幫助聯(lián)想走向全球的中國女性
????2005年,聯(lián)想(Lenovo)全球人力資源高級副總裁喬健飛赴美國。她離開北京前往協(xié)助聯(lián)想并購IBM個人電腦業(yè)務(wù),而她當時認識的英文單詞不到一百個。 ????上個月在香港舉辦的《財富》(Fortune)最具影響力商界女性國際峰會(Most Powerful Women International Summit)上,喬健表示:“當我們公司決定把英文作為公司官方語言時,我就想,或許我應(yīng)該辭職了?!?/p> ????喬健并未離開聯(lián)想,該公司的員工數(shù)量現(xiàn)已超過60,000人。相反,她開始一頭扎進聯(lián)想和IBM的談判之中,并迅速學會了大量英文單詞,包括一些商業(yè)術(shù)語——比如“固定收益計劃”。 ????這位科技公司高管,《聯(lián)想之路:管理一個多元化全球公司以求最佳表現(xiàn)》(The Lenovo Way: Managing a Diverse Global Company for Optimal Performance)一書的合著者,在24年前加入年收入現(xiàn)已達到390億美元的聯(lián)想公司,擔任創(chuàng)始人的秘書,之后她一步步進入高層,曾負責公司的市場營銷,并領(lǐng)導(dǎo)過公司全球戰(zhàn)略與規(guī)劃團隊。她說,“許多人問我:‘一直在一家公司不覺得無聊嗎?’我說:‘不,我從來不感覺無聊……我依舊感覺緊張?!彼€表示自己喜歡挑戰(zhàn)自我。 ????喬健還在臺上分享了這家全球最大的PC制造商在2005年與IBM完成交易后得到的教訓。該公司意識到,它的領(lǐng)導(dǎo)層沒有國際經(jīng)驗——與喬健一樣,許多人也不懂英文。她回憶稱:“我不知道如何與具有不同背景的人一起共事,而且當時,我們公司的業(yè)績也沒有如今這么出色?!?/p> ????最近,聯(lián)想收購了IBM的低端服務(wù)器業(yè)務(wù)和谷歌(Google)的摩托羅拉移動(Motorola Moblity)業(yè)務(wù),該公司已經(jīng)將文化整合列為首要任務(wù)。這一次,聯(lián)想制定了一套標準來評估橫跨多種文化的領(lǐng)導(dǎo)者。此外,它將首先從摩托羅拉的供應(yīng)鏈開始整合,隨后將整合銷售與市場營銷部門。 ????在訪談結(jié)束時,喬健向觀眾們提出了一條建議:“最好的學習方式是從錯誤中學習,擴大你的舒適區(qū)范圍?!保ㄘ敻恢形木W(wǎng)) ????譯者:劉進龍/汪皓 |
????Gina Qiao, senior vice president of global human resources at Lenovo, moved to the U.S. in 2005. She left Beijing to help with Lenovo’s acquisition of IBM’s personal computer business—and, at the time, she knew less than 100 English words. ????“Our company made the decision that English [would] become our official language,” Qiao said at Fortune’s Most Powerful Women International Summit in Hong Kong last month. “I thought maybe it’s time for me to quit.” ????Qiao didn’t leave Lenovo, which now has more than 60,000 employees. Instead, she dove into negotiations with IBM and quickly learned a plethora of English words, including business jargon—like “defined-benefit plan.” ????The tech exec, who is also the co-author of the book The Lenovo Way: Managing a Diverse Global Company for Optimal Performance, joined the $39-billion-revenue company 24 years ago as the secretary to the founder. She moved her way up, working on marketing and then leading the firm’s global strategy and planning. “Many people ask me, ‘Do you feel boring just working at the one company?’” she said. “I say, ‘No, I never feel boring… I still feel nervous,’” adding that she likes to challenge herself. ????On stage, Qiao also spoke of lessons the world’s largest PC-maker has learned since that IBM deal in 2005. The company realized its leadership team didn’t have global experience—nor, like Qiao, did many of them know English. “I didn’t know how to work with people with a different background and at that time our business performance was not so great,” she remembered. ????Lenovo recently acquired IBM’s low-end server unit and Google’s Motorola Moblity unit—and it’s put a priority on cultural integration. This time around, Lenovo has developed a standard to assess leaders across cultures. It’s also prioritizing integration, starting with Motorola’s supply chain and leaving sales and marketing merging for later. ????At the end of her interview, Qiao offered the audience a bit of advice: “The best way to learn is to learn from your mistakes. The best way to learn is to expand your comfort zone.” |
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