铁腕执行力:领导者如何带领企业突破困境
Ruthless Execution: What Business Leaders Do When Their Companies Hit the Wall

  • 作   者:

    阿莫·哈特曼
    Amir Hartman

  • 译   者:

    陈智文

  • 出版社:

    蓝狮子文化创意有限公司

  • 语   言:

    双语

  • 支   持:

  • 电子书:

    ¥1.99

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成长中的企业,迟早都会遇上“撞墙效应”;也就是说,因为经济环境不佳、决策不良、执行无效、创新缺乏、市场机会错失或其他原因,使成长逐渐衰退。过去,“撞墙效应”可能让企业遭遇重大危机甚至破产,然而现在,领导者可以趁势逆转,为企业注入新生命或让企业重新定焦。阿莫·哈特曼把能成功面对企业逆境的领导者行为模式,定义为“铁腕执行力”。

你的企业一向发展良好,但最近增长缓慢甚至负增长时怎么办?

作为曾经的行业龙头,市场占有率却节节下滑,逐渐被后来者赶超甚至濒临破产?

此时,作为企业领导者的你,会选择另辟战场,还是果断进行裁员并推行其他成本精简措施?

本书将告诉你,企业面临困境时的第三种策略选择——铁腕执行力。“铁腕执行力”并非限定在狭义的执行上,而是包括以统御能力、治理能力和关键能力三大领域为架构的领导者行为模式。

书中并附了台湾东隆五金总经理陈伯昌提供的东隆五金重整案例,以供读者参考。

阿莫·哈特曼,加州伯克利大学商学院教授,策略服务顾问公司Mainstay Partners创办人兼总经理。哈特曼教授曾任哈佛商学院互动课程资深研究员,目前担任顾问工作,服务客户涵盖消费性产品、制造、零售和商业服务等产业,包括惠普、霍尼韦尔、甲骨文等企业。著有《Net Ready:企业e化的策略与原则》(Net Ready)和《寻找数字优势》(Search for Digital Excellence)等书。

铁腕执行力1 统御能力——重新校准策略

主要观念

要处理挫败,就必须先确定对公司和自己最重要的是什么,如此势必得放弃或转移任何与目标不相符的计划。在实务操作上,要注意下列两项基本领域:

1. 重新校准策略——确认公司目标及达成条件;

2. 制定一个重点突出的经营理念,以吸引员工参与,并推动公司向前迈进。

支持概念

一、重新校准策略——确认公司目标及达成条件

企业陷入逆境时的首要任务是,评估企业的前进方向,并把重点放在能激发企业朝目标前进的动力上。重新校准企业策略意味着:

■ 重新安排公司的各个项目和其他成长方案。

■ 根据所有可能选项,评估如何配置资源。

■ 决定公司该朝着哪个方向发展,未来才能占据最有利位置。

只有极少数的高阶经理人有过重新校准策略的经验,而绝大多数经理人的下意识举动是紧急煞车、全面裁减、好坏通杀。此举虽然有助于满足短期需求,却无益于公司的长期经营前景。同时,企业领导者的个人偏见和政治因素也可能会干扰(校准策略)这项过程。

Ruthless Execution 1 Leadership — Recalibrate your strategies

Main Idea

To address a setback, you first should decide what matters most to you and your company. This will require that you abandon or divest any projects, which are not precisely aligned with where you want to head. In practical terms, there are two basic areas to look at:

1. Strategic recalibration — validate the direction the company should head and the balance to achieve.

2. Devise a sharply focused business philosophy to engage employees and keep the company moving.

Supporting Ideas

1. Strategic recalibration — validate the direction the company should head and the balance to achieve

The first priority in a time of business reversal is to evaluate where the business should be heading and to focus on doing whatever is needed to generate momentum in that direction. Recalibrating the strategy of a business means:

■ Rearranging the company's portfolio of projects and other growth initiatives.

■ Assessing how resources are allocated over all available options.

■ Deciding what direction the company should be taking to position itself advantageously for the future.

Very few executives have experience in strategic recalibration and therefore their natural inclination is to slam on the brakes and make across-the-board cuts, killing the good and the bad. While this may help meet short-term demands, it will do little to build the company's long-term business prospects. There is also the problem that the business leader's own biases and politics may interfere with this process.

  • 铁腕执行力1 统御能力——重新校准策略

  • 铁腕执行力2 治理能力——重新校准标准

  • 铁腕执行力3 关键能力——重新校准业务

  • Ruthless Execution 1 Leadership—Recalibrate your strategies

  • Ruthless Execution 2 Governance——Recalibrate your rules

  • Ruthless Execution 3 Critical Capabilities——Recalibrate your business

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