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战略的回归:在不断变化的世界里如何生存

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选择正确的方向比全力以赴更重要

《战略的回归》向我们展示了如何积极做好准备而不是消极坐以待毙,书中呈现了令人信服的案例,证明战略可以被更新和调整,起到比以往任何时候都更加重要的作用。

战略规划必须是一个不断持续的、调适的过程。当管理者疲于应对各种颠覆性创新以及前进道路上的意外和震荡时,利用合适的工具来简化这些工作显得尤为重要。

海报:

Content Description

《战略的回归》基于作者对全球变幻莫测市场的深入研究,书中大胆地提出了一个全新的规范性模型。该模型介绍了四种组织必须具备的能力:准确性、灵活性、动力性和预见性,这四种能力彼此相互影响、相互协作。

对于那些经营重心因市场的快速发展而不断变化、努力想跟上时代步伐的领导者而言,《战略的回归》不啻一个福音:战略规划,经过适当修改仍然可以成为他们的依靠。本书用大量精彩的案例阐述了这些观点并展示出这些观点的实际功效。书中案例大多取自亚洲和中东——数十年来一直处于振荡盘旋的市场——跨国公司的管理者将从中洞悉如何在这些市场以及其他市场保持领先的关键启示。各行各业的领导者都能从本书中获益,丢弃略老旧过时的战略思维,从而提高领导风格的弹性。

Author Description

杰弗里 L.桑普勒(Jeffrey L. Sampler)博士,牛津大学赛德商学院和伍斯特学院的战略和技术研究员, 中欧国际工商学院(CEIBS)战略和技术兼职教授。他曾在伦敦工商学院和牛津大学任教超过20年。他的研究方向包括新技术的战略影响力、通过信息管理获取战略资源等。他的作品发表于《财富》(Fortune)、《管理研究杂志》( Journal of Management Studies)、《管理信息系统季刊》(MIS Quarterly)、《斯隆管理评论》(Sloan Management Review)以及《战略管理》(Strategic Management Journal)等刊物。

桑普勒博士经常在各类学术会议上发表演讲,并曾先后前往35个国家开展教学活动。他曾为众多FTSE-100强企业和新创企业提供咨询服务或在这些公司担任董事。《新闻周刊》、BBC电视台、BBC全球服务、BBC广播电台、CNBC电视台、《经济时报》、《金融邮报》等知名媒体曾对他进行过专题报导。

Catalogue

引言 战略的回归

当管理者疲于应对各种颠覆性创新以及前进道路上的意外和震荡时,利用某种工具来简化这些工作显得尤为重要。

第1章 战略应变能力 001

组织的根基有多稳固?管理团队的实力如何?这两项指标对于组织应对各种不确定性起到至关重要的作用,因为变化永远都在。

第2章 准确性:建立秩序和透明度 011

他们成功的秘诀在于建立了一套准确了解自己、认清当务之急并抓住市场环境变换的法则。这需要通过三个实施工具来实现:决策触发器、议会体制和战略楔子。

决策触发器 015

制定决策触发器 022

战略楔子 027

管理的艺术:准确性 031

第3章 灵活性:抓住和复制机会 033

许多企业就像老式汽车一样——个头大、舒适、平稳,在平直路面上表现极为出色。然而一旦快速经过颠簸路段,变速器就会掉链子。灵活应变能力恰好能帮助企业杜绝此类现象的发生。

不断调整 038

创建企业管家 046

自下而上的战略规划 047

管理的艺术:灵活性 058

第4章 动力性:快速通过意外冲击 061

无论组织多么希望能把所有的突发事件都考虑到,意外——无论是全球经济动荡还是半路杀出来的对手——总会发生。因此,组织最重要的是在不破坏稳定性的前提下尽力提高吸收摆动、保持动力的能力。

