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Jingdong book

未来企业之路:洞察全球顶尖企业愿景与制胜策略

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未来企业之路:洞察全球顶尖企业愿景与制胜策略

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2008-2009年全球经济危机所引发的混乱使经济环境变得愈加复杂和不确定。面对加速的变化,企业都在重新思考其战略与业务模式:它们提供了什么价值,到哪里去竞争.如何发挥优势及如何进行、定位.从而在这一新环境中取得领先。《未来企业之路:洞察全球顶尖企业愿景与制胜策略》援引了对这些关键问题的一项为期两年的重要研究所取得的发现,向企业提供了如何进行定位才能在将来赢得持续成功的指导。同时.为进一步探索所提出的主题.书中还收录了来自宜家、阳狮集团、塔塔汽车、Verizon、利丰、巴帝电信和可口可乐等公司领导人所直接分享的观点。
Author Description

伯曼(Saul Berman),博士是IBM全球企业咨询服务部的合伙人和全球负责人,领导着IBM全球战略与变革咨询业务。专注于战略定位、新商业计划及战略的制定,新的商业模式转型、业务成长及运营改进等。在向全球大企业集团高层管理者提供战略咨询方在,他拥有超过25年的丰富经验。他出版过众多著作,而且经常在大型会议上发表专题演讲。
Peter Korsten,是IBM全球企业咨询服务部的合伙人和IBM(全球)商业价值研究院院长。他拥有超过20年的企业管理咨询经验.为数十家的全球500强企业提供公司及业务咨询服务,包括横跨欧洲的领先消费品公司和工业企业。Peter Korsten经常受邀出席外部的大型论坛.分享他在战略和领导力方面的见解和经验。他被美国Consulting杂志评为2008年度最具影响力的25位顾问之一。
Ragna Bell,是IBM(全球)商业价值研究院战略与变革领域的全球负责人。她服务于多家全球领先的企业.拥有超过10年的业务咨询经验,专注于兼并与收购(M&A)、客户细分、市场分析及公司转型。她撰写了多篇商业模式创新方面的文章和著作,如代表作《成功的途径:创新业务模式的三种方法》,并且是“2010年1BM全球CEO调查研究”的全球负责人。
Comments

二十多年前我曾在《论企业家:经济增长的国王》一书中引用过熊彼特的观点,指出经济增长的国王是企业家,这是被欧洲几百年的经济发展史证明了的一个事实。中国过去三十年的经验同样证明,经济的持续繁荣发展不仅需要政策制定者的大智慧,更依赖于千千万万的企业家的成长和创新。我很高兴看到IBM与中国企业分享这样一本具有大视野的书,其通过对全球范围内超过1000位CEO的访谈,独具特色地解析了“未来的企业”的基因,值得立志做大做强的企业家们深入研究与借鉴。
——张维迎,北京大学光华管理学院院长
中国经济进入衰退的可能性等于零,这句话我去年曾经说过,现在还是这个观点。但中国经济增长的动力何在?依靠政府主导的投资不会无限扩大,放大国内市场的消费也不是一夜之间骤变的事情,我们更不能一味指望欧美经济回暖拉高中国的出口水平。解决经济增长的后劲问题从微观层面看还是要提高企业的核心能力。本书即以此为出发点,探讨了一系列全球性趋势下企业如何变危为机、把握趋势、积极地推进变革,从而走出一条企业持续发展之路。
——周其仁,北京大学国家发展研究院院长
本次金融危机对企业是一个试金石,及时总结经验教训,可以更好地面对未来,相信本书中来自全球1000多位企业管理者的心得,会对我们有所启发。
——柳传志,联想控股公司董事长兼总裁,联想集团董事局主席
只有成为“未来的企业”才能赢得“企业的未来”。本书传递的这一独特价值堪称服务时代对企业的最好忠告。
——张瑞敏,海尔集团CEO
好企业是一个鲜活、健康,充满自我驱动的生命体。因理想和愿景而激发了的团队组织。通过从不懈怠地创新优化企业战略和产品,使企业在不断变化的外部环境面前,不断保持领先,不断保持进步。从这本书中我们可以看到许多这样的企业。这样的企业让人羡慕,让人向往,也让人反思和批判自己的企业。
——宁高宁,中粮集团董事长
在全球化改写企业竞争格局的时代,适者生存意味着企业要么成为世界最富竞争力的领导者,要么把自己融入全球顶尖企业的价值链,或者避其锋芒。无论如何,了解世界企业领袖的愿景与策略,不只是对于拥有全球抱负的中国企业才至关重要。
——胡舒立,财新传媒总编辑,中山大学新闻传播与设计学院院长
IBM公司不仅具有为众多企业咨询的经验积累,而且本身就是一个成功变革的典范。本书将IBM的商业洞察力和国内外企业的案例做了有机的结合,为中国企业的发展提供了有效的指引。任何一个想在未来生存的企业都不能忽视这本书。
——忻榕,哈佛《商业评论》(中文杂志)首任主编、总策划,中欧国际工商学院管理学教授
Catalogue

