Combative companies are brittle. Usually they are based entirely around financial rewards, and when the profits slide, there is little staff or customer loyalty to fall back on. RBS under Fred “the Shred” Goodwin had a reputation as a ruthless acquirer, winning hostile takeovers for NatWest and ABN Amro. But in 2008 the bank had to be rescued with a state injection of £46bn. Its corporate culture of arrogance contributed to its downfall.
好斗的企业缺乏韧性。通常而言,它们完全建立在经济回报的基础上,利润一旦下滑,很少能依靠员工或客户的忠诚度。在绰号“粉碎机弗雷德”(Fred the Shred)的弗雷德•古德温(Goodwin)的领导下,苏格兰皇家银行(RBS)赢得了“无情收购者”的名声,成功地敌意收购了国民西敏寺银行(NatWest)和荷兰银行(ABN Amro)。但在2008年,苏格兰皇家银行却不得不接受纾困,英国政府向其注资460亿英镑。该行傲慢的企业文化促成了它的垮台。
Nice companies are more pleasant to work in, and if you agree with management guru Peter Drucker that “culture eats strategy for breakfast” you should consider subscribing to the Peter Mead school of business. But in the shorter term, aggression can eat nice for breakfast too.
友善的企业让人更乐于为之工作。如果你认可管理学大师彼得•德鲁克(Peter Drucker)说的那句话,即“文化能把战略当早餐吃”(culture eats strategy for breakfast),你应该考虑赞同彼得•米德学派。但短期而言,积极好斗能把友善当早餐吃。
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