????福喜對(duì)丑聞毫無(wú)頭緒，因?yàn)檫@家私有公司給了經(jīng)理人很大自主權(quán)。有時(shí)候這種做法很管用，比如在華爾街，投資公司允許個(gè)人獨(dú)立決定股票投資，無(wú)需集體決策。但在福喜這樣的大規(guī)模食品加工業(yè)務(wù)中，全球標(biāo)準(zhǔn)需要每個(gè)人嚴(yán)格遵守，并確保落實(shí)。

????私有企業(yè)福喜的這種權(quán)力分散型業(yè)務(wù)模式給中國(guó)經(jīng)理人留出了自行決策的空間。這一策略曾幫助福喜于上世紀(jì)90年代初在中國(guó)實(shí)現(xiàn)了快速擴(kuò)張。但如今看來(lái)，顯然其中是有問(wèn)題的。福喜沒(méi)有進(jìn)行足夠的檢查，無(wú)法確保公司伊利諾伊州總部制定的標(biāo)準(zhǔn)得以貫徹，也沒(méi)有對(duì)距其6600英里之遙的中國(guó)工廠進(jìn)行監(jiān)控。

????語(yǔ)言障礙也成為一個(gè)問(wèn)題：中國(guó)經(jīng)理人用中文起草文件，不作翻譯，因此，只會(huì)英文的員工往往不了解相關(guān)的具體經(jīng)營(yíng)情況或數(shù)據(jù)。

????被派駐至中國(guó)的福喜危機(jī)管理團(tuán)隊(duì)所做的事情相當(dāng)簡(jiǎn)單。那就是，確保每家工廠都遵循全球標(biāo)準(zhǔn)，同時(shí)用中文和英文起草文件。他們?cè)诠S增架了攝像頭，并投入160萬(wàn)美元開(kāi)展食品安全研討會(huì)。“過(guò)去這是一家創(chuàng)業(yè)型公司，在某種程度上可以按自己的規(guī)定辦事，”福喜的一位員工表示，“如今，有人進(jìn)來(lái)說(shuō)，‘我們現(xiàn)在要這么做?！?/p>

????這種標(biāo)準(zhǔn)流程是麥當(dāng)勞最大肉類供應(yīng)商在任何地方都應(yīng)遵循的。但福喜過(guò)去顯然沒(méi)有做到。

????上周福喜發(fā)表聲明，證實(shí)有6位員工在上海被批捕，并承認(rèn)過(guò)失。該公司表示：“福喜集團(tuán)將繼續(xù)全力配合政府有關(guān)部門(mén)的工作，同時(shí)支持政府一貫執(zhí)行相關(guān)食品質(zhì)量安全法律?！?/p>

????早些時(shí)候，82歲的福喜集團(tuán)所有人、肉類食品行業(yè)大佬謝爾頓?拉文表示：“如此可怕的錯(cuò)誤竟然發(fā)生在了我擁有的公司，令我震驚無(wú)比?！?/p>

????尚不清楚這對(duì)福喜自身產(chǎn)生了多大的傷害。麥當(dāng)勞的一位發(fā)言人上周告訴《華爾街日?qǐng)?bào)》（The Wall Street Journal），該公司不排除引進(jìn)其他長(zhǎng)期供應(yīng)商取代福喜的可能性。如果麥當(dāng)勞割斷雙方的聯(lián)系，這將是歷史性的，因?yàn)閺?955年麥當(dāng)勞在伊利諾伊州德斯普蘭斯開(kāi)設(shè)首家麥當(dāng)勞餐廳起，福喜就一直在為其供應(yīng)牛肉餅。

????我遇到的這兩位福喜員工都為麥當(dāng)勞在危機(jī)中一直與他們共進(jìn)退感到自豪。而肯德基沒(méi)有這么做?！敖o我們第二次機(jī)會(huì)，”其中一位說(shuō)，“我們應(yīng)該得到第二次機(jī)會(huì)。”

????或許吧。漢堡吃不死人，過(guò)期的凍肉實(shí)際上更多是食品質(zhì)量問(wèn)題，而不是食品安全問(wèn)題。但如果對(duì)于自己中國(guó)業(yè)務(wù)的情況毫不了解，那就不配有多次機(jī)會(huì)了。

????麥當(dāng)勞主要供應(yīng)商福喜暴露出來(lái)的管理問(wèn)題，對(duì)其他在華經(jīng)商的外資企業(yè)是個(gè)有益的警示。（財(cái)富中文網(wǎng)）

????OSI was clueless because the private company gave managers a lot of autonomy. Sometimes that works, like on Wall Street, where investment companies allow individuals to independently wager on stocks to avoid groupthink. But in Big Food Processing, OSI’s business, global standards need to be exactly followed by everyone—and verified.

????The private OSI’s decentralized business model allowed Chinese managers leeway to make their own decisions. The strategy that helped OSI expand quickly in China since the early 1990s. But it’s now clear there were problems. OSI didn’t audit enough to ensure Chinese plants followed standards coming from OSI’s Illinois headquarters and didn’t monitor its plants located 6,600 miles from headquarters in Aurora, Illinois.

????Even the language barrier was an issue: Chinese managers wrote documents in Chinese and didn’t translate them, so English-speaking employees often couldn’t understand operations or data.

????The OSI crisis teams flooding into China are engaged in pretty simple stuff. Namely, ensuring every plant is following global standards, and writing documents in both English and Chinese. They’re adding cameras in plants and spending $1.6 million on food safety seminars. “Before, it was an entrepreneurial company and you could sort of follow your own rules,” said one OSI employee. “Now, people are coming in and saying, `This is how we’re doing it now.’”

????It’s the type of standard procedural stuff that you expected McDonald’s largest protein supplier to follow everywhere. But it didn’t.

????OSI’s press statement last week, confirming the arrests of six employees in Shanghai, expressed some culpability. “OSI Group will continue to cooperate fully and in good faith with the authorities,” the company said. “We support the government’s consistent application of the country’s food quality and safety laws.”

????Earlier, OSI’s owner Sheldon Lavin, an 82-year with a place in the Meat Industry Hall of Fame said, “It was terribly wrong, and I am appalled that it ever happened in the company that I own.”

????It’s not yet clear how badly OSI hurt itself. A McDonald’s spokeswoman told the Wall Street Journal last week the company couldn’t rule out the possibility of replacing OSI as a supplier over the long term. If McDonald’s cuts ties, it would be historic: OSI supplied beef patties to the first ever McDonald’s in Des Plaines, Illinois back in 1955.

????The two employees from OSI I met with were proud that McDonald’s had stuck with them through the crisis. KFC had not. “Give us a second chance,” one said. “We deserve a second chance.”

????They might. No one died eating a Quarter Pounder, and expired frozen meat is really a food quality issue more than a food safety problem. But when you don’t have a clue what’s really happening at your Chinese business, you don’t deserve many chances.

????The problems at OSI, a key supplier to McDonald's, are a salutary lesson to companies doing business in China on the need for proper supervision.