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| | | | 《信息周刊》研究部对中国 cio领导力的现状作出了如下的分析： •职位描述–尽管调查对象在各自的组织中都承担着首席信息官（CIO）的职责，但是从职位来看，仅有22%的调查对象明确表示他们是“首席信息官”，绝大部分（超过56%）调查对象的职位仍然是“IT经理”或是“信息中心主任”； •职业背景–首席信息官们的职业背景以技术背景居多，占到了将近70%。 •汇报机制–接近54%的CIO直接向首席执行官或是总裁汇报，但也有接近32%的CIO是向公司其他高级管理层汇报的。另外分别有5%和9%的CIO向cfo target=_blank class=link_tag>CFO和COO汇报。 •关注重点–就IT方面而言，CIO关注的重点仍集中在具体、细节的问题上；公司业务方面，无论是当前还是在将来，CIO们最关注的都是“统一业务流程”。 •对外合作–和外部供应商的关系方面，44%的CIO不清楚有多少家IT供应商，接近60%的CIO没有习惯固定会见客户。 •困难压力–CIO在工作中最大的困难集中在“业务目标和IT项目建缺乏统一性”“公司员工素质和能力有待提高”“证明IT对公司业务的价值”“IT预算不足”以及“和业务部门的沟通交流”。 •成功要素–CIO们共同的认识是要成为一个成功的CIO，将业务和IT工作经验相结合的能力，沟通交流的能力以及战略思考和规划的能力最为重要。而推动变革和项目管理的能力也不能忽视。 •IT预算–CIO的IT预算最多的集中在100万到500万之间，另外超过1/4的CIO的IT预算少于100万。5000万以上IT预算的CIO仅为7%。和去年相比，54%参加调查的CIO所在公司2006年的IT预算都有增加。 以下是转载的张瑞敏先生的一篇文章，从我的角度来看，我觉得这不仅仅是海尔的三道坎，也应该是国内所有优秀企业实现全球化的三道坎。
2006年，海尔将实施新的战略发展方向，即：全球化品牌战略。这不仅对海尔，对全国的企业都是一个新的课题。
在全球化运作的能力方面，我们的国际化名牌的对手，有着我们所不具备的全球市场网络和全球化竞争的素质。我们之前已经做了很多探索，我们上一个阶段叫做国际化战略阶段。国际化战略和全球化品牌战略有很多类似，但又有本质的不同：国际化战略阶段是以中国为基地向全世界辐射，但是全球化品牌战略阶段是在当地的国家形成自己的品牌；国际化战略阶段主要是出口，全球化是通过本土化创造自己的品牌。
我们从1984年创业至今只是较好地抓住了国内机遇，但完成全球化品牌的战略还有很长的路要走。在全球化品牌战略阶段，对海尔来说还是非常困难的，我觉得至少要过3道坎。
第1道坎是：从入围资格到进入决赛圈。
现在的中国企业在全球化、国际化的市场上有没有资格都是一个问题，更不要说参加决赛了。入围资格首先是解决布局问题。海尔在全世界有30个制造基地，要想在全世界都布满了，那还需要很大的力度。你到全球去布局，为品牌打广告，没有钱是做不成的。到中国来的外国企业，他们在全世界都布局完了，中国是他最后一个进入的市场，他可以利用原来上百年的积蓄、上百年的力量把中国的市场做好。我们只有20年，集中这点小小的力量要进入那么多的世界市场，对我们是一种制约。
从企业的全球化竞争力看入围及决赛的问题，我们则要提升产品和企业运营的竞争力。产品的竞争力包括产品的质量和研发。我们的专利在中国家电企业中算是最多的，到国际市场这只是一个竞争的必要条件，但不是充分条件。充分条件是你必须把这个专利，转化到市场上有差异化的产品上。要参与国际竞争很重要的是企业运营的竞争力。归结起来就是3个流：物流、资金流、信息流。这三个流我们在中国做得很好，到国际上还有差距。国外市场有决赛资格的只是几家垄断企业，要挤进去就要做长期的努力和奋斗。这是我们遇到的第一道难题。
第2道坎是：进入决赛后，从机遇利润到双赢利润。
进入决赛不等于你有利润，没有利润你赔钱进去，最后还要退出来。中国企业一开始利润都很好，现在利润都非常困难，有的是全行业亏损，为什么呢？我们一开始的利润是怎么来的？不是靠企业的竞争力来的，是靠改革开放的形势带来的。原来整个市场一片空白，你干什么赚什么。但是现在进入全球化不可能有这么好的机会，剩下的就要靠自己。
我觉得今后的利润没有机遇利润，而是双赢利润，就是你有什么样好的资源，人家给你什么样好的资源，是资源换资源。上游的供给方能否给你优质资源完全取决于你的资源。像英特尔这种大公司，它给你的东西绝对取决于你自己：你要的量很大，你的发展前景很好，它给你的产品就很好，而且价格会很低；如果说你要的量很少，价格高一倍。还有的供给方可以提供它的设计专利和资源，但这也取决于你产品的竞争力。下游企业也是一样。到大客户中去，它们是否给你提供最好的位置，完全取决于你的产品是否比它现在销售的产品赚得更多。对用户亦然，用户能否掏钱，取决于你的产品能否比其他产品为他带来更多的实惠。
第3道坎是：获得利润后，要从单一文化转变到多元文化，实现持续发展。
有双赢能力才能获取利润，也才有了真正在市场上发展的后劲。双赢能力取决于你比竞争对手更多更快地创造需求。这一切又取决于人的竞争力，而且是遍布全球的人的竞争力，因此就有一个企业文化的问题：怎样从单一文化到多元文化。
海尔原来的企业文化是植根于中国传统文化当中的，而且面对的是中国员工，大家有共同语言。中国的传统文化，很多东西都被我们吸收了，比如“三纲”，可能就是我们这个文化的基础。但是到了国外，文化的差异会很大。比方欧美，就是一种休闲文化，休闲是不可侵犯的。日本人也没法接受海尔的文化，特别是年纪比较大的，因为日本的“年功序列”工资制度与海尔的“彻底的成果主义”文化有冲突。当然在东欧、中东有些文化差异也给我们带来了很多新课题。
