成功不坠-领导人必须做出承诺(1)ppt课件

1、 作 者：唐納薩爾譯 者：李田樹/李芳齡出版日：2003/ 08/ 05胜利不墜最適者再生變革在胜利顶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。.Why do good companies go bad?杰出企業為何盛極而衰？ .Reality: Trapped by commitments堕入承諾的圈套 .To succeed managers must make commitments胜利不墜領導人必須做出承諾.How do managers commi

2、t?承諾的類型Invest 投資 (R&D, acquisitions, advertising)Disinvest 撤資 (exit business, kill product)Promise publicly 公開保證 (earnings guidance, goal)Assert publicly公開主張 (define market, declare enemy)Forge partnerships 构成协作夥伴 (large investor, major customer)Personnel decisions 人事決策 (hire, fire, promote)Define m

3、etrics 界定衡量標準 (success measures, compensation)詳見本書P54.What do managers commit to?領導人做哪些承諾？ 詳見本書P84.Provide focus聚焦Confer efficiency效率Build competitive advantage建立競爭優勢Deter competitors嚇阻競爭對手Inspire the troops鼓舞士氣Benefits of commitments承諾的效益 .COMMITMENTS HARDEN僵化的承諾 會導致行動慣性VALUES價值RELATIONSHIPS關係PROCE

4、SSES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.ACTIVE INERTIA行動慣性ENVIRONMENT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P90.Common traps常見的行動慣性圈套We are a growth company (Siebel Systems) 我們是成長公司Our com

5、petitors are our enemies (Compaq vs IBM)我們對競爭者瞭如指掌 Bigger is better (National Westminster) 我們是業界第一 Our brand is the product (Lego) 我們的品牌就代表產品 We do it all in house (Laura Ashley) 重要事情都本人做 Our technology is a fortress (Xerox) 我們的技術無人能及 We have a “bible for critical processes (Banc One)我們已將重要流程寫成聖經We

6、hire and promote people like us (Daewoo)我們晉用、提拔和我們一樣的人We all agree on everything (Compaq) 我們以共識決做成決策詳見本書P.How can you break free of active inertia?如何跳脫行動慣性?.SELECT AN ANCHOR選擇固定樁著力點SECURE IT釘结实定樁著力點ALIGN THE REST重整組織其餘部分The Three Steps of Transforming Commitments 轉型承諾三階段VALUES價值RELATIONSHIPS關係PROCES

7、SES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NEW FRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源.SECURE ITALIGN THE REST1) SELECT AN ANCHORSELECT AN ANCHOR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RESOUR

8、CES資源VALUES價值NEW FRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源.Project-based processes專案導向流程particularly new product development新產品研發memo described “day in the life強調轉型presented clear alternative to current functional fiefdoms 提供明確替代方案one focal commitment versus many單一VS多目標SELECT AN ANCHOR 選擇著力點.Pro

9、cesses: 流程Oticon “project-based processes奧迪康專案導向流程Allied-Signal “six sigma聯合訊號六標準差Frames: 架構IBM “integrated customer solutionsIBM客戶整合解決方案Relationship: 關係Lloyds-TSB “shareholders come first英國駿懋銀行股東價值Resources: 資源Samsung “world-class technology and brand三星領導品牌Values: 價值McKinsey “professional values麥肯錫

10、專業價值CHOICE OF ANCHORS 能够的著力點選項.3) ALIGN THE RESTDOGMAS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NEW FRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源ALIGN THE REST重整組織其餘部分SELECT AN ANCHOR選擇固定樁著力點SECURE IT釘结实定樁著力點.Seven deadly sins 七個致命過失1.Repeat what worked last time (Sunbeam)重複過去奏效的方法 2.Fail to run the numbers (AT&T) 忽略盤算財務數字3.Dont sweat the details不注重細節 4.Delegate the hard work 把艱難的任务交給他人 5.Slow exit (Firestone) 半調