员工培训-字幕-中英对照.doc

It is illegal to upload, copy or broadcast this program上传、复制或传播本节目是非法行为。To inquire about streaming this content please contact Kantola Productions如需了解更多内容请联系砍托拉制片公司Stanford Video斯坦福视频Stanford Executive Briefings斯坦福行政管理简要汇报Rapid Transformation 快速转型Behnam Tabrizi 赫南 塔布利兹Professor, Management Science & Engineering 管理学教授Stanford University 斯坦福大学What I believe, our ten guiding principles of successful Transformation.我所信赖的企业成功转型的十项领导原则。Ann Livermore 安 丽芙摩尔Executive Vice President 行政副总裁Hewlett-Packard Company 惠普公司Ratio, 70% of vice 30% on innovation the other way aroundSafra Catz 萨夫拉 卡茨President &CEO 总裁兼首席执行官Oracle Corporation 甲骨文公司Because the sanit is the most direct way to tell your team what is really important.With an introduction by Tom Kosnik由汤姆 考斯尼克作开场介绍：Thank you guys make my day, this is great. I wanna tell you the some things about Behnam Tabrizi. First of all hes always been a great writer. I have also got a copy of his latest book, its world reading putting into practice. 感谢大家今天来到这里。在赫南上台之前我想先透露有关他的几件事情。第一件事，赫南一直是一位优秀的作家。我这里现在就有一份他最新出版的书，在这本书里他把他学富五车的的渊博知识付诸于实践。Second, I have been teaching business since 1985, and in that time I have privilege work with thousands of students, and watch thousands of teachers, apply their craft. And I can say without any hesitation its been to Behnam Tabrizi is a great teacher. He has won awards here for many times. And I watched his students adore him. 第二件事，我自从1985年开始教书以来，教授了数千名学生，我为此感到很荣幸，同时我也看到了数千名教师是怎样教授他们的学生的。所以我可以毫不犹豫的告诉大家赫南是一位了不起的教师，他已经获得了很多奖项，而且我曾经看到他的学生是多么的崇拜他。Third, Behnam Tabrizi is a great coach. We have some audience here especially work with him in that way. His coach to leaders to go through transformations. Some of that in the book. 第三件有关赫南的事，他是一位很好的教练。在现场我们就有一些观众与他共事，对此深有感触。他训练领导们怎样操作企业转型。在他新出的这本书中就有一些案例。And finally, Behnam Tabrizi is a very good man, a loving father, a loyal son, and a devoted dad, and a very dear friend to those who have the privilege to be friends with him. 最后一条，赫南是以为非常好的人，一位慈爱的父亲、孝顺的儿子、乐于奉献爸爸、友好的朋友-对于那些非常幸运的可以成为他朋友的人。So I encourage you to get ready to enjoy this breakfast briefing, prepare to be educated, to be entertained, perhaps to be inspired. And if you choose to do so, prepare to move, because Behnam cant motivate you. What he can do is create the environment where your spirit will rise. So enjoy your morning and have fun. Behnam.所以我在此鼓励大家做好准备开始享受这份早餐似的简报。准备学习、享受、或被激发，当然这个决定权在你，看你是否准备行动，因为赫南不能给你动机和欲望，他可以为你提供的是创造一个使你振奋精神的环境。所以请大家享受这个美好的早晨。有请赫南。(Plause) （掌声）Behnam Tabrizi: 赫南 塔布利兹开始讲课：Im delighted that so many of you could be with us today. Give our current, economic and political challenges that no topic more profound than transformation.今天很高兴看到大家来此听课。面临当前的经济和政治挑战没有什么其他课题能比企业转型更深刻的了。