingbusinessenvironment.Buildingandsustaininganinnovationcultureisajourney.Thethirdchapterasksthequestion,“Ifbusinessleadersrecognizetheneedforinnovation,whyisitthatonlyafewsucceedinthatquest?”Whatexactlyexactlyaretheroadblockstoinnovation?Thefivemostcommonobstaclesarediscussed.Chapter4developsamentalmodelofinnovationbyexploringwhenthemindisinthebestpositionpositiontogenerate,accept,andimplementcreativecreativeideas.Forthisprocesstoflourish,themindmustbeengaged,growing,secure,collaborative, andcommitted.Thischapterdefinesthefiveleadershipleadershipresponsibilitiesassociatedwithcreatingtheseconditions.Theremainingchaptersofthebookdiscussindetaildetailthepracticesandorganizationalsupportsystemssystemsneededtofulfilleachofthefiveleadershipresponsibilities.EachpracticeisillustratedbyfirsthandexamplesfromFedEx.Chapter5describesdescribesthefourleadershippracticesusedatFedExtoengageandinvolvealltheiremployees.Althoughacarenginemayberunning,thecarwillnotmoveforwardunlesstheengineisengaged.engaged.Similarly,foranorganizationtogrowandmoveforward,employeeshavetobeengagedintheenterprise.ThefourleadershippracticesandorganizationalsupportsystemsthathelpemployeesupdateandexpandtheirknowledgebasesarepresentedinChapter6.Themindgeneratescreativeideasbymakingconnectionsbetweenseeminglyunrelatedunrelatedvariables.Thecreativeimpulserestsonseeingnewpossibilitiesandnewcombinations.Forthemindtogeneratecreativeideas,itmusteithereitherconnectexistingdots(onesknowledgebase)innewwaysoracquireandconnectnewdots.Chapter7focusesonthefourleadershippracticespracticesusedatFedExtocreateasecureenvironmentenvironmentfortheexpressionandacceptanceofideas.Creativethoughtsarerarelyrefinedandreadytoimplementattheoutset.Theyneedtobedeveloped.Formany,sharingarawideaisunnerving:unnerving:Whatwillmanagementthink?CouldIbereprimandedifmysuggestiondoesntmeshwithmysupervisors?Isitstupid?Thesequestionsandfearsareallveryrealintodaysbusinessculture,culture,leadingmanyemployeestokeeptheirideastothemselvesamajorhurdleinthequestforinnovation.innovation.Employeeshavetofeelsecuretoexpresstheirideas.Managershavetofeelsecuretoacceptnewideas,especiallyonesthataredifferentdifferentfromtheirownviews.Beforeanycreativeideacanbeimplemented,itmustbemadepalatabletothemanypeopleitwillaffect.Dependingonitsscope,anideaandtheresultingchangemayaffectmultipledepartmentsdepartmentsintheorganization.Therefore,completecompletedevelopmentandrefinementoftherawideademandactivecollaborationthroughoutalltheaffectedareas.Chapter8includesfourleadershippracticesthatencouragecollaborationacrossdepartmentsanddisciplines.Activecollaborationnotonlyensuresensuresfullevaluationanddevelopmentoftheideabutalsopositionstheorganizationtosuccessfullysuccessfullyimplementit.Whenpeoplefromdifferentdifferentbackgrounds,departments,andperspectivesperspectivesworktogethertorefineanewidea,the resultislikelytobefarbetterthanwhatanyoneofthemwouldhavecomeupwithalone.Chapter9presentsprovenleadershippracticesfortappingemployeescommitment,amustforsuccessfulimplementationofdevelopedideas.SinceSinceanythingtrulycreativeresultsinchange,thispersonalcommitmenthelpsovercomeemployeesemployeesnaturalreluctancetoembracenewideas.ItistheemployeescommitmentatalllevelslevelsoftheorganizationthathasmadeitpossibleforFedExtodeliverday-inandday-outonitspromisetocustomersaroundtheworld. Chapter1InnovatingandOutperformingtheCompetitionOurvastprogressintransportation,pastandfuture,isonlyasymboloftheprogressthatispossiblebyconstantlystrivingtowardnewhorizonsineveryhumanactivity.Whocansaywhatnewhorizonsliebeforeusifwecanbutmaintaintheinitiativeanddeveloptheimaginationtopenetratethemtotheendthatgreaterdegreesofwellbeingmaybeenjoyedenjoyedbyeveryone,everywhere.AlfredP.SloanJr.CREATINGANEWINDUSTRY.OnFedExsfirstnightofoperation,April17,1973,asmallgroupofpeoplestoodaroundamakeshiftsystemandsorted186packages.Theythenloadedthemonto14smallplanesthatpromptlytookofffor25citiesacrosstheUnitedStates.Onthatnight,FedExbecamethefirsttransportationtransportationcompanydedicatedtoovernightexpressexpresspackagedelivery.Thirty-twoyearslater,FedExhandlesoverfivemillionpackageseverydayserving215countriesaroundtheglobe.FedExsrevenuegrewfromjust$6millionin1973toover$24billionin2004.In1983,itwasthefirstcompanytogrowto$1billionwithinthefirst10yearsofitsexistence,withoutacquisitions.acquisitions.Duringthefirstthreeyearsofitsoperationoperation(19731975),FedExlostover$29fit.Forthepastthreeyears(20022004),itsnetincomeincomehasbeenover$2.3billion.TodaysFedEx,whichhasconstantlyevolvedtomeetcustomerneeds,consistsoffouroperatingcompaniesconnectingtheglobaleconomywithafullrangeoftransportation,information,and supplychainservices.Thischangeandgrowthdidnothappenovernight.ThefactorsthatcontributedcontributedtoFedExsphenomenalsuccessincludedincludeddevelopingcustomizedbusinesssolutions.solutions.OneexampleisFedExsrelationshipwithHewlett-Packard.Inthefast-changingcomputerindustrywithnewmodelscomingouteverymonth,HPrealizedthatanycomputerstoredinawarehouserunstheriskofbecomingobsolete.FedExandHewlett-Packardworked