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諾基亞啟示錄:企業(yè)巨頭緣何應(yīng)變乏力

諾基亞啟示錄:企業(yè)巨頭緣何應(yīng)變乏力

Julian Birkinshaw 2013年05月10日
企業(yè)失敗的根源往往平淡無(wú)奇,而且可以避免。諾基亞從全球手機(jī)巨頭的位置跌落,至今仍在苦苦掙扎的經(jīng)歷就是一個(gè)鮮活的例子。

????上周,我給MBA班的學(xué)生上了一節(jié)案例分析課,探討諾基亞(Nokia)的衰敗。我問(wèn)他們:“為什么諾基亞在短短不到五年的時(shí)間里,從曾經(jīng)的行業(yè)領(lǐng)袖墮入現(xiàn)在如此落魄的境地?”學(xué)生們的答案不外乎以下幾點(diǎn):

????有人說(shuō):“諾基亞與消費(fèi)者的需求脫節(jié)了?!睕](méi)錯(cuò),但有意思的是,在本世紀(jì)初,諾基亞正是因它以客戶為中心的營(yíng)銷和設(shè)計(jì)能力而廣受贊譽(yù)(這一點(diǎn)似乎無(wú)需贅述)。

????也有人說(shuō):“他們沒(méi)能開發(fā)出必要的技術(shù)。”不盡然,諾基亞在iPhone上市前就已經(jīng)有了一款觸屏手機(jī)樣機(jī)。而且他們當(dāng)時(shí)的智能手機(jī)技術(shù)要?jiǎng)龠^(guò)上世紀(jì)90年代的蘋果(Apple)、三星(Samsung)和谷歌(Google)等公司。

????還有人說(shuō):“他們沒(méi)有意識(shí)到競(jìng)爭(zhēng)已經(jīng)從硬件之爭(zhēng)轉(zhuǎn)到手機(jī)生態(tài)系統(tǒng)競(jìng)爭(zhēng)?!蓖瑯樱膊槐M然。“生態(tài)系統(tǒng)”之戰(zhàn)從本世紀(jì)初就開始了,當(dāng)時(shí)諾基亞聯(lián)合愛(ài)立信(Ericsson)、摩托羅拉(Motorola)以及Psion數(shù)字技術(shù)公司建立了塞班系統(tǒng)的技術(shù)平臺(tái),用以牽制微軟(Microsoft)。

????那個(gè)時(shí)期,諾基亞人已經(jīng)意識(shí)到了周圍發(fā)生的變化,他們內(nèi)部不乏尖端技術(shù)和出色的營(yíng)銷人員。困難在于,諾基亞一直無(wú)法將這種意識(shí)轉(zhuǎn)變成行動(dòng),缺乏果斷堅(jiān)定推動(dòng)變革的能力。

????企業(yè)巨頭無(wú)法隨著環(huán)境的變化而靈活變通,這一直是商業(yè)界的一個(gè)基本難題。有時(shí)候,一項(xiàng)真正“顛覆性”技術(shù)的到來(lái)能摧毀整個(gè)行業(yè),如數(shù)字成像技術(shù)。但失敗的根本原因往往平淡無(wú)奇,而且可以避免。它們是:對(duì)已開發(fā)出的新技術(shù)置之不理;對(duì)客戶需求變化的傲慢漠視;對(duì)新競(jìng)爭(zhēng)對(duì)手的自得松懈。

????在這些情況下,失敗的最終責(zé)任在于企業(yè)的CEO。但如果要避免這些失敗,很明顯不能單靠CEO一個(gè)人。公司的全體員工都應(yīng)該留心業(yè)界的變化,主動(dòng)推進(jìn)新想法,挑戰(zhàn)現(xiàn)有的工作方式。做到這一點(diǎn)顯然并不容易,但如果能對(duì)問(wèn)題有更好的理解,就更有可能進(jìn)行改進(jìn)。

????那么在企業(yè)中應(yīng)該注意哪些可能影響應(yīng)變的障礙呢?我列出以下“五大類”:

????僵化的管理制度。大公司都是通過(guò)管理制度運(yùn)行的,這些制度涵蓋預(yù)算與規(guī)劃、績(jī)效管理以及接班人計(jì)劃等。這些制度的建立使工作簡(jiǎn)單有序,但也同時(shí)不斷自我強(qiáng)化,變得根深蒂固。例如,幾年前,我受邀出席為一家大型出版公司舉辦的網(wǎng)絡(luò)研討會(huì)。他們讓我簽一份長(zhǎng)達(dá)20頁(yè)的合同,才允許我用一小時(shí)的時(shí)間介紹我的研究。這么做的原因并不難理解,他們那墨守成規(guī)的圖書出版流程完全是“無(wú)人駕駛”模式,最大化地扼殺了基于網(wǎng)絡(luò)的各種新計(jì)劃可能帶來(lái)的生機(jī)。那么該怎樣應(yīng)對(duì)這樣的僵化管理制度呢?首先,找出、剔除那些不再創(chuàng)造價(jià)值的制度,然后在現(xiàn)有制度框架以外試驗(yàn)所有的新計(jì)劃。

????Last week, I taught a case study on the decline of Nokia to my MBA students. I asked them, "Why did Nokia fall from industry leadership to also-ran status in the space of less than five years?" Their answers were predictable:

????? "They lost touch with their customers." True, but almost tautological -- and interesting to note that this is the same Nokia that in the early 2000s was lauded for its customer-centric marketing and design capabilities.

????? "They failed to develop the necessary technologies." Not really true -- Nokia (NOK) had a prototype touchscreen before the iPhone was launched, and its smartphones were technologically superior to anything Apple (AAPL), Samsung, or Google (GOOG) had to offer during the late 1990s.

????? "They didn't recognize that the basis of competition was shifting from the hardware to the ecosystem." Again, not really true -- the "ecosystem" battle began in the early 2000s, with Nokia joining forces with Ericsson (ERIC), Motorola, and Psion to create Symbian as a platform technology that would keep Microsoft (MSFT) at bay.

????Through this period, the people at Nokia were aware of the changes going on around them, and they were never short of leading-edge technology or clever marketers. Where they struggled was in converting awareness into action. The company lacked the capacity to change in a decisive and committed way.

????The failure of big companies to adapt to changing circumstances is one of the fundamental puzzles in the world of business. Occasionally, a genuinely "disruptive" technology, such as digital imaging, comes along and wipes out an entire industry. But usually the sources of failure are more prosaic and avoidable -- a failure to implement technologies that have already been developed, an arrogant disregard for changing customer demands, a complacent attitude towards new competitors.

????In such cases, the ultimate responsibility for failure rests with the CEO. But if such failures are to be avoided, it is clear that the CEO cannot do it on his or her own. People across the firm must keep their eyes open to changes in their business, and to take responsibility to push their new ideas and challenge existing ways of working. Obviously, this isn't easy to do, but if there is a better understanding of the problem then there is a chance for improvement.

????So what are the enemies of agility you should be looking out for in your organization? Here are my "big five":

????Ossified management processes. Things get done in big firms through management processes -- budgeting and planning, performance management, succession planning. These processes create simplicity and order, but they also become entrenched and self-reinforcing. One example: I was asked to put on a webinar for a big publishing company a couple of years ago, and they asked me to sign a 20-page contract for the right to talk about my research for an hour. The reason wasn't hard to fathom -- their antediluvian book-publishing process was running on autopilot, and doing its best to suck the life out of any new Web-based initiatives. What's the solution here? First, identify and kill off the processes that no longer add any value. Second, pilot all new initiatives outside the existing processes.

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