2020年的這些變化，將長(zhǎng)期延續(xù)下去
Alan Murray，David Meyer
2020-11-29
2020年注定會(huì)被歷史銘記，因?yàn)樵诤芏喾矫?，它很可能?biāo)志著商業(yè)的轉(zhuǎn)折點(diǎn)。這一年發(fā)生了太多太多的變化。盡管我們現(xiàn)在還不知道哪些變化會(huì)持續(xù)下去，但一種共識(shí)已經(jīng)開(kāi)始浮現(xiàn)——《財(cái)富》聯(lián)合簡(jiǎn)柏特(Genpact)、Salesforce和Zuora在11月17日舉辦的CEO領(lǐng)導(dǎo)力圓桌會(huì)議，就充分證明了這一點(diǎn)。
數(shù)字化轉(zhuǎn)型顯著加快。我以前撰文評(píng)述過(guò)這種趨勢(shì)，但這實(shí)在是一個(gè)言之不盡的話題。簡(jiǎn)柏特CEO泰格·蒂亞加拉詹昨天的一席話頗具代表性：“我們的客戶在過(guò)去五六個(gè)月完成了一些他們?cè)詾樾枰獨(dú)v經(jīng)五六年之功才能完成的事情?！笔聦?shí)上，各行各業(yè)的首席執(zhí)行官都表達(dá)了類似的觀點(diǎn)。
更加關(guān)注員工、他們的健康和福祉，以及員工團(tuán)隊(duì)的種族多樣性和包容性，已經(jīng)成為新常態(tài)?！拔覅⑴c的虛擬爐邊聊天，遠(yuǎn)遠(yuǎn)超過(guò)我當(dāng)面聊天能夠達(dá)到的次數(shù)?！比f(wàn)通保險(xiǎn)(Mass Mutual)CEO 羅杰?克蘭德?tīng)栒f(shuō)，“加強(qiáng)透明度是這場(chǎng)疫情帶給我們的寶貴教訓(xùn)。同理心是另一個(gè)?！眲P悅集團(tuán)CEO馬克?霍普拉贊恩對(duì)此深表贊同：“我們經(jīng)常談?wù)撏硇?。同理心從未像現(xiàn)在這樣重要，因?yàn)槊總€(gè)人的疫情經(jīng)歷迥然不同?！?/p>
氣候變化在優(yōu)先事項(xiàng)清單上的位次大幅上升。在新冠疫情襲來(lái)之前，企業(yè)對(duì)可持續(xù)發(fā)展的興趣一直在增長(zhǎng)，但疫情進(jìn)一步助長(zhǎng)了這種興趣?！拔覀兛吹饺藗儗?duì)可持續(xù)發(fā)展的關(guān)注度顯著上升?！笔┠偷码姎獗泵拦綜EO安妮特·克萊頓說(shuō)，“新冠疫情當(dāng)然是主要驅(qū)動(dòng)因素，但它并不是促使人們關(guān)注可持續(xù)發(fā)展的唯一原因。今年我們已經(jīng)經(jīng)歷了九場(chǎng)被命名的颶風(fēng)，估計(jì)還要見(jiàn)證六場(chǎng)。我們看到許多客戶不得不改變他們思考能源問(wèn)題的方式。”
工作的未來(lái)仍在爭(zhēng)論之中。許多人希望繼續(xù)在家工作，至少是利用部分時(shí)間居家工作。但安永CEO卡明·迪·西比奧指出：“我們需要讓員工重新聚集在一起。這有助于迸發(fā)創(chuàng)新的火花，對(duì)年輕人來(lái)說(shuō)尤其如此。年輕人想要社交。50多歲的人已經(jīng)有了自己的關(guān)系網(wǎng)?！?/p>
技能再培訓(xùn)是擺在我們面前的一大挑戰(zhàn)。“這場(chǎng)疫情帶來(lái)的一大積極后果是，人們對(duì)利用現(xiàn)成技術(shù)進(jìn)行再培訓(xùn)的愿望更加強(qiáng)烈。”蒂亞加拉詹說(shuō)，“我們都在審視我們的工作要求，并詢問(wèn)我們真正需要什么技能，”而不僅僅是要求大學(xué)學(xué)位?！斑@為很多不同的人提供了很多機(jī)會(huì)?！?/p>
最后，以上種種都指向一個(gè)結(jié)論：利益相關(guān)者資本主義正在崛起。企業(yè)更加關(guān)注員工、氣候問(wèn)題，并且致力于為那些被科技革命拋在后面的工人創(chuàng)造更好的機(jī)會(huì)。這些跡象都表明，企業(yè)正在以更廣闊的視野看待自身的社會(huì)責(zé)任。（財(cái)富中文網(wǎng)）
譯者：任文科
2020年注定會(huì)被歷史銘記，因?yàn)樵诤芏喾矫?，它很可能?biāo)志著商業(yè)的轉(zhuǎn)折點(diǎn)。這一年發(fā)生了太多太多的變化。盡管我們現(xiàn)在還不知道哪些變化會(huì)持續(xù)下去，但一種共識(shí)已經(jīng)開(kāi)始浮現(xiàn)——《財(cái)富》聯(lián)合簡(jiǎn)柏特(Genpact)、Salesforce和Zuora在11月17日舉辦的CEO領(lǐng)導(dǎo)力圓桌會(huì)議，就充分證明了這一點(diǎn)。
數(shù)字化轉(zhuǎn)型顯著加快。我以前撰文評(píng)述過(guò)這種趨勢(shì)，但這實(shí)在是一個(gè)言之不盡的話題。簡(jiǎn)柏特CEO泰格·蒂亞加拉詹昨天的一席話頗具代表性：“我們的客戶在過(guò)去五六個(gè)月完成了一些他們?cè)詾樾枰獨(dú)v經(jīng)五六年之功才能完成的事情?！笔聦?shí)上，各行各業(yè)的首席執(zhí)行官都表達(dá)了類似的觀點(diǎn)。
更加關(guān)注員工、他們的健康和福祉，以及員工團(tuán)隊(duì)的種族多樣性和包容性，已經(jīng)成為新常態(tài)?！拔覅⑴c的虛擬爐邊聊天，遠(yuǎn)遠(yuǎn)超過(guò)我當(dāng)面聊天能夠達(dá)到的次數(shù)?！比f(wàn)通保險(xiǎn)(Mass Mutual)CEO 羅杰?克蘭德?tīng)栒f(shuō)，“加強(qiáng)透明度是這場(chǎng)疫情帶給我們的寶貴教訓(xùn)。同理心是另一個(gè)?！眲P悅集團(tuán)CEO馬克?霍普拉贊恩對(duì)此深表贊同：“我們經(jīng)常談?wù)撏硇?。同理心從未像現(xiàn)在這樣重要，因?yàn)槊總€(gè)人的疫情經(jīng)歷迥然不同。”
氣候變化在優(yōu)先事項(xiàng)清單上的位次大幅上升。在新冠疫情襲來(lái)之前，企業(yè)對(duì)可持續(xù)發(fā)展的興趣一直在增長(zhǎng)，但疫情進(jìn)一步助長(zhǎng)了這種興趣。“我們看到人們對(duì)可持續(xù)發(fā)展的關(guān)注度顯著上升。”施耐德電氣北美公司CEO安妮特·克萊頓說(shuō)，“新冠疫情當(dāng)然是主要驅(qū)動(dòng)因素，但它并不是促使人們關(guān)注可持續(xù)發(fā)展的唯一原因。今年我們已經(jīng)經(jīng)歷了九場(chǎng)被命名的颶風(fēng)，估計(jì)還要見(jiàn)證六場(chǎng)。我們看到許多客戶不得不改變他們思考能源問(wèn)題的方式?！?/p>
工作的未來(lái)仍在爭(zhēng)論之中。許多人希望繼續(xù)在家工作，至少是利用部分時(shí)間居家工作。但安永CEO卡明·迪·西比奧指出：“我們需要讓員工重新聚集在一起。這有助于迸發(fā)創(chuàng)新的火花，對(duì)年輕人來(lái)說(shuō)尤其如此。年輕人想要社交。50多歲的人已經(jīng)有了自己的關(guān)系網(wǎng)。”
