????要建立適應(yīng)21世紀(jì)的企業(yè)，領(lǐng)導(dǎo)者就要找到方法，鼓勵員工、客戶、供應(yīng)商和其他利益相關(guān)者積極貢獻(xiàn)，同時對他們的貢獻(xiàn)給予獎勵。

????組織機(jī)構(gòu)必須同時注重兩點：一是個人能力的釋放——要設(shè)計出一種環(huán)境來充分激發(fā)人們的想象力、積極性和熱情；二是將人們的能力集合在一起——要通過社交、移動和數(shù)字技術(shù)對各個領(lǐng)域中的人才進(jìn)行召集和組織，以便他們就實質(zhì)性的具體工作展開協(xié)作。

????可惜，大多數(shù)公司都缺乏重新調(diào)配、利用這類資源的能力。這是因為大部分組織機(jī)構(gòu)都在按照工業(yè)時代的做法運營，而這些做法的目的是盡量提高標(biāo)準(zhǔn)化水平和自上而下的管理力度。兩種頑固而且非常有害的結(jié)構(gòu)模式成了大多數(shù)組織機(jī)構(gòu)的桎梏，這就是金字塔模型和價值鏈。

????好消息是這些舊模式正在瓦解。隨著新技術(shù)（數(shù)字、移動、社交和大數(shù)據(jù)）的興起以及隨之而來的準(zhǔn)則（比如透明、合作、賢能政治、開放、團(tuán)體和自主），協(xié)作性和社會性更強的模式正在取代自上而下的管理結(jié)構(gòu)。

????開放、自治、參與和靈活性能激發(fā)員工的活力?？鐕嘟ú钠髽I(yè)墨西哥水泥集團(tuán)（CEMEX）建立了一個名叫Shift的全球性合作平臺。在這里，4萬名員工都能為公司的發(fā)展方向出謀劃策。短短幾年時間里，這個平臺上就出現(xiàn)了幾百個團(tuán)體，每個團(tuán)體都有能力就CEMEX的未來做出決定。

????同時，消費者也變成了更為活躍（而且更加強大）的貢獻(xiàn)者、合作者、批評者和布道者。有時候，消費者或者說“用戶”就是公司本身。想一想游戲公司維爾福（Valve Software）旗下供用戶自主開發(fā)并組建團(tuán)體的平臺Steam就會明白這一點。最有活力的公司正在重新構(gòu)想自己的邊界，重塑自己和伙伴以及利益相關(guān)者的聯(lián)系。玩具公司樂高（LEGO）就在嘗試一整套方法，其中包括全球性自由設(shè)計師網(wǎng)絡(luò)和用戶主導(dǎo)的創(chuàng)新平臺CUUSOO。

????領(lǐng)導(dǎo)者必須意識到個人貢獻(xiàn)的價值，這項要求比以往任何時候都迫切。個人的才智、積極性和熱情對企業(yè)的成功至關(guān)重要。但高層無法通過“下達(dá)命令”來挖掘這些深層次的個人特質(zhì)，而只能去培養(yǎng)它們。也就是說，組織機(jī)構(gòu)必須建立新的雇傭模式，它要強調(diào)個人的力量高于命令和控制。它還意味著，領(lǐng)導(dǎo)者必須把重點放在激活、擴(kuò)大自己的團(tuán)隊上，而不是高高在上地進(jìn)行管理。

????幾乎每個人都可以接觸到這些新方法和新技術(shù)——從跨國公司到剛剛成立的初創(chuàng)型企業(yè)，從個人創(chuàng)新者到民間團(tuán)體，再到跨行業(yè)活動，都是如此。這就是我們推出SAP無限人類潛能挑戰(zhàn)項目（SAP Unlimited Human Potential Challenge）的原因，它的目的就是要發(fā)現(xiàn)并頌揚、謳歌那些致力于為人們的工作環(huán)境帶來實質(zhì)性改善的個人和機(jī)構(gòu)。

????To build a business that's fit for the 21st century, leaders need to figure out how to nurture and reward contributions from employees, customers, suppliers, and other stakeholders.

????Organizations must focus both on unleashing individuals' capacity -- designing environments that inspire people to contribute their full imagination, initiative, and passion -- and on aggregating people's capabilities -- making use of social, mobile, and digital technologies to enlist and organize talent across boundaries to do actual, meaningful work with each other.

????Unfortunately, most companies lack the ability to reconfigure and make use of such resources. That's because a majority of organizations operate according to industrial-era practices that were designed to maximize standardization and top-down authority. Most organizations are prisoners of two persistent and pernicious structural models: the pyramid and the value chain.

????The good news: the old paradigms are already crumbling. With the rise of new technologies (digital, mobile, social, and Big Data) and the principles they represent (such as transparency, collaboration, meritocracy, openness, community, and self-determination), top-down structures are giving way to more collaborative and social approaches.

????Employees are enlivened by openness, autonomy, participation, and flexibility. Global cement and construction material maker CEMEX built a global collaboration platform called Shift to involve its 40,000 employees in setting the direction for the company. In just a few years, Shift has spawned hundreds of active communities with the power to make decisions on the future of the organization.

????At the same time, customers have become more active (and powerful) contributors, collaborators, critics, and evangelists. In some cases, customers or "users" are the company. Consider Valve Software's platform for user-driven development and community, Steam. The most vibrant companies are re-imagining their boundaries and connecting with partners and stakeholders. LEGO is experimenting with a portfolio of approaches, from its global network of free agent designers to its user-driven innovation platform, CUUSOO.

????More than ever, leaders must recognize the value of individual contribution. Individual ingenuity, initiative, and passion are critical to business success. Yet these deeply human qualities cannot be "ordered up" from on high. They must be nurtured. This means that organizations must build new models of engagement that emphasize the power of the individual over command-and-control. And it means that leaders must focus on energizing and enlarging the community rather than managing it from the top down.

????These new approaches and technologies are available to just about anyone -- from global companies to emerging startups to individual innovators to citizen groups to cross-sector initiatives. That's why we are launching the SAP Unlimited Human Potential Challenge -- to unearth and celebrate the individuals and institutions that are working to improve working life in a meaningful way.