所以，我们现在制定了新的企业精神和工作作风，其目的就是适应全球化品牌战略的发展。企业精神就是“创造资源，美誉全球”，这和原来的企业精神最大的不同是：一个是强调以中国为据点，向全世界辐射；新的企业精神就是强调全球化，美誉全球。我们新的工作作风是“人单合一、速决速胜”。原来主要是强调速度，在市场机遇多、市场空间大的形势下，速度是第一位的。更快地抓住市场机遇，虽然准备还不足，但市场供不应求，也会赢；开发的产品有一个成功也会赢，因为利润空间大。而今天不但要有速度，还要有速度与精准的统一，因为环境变了。人单合一可以让不同文化背景的人都可以接受。因为这是最起码的职业道德。 问题1
“自主创新”满天飞，谁真谁假？
鼓励创新杜绝“假冒”
“委员疑问”王弭力委员：自主创新满天飞，从南到北，从传统领域到高新技术，仿佛一夜之间，中国就成了一个自主创新的大国，有人开玩笑说，如果把这么多自主创新都加起来，中国早就成为“创新型国家”了。
自主创新究竟有无概念和内涵？有无界定？
中国人“一阵风”的习惯对自主创新会有什么影响？对这种现象如何看？
“部长作答”徐冠华：全社会都关注自主创新是好事。但是推进自主创新需要付出艰苦的努力，需要有坚韧的执著和持久的耐心。无论是大创新，还是小创新，我们都鼓励，但要杜绝“假冒伪劣”。
问题2
科技投入增加了，效率能不能增加？
经费使用全程监管
“委员疑问”陈剑虹委员：今年中央财政性科技投入将增加到716亿元，比上年增长19.2%.现在人员、设备和资金都有了，但是低水平重复现象严重。我想问：建设创新型国家，在目标明确的情况下，如何整合好这些资源，运用好这些科技投入，提高投入效率？
“部长作答”徐冠华：“十一五”期间，科技部将进一步突出重点，做到有所为、有所不为；进一步优化科技投入结构。加大对资源、环境、农业等社会公益类研究和基础研究等的支持力度，加大对人才队伍和基地的稳定支持力度；进一步强化经费监管制度，对科技经费使用的全过程实施有效监管。
问题3
企业真的能成为主体吗？
坚信企业能成创新主体
“委员疑问”任玉岭委员：我们在调查时了解到，上海企业对国外技术依赖度高达75%.一边是科技经费迅速增加，一边是科技对外依存度上升。在这一背景下，企业真的能成为技术创新的主体吗？
“部长作答”徐冠华：能！
通信领域的中兴、华为，家电领域的海尔、海信，汽车领域的奇瑞、吉利……现在不是已经有很多实例了吗？有的企业一年的研发投入就达到几十亿元。我始终坚信，只有以企业为主体，才能坚持自主创新的市场方向，切实增强国家竞争力；只有产学研结合，才能有效配置科技资源，激发科研机构的创新活力，使企业获得持续创新的能力。
问题4
创新文化能跟上吗？
深化改革创造创新环境
“委员疑问”刘玉岭委员：论资排辈、枪打出头鸟……传统文化中既有鼓励创新，也有不利于创新的一面，增强自主创新能力，文化环境能跟得上吗？
“部长作答”徐冠华：创新文化确实还存在一些不尽如人意的地方。例如，存在急功近利、急于求成的倾向，对科学的积累、队伍的培养等长期安排重视不够，一些科学家不能淡泊名利、潜心科学研究；没有形成宽容失败、鼓励争鸣的宽松学术氛围，在现行的科学评价中，论资排辈的现象还比较严重；没有坚持“以人为本”，存在“重物轻人”的现象，抑制科技人员的创新热情。为此，我们要深化改革。
问题5
年年反浮躁，科研浮躁何时了？
信息公开扭转局面
“委员疑问”黄尚廉委员：年年说浮躁，年年反浮躁，浮躁风究竟什么时候才能刹住？我们要小心“黄禹锡事件”在中国重演。
“部长作答”徐冠华：为扭转这种状况，科技部采取了完善科技评价体系、加强专家信用管理、完善科技经费监管等一系列应对措施。
下一步，我们还将发布《国家科技计划经费监督办法》，实现经费监督的制度化和长效性；建立专业化的项目管理机构；明确科技部、各主管部门和依托单位的管理职责，建立制度化、全过程、权责明晰、分工协作的监督责任机制；建立“一站式”的科技经费管理信息平台，科技项目全部网上申报，加强信息公开，欢迎全社会监督。
问题6
高层次人才何时走出“短缺”？
科技鼓励探索宽容失败
“委员疑问”高文委员：人们从内心呼唤杰出科学家。国内缺乏领军人物，更是缺乏科学大师，这个问题如何解决？特别是在IT等领域，许多优秀人才都在外企工作，我们该怎么办？
“部长作答”徐冠华：我们要进一步倡导鼓励探索、宽容失败、敢于冒尖、甘于寂寞的创新文化，为高层次人才的脱颖而出创造条件。今天的“小人物”，明天也许就是大师。国家自然基金、863、973等重大科技计划均对支持青年学者自由学术探索和非共识项目有具体的安排。科技部对“小人物”的支持也有一些具体措施。例如，对于具有自由探索特征的项目，在立项时采取特殊的评审机制。 在我们的传统文化里面，这样的题目听起来非常crazy。但实际上在我们的工作当中，我们自身经历或者常常听到身边的人抱怨自己与上司难以相处，这样的抱怨之后似乎离职成了唯一的选择。 可是人与人是不同的，不同的思维方式、管理风格、价值观。这样的不同往往也就造成了鸿沟甚至于冲突，而且这种不同无处不在，也许变化的只是程度的相异罢了。因此这个问题单靠离职这种消极的逃避方式是无法彻底解决的。那么真正的唯一办法就是学会适应和有技巧的应对了。下面的这篇文章就是尝试着给我们一些建议---tips for training your boss to be a better manager.
By Arlene S. Hirsch
Work can be miserable when you and your boss don't get along. At times, quitting may seem to be the only option.