技能再培訓(xùn)是擺在我們面前的一大挑戰(zhàn)。“這場(chǎng)疫情帶來(lái)的一大積極后果是，人們對(duì)利用現(xiàn)成技術(shù)進(jìn)行再培訓(xùn)的愿望更加強(qiáng)烈。”蒂亞加拉詹說(shuō)，“我們都在審視我們的工作要求，并詢問(wèn)我們真正需要什么技能，”而不僅僅是要求大學(xué)學(xué)位。“這為很多不同的人提供了很多機(jī)會(huì)。”
最后，以上種種都指向一個(gè)結(jié)論：利益相關(guān)者資本主義正在崛起。企業(yè)更加關(guān)注員工、氣候問(wèn)題，并且致力于為那些被科技革命拋在后面的工人創(chuàng)造更好的機(jī)會(huì)。這些跡象都表明，企業(yè)正在以更廣闊的視野看待自身的社會(huì)責(zé)任。（財(cái)富中文網(wǎng)）
譯者：任文科
When the history of 2020 is written, it is likely to mark a turning point for business in many different ways. So much has changed—and while it is probably too soon to know which changes will last, a consensus is starting to emerge—as was evident yesterday at a series of CEO Leadership Roundtables Fortune held, in partnership with Genpact, Salesforce and Zuora.
Digital transformation has greatly accelerated. I’ve written this before, but I can’t write it enough. The most-heard line among CEOs across industries is some version of this comment yesterday from Genpact CEO Tiger Tyagarajan: “Our clients have done things in the last five or six months that they thought would take five or six years.”
Increased focus on employees, their health and well-being, and their racial diversity and inclusion, have become the new normal. “I’ve had more virtual fireside chats than I ever could have had in person,” says Mass Mutual CEO Roger Crandall. “Transparency is a huge lesson from the pandemic. Empathy is another.” “We talk about empathy a lot,” agrees Mark Hoplamazian, CEO of Hyatt. “Empathy has never been more important because everyone’s experience of COVID is so different.”
Climate change has risen on the priority list. The business interest in sustainability was on the rise before the pandemic hit, but it has only grown since. “We’ve seen an acceleration of concern around sustainability,” said Annette Clayton, CEO of Schneider Electric North America. “It’s driven by COVID, but not only COVID. We have had nine named hurricanes this year. We expect six more… We’ve seen customers who have to change their mindset when it comes to energy.”
The future of work is still under debate. Many people want to continue working from home, at least part time. But leaders like EY CEO Carmine Di Sibio say, “we need to get our people back together. It creates innovation…for younger people in particular. Younger people want to network. People in their fifties already have their networks.”
The challenge of reskilling is front of mind. “One of the great things coming out of the pandemic,” says Tyagarajan, “is a much stronger desire to do reskilling with technology that is readily available.” “We are all taking a look at our job requirements and asking what is really needed,” rather than just requiring a college degree. “That is opening up so many opportunities for so many different people.”
And finally, all the above point to the conclusion that stakeholder capitalism is on the rise. The increased attention to employees, to climate, and to creating better opportunities for workers who’ve been left behind by the technology revolution, are all signs that companies continue to move towards a broader view of their responsibilities to society.
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