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????七年前，當吉姆?斯金納成為麥當勞（McDonald’s）的CEO時，他所面臨的情況是：他剛剛幫助公司擺脫困境，但由于兩位前任CEO突然離世，他臨危受命。他實現了公司利潤的激增，結果卻又碰到了歷史性的經濟衰退，美國人開始縮減開支，而外出用餐首當其沖。然而，斯金納新政保證了公司利潤的增長以及公司股票的穩(wěn)定表現——時至今日，麥當勞股價已創(chuàng)下歷史新高。 ????顯然，這是一個不折不扣的勵志故事。但是，如果你要做的是在當今競爭激烈、變幻難測的商業(yè)環(huán)境中選拔CEO或者其他重要高管，那就是另外一回事了。麥當勞（MCD）當初提拔斯金納確屬明智之舉，但這是因為公司當時確實預見到了之后的事情呢，還是走運而已？總而言之，我們如何才能鎖定或成為當今乃至未來最優(yōu)秀的管理者呢？ ????作為公司管理層的成員，到底需要具備哪些過人之處？這個問題至關重要，我們整個夏天都要不斷地思考。9月5日，我們將公布《財富》的高管夢之隊——在深刻變革的企業(yè)界中，一支由一流高管組成的全明星陣容。 ????讓我們先從高層開始吧。通過咨詢頂級獵頭、董事和投資人，我們將清楚地看到，CEO的明日之星們必須完成哪些任務。 ????深刻理解國際商業(yè)。 ????關于全球性的事務，每個人都能說得天花亂墜。但是只有極少數人（百威英博（BUD）的薄睿拓便是其中之一）才是真正的世界公民。 ????不斷革新戰(zhàn)略與商業(yè)模式。 ????以前，一種強大的業(yè)務模式可以持續(xù)數十年。時過境遷，如今幾乎每個行業(yè)的CEO們都必須在企業(yè)內進行深度革新，彭明盛領導IBM（IBM）向軟件業(yè)務的成功轉移就是一個范例。 ????巧妙處理與政府的關系。 ????世界各國的政府都在紛紛改變對企業(yè)的干預，其中大部分增強了對企業(yè)的干預程度，企業(yè)需要妥善管理這種干預。比如，摩根大通（J.P. Morgan Chase）的杰米?戴蒙便將政府關系視作公司的業(yè)務之一。 ????發(fā)現風險，管理風險，避免災難。 ????眾所周知，?？松梨诠荆‥xxon Mobil）所處的行業(yè)變化莫測，充滿風險，但雷克斯?蒂勒森卻保持了公司的穩(wěn)定發(fā)展，并且使公司獲得了超高的利潤。因為這個緣故，他的媒體曝光率幾乎為零，而這也正是他刻意追求的效果。 ????肉眼凡胎之輩真的有人具備上述所有這些特質嗎？有，但為數不多，而夢之隊其他位置的選拔條件同樣非?？量?。誰將成為夢之隊的一員？我們目前還不得而知，但是毫無疑問，要成為這個團隊的一員，絕非易事。 |
????Here's the world Jim Skinner faced when he became McDonald's CEO seven years ago: He had just helped turn the struggling company around, but now he was boss because the two previous CEOs had died suddenly. He got profits soaring, only to encounter a historic recession in which Americans said the first expense they were cutting was eating out. With a new strategy, Skinner kept profits up and the stock steady -- and today it's hitting all-time highs. ????It's an inspiring story unless you're trying to pick a CEO or any other important manager in today's violently, unpredictably shifting business environment. Did McDonald's (MCD) actually foresee what was coming when it wisely promoted Skinner, or was it just lucky? More generally, how can anyone hope to spot -- or be -- the best executive for today and tomorrow? ????That question is so important that we'll turn to it repeatedly throughout the summer, identifying the winning traits needed by each member of the C-suite. Then, in our Sept. 5 issue, we'll name our Executive Dream Team -- the men and women at each position in an all-star lineup of knockout executives for a profoundly changing business world. ????Let's start at the top. Canvass top headhunters, directors, and investors, and you get a clear picture of the tasks that star CEOs of tomorrow will need to do extraordinarily well. ????Understand global business in their bones. ????Everybody talks a good global game. Only a few (A-B InBev's (BUD) Carlos Brito, for one) are true citizens of the world. ????Change strategies and business models more than before. ????In the good old days a strong business model lasted for decades. No more. CEOs in almost every industry will have to innovate at their business's deepest level, as Sam Palmisano has done in moving IBM (IBM) adeptly into software. ????Skillfully manage relationships with governments. ????Governments worldwide are changing their involvement in business, mostly increasing it, and it all needs to be managed. Just look how J.P. Morgan Chase's (JPM) Jamie Dimon treats government relations as a line of business. ????Identify and manage risks before they become disasters. ????In a notoriously volatile and risky industry, Exxon Mobil's (XOM) Rex Tillerson has kept his company on a steady and extremely profitable course. That's one reason he gets almost zero publicity, which is just as much as he wants. ????Could any mere human possess all those traits? Not many could, and the requirements will be just as stringent for the other positions on the Dream Team. We don't know who the members will be, but we know for sure that making this team won't be easy. |
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