When she was a working journalist, Jill Geisler decided she didn't want to work for someone she remembers as a "gloriously imperfect" boss. "Picture Anthony Quinn, Vince Lombardi, and Hawkeye Pierce all rolled into one man," she says. "Volatile. Demanding. Larger than life."
Ms. Geisler, now a group leader in St. Petersburg, Fla., for the Poynter Institute, a training center for journalists, sought advice from a mentor, who counseled her to get to know her boss before making a rash career decision. Now she's glad she did.
She and the man she didn't want to work for are good friends who laugh about their rocky start 15 years ago. Despite differing styles, they both valued high-quality journalism and community service. Once Ms. Geisler had earned her supervisor's trust and respect, she could question and challenge his decisions and even nag him about his idiosyncrasies.
One reason the relationship succeeded is that Ms. Geisler took responsibility for making it work. Her candor beCAMe the foundation for a close and fruitful professional partnership.
If you work for an imperfect boss, what are you prepared to do about it? These suggestions from consultants and employment experts can help you to improve your relationship with a new or long-time supervisor:
1. Learn how to deliver news.
Determine how your boss likes to receive information, says Patti Hathaway, an organizational-change consultant in Westerville, Ohio, and a co-author of "Managing Upward: Strategies for Succeeding With Your Boss" (Crisp Publications, 1992). Figure out if you should write memos or send e-mails, schedule a meeting or make a phone call.
"Your style may be different than theirs," says Ms. Hathaway. "If you want to influence that relationship, you'll need to adapt to their preferences."
For instance, does your boss prefer details or just the bottom line? Competition or cooperation? Often, we present ideas as we would like them to be presented to us, when, in fact, the key to managing someone is to try and meet their needs, not ours.
When a new chief executive officer arrived at a well-known retailer, he established an open-door policy so he could get to know his new employees better. Three days into his new job, the CEO received an unannounced visit from a marketing manager who had bad news to deliver. Many employees were sub-par, including the entire customer-service team, several sales representatives and many administrators, the manager said.
Open-door policy notwithstanding, the new CEO didn't appreciate receiving what he viewed as arrogant, inaccurate and overly judgmental pronouncements. From that day forward, the marketing manager's dealings with the CEO relationship were strained, and they soon parted ways.
"There's an art to presenting issues to the boss. Employees who hone that skill stand a better chance of obtaining positive results," says Ms. Geisler, who now trains managers. "Frame your advice positively. Avoid loaded words and phrases. When you say: 'Everyone knows we have a problem with...' your manager may hear it as a personal accusation instead of an idea for a solution."
2. Learn your boss's likes and dislikes.
Your boss's imperfections offer great opportunities for you to grow, says Ms. Geisler. Start by studying your supervisor and learning his or her values, priorities, strengths, weaknesses, and expertise.
The key to understanding and managing your relationship is knowing what makes your boss "tick," says Ms. Hathaway. What are his or her pet peeves? Can you tell when your boss is angry or satisfied?
She suggests observing what someone who gets along well with your boss does that makes them so successful. If you are too close to the relationship to be objective, observing someone else can help you learn what's effective.
It's important to clarify a boss's goals and expectations, says Johanna Rothman, CEO of Jrothman Consulting Inc., an information-technology firm in Arlington, Mass. "Help them become familiar with the role you play, and how your activities can contribute to their goals and accomplishments," she says. 由change management learning center发起的2005年变革管理最佳实践标竿管理研究报告，邀请了411位来自59个国家的业内人士参与。以下项目成功的三个最关键要素就是来自这份报告。希望它能为您管理好2006年的项目和业务变革提供一些有价值的参考:
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Active and visible sponsorship.
Strong executive sponsorship was the most frequently cited contributor to success, cited three times more frequently than any other factor. Employees want the project sponsor to demonstrate their dedication to the change and share how this change relates to the direction of the business. Participants cited three primary sponsor roles: participate actively and visibly throughout the project, build a coalition of sponsorship with peers and managers and communicate effectively with employees.
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Use of change management processes and tools.
Effective use of change management as cited by participants included the use of proven change management methodologies, dedicated change management resources on the project team and early planning for change management. Participants also cited the importance of recognizing early wins and celebrating successes.
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Effective communications.
Participants cited face-to-face, two-way ongoing communications as important for project success. Attributes included open communications that begin early in the project and that focus on building awareness of the business reasons for change. Communications should be ongoing and frequent throughout the project. ERP的实施会带给企业很多利益，比如成本下降、效率提高、系统整合、管理的可视化等等，但是也必须注意因为一套ERP系统实施所带来的一些弊端，比如管理的灵活性、昂贵的实施成本等。 以下是一篇摘自ittoolbox.com的利弊分析：
Advantages:
Integration
Integration can be the highest benefit of them all. The only real project aim for implementing ERP is reducing data redudancy and redudant data entry. If this is set as a goal, to automate inventory posting to G/L, then it might be a successful project. Those companies where integration is not so important or even dangerous, tend to have a hard time with ERP. ERP does not improve the individual efficiency of users, so if they expect it, it will be a big diSAPpointment. ERP improves the cooperation of users.
Efficiency
Generally, ERP software focuses on integration and tends to not care about the daily needs of people. I think individual efficiency can suffer by implementing ERP. the big question with ERP is whether the benefit of integration and cooperation can make up for the loss in personal efficiency or not.
Cost reduction
It reduces cost only if the company took accounting and reporting seriously even before implementation and had put a lot of manual effort in it. If they didn't care about it, if they just did some simple accounting to fill mandatory statements and if internal reporting did not exists of has not been fincancially-oriented, then no cost is reduced.
Less personnel
Same as above. Less reporting or accounting personnel, but more sales assistants etc.
Accuracy
No. People are accurate, not software. What ERP does is makes the lives of inaccurate people or organization a complete hell and maybe forces them to be accurate (which means hiring more people or distributing work better), or it falls.
Disadvantages:
Expensive
This entails software, hardware, implementation, consultants, training, etc. Or you can hire a programmer or two as an employee and only buy business consulting from an outside source, do all customization and end-user training inside. That can be cost-effective.
