最終,在這個(gè)漫長(zhǎng)、黑暗的新冠疫情通道盡頭亦存在著些許光亮:疫苗制造商輝瑞(Pfizer)、Moderna和強(qiáng)生(Johnson & Johnson)都向美國(guó)國(guó)會(huì)承諾,在今年3月底將提供2.4億支疫苗,足夠1.3億美國(guó)民眾使用。
在過去一年中,大多數(shù)企業(yè)一直都處于守勢(shì)。盡管新冠疫情已經(jīng)持續(xù)了很長(zhǎng)的時(shí)間,但其前景已經(jīng)發(fā)生了變化,而且大都朝著更好的方向發(fā)展。對(duì)那些于2020年3月在數(shù)日或數(shù)周之內(nèi)便讓公司適應(yīng)新冠疫情局勢(shì)的領(lǐng)袖來說,他們應(yīng)該再次做好準(zhǔn)備,為即將到來的一切做出迅速響應(yīng)。
隨著新冠疫苗可用性的迅速提高,大多數(shù)希望接種的美國(guó)民眾將在今夏之前完成新冠疫苗注射。新冠疫苗是一個(gè)人們回歸工作、旅行、外出就餐、購(gòu)物、現(xiàn)場(chǎng)觀看體育賽事以及音樂會(huì)的觸發(fā)點(diǎn)。
不要等到為時(shí)已晚,才想起讓你的團(tuán)隊(duì)重新思考如何去決勝市場(chǎng)。本文將與你分享如何在“新常態(tài)”經(jīng)濟(jì)中獲勝的七步走計(jì)劃。
了解所在行業(yè)客戶和雇員的新常態(tài)
我們無法回到2019年的那個(gè)常態(tài),預(yù)測(cè)2022年至2025年的業(yè)務(wù)態(tài)勢(shì)也需要大量的調(diào)研和洞見。每個(gè)行業(yè)都有不同的發(fā)展軌跡,但最大的挑戰(zhàn)莫過于預(yù)測(cè)未來的消費(fèi)行為。在經(jīng)歷了一年的新冠疫情限制令之后,人們?cè)谫?gòu)物、辦公、就餐、旅行、看病以及使用其他服務(wù)的行為可能已經(jīng)發(fā)生了永久性的變化。
盡管眾多首席執(zhí)行官都希望讓所有人回到辦公室工作,但他們有必要了解其雇員的需求和愿望都發(fā)生了哪些變化。留住最好的人才將需要提供更大的工作靈活性。這也是為什么像推特(Twitter)、Facebook、甲骨文(Oracle)、谷歌(Google)和賽富時(shí)(Salesforce)這類科技公司已經(jīng)宣布為其雇員提供靈活的工作時(shí)間表的原因。
為業(yè)務(wù)設(shè)立一個(gè)在新常態(tài)下大獲成功的愿景
一旦你對(duì)于行業(yè)的發(fā)展有了明確的了解,那么你就應(yīng)該弄清楚自己的企業(yè)如何在這個(gè)未來場(chǎng)景中獲得成功。如何在競(jìng)爭(zhēng)中以引領(lǐng)者的姿態(tài)引導(dǎo)市場(chǎng)度過這場(chǎng)進(jìn)化?由于迅速采用了遠(yuǎn)程醫(yī)療手段,妙佑醫(yī)療國(guó)際(Mayo Clinic)搶在了眾多競(jìng)爭(zhēng)對(duì)手之前,讓患者能夠在家中或者當(dāng)?shù)卦\所接受治療。
重塑行業(yè),發(fā)揮自身優(yōu)勢(shì)
基于企業(yè)的愿景,你應(yīng)該弄清楚如何利用自身優(yōu)勢(shì)來塑造行業(yè),并借此為自己的公司創(chuàng)造持久的優(yōu)勢(shì)。以百思買(Best Buy)為例:多年來,其2萬名員工組成的“極客分隊(duì)”提供了亞馬遜(Amazon)和沃爾瑪(Walmart)無法比擬的優(yōu)質(zhì)居家服務(wù)。在新冠疫情期間,該公司開發(fā)了遠(yuǎn)程服務(wù)產(chǎn)品,包括與供應(yīng)商合作,為其產(chǎn)品開發(fā)了電子修理服務(wù),這對(duì)客戶來說是一個(gè)靈活、價(jià)廉的福利。
投資重點(diǎn)領(lǐng)域
把“拓展人才基礎(chǔ)以利用公司自身能力”作為工作重點(diǎn),并為把握經(jīng)濟(jì)增長(zhǎng)所帶來的機(jī)遇做好準(zhǔn)備。盡管需求因?yàn)樾鹿谝咔槎兊酶悠\?,但我此前供職的公司美敦力(Medtronic)以內(nèi)部投資和收購(gòu)的方式,加大了對(duì)創(chuàng)新和科技的投入,目的是盡可能快地為醫(yī)生和病患提供新的救命產(chǎn)品。(我目前持有美敦力的股票。)
凝聚團(tuán)隊(duì)
激勵(lì)雇員以獲勝為目標(biāo)。當(dāng)新冠疫情限制令迫使各大分行關(guān)閉時(shí),美國(guó)合眾銀行(U.S. Bank)通過讓一線雇員開展電話銀行業(yè)務(wù),顛覆了其與客戶的關(guān)系。該行并沒有重回以前老舊的工作方式,而是在這一前行過程中繼續(xù)與客戶建立更多的個(gè)人關(guān)系。