黑板上的内容：Guiding Principles of Successful Rapid TransformationBased on a study of over 500 companies企业成功快速转型的领导原则基于超过五百家公司的调查研究Over 80% of US boarders believe that the country is on the wrong track, and needs major change. During the national conventional speeches, our democratic and republican presidential nominee used the word change and reform 95 and 58 time respectively. Never the less, research after research shows that well over 70% of change was failed. I begin with the result of my large scales research on rapid transformation and then will be joining two distinguish changes in the fortune one hundred companies, and Ann Livermore of Hewlett-Packard , Safra Catz, of Oracle who will sharing their successive stories.在美国，超过百分之八十的公司董事们认为美国正走在一个错误的轨道上，需要大的变革。在国家新总统选举的演说中，民主党和共和党的总统候选人用了“变革”这个词95次，用“改革”这个词58次。但是，一次次的研究告诉我们，超过百分之七十的变革以失败告终。我将以我的大量研究得出的结论作为开头向大家介绍企业的快速转型，之后，将由来自惠普公司的安 丽芙摩尔和来自甲骨文公司的萨夫拉 卡茨和我们分享她们的请也成功转型经验，这是财富杂志一百强公司的两个杰出案例。Let me begin and know that we are not talking about incremental and revolutionary change. Incremental change is a job of everyone in the organization. As Alan G lafley CEO of Procter & Gamble, through years of incremental change people get used to play rather than win it. Organizations often require a fundamental transformation, to significantly improve their performance, and that is the critical issue we are talking here. 请允许我首先说明我们不是要讲稳步增长或革命性的变革。稳步的增长是组织里每个人的劳动和努力。宝洁公司（ P&G）的总裁兼首席执行官雷富礼（ Alan G Lafley）的经验告诉我们，经过多年的平稳发展，员工已习惯于玩，而不是赢。这时一个组织往往需要一个根本性的转型，来显著地提高业绩，而这就是我们今天要探讨的关键问题。Let me however today talk about what I believe our ten guiding principles of successful transformations. First is Crisis. 今天我们主要讨论的是在我看来十个企业成功转型的领导性原则。第一个原则是危机。黑板上的内容：1. Crisis 一、危机 Let me start say organization is like Organisms. And through time, they built strong antibodies to this change. As the first step it is very important is to bring outside in through benchmarking to our customers feedback. 在我看来组织就像一个有机体。随着时间的推移，里面不断的产生抗体，发生着变化。那么第一步首先要做的是根据客户的反馈为这个机体注入新的活力，这是极为重要的。Many leaders proactively create and immediate compelling sense of urgency and crisis, for example, 60 days after David L House, chairman and CEO of a Bay networks, the most successful transformation in our sample, who is here with us have privilege of working with, Dave, did a lot analysis in this team, 60days after work he choose two slives , one slight with the customer feed back, and another slight, employee feedback. And he basicly show the most important thing is 90% say the same thing, and then he said, this is what well gonna do about it, to communicate urgency, fact should be presented dramatic, to induce emotional buying from employees, only then expect your employees to make necessary sacrifices. Following that, a vision should be communicated to the company. 许多领导者极有先见的觉查出来并迅速的强迫性的引入紧急和危机概念。例如，今天到场的Bay互联网公司的总裁兼首席执行官大卫 豪斯（David L House）是一个成功的企业转型的例子，我有幸的曾与大卫一起工作过，他为他的团队做过大量分析。在研究了六十天后，他拿到了两个反馈，一个是客户的，另一个是员工的。他说最重要的是基本上这两种反馈百分之九十是一致的，然后他说，很好，这就是我们下一步要做的。向员工传递危机感，公司的事实要以戏剧性的方式展现给他们，以引导员工获得这种紧张的情绪，只有这时你才能期待你的员工为公司做出必要的牺牲。接下来，要向员工展现未来的希望、远景图。Next is Top/ down Alignment.下一个原则是企业上下的组和调整。