Not very flexible
It depends. SAP can be configured to almost anything. In Navision one can develop almost anything in days. Other software may not be flexible. 商学界研究绿盛、天畅模式两大创新点 绿盛还想“绿化”“中国博客网”
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来源:每日商报 时间:2006-01-05 13:31:31
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绿盛与天畅的合作引起了商学界的关注，以两家公司“牛肉干+网游”的合作模式为研究对象，浙江大学的208位博士生和研究生组成了一支专题研究小组。昨日，一份题为《绿盛－天畅R&V非竞争性战略联盟案例研究报告》正式公布。欧洲两家MBA学院也前来联系，希望能将该案例加入其MBA课程。《报告》着力阐释了模式中“非竞争性联盟”这个创新点。企业之间的联盟在商界并不少见，报告认为，联盟会给双方带来好处，然而，实际操作中，联盟的失败率却相当高，因为传统的联盟往往是上下游产业（如丰田公司与它的供应商）或相关产业（如通用公司和丰田公司）之间的合作。上游企业想提价，下游企业想压价，而相关产业的公司则期望从对手身上学到核心技术，这意味着，在合作的同时，竞争也无时不在，一旦一方对收益成本比不满，联盟就会解除。
“而绿盛与天畅之间的联盟则不存在竞争，这几乎是前所未有的。”报告的执笔者倪旭冬说，绿盛是传统的食品制造业，而天畅是前卫的网络游戏开发商，两者相差甚远，不存在占领对方市场的可能性。同时，在联盟中，绿盛让《大唐风云》中的人物出现在QQ能量枣的外包装、广告中，《大唐风云》则让QQ能量枣成为游戏中的能量补充剂，提供体验型附加值这一无形资源，双方相互成为对方产品的宣传平台，而宣传成本的增加却几乎为零，这种嵌套式的联盟使双方处于共赢状态，甚至可以说，两者的产品形象是密不可分的，这极大巩固了联盟的稳定性。
目前，绿盛与天畅的这一合作模式已经赢得了积极的市场反响。据绿盛老总林东介绍，QQ能量枣自去年12月12日推出以来，至今已出货1830万元人民币，而去年同期，绿盛新推的一款同类产品一个月的出货量仅为300万元人民币左右。而尚处于技术测试期的《大唐风云》也是人气大增，“QQ能量枣推出以后，《大唐风云》的玩家人数一直在急剧增加。”天畅老总郭羽说。
同时，绿盛、天畅模式的另一创新之处还在于其寻求到了传统与网络企业异业合作中“R（Reality现实）&V（Virtuality虚拟）”的结合点，这种联盟具有极大的开放性，可以不断接纳新的合作者。据透露，无论是绿盛还是天畅，要求联盟的合作者是络绎不绝。昨天，林东表示，目前，绿盛已经谈妥了与“中国博客网”的合作，今后，在QQ能量枣的外包装上，除了美丽的太平公主，还将出现“写博客，吃能量枣，享受健康网络新生活”的字样和漫画，而他们的R&V战略联盟也多了一名成员。
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在企业对于IT投资越来越审慎的今天，如何在企业内外部进行有效的IT营销显得越来越重要。目前看来，越来越多的IT部门负责人已经开始重视IT营销，形式多样，比如年度报告啦、宣传册啦、定期IT新闻发布啦等等铺天盖地而来。但是这样的营销效果是否有效呢？有哪些技巧可以帮助IT实现有效营销呢？下面的这篇文章将告诉你。 IT Marketing Smart I recently read an annual report from the IT department of a major semiconductor manufacturer. At 30 pages long with a lot of nine-point font, it’s an impressive document—full of information about missions, values, strategies, objectives, organizations, projects, service levels, costs and impact. But what is the value of this tome in a world where the success of communication often hangs on the phrasing of an e-mail subject line? cios have entered the marketing game today, with the ultimate goal of increasing customer loyalty and securing funding. In addition to annual reports, brochures and newsletters, IT marketing approaches that CIOs have used include showcasing IT awards, publicizing service level metrics, branding projects, conducting town hall user meetings, publishing a catalog of services and reviewing business unit performance (according to a May 2004 survey by CIO magazine). Yet marketing veterans caution that these approaches can backfire—particularly in organizations where IT’s credibility is already low and these programs are regarded as another example that CIOs are out of touch and out of step. Mass marketing approaches tend to fall flat if people’s personal experience counters what is being communicated. External IT awards and service level metrics can reinforce a positive impression but not sway those who are negatively disposed toward IT. Branding projects and town hall meetings are helpful in communicating change but have little impact on the approval process or the overall perception of success. Service and product catalogs can make it easier to do business with IT, but they typically are not utilized much by decision makers in the business. But if mass marketing methods can’t help the average CIO, then what’s the alternative? To evaluate what works and doesn’t work when it comes to marketing IT, identify your primary targets for persuasion—namely, the people who make decisions about IT and those who influence them. CEOs and their direct reports should not be the primary targets of IT marketing efforts. Successful CIOs market one or two levels farther down because they understand that senior executives are heavily influenced by