樹立自身作為行業(yè)領(lǐng)袖的形象
如果你希望你的機(jī)構(gòu)成為行業(yè)領(lǐng)袖,那么不妨從現(xiàn)在開始在后疫情市場(chǎng)中打造自身形象。例如,Ecolab創(chuàng)建了一個(gè)印章——Ecolab科學(xué)認(rèn)證(Ecolab Science Certified),以幫助飽受批評(píng)的餐廳說服其消費(fèi)者,回歸餐廳用餐是安全的,并發(fā)起了5000萬美元的廣告宣傳活動(dòng)。Ecolab通過此舉鞏固了其作為清潔和衛(wèi)生領(lǐng)域行業(yè)領(lǐng)袖的形象。
制定嚴(yán)格的執(zhí)行計(jì)劃
如果得不到嚴(yán)格的執(zhí)行,上述理念就都只是空談。此舉要求的不僅僅是詳細(xì)的計(jì)劃,同時(shí)還需要雇員的高度參與和投入,這樣才可以為客戶提供更好的服務(wù)。
由于預(yù)測(cè)消費(fèi)行為和客戶需求將異常困難,如果要為滿足客戶需求做好萬全的準(zhǔn)備,那么成功的領(lǐng)袖需要冒一定的風(fēng)險(xiǎn),同時(shí)使用多場(chǎng)景規(guī)劃來迅速適應(yīng)不斷變化的環(huán)境。如果領(lǐng)導(dǎo)者能夠?qū)⑵鋵?duì)未來市場(chǎng)的理解和宏偉的成功愿景與靈活性以及勇氣相結(jié)合,他們將成為后新冠疫情時(shí)代的大贏家。(財(cái)富中文網(wǎng))
比爾·喬治是哈佛商學(xué)院(Harvard Business School)的高級(jí)研究員,亦是美敦力公司(Medtronic)的前任董事長(zhǎng)兼首席執(zhí)行官。他是《發(fā)現(xiàn)自己真正的極限》(Discover Your True North)一書的作者。
譯者:馮豐
審校:夏林
最終,在這個(gè)漫長(zhǎng)、黑暗的新冠疫情通道盡頭亦存在著些許光亮:疫苗制造商輝瑞(Pfizer)、Moderna和強(qiáng)生(Johnson & Johnson)都向美國(guó)國(guó)會(huì)承諾,在今年3月底將提供2.4億支疫苗,足夠1.3億美國(guó)民眾使用。
在過去一年中,大多數(shù)企業(yè)一直都處于守勢(shì)。盡管新冠疫情已經(jīng)持續(xù)了很長(zhǎng)的時(shí)間,但其前景已經(jīng)發(fā)生了變化,而且大都朝著更好的方向發(fā)展。對(duì)那些于2020年3月在數(shù)日或數(shù)周之內(nèi)便讓公司適應(yīng)新冠疫情局勢(shì)的領(lǐng)袖來說,他們應(yīng)該再次做好準(zhǔn)備,為即將到來的一切做出迅速響應(yīng)。
隨著新冠疫苗可用性的迅速提高,大多數(shù)希望接種的美國(guó)民眾將在今夏之前完成新冠疫苗注射。新冠疫苗是一個(gè)人們回歸工作、旅行、外出就餐、購(gòu)物、現(xiàn)場(chǎng)觀看體育賽事以及音樂會(huì)的觸發(fā)點(diǎn)。
不要等到為時(shí)已晚,才想起讓你的團(tuán)隊(duì)重新思考如何去決勝市場(chǎng)。本文將與你分享如何在“新常態(tài)”經(jīng)濟(jì)中獲勝的七步走計(jì)劃。
了解所在行業(yè)客戶和雇員的新常態(tài)
我們無法回到2019年的那個(gè)常態(tài),預(yù)測(cè)2022年至2025年的業(yè)務(wù)態(tài)勢(shì)也需要大量的調(diào)研和洞見。每個(gè)行業(yè)都有不同的發(fā)展軌跡,但最大的挑戰(zhàn)莫過于預(yù)測(cè)未來的消費(fèi)行為。在經(jīng)歷了一年的新冠疫情限制令之后,人們?cè)谫?gòu)物、辦公、就餐、旅行、看病以及使用其他服務(wù)的行為可能已經(jīng)發(fā)生了永久性的變化。
盡管眾多首席執(zhí)行官都希望讓所有人回到辦公室工作,但他們有必要了解其雇員的需求和愿望都發(fā)生了哪些變化。留住最好的人才將需要提供更大的工作靈活性。這也是為什么像推特(Twitter)、Facebook、甲骨文(Oracle)、谷歌(Google)和賽富時(shí)(Salesforce)這類科技公司已經(jīng)宣布為其雇員提供靈活的工作時(shí)間表的原因。
為業(yè)務(wù)設(shè)立一個(gè)在新常態(tài)下大獲成功的愿景