第1章 未来的企业
来自全球超过1000位CE0的洞察

第2章 新经济环境下的制胜之道
聚焦价值、机遇和速度

第3章 成就变革
消除变革鸿沟

第4章 前进之路
以客户为中心的领先新模式

第5章 全球整合企业R—O—I调查
实现全球整合的企业战略

第6章 智慧的未来供应链
全球首席供应链官调查报告

第7章 抓住有利条件
何时及如何创新您的业务模式

第8章 向服务业务模式转型
中国企业的可持续发展之路
第9章 领导可持续发展的企业
利用洞察和信息采取行动

第10章 绿色及未来
以更智慧的方式保护环境

继续讨论:2010年全球CE0调查
Book Abstract

在针对后勤职能(如财务和人力资源)的全球优化方面,cEO的意见都比较统一,然而对于核心生产流程的优化则有所不同。例如,生产笨重、庞大或不能装运的产品就需要在本地进行优化,销售和新产品上市流程则需要本地的知识和专业技能。一位意大利的CEO解释道:“我们的业务模式基于后勤运营的整合与全球化,以便使与本地市场紧密相关的特定业务单元实现关键的规模和本地化。”
CEO还强调在具有公共企业文化的同时,保持本地文化多样性的重要性。“在国外开展业务的关键不是寻求一致性,”一位日本的CEO说,“我们必须能够与具有不同文化、来自不同国度的人有效工作。我们可以通过与他们的合作了解如何做到这一点。” 小结 即使某个“未来的企业”并不寻求“走向全球”,它仍然应该了解自身可用的能力以及在全球范围内出现的竞争对手。以下是抓住全球整合商机的一些方法:
整合全球能力以使企业独具特色。“未来的企业”应该在全球范围内寻找能使自身独具特色的专业技能、资源和资产。找到适当的能力远比找到最便宜的劳动力重要。这些人才中心经过整合后,就能够随时随地为企业提供所需的最佳能力、知识和资产。
构建经过认真调整的全球业务设计。“未来的企业”能够根据自身特定的能力、行业和地域的组合,精心构建其全球整合和优化的业务设计。对于在企业内部保持哪些能力,以及通过合作或收购获得哪些能力,这样的企业都有战略规划。这样,当企业进行收购时,它知道如何进行管理,以便能充分实现预期的效益。
发现和消除整合中的障碍。灵活的资产使“未来的企业”在市场上更为敏捷。针对业务地点的决策是基于市场和运营需求,而不是基于地产契约或限制性的租赁安排。模块化的信息技术(如面向服务的体系结构)使企业能够快速响应新的产品和服务商机,并能够更快地与新的合作伙伴实现整合。
Introduction

从2004年起,IBM每两年进行一次全球CEO调查,在世界范围内和上千位CEO进行面对面的访谈,与他们深入探讨企业愿景和经营管理的根本问题。调查结束后,IBM集结世界一流的咨询顾问及行业专家,对调查结果进行深入分析与归纳,形成系统的报告,以飨全球企业的领导者。这是IBM——一家以“思考”为立身之本的百年企业的重要举措,是IBM社会责任的重要体现,也是IBM为整个社会及组织发展所作的一项重要贡献。本书是2008年全球CEO调查及后续两年跟踪研究的智慧结晶。我非常高兴地看到这本书能够被引入中国,不仅仅是因为这本书来自非常严谨的调查研究,也不仅仅是因为这本书所涉及的内容对于中国企业有实际的借鉴价值,更是因为这本书来得正当其时。
企业总是要顺势发展的。IBM投人大量的资源和智慧,每两年一次,坚持不懈地做这件事情,其目的就是要把握“势”,并与我们所有的合作伙伴和全球的企业一起分享。问题在于着眼点,是看“大势”,还是看“小势”?是看长远,还是看眼前?是看本质,还是看表象?看法决定想法,想法决定行动。今天我们怎么回答这些问题,对于企业的兴衰成败至关重要。
在过去一年多以来,我们经历了经济史上一个不同寻常的时期。2008年经济危机爆发之时,很多企业对未来抱以悲观态度。随后,2009年世界各国联合一致,实施了前所未有的救市计划,而其中尤以中国的行动最快,效果最显著。充沛的信贷,巨大的投资拉动,高涨的资产价格,令很多企业始料不及之余,又转而产生了非常乐观的情绪。然而,2010年刚刚到来,国家又开始着手对宏观经济政策进行再一次的调整。短短一年多时间,我们见识了政策的急转、形势的突变、情绪的波动和矛盾的迅速转化。这一切充分说明,我们当前正处在一个“湍流期”,经济政策会根据实际情况进行迅速有力的调整,外部经营环境会激烈变化,我们不能对外部环境和发展趋势抱有简单的假设,更不能将企业的兴衰荣辱系于对短期政策的猜测和一厢情愿之上。在我看来,越是这样的时候,越是要看大放小,跳出短期的纷繁扰动,回归根本,从本质上思考这样一个问题:在当前的大趋势下,我们到底怎么把企业做好?我坚信,只有好的企业才能够在各种复杂环境下灵活应对,立于不败之地,扬长避短,不断做大做强。

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