key members of their own organizations. These managers have formed their own perceptions of IT, based on their own personal experiences and the urban legends recounted in the hallways. IT marketers should learn from the lessons of business-to-business marketing. Harvard Business School professor Das Narayandas, in a Harvard Business Review article titled "Building Loyalty in Business Markets," contrasts B2B efforts with mass marketing. Business markets consist of a relatively small number of customers—"segments of one," Narayandas calls them—that define value in different ways and desire customized products, quality or price. The sales process is typically lengthy due to the complexity of transactions and the large number of decision makers and staff types involved. If that sounds familiar, it’s because each IT customer is a segment of one. In contrast, mass marketing approaches for consumer markets (where there are many buyers with similar needs who purchase low-priced, mass-produced items on a frequent and efficient basis) don’t fit the IT challenge. Narayandas emphasizes that, although managing individual customers is difficult, it’s imperative in today’s business markets. It may distress some and please others to reaffirm what we all know: IT is a relationship business. The most effective marketing tool CIOs have are the people who interact with second- and third-level leaders in the business—the IT account managers, planners, function heads, and project and service managers. What Really Leads to Loyalty It’s the CIO’s job to ensure that IT products and services are cost-competitive and differentiated from competitors—those external service providers doing end runs around your department. You can do this by incorporating feel-good, intangible benefits such as: - Fast start-up pilot programs
- Pay-for-performance contracts
- Easy integration and guaranteed compliance with regulations and business continuity plans
- Service delivery above and beyond SLAs
- Free services that lower customers’ operating costs (for example, process and cost benchmarks, access to training)
While delivering against financial expectations will keep IT in the game, it’s these non-tangible services that foster long-term relationships and loyalty. Effective IT marketing consists of face-to-face communications with each segment of one to understand how that customer defines value and to ensure that IT is both delivering against their tangible expectations and over-delivering on the intangibles. By the end of every interaction with your department, it should be clear to customers why they are doing business with their internal technology provider. All the pretty IT marketing collateral should make CIOs a little squeamish. Mass-market communications that contain inferior product and service positioning set IT apart from the rest of the organization and can make CIOs look like a socially inept kid trying to get attention in inappropriate ways. 1942年，彼得·F·德鲁克（Peter F.Drucker）还是位于佛蒙特的贝宁顿大学（Bennington College）的政治学与哲学教授。当时他写的《工业人的未来》一书引起了通用汽车的传奇人物艾尔弗雷德·P·斯隆（Alfred P.Sloan）的注意。斯隆被这本书深深地折服，于是邀请德鲁克到通用汽车进行调研。尽管有人警告德鲁克，这很可能毁了他的学术前程，但是他还是欣然接受了这个邀请。德鲁克后来说到，当时就好像他单枪匹马开始了探索“黑暗的管理大陆”的旅程。这让他成为管理学的开创者。这一探索随着他11月11日的逝世嘎然而止，德鲁克享年95岁。
“彼得·德鲁克的逝世令世界失去了一位思想界巨擎，”沃顿商学院SEI高级管理研究中心主任尤拉姆（杰瑞）文德（Yoram (Jerry) Wind）说。“沃顿商学院和我失去了一位朋友，他的去世对无论是盈利还是非盈利组织的管理学领域来说都是巨大的损失。但是他的思想以及作为管理学巨擎的影响力将会世代相传。”
为了向德鲁克的传奇一生和他的思想致敬，沃顿知识在线邀请了数位沃顿商学院的教授来总结德鲁克对于管理知识最重要的贡献。他们的回答都来自于德鲁克关于管理学和营销学的诸多著作。在去年出版的《持久的领导力：你能从当代25位最有影响力的商界领袖中学到什么》一书中，沃顿知识在线和《晚间商业报道》节目把德鲁克列为过去25年中最有影响力的商界领袖之一。即使是评选过去50年中最有影响力的商界领袖，德鲁克也当之无愧。
“提到德鲁克的贡献，我能想到的最重要的东西就是他的著作，”管理学教授约翰·金伯利（John Kimberly）说。“对我来说，他所作出的贡献中最了不起的就是那么多的著作，而且这些著作既明白易懂，又具有深刻的洞察力。在超过半个世纪的时间里，德鲁克笔耕不断。虽然在这段时期内科技、市场和组织都发生了巨变，而他的洞见却永不过时，切中要害，反映出他对于世界热切的观察和他睿智的心灵。德鲁克具备一种高超的能力，能够切入很多人认为是非常复杂的组织和管理问题，指出最基本的原理。他提出的真知灼见总是很简单，却并不单纯。作为一位管理学领域真正的巨人，人们将会永远怀念他。”
