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后CEO時(shí)代呼喚集體領(lǐng)導(dǎo)

后CEO時(shí)代呼喚集體領(lǐng)導(dǎo)

Doreen Lorenzo 2012-01-12
在復(fù)雜的商業(yè)環(huán)境里,創(chuàng)新型公司必須從一言堂模式向依托團(tuán)隊(duì)領(lǐng)導(dǎo)的模式轉(zhuǎn)變。

????我們是否已經(jīng)進(jìn)入后CEO時(shí)代?

????這是個(gè)特別合時(shí)宜的問(wèn)題,原因不僅僅在于眼光獨(dú)到的技術(shù)先驅(qū)史蒂夫?喬布斯剛剛逝世不久。這位蘋(píng)果公司(Apple)核心創(chuàng)新者的離世令許多人倍感絕望,因?yàn)樗麄兿嘈牛翘O(píng)果公司背后唯一的推動(dòng)力。人們認(rèn)為,CEO是公司里唯一有能力改變世界的人。這種想法不僅非??膳?,同時(shí)也有失公允。假如這種觀念成為美國(guó)創(chuàng)新的模式,那將是非常危險(xiǎn)的賭博。

????現(xiàn)在,我們應(yīng)該轉(zhuǎn)變思想了。整個(gè)行業(yè)——出版、金融、汽車(chē)、房地產(chǎn)等等,不一而足——甚至整個(gè)國(guó)家都在經(jīng)歷變革。曾經(jīng)強(qiáng)大的經(jīng)濟(jì)體陷入困境,而新興經(jīng)濟(jì)體與他們既競(jìng)爭(zhēng)又合作。全新的商業(yè)模式取代了舊有的模式,這些新模式常常以軟件和服務(wù)為中心。這個(gè)世界正變得越來(lái)越復(fù)雜。世上的CEO們作為企業(yè)的領(lǐng)導(dǎo)者,將越來(lái)越難以單獨(dú)行事。只有建立和維持一個(gè)強(qiáng)大、靈活、多樣和緊密團(tuán)結(jié)的領(lǐng)導(dǎo)團(tuán)隊(duì),才能迎接未來(lái)的挑戰(zhàn)。

????IBM2010年對(duì)全球1,500多位CEO進(jìn)行的一項(xiàng)調(diào)查中發(fā)現(xiàn),79%的CEO預(yù)計(jì)他們將在未來(lái)面對(duì)比如今更加復(fù)雜的局面。這個(gè)驚人的比例表明,單個(gè)領(lǐng)導(dǎo)者的意見(jiàn)、想法和經(jīng)驗(yàn)可能不足以在未來(lái)成功駕馭一家公司。IBM在2011年對(duì)全球3,000多位首席信息官(chief information officer,簡(jiǎn)稱(chēng)CIO)的一項(xiàng)調(diào)查顯示,現(xiàn)在CEO和CIO比以往任何時(shí)候都更加團(tuán)結(jié),他們正在使用IT創(chuàng)新來(lái)提高公司業(yè)績(jī)。

????IBM的調(diào)查結(jié)果表明,盡管團(tuán)隊(duì)領(lǐng)導(dǎo)目前還不是管理層面的目標(biāo),但集體決策與個(gè)人決策的較量越來(lái)越不可避免,越來(lái)越明顯。

????值得指出的是,IBM一直都是團(tuán)隊(duì)領(lǐng)導(dǎo)的踐行者。這家公司在一個(gè)世紀(jì)的發(fā)展歷程中已經(jīng)打造了一支強(qiáng)大的領(lǐng)導(dǎo)管理團(tuán)隊(duì),甚至在富有魅力的CEO劉易斯?格斯特納離開(kāi)公司之后,也能幫助IBM繼續(xù)發(fā)展壯大。2002年,扭轉(zhuǎn)了IBM頹勢(shì)的格斯特納離職,當(dāng)時(shí)公司里的許多人都擔(dān)心會(huì)出現(xiàn)領(lǐng)導(dǎo)真空,就像喬布斯在逝世前不久辭任蘋(píng)果公司CEO的情況一樣。當(dāng)時(shí),蘋(píng)果公司的市值和文化影響力正處于頂峰。

????然而,在后格斯特納時(shí)代,IBM仍然勢(shì)不可擋,今年其市值甚至超越了微軟,這還是自1996年以來(lái)的第一次。藍(lán)色巨人(IBM別稱(chēng))受益于其企業(yè)文化和價(jià)值觀,而這兩點(diǎn)長(zhǎng)期以來(lái)一直都有助于推行團(tuán)隊(duì)領(lǐng)導(dǎo)。比如,IBM不久前宣布,弗吉尼亞?羅曼提將在1月份接替彭明盛成為公司總裁兼CEO。這項(xiàng)任命并沒(méi)有引起商界的震動(dòng)。IBM歷來(lái)重視培養(yǎng)出色的高管,輔佐公司的CEO。他們不僅是公司的接班人,還使公司的日常運(yùn)作變得更加順暢。

????Are we living in a post-CEO world?

????This is a particularly timely question, and not just because I pose it not long after the loss of tech pioneer and visionary Steve Jobs. The death of Apple's (AAPL) core innovator has been met with widespread despair, because many believe he was the singular driving force behind the company. Yet the idea that a CEO is the only person within a business who has the ability to change the world is daunting and unfair. For such a concept to be the model for American innovation is a risky bet.

????It's time for our thinking to evolve. Entire industries -- publishing, finance, automotive, and real estate, to name a few -- and even entire nations are changing. As once-mighty economies suffer and emerging players on the world stage both compete and collaborate with them, and as new business models, often centered around software and services, take the place of old ones, the world is becoming more complex. The world's chief executives will be increasingly hard-pressed to go it alone as leaders. Only by building and maintaining a strong, flexible, diverse, and solidly aligned leadership team will they be able to face the challenges ahead.

????In a 2010 survey of more than 1,500 global CEOs, IBM (IBM) found that 79% of chief executives anticipate that they will face greater complexity in the future than they do today. This stunning statistic suggests that the opinions, ideas, and experience of a single leader might not be sufficient for successfully navigating an organization in the years ahead. In fact, a 2011 IBM C-suite survey of more than 3,000 chief information officers worldwide concluded that CEOs and CIOs are more aligned than ever before and are using IT innovation to drive business results.

????IBM's findings suggest that even if team leadership isn't currently a management goal, group versus solo decision-making is increasingly necessary and falling into place.

????It's worth noting that IBM is a perennial practitioner of team leadership. In its 100 years, the company has built a robust executive management team, which has helped it to thrive even after charismatic CEO Lou Gerstner left the business. When Gerstner, who is credited with the company's turnaround, departed in 2002, many people at IBM feared a leadership void similar to that left by Jobs, who stepped down as CEO of Apple shortly before his death, at the company's zenith of market valuation and cultural influence.

????But in the post-Gerstner era, IBM continues to be a juggernaut—even rising above Microsoft (MSFT) in market capitalization this year for the first time since 1996. Big Blue is buoyed by its corporate culture and values, which for a long time have been conducive to team leadership. For example, the recent announcement that Virginia Rometty will succeed Sam Palmisano as president and CEO in January did not come as a surprise to the business world. IBM has a history of cultivating strong senior officials to support its chief executives, making not only successions, but also day-to-day operations smooth.

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