一旦你對(duì)于行業(yè)的發(fā)展有了明確的了解,那么你就應(yīng)該弄清楚自己的企業(yè)如何在這個(gè)未來場(chǎng)景中獲得成功。如何在競(jìng)爭(zhēng)中以引領(lǐng)者的姿態(tài)引導(dǎo)市場(chǎng)度過這場(chǎng)進(jìn)化?由于迅速采用了遠(yuǎn)程醫(yī)療手段,妙佑醫(yī)療國(guó)際(Mayo Clinic)搶在了眾多競(jìng)爭(zhēng)對(duì)手之前,讓患者能夠在家中或者當(dāng)?shù)卦\所接受治療。
重塑行業(yè),發(fā)揮自身優(yōu)勢(shì)
基于企業(yè)的愿景,你應(yīng)該弄清楚如何利用自身優(yōu)勢(shì)來塑造行業(yè),并借此為自己的公司創(chuàng)造持久的優(yōu)勢(shì)。以百思買(Best Buy)為例:多年來,其2萬名員工組成的“極客分隊(duì)”提供了亞馬遜(Amazon)和沃爾瑪(Walmart)無法比擬的優(yōu)質(zhì)居家服務(wù)。在新冠疫情期間,該公司開發(fā)了遠(yuǎn)程服務(wù)產(chǎn)品,包括與供應(yīng)商合作,為其產(chǎn)品開發(fā)了電子修理服務(wù),這對(duì)客戶來說是一個(gè)靈活、價(jià)廉的福利。
投資重點(diǎn)領(lǐng)域
把“拓展人才基礎(chǔ)以利用公司自身能力”作為工作重點(diǎn),并為把握經(jīng)濟(jì)增長(zhǎng)所帶來的機(jī)遇做好準(zhǔn)備。盡管需求因?yàn)樾鹿谝咔槎兊酶悠\?,但我此前供職的公司美敦力(Medtronic)以內(nèi)部投資和收購(gòu)的方式,加大了對(duì)創(chuàng)新和科技的投入,目的是盡可能快地為醫(yī)生和病患提供新的救命產(chǎn)品。(我目前持有美敦力的股票。)
凝聚團(tuán)隊(duì)
激勵(lì)雇員以獲勝為目標(biāo)。當(dāng)新冠疫情限制令迫使各大分行關(guān)閉時(shí),美國(guó)合眾銀行(U.S. Bank)通過讓一線雇員開展電話銀行業(yè)務(wù),顛覆了其與客戶的關(guān)系。該行并沒有重回以前老舊的工作方式,而是在這一前行過程中繼續(xù)與客戶建立更多的個(gè)人關(guān)系。
樹立自身作為行業(yè)領(lǐng)袖的形象
如果你希望你的機(jī)構(gòu)成為行業(yè)領(lǐng)袖,那么不妨從現(xiàn)在開始在后疫情市場(chǎng)中打造自身形象。例如,Ecolab創(chuàng)建了一個(gè)印章——Ecolab科學(xué)認(rèn)證(Ecolab Science Certified),以幫助飽受批評(píng)的餐廳說服其消費(fèi)者,回歸餐廳用餐是安全的,并發(fā)起了5000萬美元的廣告宣傳活動(dòng)。Ecolab通過此舉鞏固了其作為清潔和衛(wèi)生領(lǐng)域行業(yè)領(lǐng)袖的形象。
制定嚴(yán)格的執(zhí)行計(jì)劃
如果得不到嚴(yán)格的執(zhí)行,上述理念就都只是空談。此舉要求的不僅僅是詳細(xì)的計(jì)劃,同時(shí)還需要雇員的高度參與和投入,這樣才可以為客戶提供更好的服務(wù)。
由于預(yù)測(cè)消費(fèi)行為和客戶需求將異常困難,如果要為滿足客戶需求做好萬全的準(zhǔn)備,那么成功的領(lǐng)袖需要冒一定的風(fēng)險(xiǎn),同時(shí)使用多場(chǎng)景規(guī)劃來迅速適應(yīng)不斷變化的環(huán)境。如果領(lǐng)導(dǎo)者能夠?qū)⑵鋵?duì)未來市場(chǎng)的理解和宏偉的成功愿景與靈活性以及勇氣相結(jié)合,他們將成為后新冠疫情時(shí)代的大贏家。(財(cái)富中文網(wǎng))
比爾·喬治是哈佛商學(xué)院(Harvard Business School)的高級(jí)研究員,亦是美敦力公司(Medtronic)的前任董事長(zhǎng)兼首席執(zhí)行官。他是《發(fā)現(xiàn)自己真正的極限》(Discover Your True North)一書的作者。
譯者:馮豐
審校:夏林
Finally there is some light at the end of the long, dark COVID-19 tunnel: Vaccine makers Pfizer, Moderna, and Johnson & Johnson committed to Congress that they will supply 240 million doses by the end of March, enough for 130 million Americans.
