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后CEO時(shí)代呼喚集體領(lǐng)導(dǎo)

后CEO時(shí)代呼喚集體領(lǐng)導(dǎo)

Doreen Lorenzo 2012-01-12
在復(fù)雜的商業(yè)環(huán)境里,創(chuàng)新型公司必須從一言堂模式向依托團(tuán)隊(duì)領(lǐng)導(dǎo)的模式轉(zhuǎn)變。

????受益于團(tuán)隊(duì)領(lǐng)導(dǎo)的不只是企業(yè)高層。以通用電氣(General Electric)為例。2007年,通用電氣發(fā)電事業(yè)部(GE Power Generation,該公司最古老的部門之一)的19位高管齊聚紐約州克羅頓維爾的通用電氣管理培訓(xùn)中心。這是通用電氣一個(gè)事業(yè)部的所有高管首次聚在一起進(jìn)行領(lǐng)導(dǎo)力培訓(xùn)。結(jié)果呢?他們起草了一份愿景宣言,并制定了多項(xiàng)發(fā)展計(jì)劃,其中包括關(guān)注新興市場(chǎng)的監(jiān)管和其他事宜,現(xiàn)在這些地區(qū)已經(jīng)成為通用電氣整體戰(zhàn)略的關(guān)鍵領(lǐng)域。短短四天里,這個(gè)團(tuán)隊(duì)就有效地制定和達(dá)成了統(tǒng)一的策略,并開(kāi)始著手實(shí)施。

????在青蛙設(shè)計(jì)公司(Frog),我們已經(jīng)從創(chuàng)新一言堂模式向依托團(tuán)隊(duì)領(lǐng)導(dǎo)的模式轉(zhuǎn)變。公司創(chuàng)始人哈特姆特?艾斯林格(上世紀(jì)80年代曾與喬布斯和蘋果公司有過(guò)緊密合作)在2006年退休之前,就已經(jīng)在這么做了。他是聯(lián)合CEO,而不是公司里唯一的高層聲音。他認(rèn)識(shí)到,市場(chǎng)越來(lái)越復(fù)雜,全球聯(lián)系越來(lái)越緊密,要求企業(yè)集思廣益(“群體思維”有個(gè)負(fù)面含義),實(shí)行集體決策。我們現(xiàn)在聘請(qǐng)了工程師和商業(yè)戰(zhàn)略家,以完善我們的工業(yè)設(shè)計(jì)師團(tuán)隊(duì)。管理人員每周都會(huì)舉行電話會(huì)議,每月都會(huì)參加領(lǐng)導(dǎo)力會(huì)議。我們?cè)跁?huì)上會(huì)討論各種短期和長(zhǎng)期問(wèn)題。面向全公司的郵件會(huì)首先經(jīng)過(guò)多位高管的檢查,以確保其中的信息和基調(diào)符合我們的目標(biāo)。

????當(dāng)然,并不是每個(gè)人都信奉團(tuán)隊(duì)領(lǐng)導(dǎo)。據(jù)報(bào)道,陷入困境的黑莓手機(jī)制造商RIM(Research In Motion)正在審查其聯(lián)合CEO模式的有效性。有些股東公開(kāi)且明確地表示,他們希望董事會(huì)用單一決策者模式取代現(xiàn)行的雙CEO架構(gòu)。分析人士認(rèn)為這種情況不會(huì)發(fā)生。“改變管理策略或改組管理層是不可能的,”桑福德-伯恩斯坦公司(Sanford C. Bernstein)的皮埃爾?費(fèi)拉古最近在提供給投資者的報(bào)告中寫道。

????同時(shí),如今一些最具創(chuàng)新力、最成功的公司確實(shí)都有賴于團(tuán)隊(duì)領(lǐng)導(dǎo)。Facebook CEO馬克?扎克伯格——他開(kāi)始時(shí)有點(diǎn)一言堂作風(fēng)——在2008年聘請(qǐng)謝麗爾?桑德伯格擔(dān)任首席營(yíng)運(yùn)官,協(xié)助管理這家發(fā)展迅猛、影響力快速提升的公司。有人會(huì)說(shuō),這不過(guò)是“成人監(jiān)護(hù)”【也就是引入有經(jīng)驗(yàn)的管理者來(lái)輔佐年輕的創(chuàng)業(yè)者,比如,谷歌(Google)的拉里?佩奇和謝爾蓋?布林在創(chuàng)業(yè)早期曾經(jīng)聘請(qǐng)過(guò)埃里克?施密特?fù)?dān)任CEO】。但它實(shí)質(zhì)上也是一種令許多公司受益匪淺的團(tuán)隊(duì)領(lǐng)導(dǎo)策略。