关注目标而非手段 064

管理的艺术:动力性 086

第5章 预见性:在变化和动荡中保持领先 089

阿尔温德的成功在很大程度上得益于其独一无二的战略规划流程。这个流程让它如同拥有了可以精确预见未来的水晶球,即使在变化最剧烈的时期也能及时改变航向、保持领先。

战略假设 092

改变体制 096

替代战略:审视外围 099

退出战略 103

向退出过渡 105

管理的艺术:预见性 107

第6章 实施:实践中的战略应变能力 109

在一个动荡的、竞争白热化的市场环境里,战略的出手一定要稳准狠。高层管理者必须亲自坐镇并勇于承担风险,才能提高反应速度和结果的准确性。

压缩和扩张 111

摆动效应的积极力量 121

第7章 价值驱动 123

沃尔玛将低价作为自己的核心竞争力,未来集团则更注重反应速度和灵活性。这些特点分别渗透至两家零售企业的内部,形成了他们各自的核心价值观。

价值观驱动战略 126

价值观的价值 130

建立一个重视价值观的文化 144

第8章 新兴市场的管理创新 147

这些标志性的印度企业,给全世界其他地区的企业提供了很好的借鉴,因为频繁、混乱的变革已成为全球新的常态,不再是某个地区所特有的现象。

价值观实现协作 151

在不减速的情况下适应变革 153

预见未来 154

准确执行 156

灵活应变 157

将非正式做法规范化 158

作者简介 167

注释 169

Introduction

纵观历史的发展,创新大多始于西方发达国家,然后通过涓滴效应惠及人口稠密的发展中国家。但创新也可能反其道而行之,首先在发展中国家采用,然后推广到发达国家。这就是我说的逆向创新。

我是在担任为期两年的特聘教授和通用电气公司首席创新顾问时第一次对这个词产生兴趣的。当时,通用电气的首席执行官杰夫·伊梅尔特(Jeff Immelt)已将研发和创新的重点转移到人口众多的发展中国家,通过开发符合当地客户特定需求和预算的新产品,反哺全球市场推动公司可持续增长。根据该战略,通用电气将向印度和中国农村市场推出两种革命性产品,“价值1 000美元的手持式心电图仪和售价仅1.5万美元的便携式PC型超声波检测仪”。通过开发直接面向最终用户的低成本解决方案,通用电气培育了一个全新的市场,之后他们又对这些创新产品加以改动,继续推销到欧美国家,获得了引人注目的成功。

显然,如果发达国家和跨国大佬们想继续存活,那么下一代领导人和创新人士就必须对发展中国家的需求及机遇充满好奇,就像对自家后院充满好奇一样。逆向创新的理念并不仅限于产品创新,大量流程创新的案例也如雨后春笋般涌现出来。例如,印度的医院正在推行医疗改革,在美国需花费15万美元的开胸手术在印度的费用仅为3 000美元,除了人工成本低之外,流水线式的经营模式也极大降低了成本。这种类型的创新随处都会发生,但在贫穷国家却更有可能,因为它满足了当地的需要和需求。

新的事实是,增长和创新的未来远在他乡——在亚洲、中东以及世界其他地方。

逆向创新是一种首先在发展中国家采用的创新。杰弗里L. 桑普勒对其中的管理创新尤为清楚。他在本书中所做的,就是将我对逆向创新的研究和加里·哈默尔(Gary Hamel)的管理创新结合在一起,开发出一种新的模式,让人们更好地理解和运用那些在遥远的印度和迪拜等地发生的最新、最伟大的管理创新。这些国家与成熟的西方发达国家在需求上有着本质的不同,因而需要全然不同的解决方案。作者根据多年的研究以及同多位负责这些市场的高管的共事经历,提出了“战略应变能力”这一管理创新工具。因为印度和迪拜增长及变化速度之快,已不适用西方的战略思想,需要采用更灵活的策略来应对。

本书所介绍的工具和建议,为既要跟上国内不断加快的变革步伐又要与新兴市场本土企业巷战的西方跨国巨头提供了一个机遇和解决方案。在过去的10年,像阿尔温德纺织公司(Arvind Mills)、达布尔(Dabur)、未来集团(Future Group)、DLF、Network 18这些大家并不熟悉的名字,在印度的幡然巨变中缔造了一个又一个奇迹。他们经历了各种重大变革。杰弗里L. 桑普勒在书中令人信服地阐述道,他们为创新管理实践树立了标杆,他们的做法能够有效防范发展中国家因为颠覆性变革所带来的司空见惯的风险和不确定性。

本书所描述的这些逆向创新管理理念取得了惊心动魄的结果。如今,发达国家和发展中国家在全球经济中所占的比重大体持平。最近这些年,发展中国家更是以惊人的速度在发展壮大。发达国家要想继续保持活力,认清并理解这些奇迹背后的奥秘已迫在眉睫。逆向创新(包括本书所讨论的管理创新)在全球经济变革中的作用不再是可有可无,而是举足轻重。

维贾伊·戈文达拉扬(Vijay Govindarajan)

考克斯杰出教授

达特茅斯大学塔克商学院

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