伟大的复兴者
文德指出，最近对德鲁克的很多怀念和致敬都集中在他的30本著作上，这些著作已经被翻译成50种语言，发行了几千万册。“让我们也关注一下那些彼得·德鲁克一些不那么为人所熟知的事实，看看为什么我把他当作我们最好的榜样。”文德说，其中一点，就是德鲁克是“一位真正的文艺复兴主义式的人物。除了他那些著名的管理学著作（15本书，8套教学电影，10套网上课程以及无数的文章），社会、经济和政治著作（13本书和无数篇文章），彼得还在1979年出版了一本关于日本绘画的书以及两本小说（1982年出版的《所有可能世界的终极（The Last of All Possible Worlds）》和1984年出版的《做善事的诱惑（The Temptation to Do Good）》）。他对知识有着强烈的好奇心，并且具有强烈的社会责任感，这些都指导着他的兴趣和活动。”
除此以外，文德还补充说，德鲁克是一位“真正的跨学科的学者。在他的著作中，他把社会科学和行为科学与管理学连接起来，清楚地表明，没有任何管理方面的问题可以通过单一学科就有效地得以解决。”不仅如此，德鲁克还是一位“真正的把理论和实践相结合的整合者。纵观他的一生，他一直为无数或大或小的公司的高层提供咨询，同时也为众多的非盈利组织，比如红十字会、大学、医院、社区服务组织以及政府机关提供无偿的咨询。”
德鲁克把他对知识的广泛涉猎和与生俱来的沟通天赋相结合。“无论他是和人进行一对一的交谈还是面向成千上万的观众，他的幽默感、谦逊的品质以及对听众和读者的尊重让他受到了全世界各地听众的喜爱。”文德说。另外，德鲁克不知疲倦，工作勤勉。“他非常高产，而且活跃。虽然最后几年他已经从教职上退了下来，听力也有些障碍，但是他还是笔耕不断，继续和他人进行交流。”文德补充说，尽管这么多年，他受到了很多赞扬和荣誉，但是德鲁克仍旧保持了他谦逊的品质，住在“一个朴素的房子里，一直都是那么谦虚、和蔼、友好。他是一位当之无愧的‘贤士’。”
创新、组织和知识工人
索尔·C·斯尼德企业家研究中心主任，管理学教授伊安·C·马克米兰（Ian C. Macmillan）说，对他而言，德鲁克最大的贡献是关于创新和企业家精神的著作。他“撰写的关于创新和企业家精神的著作，是同类著作中最精练，但也是最全面的，”马克米兰说。“在《哈佛商业评论》不到10页的一篇文章中，他的真知灼见引导我对自己所做的所有事情进行了思考。这篇文章就是1998年底发表的《创新法则》。”
德鲁克关于商业企业组织的著作也同样具有开天辟地的地位，管理学教授马罗·F·古林（Mauro F. Guillen）指出。“在上个世纪40年代，德鲁克第一个揭示了现代企业已经发展成为高度复杂的组织，并且提出了组织企业架构的最佳方法，使得公司能够更加高效地运转。在大型工业企业领域，他的著作最直接，最有启发性。从我个人的角度来看，他最应该被记住的一句话出自他1954年出版的《管理实践》一书：‘无论各个经理人如何出色，一个糟糕的组织架构不可能产生出色的业绩。’”
管理学教授马歇尔·W·迈尔（Marshall W. Meyer）也认为德鲁克关于公司组织的著作非常重要：“人们会因为他提出了‘知识工人’这一说法而永远记住他，”他说。“然而，他最重大的贡献是他对公司的有机观点。他的见解非常不同与如今把公司看过是没有人情味的关系的集合的观点。在他的著作《企业的概念》中，他强烈地呼吁实行自我管理的工厂社区的出现。虽然这一呼吁并没有多少结果。他强烈批评过度职业化，以及把经理人孤立于社会的做法和观点。他还常常把经理人和指挥，公司和交响乐团相比较。”
管理学教授约翰·保罗·迈克杜非 (John Paul MacDuffie ）也和迈尔持相同的观点，认为德鲁克“很早就指出未来‘知识工人’的趋势，是非常有预见力的。”他补充说：“他随后又研究了这种趋势对于组织意味着什么，并且不断提出了很多真知灼见。甚至在他最早的一本关于通用汽车的书中，他就提倡经理人应该依靠和信任员工的经验，让他们在工作中拥有更多的自主权。”
德鲁克是第一个让知识工人“拥有自己产出”的管理学思想家，运营和信息技术教授拉维·艾隆（Ravi Aron ）说。有意思的是，这也让他对“知识型工作的外包现象产生了很大的顾虑。德鲁克觉得，公司不知道谁是他们的专家，这让他对那些所谓的知识管理项目产生了质疑。他很担心一旦公司把知识型的工作外包出去后，公司有可能会丧失重要的信息和见解。当你把知识型的业务剥离出来外包给其它公司，这可不同于和把球轴承生产外包给中国。”艾隆说。“这让他非常怀疑外包。我并不同意德鲁克在此问题上的倾向，但是这也是我所听到的反对外包的观点中最站得住脚的。”
营销大师
和他在管理学领域广泛的贡献一样，德鲁克在营销学方面的著作也同样重要，沃顿商学院的教授们表示。营销系主任斯蒂芬·J·霍奇（Stephen J. Hoch）把德鲁克形容为“管理学大师中的沃伦·巴菲特。他对管理和营销的分析总是精练并且切中要点。他从来不刻意讨好读者或使用那些时髦的字眼，而是通过直截了当的推理和表述明确的想法，来传递一系列信息。德鲁克以下这段论述至今仍是营销学的精髓：‘营销的目的是让销售成为多余的步骤。……它要非常了解顾客，使产品或者服务非常适合顾客，从而实现自我销售。在理想的状况下，营销应该让顾客做好购买的准备。’”
营销学教授大卫·J·鲁宾斯坦（David J. Reibstein）说他一生中最值得怀念的日子就是“七年前在德鲁克家和他共同度过的那天。这个对商业和社会产生如此巨大影响的人却非常谦虚朴素，他位于加州州克莱蒙的家俭朴而又非常舒适。他对商业领域的每一个方面及其在社会中的角色都有非常深刻的见解。德鲁克认为企业中最有价值的资产就是人。总得来说，他被视为管理学之父，但是我也把他当作营销学之父。他说，商业的作用就是创造顾客。他总是强调要重视顾客，理解他们最重视的东西。我想有许多学科都想推崇他为‘该学科之父’。在超过65年的时间里，他一直在贡献自己的作品，而他的思想永远都领先于我们的时代。”
德鲁克和沃顿商学院
过去几天里，有些作者指出，德鲁克没有在任何一所一流商学院得到终身教职，以此来抨击商学院，借此把商业教育的作用最小化。然而，事实是，德鲁克和学术界以及沃顿商学院有着非常紧密的关系，并且帮助指导了学校的不少项目。“我们沃顿商学院有幸有彼得这样一位亲密而又关心学校的朋友，”文德说。“在上个世纪80年代晚期，他鼓励我们开设SEI管理高级研究中心，并且是中心的第一位演讲嘉宾。在同一时间，他又牵头开展了沃顿管理2000项目，这个项目后来孕育出了90年代初一套新的MBA课程。彼得对我们新的MBA课程非常支持，还帮助推广这个项目。1993年他在SEI中心做了著名的‘新组织 (The New Organization)’演讲。当我们最近成立沃顿商学院出版社 (Wharton School Publishing )时，他也最早给我们支持，鼓励我们建立这个项目。我们沃顿商学院会想念他，而我个人也深深怀念这位朋友。”
马克杜非在MBA核心课程“职场人事管理”的最后一天引用了德鲁克关于经理角色重要性的观点。这句话是：“我希望美国的经理人们，其实也是全世界的经理人，都能够继续领会我从第一天就开始说的话：管理远远不只是利用官职和特权，也不仅仅是‘作交易’。无论是从商业角度还是别的方面，管理都会影响到人以及他们的生活。管理实践值得我们最大限度的注意，需要进行认真的研究。”
德鲁克研究管理学——事实上，是他发现了管理学，并且教授给我们管理能如何改变社会。他创造以及共享的知识让我们的世界更加丰富多彩。感谢你，彼得·德鲁克。 自己去年开始也在尝试着读读孙子兵法，但中途因为IBM的拆分项目中断了，至今没有继续。碰巧今天早上读到下面这篇文章，讲的是一个美国物流配送公司的cio如何从孙子兵法悟出其供应链优化之道的。 想把这篇文章推荐给大家的一个目的是，我认为，其实管理思想的背后是哲学在支撑，我们国家5000年的历史沉淀了很多朴素但至今璀璨无比的哲学思想可以供我们吸收 运用。 在您急于学习 消化西方前沿管理思想的时候，不妨静下心来，研读古人鸿著，您可以同样学到很多管理之道的。
The Tao of Supply Chains
The CIO of a national distributor says the lessons he gleaned from a 2,500-year-old Taoist philosopher helped him come up with a low-cost inventory system that worked.