黑板上的内容：2. Top/Down Alignment二、上下组和调整Early on the transformation, the leader needs to assure that he or she has the right talent pool in the top management to succeed. If any gaps in the talent pool needs to be filled very quickly. Today during times of the economic downturn its your best time to fill in your talent gaps. 在企业转型开始前，领导者需要确保他（她）公司的高层管理已经拥有了正确的、合适的智囊团。如果智囊团中有任何缺口，要迅速的补充。当前在国家经济下滑的时刻，是弥补智囊团的绝好时机。In successful transformations, leader through amazing standing on and energy put themselves in the centre of critical communication that work in the company and build a full passionate commitment and buying from everyone in the organization and create a strong collision. To establish a strong ability, early on leaders often pick some low hanging fruits, Im often asked what is the tipping point in a successful transformation. And I say, its when you decide to stop doing certain things, and when you publicly announce it.在成功的企业转型中，领导者通过自身出色的理解力，充当公司交流和沟通的核心，为组织里的每个员工灌输对公司的激情和奉献，来创造一个强大的联合。要创造一个能力强的团队，领导通常要“摘掉树上挂的低矮的果子”。别人经常问我企业成功转型中最关键的转折点是什么？我告诉他，是当你决定制止一些事情，而且亲自公开宣布。Next is what I call Clean sheet.下一个原则是被我称之为白纸。黑板上的内容：3. Clean Sheet 三、白纸As the organization evolve it become utterly complex, this is especially true in engineering dominated organizations, where engineers are master of complexity. After a while firms get caught in a vicious cycle that is based on wrong assumptions. In order to fix things, often they resort to further incremental them that create more complexities. All successful transformation was started from a clean sheet. All the long held assumptions were questioned and examined out of the box simple solutions were presented, and most important phrases were why and how about.随着一个组织的发展，它变得越来越复杂，特别是在工程师管理的组织尤为明显，因为工程师往往是复杂化的大师。当公司由于错误的观念进入了一个恶性循环无法挣脱，为了解决这个问题，他们往往寻求更进一步的稳步怎长，而这会导致事情更加复杂化。所有成功的企业转型都是由一张白纸开始的。所有以往持有的错误观点都会被质询和检验，找到简单的解决办法，最重要的是步骤是“为什么？”和“怎么办？”。The next principle is what I call Cross Functional Rapid Response Teams.下一个原则我把它叫做跨功能快速反应团队。黑板上的内容：4. Cross Functional Rapid Response Teams四、跨功能快速反应团队It high figure rate organization transformation is due to what I call over the wall approach. Often a group, outside the company does the entire planning, produce stick binders, and no one knows what to do afterwards, the strong underlying tennent of successful transformation is to make your thought leaders the author of transformation. 在员工人数很多的大企业里，我把它称作翻墙到达方法。往往公司的整体计划和实施细则是由团队外的人制定的，所以没有人知道下一步该怎么做。成功的企业转型的坚实基础是让你公司的思想领袖做企业转型的负责人。All saying that if you evolve making the baby, you take care of it. Successful companies achieve this through appointing future leaders who come up with frontal leap solutions. This breaks the silow of the organization, create bondless organization and cultivate and train, change leaders where committed and assist in the implementation of change. Through this process your turn your employees from high school athletes to professional ones. Bottom line is that your thought leaders are like the caneries in your coal mine. To understand the opportunity to our business better that anyone else.