“如果东西已经坏了,必须深入内部,把它彻底撕开,”领导力咨询公司Heidrick & Struggles的副董事长杰夫•桑德斯说,“但如果东西还没有坏,把它撕开的话,它很可能就此瓦解。”
Cultural flexibility
企业文化适应力 Hero hires can certainly fail. AOL (AOL) CEO Tim Armstrong has struggled to turn the company around after leaving his position as head of Google's (GOOG) U.S. ad sales two years ago, Useem says. Ed Zander, a star at Sun Microsystems, was brought in to revitalize Motorola (MSI) but floundered there before leaving in 2008.
救世主当然也可能失败。乌西姆指出,美国在线(AOL)首席执行官蒂姆•阿姆斯特朗自两年前离开谷歌(Google)美国广告销售主管一职后,一直在为改变美国在线的现状苦苦挣扎。摩托罗拉(Motorola)曾寄望于IT公司Sun Microsystems的明星经理人埃德•詹德的加盟能让公司重新焕发活力,但他直到2008年离职都未有建树。
"Most often, the problem is a cultural one," Sanders says. But cultural problems can be difficult to diagnose until a new CEO is dropped into the company's pool.
“很多时候,问题在于企业文化,”桑德斯表示。然而,新任首席执行官在深入企业前很难诊断这些问题。
Hot new hires often fall into the white knight trap. This has been a problem for GE (GE) executives, Useem adds, many of whom have left their old jobs for new positions at other companies. "The outside companies know anybody from GE ought to be good," he says, and while they were good at GE, they didn't perform as well outside of GE's unique environment.
【怎样的人才是企业白衣骑士?】相关文章:
最新
2020-09-15
2020-09-15
2020-09-15
2020-09-15
2020-09-15
2020-09-15