????資深團(tuán)隊(duì)

????現(xiàn)年55歲的海因斯將畢生的事業(yè)都傾注給了無線技術(shù)。在德國漢諾威大學(xué)（University of Hannover）取得物理學(xué)和數(shù)學(xué)碩士學(xué)位后的23年里，他任職于德國電話制造商西門子（Siemens）。在那里，他積累了大量技術(shù)經(jīng)驗(yàn)，成為西門子通信部門的首席技術(shù)官。2007年，他以掌上業(yè)務(wù)高級副總裁的身份加入黑莓，并努力成為了3名首席運(yùn)營官之一。他認(rèn)為這些經(jīng)歷是他的優(yōu)勢。他說：“我了解公司的人員和結(jié)構(gòu)，知道哪里出了問題。”【欲了解詳情，請參閱《財(cái)富》的《黑莓衰落之謎》（RIM: What the hell happened?）】

????海因斯接任CEO的時(shí)候，也接手了支離破碎、各自為戰(zhàn)的企業(yè)文化。每個(gè)人都在做不同的事情。他第一天上任，有人就給了他一張表，上面列出了2,500件運(yùn)作中的項(xiàng)目。局外的投資者和記者要求他公布戰(zhàn)略計(jì)劃。但在公開講話之前，他先向員工們發(fā)表了講話?！安荒苤苯幼叩絾T工面前說：‘這公司簡直糟透了’，”他說?！拔业米屛业膯T工做好準(zhǔn)備，迎接變革?！辈脝T計(jì)劃非常殘酷：海因斯解雇了30%的員工。他還將10家制造合作伙伴減少到3家，減少了因合作伙伴過多和項(xiàng)目內(nèi)容重復(fù)導(dǎo)致效率低下的情況。

????盡管這對公司的士氣打擊很大，海因斯已經(jīng)為黑莓的未來做好了規(guī)劃，尤其是作為一家領(lǐng)先的移動操作系統(tǒng)制造商。他努力讓公司的運(yùn)營透明化。每次季度收益電話會議結(jié)束后的周五上午，他都會召集員工，討論公司的業(yè)績。此外，他還鼓勵(lì)員工接受四種價(jià)值觀。它們以Facebook的風(fēng)格寫在墻上：勇敢、開放、精益、可靠——這幾個(gè)詞的首字母組成的新詞——“大膽”，或許也揭示了公司的價(jià)值觀。（絲毫不令人驚訝的是，名為“大膽”的手機(jī)也是這家公司最受好評的機(jī)型。）

????接下來，他轉(zhuǎn)而關(guān)注鞏固公司領(lǐng)導(dǎo)力。為了使法律程序合理化，從而讓公司的交易能夠更快更容易達(dá)成，海因斯聘用了威瑞森無線的前總顧問史蒂文?季波斯坦擔(dān)任首席法律官。為了完善公司運(yùn)營，他還請來了索尼愛立信（Sony Ericsson）前主管克里斯蒂安?提亞，后者有著近25年的無線技術(shù)經(jīng)驗(yàn)。

????至于首席營銷官，海因斯聘用了弗蘭克?布爾本。海因斯解釋道：“我們最大的問題在于營銷。黑莓對每個(gè)人都有著不同的意義，但是公司并沒有在這方面做出引導(dǎo)?！备ダ?布爾本是沃達(dá)豐（Vodafone）負(fù)責(zé)商業(yè)戰(zhàn)略的前任全球主管和Orange的前任品牌和消費(fèi)者營銷執(zhí)行副總裁，他曾成功鞏固了Orange旗下的19個(gè)品牌。更換公司名字，就是他的主意。