人们常说如果这个孩子是你的，你就要照顾他（她）。成功的公司通过任命带着“大步跨越”方案的未来领导来实现转型。这打破了组织的堡垒，创造了一个无疆界的组织，培训员工的协助领导参与变革的实施。通过这种方式使员工从“学校业余运动员”转变成“职业运动员”。底线是，你的这位思想领袖要像煤矿中的打火石，他要比任何人都明白业务发展的机会。The next item is Holistic下一个原则是全盘解决方案。黑板上的内容： 5. Holistic五、全盘解决方案Piecemeal changes no longer work, especially in the post-web global world, you dont have that luxury, you need to have an integral model that focus on changing all aspects of the business. Jeffrey R. Immelt, 30 years GE top executive explain this best. From 1981 to the 1990s, Jack was focus on one area business at a time. Structural revolution in the early 1980s, followed by the cultural revolution such as work out, followed by the process revolution as 6 model revolution and finally the digitization revolution in the late 1990s. Today he argue that we dont have that luxury. if you have 8 cylinder engine, you have to run on all 8 cylinders.一件一件的改变事情已经不再适合，特别是在后网络时代，你不能享受这种奢侈，你需要改变所有业务层面的整套模型。杰夫 伊梅尔特（Jeffrey R. Immelt），通用电气公司（GE）的董事长兼首席执行官在执掌通用三十年后可以做最好的诠释。从1981年到上世纪九十年代，杰夫在一定时期负责一项工作。在八十年代负责结构改革，然后是做文化改革、接着程序改革（六西格玛），最后是九十年代末的数字化改革。而现在我们不能享受这种奢侈，如果你有八个缸的发动机，你就要把他们全发动。The next talent is Fast.下一项原则是迅速。黑板上的内容：6. Fast六、迅速Slow, peaceful, tactical change does not work. Successive transformation had planning cycle around 90 days or less, and where executed in less than one year. While using all 8 cylinders at a time companies use this down time and handle off plexuses. The planning cycle for Nissan successful transformation in the late 1990s with 150,000 employees was 90days their employees response teams. When he join MMM, CEO Mark Neilni was told sixty mall take one to two years to implement, he put 60 in their place in one month. And from the first time he arrived. Amazingly, most successful transformation leaders interviews when I interviewed said I wish I could done it faster.缓慢的、平和的、战术上的变革不再适用。成功的企业转型计划循环期为九十天或更少，一年内执行完毕。当你开动了八个缸的发动机就要加足马力一次成功。上世纪末拥有十五万员工的日本尼桑公司的成功企业转型就只用了九十天建立了一支完备的员工反应团队。当马克加入MMM公司时被告知六十个购物中心需要一到两年的操作时间，但惊人的是从他只用了一个月就完成了。每个我采访过的成功转型的企业领导都表示我希望我能做的更快些。黑板上的内容：7. Reassemble Flying Plane七、将飞机重新组装The next one is also my favorite, as the transformation proceed successful companies make sure none of the previously permitted schedules to be slipped, any employees involve in the transformation has to make sure the daily commitment are meet, so the prioritization is key here. Although intense most thought leaders I interviewed after the experience told me that this was the most rewarding career experience in their life. One of the companies I recently evolve in transforming, one of the top leaders were evolving told me that early on he is overwhelmed doing his job and also at this time working on with transformation teams. After about 3 weeks he realize that things were actually going slow, because he felt like he was wiser and also more effective. That is a sign of true athlete.