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作 者：唐納薩爾譯 者：李田樹/李芳齡出版日：2003/08/05成功不墜成功不墜最適者再生最適者再生變革在成功高峰時變革在成功高峰時哈佛商學院新世代管理大師-唐納薩爾來台演講，引起各界熱烈迴響，超過三千位企業人士參與演講，暢談台灣面對未來的致勝關鍵，掌握關鍵機會。演講內容精彩摘要，與讀者分享大師的前瞻洞見。1Why do good companies go bad?卓越企業為何盛極而衰？2Reality:Trapped by commitments陷入承諾的陷阱 3To succeed managers must make commitments成功不墜領導人必須做出承諾4How do managers commit?承諾的類型 Invest 投資(R&D,acquisitions,advertising)Disinvest 撤資(exit business,kill product)Promise publicly 公開保證(earnings guidance,goal)Assert publicly公開主張(define market,declare enemy)Forge partnerships 形成合作夥伴(large investor,major customer)Personnel decisions 人事決策(hire,fire,promote)Define metrics 界定衡量標準(success measures,compensation)詳見本書P545What do managers commit to?領導人做哪些承諾？架構FRAMES價值VALUES資源RESOURCES關係RELATIONSHIPS流程PROCESSESWhat we see when welook at the world我們如何看待外在競爭環境Enduring linksto externalstakeholders andamong internal units長久連結利害關係人與內部單位的環節Things we own thathelp us compete我們所擁有能幫助我們與人競爭的東西Beliefs that inspire,unify,and identify us能鼓舞我們、讓我們團結，並使我們與眾不同的信念How we dothings around here我們做事情的方法詳見本書P846 Provide focus聚焦 Confer efficiency效率 Build competitive advantage建立競爭優勢 Deter competitors嚇阻競爭對手 Inspire the troops鼓舞士氣Benefits of commitments承諾的效益 7COMMITMENTS HARDEN僵化的承諾 會導致行動慣性VALUES價值RELATIONSHIPS關係PROCESSES流程FRAMES架構RESOURCES資源DOGMAS教條SHACKLES桎梏ROUTINES例行作業BLINDERS眼罩MILLSTONES重擔8ACTIVE INERTIA行動慣性ENVIRONMENT環境改變環境改變VALUES價值RELATIONSHIPS關係PROCESSES流程FRAMES架構RESOURCES資源DOGMAS教條SHACKLES桎梏ROUTINES例行作業BLINDERS眼罩MILLSTONES重擔詳見本書P909Common traps常見的行動慣性陷阱We are a growth company(Siebel Systems)我們是成長公司Our competitors are our enemies(Compaq vs IBM)我們對競爭者瞭如指掌 Bigger is better(National Westminster)我們是業界第一 Our brand is the product(Lego)我們的品牌就代表產品 We do it all in house(Laura Ashley)重要事情都自己做 Our technology is a fortress(Xerox)我們的技術無人能及 We have a“bible”for critical processes(Banc One)我們已將重要流程寫成聖經We hire and promote people like us(Daewoo)我們晉用、提拔和我們一樣的人We all agree on everything(Compaq)我們以共識決做成決策詳見本書P13810How can you break free of active inertia?如何跳脫行動慣性?11SELECT AN ANCHOR選擇固定樁著力點SECURE IT釘牢固定樁著力點ALIGN THE REST重整組織其餘部分The Three Steps of Transforming Commitments 轉型承諾三階段VALUES價值RELATIONSHIPS關係PROCESSES流程FRAMES架構RESOURCES資源DOGMAS教條SHACKLES桎梏ROUTINES例行作業BLINDERS眼罩MILLSTONES重擔VALUES價值NEW FRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源12SECURE ITALIGN THE REST1)SELECT AN ANCHORSELECT AN ANCHOR選擇固定樁著力點DOGMAS教條SHACKLES桎梏ROUTINES例行作業BLINDERS眼罩MILLSTONES重擔VALUES價值RELATIONSHIPS關係PROCESSES流程FRAMES架構RESOURCES資源VALUES價值NEW FRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源13 Project-based processes專案導向流程 particularly new product development新產品研發 memo described“day in the life”強調轉型 presented clear alternative to current functional fiefdoms 提供明確替代方案 one focal commitment versus many單一VS多目標1)SELECT AN ANCHOR 2)選擇著力點14 Processes:流程 Oticon“project-based processes”奧迪康專案導向流程 Allied-Signal“six sigma”聯合訊號六標準差 Frames:架構 IBM“integrated customer solutions”IBM客戶整合解決方案 Relationship:關係 Lloyds-TSB“shareholders come first”英國駿懋銀行股東價值 Resources:資源 Samsung“world-class technology and brand”三星領導品牌 Values:價值 McKinsey“professional values”麥肯錫專業價值CHOICE OF ANCHORS 可能的著力點選項153)ALIGN THE RESTDOGMAS教條SHACKLES桎梏ROUTINES例行作業BLINDERS眼罩MILLSTONES重擔VALUES價值RELATIONSHIPS關係PROCESSES流程FRAMES架構RESOURCES資源VALUES價值NEW FRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源ALIGN THE REST重整組織其餘部分SELECT AN ANCHOR選擇固定樁著力點SECURE IT釘牢固定樁著力點16Seven deadly sins 七個致命過失1.Repeat what worked last time(Sunbeam)重複過去奏效的方法 2.Fail to run the numbers(AT&T)忽略盤算財務數字3.Dont sweat the details不注重細節 4.Delegate the hard work 把艱難的工作交給他人 5.Slow exit(Firestone)半調子 6.Ignore core values(Arthur Andersen)忽視核心價值 7.Hold on to commitments too long(Lloyds-TSB)執著於已經過期的承諾 17成功不墜成功不墜最適者再生最適者再生 延伸閱讀延伸閱讀18
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