成功不坠-领导人必须做出承诺中英文

按一下以編輯母片標題樣式,,按一下以編輯母片,,第二層,,第三層,,第四層,,第五層,,,,,,,,作 者：唐納．薩爾,,譯 者：李田樹/李芳齡,,出版日：2003/ 08/ 05,成功不墜─最適者再生,「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1,,Why do good companies go bad?,卓越企業為何盛極而衰？,,,2,,Reality: Trapped by commitments,陷入,「,承諾」的陷阱,,3,,To succeed managers must make commitments,成功不墜,——,領導人必須做出承諾,,4,,How 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,P54,,5,,What do managers commit to?,領導人做哪些承諾,？,,詳見本書,P84,,6,,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,,,7,,COMMITMENTS 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,,8,,ACTIVE INERTIA,,行動慣性,ENVIRONMENT,,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,P90,,9,,Common 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,P138,,10,,How can you break free of active inertia?,如何跳脫行動慣性,?,,11,,SELECT 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,,12,,SECURE IT,ALIGN THE REST,1),SELECT AN ANCHOR,SELECT 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,,SELECT AN ANCHOR,,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,,15,,3),ALIGN THE REST,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,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〕,,16,,Seven 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.Don’t 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─最適者再生,延伸閱讀,■唐納．薩爾越洋專訪,,■唐納．薩爾來台演講內容,,■《成功不墜》書籍專題報導,,,請上,.tw/reader/sull,,,18,,。