BY MIKE HUGOS
Sun Tzu was a Taoist philosopher who lived in China about 2,500 years ago. He wrote a book called The Art of War. It isn't so much a book about war as it is a book about the art of competition and collaboration—whether in business, politics, the military or even sports. I have puzzled through this book several times, and the concepts that I have taken away have helped me develop and preserve a reputation for IT agility within my company.
My company, Network Services, is a nationwide distribution cooperative that sells food service items, janitorial supplies and printing paper. We are wholly owned by our 86 member companies, each of which has its own facility and internal IT system. They have local customers, and we work together to serve national account customers. Our members' collective revenue is over $7 billion, and Network's total national account revenue is over $500 million, growing by double-digit percentages every year. We provide customers with a tailored package of products and supply chain services to lower their overall operating costs.
One of our biggest national account customers is a chain of stores that each holiday season uses specially printed paper items to promote its holiday theme. These items are used in the customer's 4,500 stores during November and December, and when January arrives, any remaining inventory has to be written off. The same holiday print designs are never used two years in a row. In years past, there was excess inventory of around 4 percent, amounting to almost $600,000 in costs that had to be written off by the customer.
This retail chain hired a new purchasing manager who decided we could all do better than that this holiday season. He called us out to the company's headquarters last summer for a meeting. There, he announced his intention to reduce excess inventory of the specially printed holiday items by 50 percent or more. We still had to maintain 100 percent product availability for all its stores and minimize expensive movements of inventory from one region to another to meet unexpected demand. He asked us how we were going to work with him to make that happen. I told him we understood what he wanted and that we'd be back in touch with the specifics in a few weeks.
As we flew home, our sales director on the account told me this was a high-visibility project with the customer, and we had to figure out how to do it. He reminded me that it was already halfway through the summer, so we had to be ready to go in 90 days because we would begin stocking inventory in our distribution centers by October. And, of course, we couldn't spend lots of money on this because margins are tight. In addition, all the parties in this supply chain used different ERP systems. And even within Network, the 26 member companies that served the account used different ERP systems. Several times on that flight, I experienced a sudden falling sensation in my stomach, and it wasn't due to air turbulence.
Look for the Underlying Patterns
At times like these my identity as IT Agility Man hangs in the balance. Can I rise to the challenge, or will I flee in panic? Agility means doing three things: First, take a deep breath; second, take another deep breath; then, remember The Art of War and ask, "What would Master Sun Tzu do?"
The concepts that I've been able to absorb from Master Sun tell me that apparent complexity is really composed of simple underlying patterns. If I can discern those underlying patterns, then I can devise simple and effective responses. So what's the pattern here? As I saw it, the need was to track daily product usage, constantly update demand forecasts, move inventory so as to cover demand and use it all up by the end of the season.
That meant effective collaboration among all parties in the supply chain to respond as actual demand unfolded. If our initial assumptions about demand were not entirely accurate (and they never are), we needed to be able to reposition inventory among distribution centers earlier and more efficiently. No sudden air-freighting of paper goods to stores across the country.
So, I asked myself, "What can IT provide that will enable this collaboration?" Obviously, what was needed was a continually updated, end-to-end view of product in the supply chain that's visible at all times to people at my company, the manufacturers and the customer. That would be the basis for our collaboration and decision making.
I know of several fine software vendors' products that can do that, but they cost more money than I had to spend and took more time to install than I had available. So much for the orthodox ideas. What else could I do? Master Sun says, "Therefore, those skilled at the unorthodox are infinite as heaven and earth, inexhaustible as the great rivers." Wow. What unorthodox ideas could I come up with?
Master Sun says, "There are only five notes in the musical scale, but their variations are so many that they cannot all be heard. There are only five basic colors, but their variations are so many that they cannot all be seen." Does this mean that there is a combination of basic IT components that I could use to quickly create my end-to-end supply chain picture and keep it constantly updated?
What basic IT components do all parties in this supply chain have easy access to, and how can I combine them into the system I need? I'm not going to give you the whole answer because then you wouldn't get to practice your own agility and figure it out for yourself. But I will give you some hints. The components are spreadsheets, text files, e-mail, a few webpages, a relational database and some Java programs that took about three weeks to write and test.
We assembled these components into a system that collected data from all members of the supply chain. The data consisted of inventory amounts that were in production, in warehouses and on order. It also included invoice data that showed our deliveries to the customer's stores, which allowed us to track actual demand at the store levels and regional levels.
The system was up and running by October. It was extremely cost-effective to build. We used it to facilitate conference calls that increased in frequency as the season progressed. On those calls, we all reviewed the numbers and projected run-out dates. We made decisions and continued to tweak the system to incorporate new views of the data and new calculations.
We reduced excess inventory from 4 percent last year to 1.3 percent this year on increased total sales, and the dollar value of the excess inventory dropped to less than $200,000. As we reviewed the holiday season results this January, the new purchasing manager said he was quite pleased with our performance. We are working with him and the manufacturers to document what we learned, make further improvements and extend the system to cover the rollout of other new products—not just holiday items. Thank you, Master Sun.