For the past year, most businesses have been playing defense. While the pandemic has endured a long time, the outlook has changed—much for the better. Leaders who adapted to the pandemic in a matter of days or weeks in March 2020 should once again prepare to adapt quickly to what’s ahead.
With the rapid expansion of vaccine availability, most Americans who want to be vaccinated will be able to do so by the summer. Vaccinations are the trigger point that will get people back to work, travel, and going out to restaurants, stores, sporting events, and concerts.
Don’t wait until it is too late to go on offense to get your team refocused on winning in the marketplace. Here is a seven-step plan to win in the “new normal” economy:
Understand the new normal for customers and employees in your industry
There is no going back to the way things were in 2019, but predicting the nature of your business in 2022–2025 requires a great deal of study and insight. Each industry will evolve differently, but the greatest challenge will be in predicting future consumer behavior. Having spent a year under COVID-19’s restrictions, people’s behavior has likely permanently changed when it comes to shopping behaviors and use of office space, restaurants, travel, medicine, and other services.
While many CEOs are yearning to have everyone back in the office, they need to understand how their employees’ needs and desires have changed. Retaining the best talent will require greater flexibility in working. That is why leading tech companies such as Twitter, Facebook, Oracle, Google, and Salesforce have announced flexible working arrangements for their employees.
Create a vision for your business to win big in the new normal
Once you have a sound understanding of the evolution of your industry, you should determine how your business will succeed in this future scenario. How can you lead your competitors in guiding your market through this evolution? With its rapid adaptation to telemedicine, Mayo Clinic got the jump on many of its competitors in being able to treat patients in their homes and local clinics.
Reshape your industry to play to your strengths
Building on your vision, you should figure out how to leverage your strengths to shape the industry in ways that create lasting competitive advantage for your organization. Take Best Buy: For years its Geek Squad of 20,000 people has provided superior in-home service that Amazon and Walmart cannot match. During COVID-19, the company developed remote service offerings, including working with its suppliers to develop electronic fixes for its products—a flexible and inexpensive benefit for customers.
Make vital investments
Prioritize expanding your talent base to leverage your capabilities and be prepared to take advantage of a growing economy. In spite of softer demand because of COVID-19, my former company Medtronic invested more heavily in innovation and technology, both internally and through acquisitions, to have new lifesaving products available immediately to physicians and patients. (I currently own stock in Medtronic.)
Bring your team together
Inspire your employees to focus on winning. When COVID-19 restrictions forced the closure of bank branches, U.S. Bank transformed its relationships with clients by having frontline employees operate phone banks. Rather than reverting to old ways of working, the bank will continue to build more personal relationships with clients in this fashion going forward.
Establish your image as the industry leader
If you want your organization to be the leader in your industry, start now to build your image in the post-COVID-19 marketplace. For example, Ecolab created a seal—Ecolab Science Certified—to help its beleaguered restaurants convince consumers it is safe to return, backing it with a $50 million advertising campaign. In doing so, Ecolab is reinforcing its image as the industry leader in cleanliness and sanitation.
Develop rigorous execution plans
None of these ideas will matter unless they are executed in a disciplined manner. This requires not only detailed plans but also high levels of employee engagement and commitment to serving your customers better.
Since forecasting consumer behavior and customer demand will be so difficult, successful leaders need to take risks to be fully prepared to meet customer needs, while using multi-scenario planning to adapt rapidly to changing conditions. Leaders who combine their understanding of the future market and a bold vision for success with agility and courage will be the big winners in the post-COVID-19 era.
Bill George is a senior fellow at Harvard Business School and former chair and CEO of Medtronic. He is the author of Discover Your True North.