????經(jīng)過(guò)十幾年的全面擴(kuò)張，寶潔（Procter & Gamble）已經(jīng)無(wú)所不包，從美容用品、刮胡刀到電池不一而足。上周該公司宣布，將砍掉一大半品牌以實(shí)現(xiàn)增長(zhǎng)。首席執(zhí)行官雷富禮表示，寶潔最多將剝離100個(gè)品牌，以便將注意力集中在70-80個(gè)收入最高的品牌上。這家全球最大的消費(fèi)品公司，希望通過(guò)“瘦身”來(lái)變得更強(qiáng)。

????寶潔的這份公告很好地闡釋了一個(gè)有些矛盾的模式，那就是擴(kuò)張的誘惑和收縮的智慧——在不同行業(yè)大大小小的公司追求增長(zhǎng)的過(guò)程中都能看到這一點(diǎn)。

????每家公司都被寄望于實(shí)現(xiàn)增長(zhǎng)、創(chuàng)造股東創(chuàng)造價(jià)值。這往往會(huì)造成它們?yōu)榱嗽鲩L(zhǎng)而采用所有可能的手段：延長(zhǎng)產(chǎn)品線、擴(kuò)充現(xiàn)有品牌、爭(zhēng)取到更多消費(fèi)者、進(jìn)入新的市場(chǎng)。每個(gè)擴(kuò)張機(jī)會(huì)似乎都很誘人，因?yàn)樗軒?lái)收入。但并非所有的增長(zhǎng)都具有同樣的價(jià)值。不顧一切地追求增長(zhǎng)機(jī)會(huì)就是擴(kuò)張的誘惑。如果公司不為如何增長(zhǎng)定下規(guī)矩，它們的業(yè)務(wù)復(fù)雜化速度就會(huì)迅速超過(guò)收入增長(zhǎng)速度。由此產(chