《成功不坠-领导人必须做出承诺》书籍中英文课件

作者：唐納．薩爾譯者：李田樹/李芳齡成功不墜─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

Whydogoodcompaniesgobad?卓越企業為何盛極而衰？

2Whydogoodcompaniesgobad?卓Reality:Trappedbycommitments

陷入「承諾」的陷阱3Reality:TrappedbycommitmentTosucceedmanagersmust

makecommitments

成功不墜——領導人必須做出承諾4Tosucceedmanagersmust

makeHowdomanagerscommit?

承諾的類型Invest投資(R&D,acquisitions,advertising)Disinvest撤資(exitbusiness,killproduct)Promisepublicly公開保證(earningsguidance,goal)Assertpublicly公開主張(definemarket,declareenemy)Forgepartnerships形成合作夥伴(largeinvestor, majorcustomer)Personneldecisions人事決策

(hire,fire,promote)Definemetrics界定衡量標準

(successmeasures,compensation)詳見本書P545Howdomanagerscommit?

承諾的類型IWhatdomanagerscommitto?

領導人做哪些承諾？

詳見本書P846Whatdomanagerscommitto?

領導Providefocus聚焦Conferefficiency效率

Buildcompetitiveadvantage建立競爭優勢Detercompetitors嚇阻競爭對手Inspirethetroops鼓舞士氣Benefitsofcommitments

承諾的效益

7Providefocus聚焦BenefitsofcoCOMMITMENTSHARDEN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8COMMITMENTSHARDENVALUESRELATIACTIVEINERTIA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P909ACTIVEINERTIAENVIRONMENTVALUECommontraps

常見的行動慣性陷阱Weareagrowthcompany(SiebelSystems)我們是成長公司Ourcompetitorsareourenemies(CompaqvsIBM)我們對競爭者瞭如指掌

Biggerisbetter(NationalWestminster)我們是業界第一

Ourbrandistheproduct(Lego)我們的品牌就代表產品

Wedoitallinhouse(LauraAshley)重要事情都自己做

Ourtechnologyisafortress(Xerox)我們的技術無人能及

Wehavea“bible”forcriticalprocesses(BancOne)我們已將重要流程寫成「聖經」Wehireandpromotepeoplelikeus(Daewoo)我們晉用、提拔和我們一樣的人Weallagreeoneverything(Compaq)我們以共識決做成決策詳見本書P13810Commontraps

常見的行動慣性陷阱WeareaHowcanyoubreakfreeofactiveinertia?

如何跳脫行動慣性?11HowcanyoubreakfreeofactiSELECTANANCHOR選擇固定樁〔著力點〕SECUREIT釘牢固定樁〔著力點〕ALIGNTHEREST重整組織其餘部分TheThreeStepsofTransformingCommitments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NEWFRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源12SELECTANANCHORSECUREITALIGNSECUREITALIGNTHEREST1)SELECTANANCHORSELECTANANCHOR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NEWFRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源13SECUREITALIGNTHEREST1)SELEProject-basedprocesses專案導向流程particularlynewproductdevelopment新產品研發memodescribed“dayinthelife”強調轉型presentedclearalternativetocurrentfunctionalfiefdoms提供明確替代方案onefocalcommitmentversusmany單一VS多目標SELECTANANCHOR選擇著力點14Project-basedprocesses專案導向流程Processes:流程Oticon“project-basedprocesses”奧迪康〔專案導向流程〕Allied-Signal“sixsigma”聯合訊號〔六標準差〕Frames:架構IBM“integratedcustomersolutions”IBM〔客戶整合解決方案〕Relationship:關係Lloyds-TSB“shareholderscomefirst”英國駿懋銀行〔股東價值〕Resources:資源Samsung“world-classtechnologyandbrand”三星〔領導品牌〕Values:價值McKinsey“professionalvalues”麥肯錫〔專業價值〕CHOICEOFANCHORS可能的著力點選項15Processes:流程CHOICEOFANCHORS3)ALIGNTHERESTDOGMAS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NEWFRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源ALIGNTHEREST重整組織其餘部分SELECTANANCHOR選擇固定樁〔著力點〕SECUREIT釘牢固定樁〔著力點〕163)ALIGNTHERESTDOGMASSHACKLESevendeadlysins七個致命過失1.Repeatwhatworkedlasttime(Sunbeam)重複過去奏效的方法2.Failtorunthenumbers(AT&T)忽略盤算財務數字3.Don’tsweatthedetails不注重細節4.Delegatethehardwork把艱難的工作交給他人5.Slowexit(Firestone)半調子6.Ignorecorevalues(ArthurAndersen)忽視核心價值7.Holdontocommitmentstoolong(Lloyds-TSB)執著於已經過期的承諾17Sevendeadlysins七個致命過失1.Repe成功不墜─最適者再生延伸閱讀18成功不墜─最適者再生延伸閱讀18演讲完毕，谢谢观看！演讲完毕，谢谢观看！

作者：唐納．薩爾譯者：李田樹/李芳齡成功不墜─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。20

Whydogoodcompaniesgobad?卓越企業為何盛極而衰？

21Whydogoodcompaniesgobad?卓Reality:Trappedbycommitments

陷入「承諾」的陷阱22Reality:TrappedbycommitmentTosucceedmanagersmust

makecommitments

成功不墜——領導人必須做出承諾23Tosucceedmanagersmust

makeHowdomanagerscommit?

承諾的類型Invest投資(R&D,acquisitions,advertising)Disinvest撤資(exitbusiness,killproduct)Promisepublicly公開保證(earningsguidance,goal)Assertpublicly公開主張(definemarket,declareenemy)Forgepartnerships形成合作夥伴(largeinvestor, majorcustomer)Personneldecisions人事決策

(hire,fire,promote)Definemetrics界定衡量標準

(successmeasures,compensation)詳見本書P5424Howdomanagerscommit?

承諾的類型IWhatdomanagerscommitto?

領導人做哪些承諾？

詳見本書P8425Whatdomanagerscommitto?

領導Providefocus聚焦Conferefficiency效率

Buildcompetitiveadvantage建立競爭優勢Detercompetitors嚇阻競爭對手Inspirethetroops鼓舞士氣Benefitsofcommitments

承諾的效益

26Providefocus聚焦BenefitsofcoCOMMITMENTSHARDEN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27COMMITMENTSHARDENVALUESRELATIACTIVEINERTIA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P9028ACTIVEINERTIAENVIRONMENTVALUECommontraps

常見的行動慣性陷阱Weareagrowthcompany(SiebelSystems)我們是成長公司Ourcompetitorsareourenemies(CompaqvsIBM)我們對競爭者瞭如指掌

Biggerisbetter(NationalWestminster)我們是業界第一

Ourbrandistheproduct(Lego)我們的品牌就代表產品

Wedoitallinhouse(LauraAshley)重要事情都自己做

Ourtechnologyisafortress(Xerox)我們的技術無人能及

Wehavea“bible”forcriticalprocesses(BancOne)我們已將重要流程寫成「聖經」Wehireandpromotepeoplelikeus(Daewoo)我們晉用、提拔和我們一樣的人Weallagreeoneverything(Compaq)我們以共識決做成決策詳見本書P13829Commontraps

常見的行動慣性陷阱WeareaHowcanyoubreakfreeofactiveinertia?

如何跳脫行動慣性?30HowcanyoubreakfreeofactiSELECTANANCHOR選擇固定樁〔著力點〕SECUREIT釘牢固定樁〔著力點〕ALIGNTHEREST重整組織其餘部分TheThreeStepsofTransformingCommitments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NEWFRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源31SELECTANANCHORSECUREITALIGNSECUREITALIGNTHEREST1)SELECTANANCHORSELECTANANCHOR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NEWFRAME新架構RELATIONSHIPS關係PROCESSES流程RESOURCES資源32SECUREITALIGNTHEREST1)SELEProject-basedprocesses專案導向流程particularlynewproductdevelopment新產品研發memodescribed“dayinthelife”強調轉型presentedclearalternativetocurrentfunctionalfiefdoms提供明確替代方案onefocalcommitmentversusmany單一VS多目標SELECTANANCHOR選擇著力點33Project-basedprocesses專案導向流程Processes:流程Oticon“project-basedprocesses”奧迪康〔專案導向流程〕Allied-Signal“sixsigma”聯合訊號〔六標準差〕Frames:架構IBM“integratedcustomersolutions”IBM〔客戶整合解決方案〕Relationship:關係Lloyds-TSB“shareholderscomefirst”英國駿懋銀行〔股東價值〕Resources:資源Samsung“world-classtechnologyandbrand”