????總而言之,團(tuán)隊(duì)合作是任何創(chuàng)新型公司保持成功的關(guān)鍵,無(wú)論有多少員工欽佩公司的領(lǐng)袖人物。創(chuàng)意只是創(chuàng)意,只有人組成的團(tuán)隊(duì)才能把創(chuàng)意變成現(xiàn)實(shí),創(chuàng)造利潤(rùn),并使之不斷提升。

????作者多琳?羅倫佐是國(guó)際化創(chuàng)新公司青蛙設(shè)計(jì)(Frog)的總裁,該公司的母公司愛(ài)瑞森特集團(tuán)(Aricent Group)的執(zhí)行副總裁和總經(jīng)理。多琳負(fù)責(zé)推動(dòng)青蛙設(shè)計(jì)公司的企業(yè)戰(zhàn)略并監(jiān)督其全球運(yùn)作。在為這家公司效力的14年里,她在公司重組中起到了重要作用,使其從一家傳統(tǒng)的小型設(shè)計(jì)公司變成了世界上最著名的國(guó)際化創(chuàng)新公司之一,與眾多的財(cái)富500強(qiáng)客戶進(jìn)行了廣泛合作。她還是2011-2012世界經(jīng)濟(jì)論壇(World Economic Forum)新興技術(shù)全球議程委員會(huì)(Global Agenda Council on Emerging Technologies)的成員。

????譯者:千牛絮

????It's not just C-suites that can benefit from team leadership. Consider this example from General Electric (GE): in 2007, 19 senior managers of GE Power Generation, one of the company's oldest businesses, convened at GE's management-development center in Crotonville, N.Y. It was the first time that all of the senior executives of a GE business went through leadership training together. The result? They drafted a vision statement and developed plans for growth, including focusing on regulatory and other staff in emerging markets, which is now a key area in GE's overall strategy. In just four days, the team efficiently devised, agreed upon, and began implementing a unified strategy.

????At frog, we have moved from an innovation-guru model to one based on team leadership. By the time our founder, Hartmut Esslinger -- who worked closely with Steve Jobs and Apple in the 1980s -- retired in 2006, he did so as a co-CEO, and not the sole executive voice in the company. He recognized that increasing market complexities and global connectedness required group input ("group-think" has a negative connotation) and decision-making. We now hire engineers and business strategists to round out our teams of industrial designers. Managers participate in weekly calls and monthly leadership meetings, in which we address short- and long-term issues. Company-wide emails are reviewed by several executives to ensure that the message and tone align with our mission.

????Of course, not everyone believes in team leadership. Beleaguered BlackBerry maker Research In Motion (RIMM) is reportedly examining the effectiveness of its co-CEO model. Some shareholders have made it very clear, publicly, that they'd like to see the board of directors replace the top two executives with one decision-maker. Analysts don't believe this will happen: "Change in strategy or management is unlikely," Pierre Ferragu of Sanford C. Bernstein recently wrote in a note to investors.

????Indeed, some of today's most innovative and successful companies rely on team leadership. Facebook CEO Mark Zuckerberg-- who began as a guru of sorts -- in 2008 hired Sheryl Sandberg as chief operating officer to help govern the rapidly expanding and influential business. Some might say this is an example of "adult supervision" (i.e., an experienced manager being brought in to support a young startup founder, in the way that Google's (GOOG) Larry Page and Sergey Brin hired Eric Schmidt as CEO in the early days). But it is also a team-leadership strategy that has obviously paid off for many companies.

????Ultimately, collaboration is the key to sustained success at any innovative company -- no matter how much employees may admire a single figurehead. Ideas are only ideas until a team of people makes them real, profitable, and scalable over the long-term.

????Doreen Lorenzo (@doreenl) is the president of global innovation firm frog and an executive vice president and general manager of the Aricent Group, frog's parent company. Doreen drives frog's company strategy and oversees its worldwide operations. During her 14 years with the company, she has been instrumental in re-structuring the company, taking it from a traditional design boutique to becoming one of the world's foremost global innovation firms, securing broad-based arrangements with an array of Fortune 500 clients. She serves as a member of the World Economic Forum's Global Agenda Council on Emerging Technologies, 2011-2012.

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