????不進則退。失敗要趁早。拋開老教條。

????這些話聽起來像是陳詞濫調(diào)，但恰恰是那些想要嘗試數(shù)字化的公司新的行事準則，在本周一晚舉行的《財富》 “最具影響力女性”（Fortune's Most Powerful Women）倫敦會議上，一群高管在發(fā)言時如是說。

????她們的看法是：公司必須快速行動，而管理人員必須愿意承擔風險，因為其客戶正越來越多地去網(wǎng)上作出購買決策，獲取信息，并抱怨或贊美自己最喜愛的品牌?！拔覀冞^去會討論創(chuàng)意，或許來嘗試一下?！薄敦敻弧冯s志的母公司——時代集團（Time Inc）首席執(zhí)行官勞拉?朗表示。而如今的企業(yè)可沒有這么多時間。

????這些高管一致認為，社交媒體以及其他在線資源的興起對社會而言是好事，但企業(yè)現(xiàn)在面臨新的世界秩序。“數(shù)字化世界使一切都非常透明，” 挪威Telnor電信公司數(shù)字業(yè)務主管克里斯汀?斯克根?隆德表示。

????“你不再能控制消息了，”可口可樂（Coca-Cola）高級副總裁溫迪?克拉克補充道?？死嗽诳煽诳蓸坟撠熣蠣I銷，她表示，消費者能快速傳播或真或偽的信息，這使公司有責任積極主動地與他們溝通。

????員工的溝通方式也有所不同，這正改變著完成工作的方式，以及誰獲得晉升。最聰明的人不一定能獲得成功?？死苏J為，“時時在線”的員工在不斷的分享信息——他們不會把知識藏著掖著以提高自己在組織中的身價?？死苏f：“這不是積極進取者的風格?！?。

????大型企業(yè)必須挑選靈活且具有創(chuàng)業(yè)精神的合作伙伴——克拉克表示，可口可樂甚至在自己的一些合作公司中持有認股權(quán)證或股權(quán)。勞拉?郎則強調(diào)，需要確保巧妙地打造并管理這種聯(lián)盟和合資企業(yè)，以免將規(guī)模較小的合作公司的創(chuàng)始人或負責人都趕走。

????但所有高管一致認為，只要大公司操作得當，將能產(chǎn)生很大影響?？死嗽约豪习濉煽诳蓸饭臼紫瘓?zhí)行官穆泰康的話稱，后者贊成“試驗、失敗、學習、提升”這一戰(zhàn)略。

????譯者：項航

????Eat or be eaten. Fail fast. Throw out the old playbook.

????Those may sound like clichés, but they also happen to be the new rules of the road for companies trying to inject their companies with digital DNA, according to a panel of executives who spoke at Fortune's Most Powerful Women London conference Monday evening.

????Their message: Companies must move quickly and executives must be willing to take risks as their customers increasingly go online to make buying decisions, consume media, and complain about –or celebrate—their favorite brands. "We used to be able to talk about ideas, maybe put a toe in the water," remarked Laura Lang, CEO of Time Inc. (TWX), Fortune's parent. Corporations today don't have the luxury of time.

????The panelists generally agreed that the rise of social media and other online resources has been good for society—but companies now are facing a new world order. "The digital reality makes everything very transparent," Kristin Skogen Lund, head of digital services for Norwegian telecom company Telnor.

????"You don't control the message anymore," added Wendy Clark, senior vice president for Coca-Cola (KO). Clark, who oversees integrated marketing efforts for the beverage company, said customers' ability to quickly disseminate information, true or false, puts an additional onus on corporations to proactively communicate with consumers.

????Employees, too, are communicating differently, and that's changing the way work gets done—and who gets promoted. The smartest guy in the room isn't necessarily the one who will get ahead. Clark suggested that "always on" employees are constantly sharing information—they don't squirrel away knowledge as a way of making themselves more valuable to their organizations. "It's not the orientation of the up-and-coming population," she said.

????Large companies will surely have to seek out nimble, entrepreneurial partners—Clark said Coke even takes warrants or equity stakes in some of its partner companies. Lang stressed the need to make sure such alliances and ventures are structured and managed in smart ways so not as to drive away all the founders or principals of the smaller company.

????But all the executives agreed that when big companies get it right, they have the ability to make a big impact. Clark invoked her boss, Coke CEO Muhtar Kent, who espouses a strategy of "test, fail, learn and scale."