????新的時(shí)代，新的設(shè)備

????在海因斯接手首席執(zhí)行官之前，黑莓10操作系統(tǒng)的開發(fā)就非常順利，但海因斯讓人們更加關(guān)注開發(fā)過程。他著手研究黑莓用戶的情況。他說，最后得出了三大發(fā)現(xiàn)：黑莓用戶更活躍于社交網(wǎng)絡(luò)，他們會同時(shí)著手多項(xiàng)任務(wù)，同時(shí)以任務(wù)為導(dǎo)向。海因斯說：“我們來自企業(yè)，也非常注重效率?！?/p>

????黑莓新發(fā)布的兩款手機(jī)的設(shè)計(jì)特色就體現(xiàn)了這些調(diào)研成果。舉個(gè)例子，公司引入了“平衡”特色，用戶可以輕松在工作界面（能夠完全由公司控制）和私人界面（由個(gè)人控制）之間轉(zhuǎn)換。海因斯說：“對用戶來說，公司無法侵犯你的隱私，因?yàn)橄到y(tǒng)不允許這么做。首席信息官也可以絕對放心，我們的產(chǎn)品絕對安全?！?/p>

????Team of veterans.

????Heins, 55, has spent his entire career in wireless technology. Having gotten his masters in physics and math from the University of Hannover in Germany, he gained most of his technical experience during the 23 years that he worked at the German phone-maker Siemens where he rose to become Chief Technology Officer of Siemens Communications Division. He joined BlackBerry in 2007 as a senior vice president of the handheld business. There, he worked his way up to become one of three chief operating officers. He counts that as an advantage. "I knew the people and the structures, and I knew what was wrong," he says. (For more, see Fortune's RIM: What the hell happened?)

????When he took over as CEO, Heins inherited a fragmented, distracted culture. Everyone was working on something different. On his first day on the job he was given a list of 2,500 projects currently in process. Outsider investors and journalists were demanding that he outline a strategy. But before he talked to the public, he addressed his employees. "You can't just go in front of your people and say, 'this company is in deep shit,'" he says. "I had to prepare my people for what was to come." The cuts were brutal: Heins let go of 30% of the company's workforce. He consolidated 10 manufacturing partners down to three, eliminating the inefficiencies that came from having too many partners working on similar projects.

????While this was hard for company morale, Heins also outlined a vision for BlackBerry's future, particularly as the maker of a cutting edge a mobile operating system. He attempted to be transparent with employees about how the company was doing. On the Friday morning after every quarterly earnings call, he gathered employees to discuss the company's results. And, he encouraged them to embrace four values, which are written Facebook-style (FB) across the walls: be brave, open, lean and dependable—or as the acronym suggests—"bold." (Not surprisingly, that is also the name of one of the phonemaker's most recognizable designs.)

????He then turned his attention to shoring up the company's leadership. To streamline the legal process and make it easier and faster for the company to get deals done, Heins hired the former general counsel of Verizon Wireless, Steven Zipperstein as chief legal officer. To revamp operations, he brought in former Sony Ericsson (SNE) executive Kristian Tear, who had worked in wireless technology for nearly 25 years.

????As chief marketing officer, Heins hired Frank Boulben. "My biggest issue was marketing. BlackBerry meant something different to everybody and there was no guidance or direction," Heins explains. A former global director of commercial strategy for Vodafone and executive vice president of brand and consumer marketing for Orange, Boulben had been responsible for successfully consolidating 19 brands under the name Orange. It was his idea to change the company's name.

????New day, new devices.

????The BlackBerry 10 operating system was in the works well before Heins took over as CEO, but Heins brought focus to the process. He began by launching studies to figure out who BlackBerry's customers were. He says he came away with three major findings: BlackBerry users are more likely to be very active on social networks. They are multitaskers. And they are task-oriented. "We came from enterprise, and we are very much a productivity tool," Heins says.

????The pair of devices that BlackBerry has unveiled sport design features that address these findings. For one, the company has introduced "balance," an easy toggle between a user interface for work (able to be controlled entirely by the enterprise) and a personal user interface (controlled by individuals). "For users, corporate can't invade your privacy because the operating system doesn't allow it," said Heins. "And it gives the CIO the total confidence that it's secure."