博柏利女掌門轉(zhuǎn)投蘋果內(nèi)幕
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????去年夏天，安吉拉?阿倫茨很高興的接受了《時(shí)代》（Time）雜志杰夫?朱——我前同事——的采訪。當(dāng)時(shí)，她還在擔(dān)任博柏利公司（Burberry）的首席執(zhí)行官。 ????然而，幾個(gè)月后，隨著蘋果（Apple）宣布聘請阿倫茨負(fù)責(zé)該公司零售業(yè)務(wù)，阿倫茨便不再接受采訪。不過，當(dāng)時(shí)杰夫?朱已經(jīng)收集了足夠的材料，能全面的介紹自2006年以來首位躋身蘋果高級副總裁之列的女性。身為頂級高管，阿倫茨可謂光芒四射。她被蘋果招致麾下后，曾在蘋果擔(dān)任實(shí)習(xí)生的Salesforce首席執(zhí)行官馬克?貝尼奧夫在Twitter上寫道： ????“我剛看到未來的蘋果首席執(zhí)行官@AngelaAhrendts在@Burberry進(jìn)行告別之旅！聘請阿倫茨是蒂姆?庫克做過的最重要的用人決策！” ????關(guān)于蘋果期待阿倫茨為它帶來什么，朱提供了一些細(xì)節(jié)（提示：并不是時(shí)髦的可穿戴設(shè)備）。然而我最感興趣的是，朱了解到，在庫克首次選擇的蘋果零售業(yè)務(wù)負(fù)責(zé)人約翰?布勞維特徹底失敗后，庫克向獵頭公司億康先達(dá)（Egon Zehnder）提出的尋找候選人的標(biāo)準(zhǔn)。 ????庫克經(jīng)常用“聰明絕頂”一詞來形容蘋果的雇員以及蘋果希望雇傭的人才。布勞維特符合這個(gè)描述。問題在于，布勞維特不太能適應(yīng)蘋果往往有些激烈的管理氛圍。曾與庫克以及布勞維特共事的線人稱：“約翰絕對可謂極其聰明，但哪怕是聰明人也不一定知道如何摸準(zhǔn)（企業(yè)）文化……”
????布勞維特離職后……蘋果再次委托億康先達(dá)為它尋找合適的人選。蘋果提出的選人標(biāo)準(zhǔn)沒有變，但是著重點(diǎn)變了。蘋果公司內(nèi)部人士稱：（我們）從“約翰在蘋果的失敗中吸取了很重要的教訓(xùn)。我們對‘聰明絕頂’的定義更廣泛，也更慎重。人際交往能力以及塑造——和適應(yīng)——文化的能力‘變得更為重要’”。 ????在向全公司宣布聘用阿倫茨的郵件中，庫克寫道，阿倫茨“同我們一樣，高度重視客戶體驗(yàn)”。庫克同時(shí)還補(bǔ)充說：“阿倫茨以人為本，而且認(rèn)同我們將員工視為公司的首要資源以及靈魂所在的看法。（當(dāng)然，阿倫茨同時(shí)也相當(dāng)聰明。）（財(cái)富中文網(wǎng)） ????譯者：項(xiàng)航??? |
????Angela Ahrendts was happy to be interviewed last summer by Jeff Chu -- my former Time Magazinecolleague -- while she was still running Burberry (BURBY). ????That door slammed shut the day Apple (AAPL) announcedthat she had been hired to run Cupertino's retail empire. But by then Chu had gathered enough material to put together the best profile yet on Apple's first female senior vice president since 2006 -- a C-level star who shines so bright that after she was hired Salesforce CEO Marc Benioff, a onetime Apple intern, tweeted ????"I just saw Future Apple CEO @AngelaAhrendts on her farewell @Burberry tour! The most important hire Tim Cook has ever made!" ????Chu offers some fresh details about what Ahrendts is expected to bring to Apple (hint: not stylish computer wearables), but what interested me most was what Chu learned about the search criteria Tim Cook gave the recruiting firm Egon Zehnder after Cook's first choice to run Apple Retail -- John Browett -- crashed and burned. An excerpt: ????Cook frequently uses the term wicked smart to describe the people who already work at Apple, as well as the ones whom he wants to work at Apple, and Browett fit. Problem was, he proved less deft at navigating Apple's often ferocious executive environment. "John was definitely wicked smart," says someone who has worked with both men. "But even wicked-smart people don't necessarily know how to figure out a culture..." ????Following Browett's departure ... Apple once again turned to Egon Zehnder. The criteria didn't really change, but the priorities did. There were "big learnings when John didn't work out," says one company insider. "Wicked smart" was redefined more broadly and carefully. People skills and the ability to shape--as well as adapt to--culture "became more paramount." ????In a companywide email announcing Ahrendts's hiring, Cook wrote that she "places the same strong emphasis as we do on the customer experience." But he also added, significantly, that "she cares deeply about people and embraces our view that our most important resource and our soul is our people." (Of course, she was also deemed "wicked smart.")??? |
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