下一个原则也是我最喜欢的一个原则，随着转型的成功发展，公司要确保按照之前通过的时间表进行，每个牵涉到转型的员工要保证完成当天的任务，所以优先次序在这里是关键。虽然紧张而激烈，但是每个我采访过的有企业转型经验的企业领导都告诉我，这是他们职业生涯中最有意义的经历。我最近接触的一家正在转型的公司，其中一位高层领导告诉我，最开始在与他的转型团队工作时他不堪负重，但三周后他发现事情事实上进展的很慢，因为他觉查出自己变得更聪明、更有效率。这是成为了一位真正的运动员的体现。Next item is what I call Pareto柏拉图. 黑板上的内容： 8. Pareto八、柏拉图Leading transformation is about marriaging priorities. the key first step is about separating the root causes verses the symptoms followed by the pareto。 And pareto is really identified addressing 20% of the root causes that will lead to a eliminating 80% of your pain points. 领导一家企业的转型好比与优先项联姻，关键的第一步是区分根源和症状，柏拉图理论验证百分之二十的根源会导致百分之八十的症状，而消灭根源就是优先项，能轻易的剔除症状。I also want to mention the Ruthless Execution。黑板上的内容：9. Ruthless Execution九、绝对执行For successful transformers, goals and time tables for reaching goals are non-negotiable, but execution plan was. Employees not support execute change not received in the low ranking, on the other hand employees would led and cultivate transformation were promoted and rewarded. And finally transformation is successful if it includes cultural transformation. 一个成功的转型，目标和达到目标的时间表是不能妥协的，但执行计划却可以。如果员工不支持，那么变革很难执行到下层，但是，如果员工支持并加强转型那么转型就会被促进和事半功倍。最后，成功的企业转型需要包括文化转型。Lugurs of IBM, after the transformation of IBM was interviewed and he said that he wish ha had spend more time on cultural transformation of IBM. And that is really done, cultural transformation is really done by doing the fundamental blocking and tackling will. 国际商业机器公司（IBM）的鲁格尔斯先生在领导IBM成功转型后接受采访时说，他应当多花些时间在IBM的文化转型上面，而他确实做到了。文化转型实际上是打破传统的封锁，增强解决问题的决心。黑板上的内容：10. Fundamentals十、基本原则This is effective meeting, decision making, conflict management, performance management and rewarding starts and handling the non-performance. I invited all of you to take this extraordinary journey, thank you.这是有效地会议，决策制定、冲突管理、执行管理，会为你带来收益，剔除不执行的环节。我邀请大家感受这场特别的旅行。谢谢。It is with great pleasure to introduce to you Ann Livermore, the executive vice president of Hewlett-Packard. Ann leads the HP technology solution group at 36billion plus encompasses storage, servers and services. The products of services span over 70 countries. She has background in marketing, sales, research development and business management. Ann holds a MBA from Stanford University, and shes on the board of directors of UPS. Let me share with you three things about Ann. Number one is that, shes one of our few MBAs who worked in one company in her entire career, and that is markable. The second thing I want to share with you about Ann, I recently had a chance work with Ann, often time in meeting she was quiet, but when she speaks, everyone listens, and she usually has the brilliant thing to say. So it just shows you transform leaders we have here. Thank you very much Ann.很荣幸向大家介绍安 丽芙摩尔，惠普公司执行副总裁。安领导着惠普价值三百六十亿美元的科技解决方案团队，围绕存储、服务器和售后服务。她们的服务遍及全球七十个国家。他学过市场、销售、研发以及经济管理。