作者：czf | 2005年08月01日 21:12 | 原始出处： 新语丝
1.国外咨询公司的咨询报告作为一个项目，其价格在200万-2000万人民币之
间，200万以下算很小的项目，项目平均金额大概在500-1000万人民币左右，实施
周期为3-6个月，这个金额和时间使得工商管理学科、理工科、社会科学所有的纵
向或横向课题的经费象小儿科一样。
2.如果是民营企业或者是跨国公司在华分支机构出钱，无可厚非，纯粹是商
业行为，一个愿打，一个愿挨，与我等无关。
3.如果是国有大型企业向海外初步扩张，需要交学费，例如首钢、海尔、中
兴、中石化等，确实是交了国际化的学费，这种情况我们应该鼓励花大价钱清咨
询公司，免得到时候亏损更大，我们也认了。
4. 但实际情况是McKinsey，BCG，Deloitte等国外著名管理咨询公司，在中
国的项目来源至少30%-40%来源于国有大型企业，主要是企业战略咨询等，这个
玩意永远没法证伪。以McKinsey为例，其公认为失败的例子远有实达和乐百氏，
近有联想集团，我最搞不懂的是就连上海南京路的开发也要花钱清McKinsey（此
项目因为是建立市场影响的项目，据说价格很低，但也不是小数目）。大型国有
企业如上汽集团、上广电、招商局等付给McKinsey的钱不少于3000万-1亿。当然，
象天狮集团、均瑶集团、德隆集团等民营企业花钱找McKinsey是他们自己的事。
5. 温元凯的南洋林德，北大纵横，亚商管理咨询等国内咨询公司为什么做
不大，很大一部分原因是国内的咨询大单往往给了国外著名公司。
6.关于如何判断管理咨询的价值、真伪的问题，业界分歧很大，但一个1000
万人民币的项目，4-5个顾问做3个月就交差，最后报告往往是200-300页的幻灯
片，从作为咨询工作成果的幻灯片到咨询合同，里面都有咨询公司类似于免除责
任的条款。我国国有企业和政府机构每年支付给国外管理咨询公司的费用高达数
亿人民币，这些项目绝大多数是企业内部发展和战略研究的问题，在跨国并购和
国外投融资等专业性很强的领域反而不多。
7. 作为纳税人可以问问国资委：国有大型企业支付的咨询费发挥了什么作
用，难道每张幻灯片真的价值5-10万吗？难道在中国接受本科教育，在国外读
MBA回来的聪明人（写幻灯片的项目骨干大多在25-35岁之间，但拿下单子的合伙
人一般在35-45岁之间）对中国和企业自身的了解，以及对企业管理理论与经验
的掌握，真的超过你们招聘的国内大学的博士或硕士吗？你们自己的战略研究部
门干什么去了？如果是需要第三者的独立眼光，那么为了这种独立的判断，难道
需要支付建立50所希望小学的项目费用去阅读一份永远不会被认真执行（或者根
本就无法执行）的咨询报告吗？
8. 对于国外战略管理咨询公司的报告，业界公认为难以执行，为什么？因
为写报告的人从来就没有或没有机会担任过企业战略执行者的角色，也不会为如
何执行来检验咨询效果而承担责任。
9. 很多国有企业也知道咨询效果不佳，但促使他们反复买单的原因主要是：
逃避企业战略决策责任、用著名公司的观点去影响上级部门或政府的决策。如果
成功了，是国有企业领导人当时请的咨询公司正确，执行得力，如果不成功，就
是国外最好的管理咨询公司的方案都不能成功，领导层没有责任。这是典型的日
本公司的思维，为了怕承担责任总是找大公司做IT项目或者咨询项目。
10. 所有大的管理咨询公司的理论模型、分析框架，我们学理工科的人会认
为太简单了，所有报告中的图表都及其类似，因为PPT的模版文件是一样的。所
有的观点你不能说他错误，但也不能说他正确。因为几乎没有公司认真按照咨询
报告去实现，认真去实现了的，结局总是悲惨下场，如实达集团在3个月内去实
现McKinsey的销售管理变革方案，导致一蹶不振。乐百氏遵循McKinsey的战略放
弃碳酸饮料市场，导致连企业老板兼创始人卖掉了公司。
11. 对于管理咨询这样的实践性学科，既然无法证真或者证伪，我们为什么
还要付这么多的钱去买不中用的报告？这些钱用在数学、基础物理、天文等冷门
的理科学生身上，投入产出比不是更高吗？
这些想法，在我心里憋了很久，不吐不快，希望与对这些行业有了解的同仁
进行交流。
文章介绍的是一间公司实施CRM以后，其效果远不如预期那么好，相反很多情况更加糟糕。为什么会这样呢？ 关注技术实现远多余业务需求分析是失败的关键原因，这也是国内很多企业在业务系统实施过程中应该多多借鉴和学习的地方。
以下资料来源: www.cio.com
IT's Hardest Puzzle
Getting people to use a new system correctly is much harder than getting it up and running.
BY MICHAEL SCHRAGE
After a year's worth of analysis and argument, a large division of a global telecom company committed itself to a major CRM deployment. This would be a Big Deal. The CRM vendor agreed to make a few nontrivial changes in its software to accommodate the Global Giant—that is, "to close the deal"—and both corporate IT and divisional IT agreed on the specs, the pilot and the implementation. Budget and schedule seemed reasonable.
Global Giant's sales, marketing, customer service and channel management departments, on the other hand, had yet to resolve their implementation concerns. They argued they couldn't realistically assess the business impact of a major system they'd never used before. They would work out their differences in the rollout.
While this didn't make the vendor, IT or Global Giant's management committee very happy, there was an undeniable logic to that argument. Having lived though a painful ERP implementation, everyone figured that the CRM implementation couldn't possibly be as bad.
They were wrong. Big time. Not even a year into the rollout, the vice president of sales was asked to resign. The head of channel management quit in frustration. Marketing and customer service—which had previously enjoyed cordial relations—hated each other with a passion. More important, several key customers of the telco, as well as some of its channels (stores and value-added resellers), didn't like how their business relationships were now being technically mediated and managed.
The irony? The CRM technology worked perfectly. IT and its vendor delivered what they had agreed upon and promised, on time and within budget. Virtually every technical milestone had been attained. Virtually every customer-touch and customer-tracking process that had been selected by sales, marketing, customer service and channel management ran like an ibex on steroids.
Unfortunately, no one—except IT—used the CRM the way it was supposed to be used, including the customers and the channels. To the contrary, the telco's CRM deployment was a festival of perverse consequences. For example, the stores and value-added resellers were supposed to use the new CRM to manage their own inventory and fulfillment requirements independent of the salespeople. This didn't make the salespeople particularly happy, but it gave them more time and opportunity to sell.
However, these channels kept coming to the salespeople to see if they could get better terms than what the CRM was offering. A few of the cleverer and more—ahem—"customer-oriented" sales folks figured out how to "game" the CRM so that their channel customers got better price, delivery and credit terms. This unexpected intervention mes |
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