安拥有斯坦福大学的MBA学位，她也是UPS的董事之一。让我和大家分享有关安的两件事。第一，她是为数不多的一辈子在一家公司任职的MBA，这很了不起。第二件我要和你们分享的是，我最近有幸和安一起工作，在会上她往往是安静的，但当她说话时，每人都在听，而她总是有精彩的内容要讲。这些是要告诉大家我们有这么优秀的转型领导在这里。感谢安。由于时间关系下面的无英文原文安的讲话：Ann：大家早上好，首先感谢赫南让我加入到惠普公司的此次转型工作当中来，我的团队的许多员工也受到了赫南先生的指导和培训。感谢赫南。他为我们提供了很多帮助，调查研究，销售转型，销售转型对于像惠普这么大的公司来说很严肃的一个问题。谈到工程公司，尤其是国际的大型工程公司，以及老牌工程公司，转型是很困难的，尤其是连同销售环节和销售执行的转型，也许这是近期最大的公司内转型。赫南先生为我们提供了很多帮助。三年前，大概三年零六个月之前，惠普公司迎来了一位新首席执行官马克 赫德（Mark Hurd），也许你们其中有些人知道或认识他。他来到公司的时候说了这样一句话，这个公司应当也必须成为最好的。惠普是马克倾注了全部心血的公司，如果不那么做也不会达到里程碑似的成绩。但庆幸的是他看到了我们面前面临的机会，他认为如果我们能够勇敢的决心实行转型，便能使惠普成为了全球卓越的IT公司。他对事情的洞察力是简单而直接。掌管着如此庞大的公司，他非常关注执行力，非常相信数字决定成败。如果账本上的数字不妙那么其他做得再好也是无用。他非常关注基本原则（赫南十项原则中的第十项）。拉动数字增长，在财务上体现出来。我们当时做的第一件事就是简化经营模式，财务上和客户满意度方面以及对员工的要求上敏锐而严格，在账户能力上更为严格。所以简化经营模式就是一个很大的改变。第二点是把成长和效率摆在同等重要的位置，这里指的效率以前我们称之为削减开支，怎样的资产结构调整，人员以及资产负债表，转型期间我们大力实施了节省开支的方案，增进效率的方法，也就是2005年到2007年两个财政年度开支结构从17%降到15%，降了两个点。同时我们做的还有再投资以促进经济增长，利用节省下来的开支。所以我们把成长和效率发在同等重要的位置。在惠普公司内部我们实行不是一个转型，而是很多的转型在一起执行，总体外部构架是执行力，对没有贯彻执行的事项不做任何借口。在过去的三年我们成功转型了全球最大的IT公司的销售，我将会在这一点做更多介绍，这是一个巨大的服务转型，转型惠普的所有销售组织。还有运输服务的转型，我们相信在下个五年将是谁会用技术来操作运输服务谁会取得胜利，所以我们在这一点进行了调整。以及研发的转型，调整了研发的投资在证券投资组合的比例，加大了对研发的投资。而在这之上是总体上我们管理公司的方法，例如奖励员工的方法，执行的方法，这是我们认为还没有完成的，我们不能转型正在转型的东西。对转型的态度的关键是告诉你的员工永远不满足，相信我们已经完成了大量的工作，但仍有很多要做。所以在惠普公司你常听到人们说：有进步，但要继续努力。可以从结果看出来，惠普公司2005财政年度的收入为八百七十亿美元，而同期每股红利EPS 从零五年到零七年从0.63增长到2.93，非常大的转变。类似于萨夫拉在甲骨文公司所做的，正验证了我刚才提到的理念，数字说明问题。数字不妙其他什么都没用。这就是我们认为转型的核心问题，对于任何一个公司他转型的成败最终都体现在数字上。在做这些的同时我们增强公司在市场上的可信度，转型拉动惠普增强在客户心目中的可信度，这无论对于员工还是客户都非常重要的。然后我要花几分钟时间讲一下一个特别的转型也就是IT转型，这是最具可行性的，看似是对公司自己做的，而实际上是为客户做的，因为你是一个IT公司，要销售你的IT产品给客户，改善他的数据中心，或改善他的IT环境，那么首先你自己要做榜样。我们惠普有一个非常实用的、复杂度的IT技术，那是马克先生管理公司的方法，每个部门有各自的总经理领导属下的员工，他们作为一个“国王”、“领袖”，我们放手让他操作这个部门，任由他去干，但随着公司越做越大，这个方法行不通，公司内需要更多的分享和交流。所以马克认为首先要转型的就是IT，因为我们相信没有IT惠普就不会成功，所以首先他使IT非常公开化，第二件事他聘用了一位首席信息官，这位首席信息官非常自信，能够胜任此项工作，所以这就是公司上下组合调整（赫南先生的第二项原则）。公司里的每个人都明白这不是一个民主的程序。刚才罗列了这么多项事情，像我一样的公司经理会恳求IT部门立即执行，因为如果不执行下去，一切都不会发生，这就是赫南先生刚才提到的优先原则，也就是说转型开始后，有些事情需要等待。当然我们也遇到了挫折和阻碍，有可能你早上醒来发现报告没有履行，但，这就是现实，转型中要经历的。我们需要快速的操作（赫南先生的第六项原则），白天你会看到IT公司的计划安排表，你会看到很长的清单，大部分是还没有成功的，就像赫南先生说的百分之七十不算成功。所以我们要在三年时间里同时转型整个惠普IT组织，我们为自己设定的目标是八十五个数据中心减至六个，从七千个申请到一千六百个，然后继续降低，从七百个数据模型减少到到单一商业数据仓库，IT成本占总收入从百分之四降到百分之二，增加收入，降低成本，重置我们的投资比例，从百分之七十投在IT上百分之三十投在创新上变换成百分之七十投在创新，百分之三十投在IT，增加创新的投资比例，以使产品不断更新换代，摆脱总是生产旧产品的局面。同时拉动能源事业，IT的转型节省了百分之六十的能源开支，现在转型实行了三年零三个月我们已经越来越接近目标。曾经有过一段时期马克的大多数同事认为这一切太疯狂了，他们不想这么做，觉得这不是一个好主意，他们没有看到IT团队以往做过这样的事情，他们存在很大疑问，转型进行到一半时员工感到很沮丧，因为好像没有得到他们期望的结果，越接近最后员工开始感受到，嗯，也许真的可以达到，然后突然就这样成功了，惠普组织里的同事开始说：“我需要的做是这个”。 惠普的首席信息官CIO兰迪莫特（Randy Mott）设定了四个目标，第一降低成本，他也做到了，第二点降低经营风险，因为现实的情况是转型之前IT组织是非常薄弱的，最后一点提供更好的企业经营信息，第四点实际上不是目标而是取得的结果，我们需要迅速的操作，因为IT很脆弱。这就是我们公司转型的故事，首席执行官马克在里面起到了顶梁柱的作用，他不能因为一些人的抱怨而放弃，也不能因为别人向他施加压力而终止转型，所以我认为首席执行官的顶梁柱作用支撑了整个转型的进程以及上下组和调整，解决了很多当时的临时紧急情况，不可想象的很多很多细节，检查、复审、绝对执行。比较核心的一件事是当所有的员工都认为这个思想领袖能够带领大家完成艰难但有希望的转型，员工会从中受益，员工就会买你的帐，所有的工作就容易得多，所以最后我们惠普做到了。（掌声）赫南上台介绍萨夫拉：谢谢安，非常精彩的演讲。下面我为大家介绍萨夫拉卡茨，甲骨文公司的总裁兼首席财务官，卡茨自从2001年十月就是甲骨文公司的股东之一，负责整个甲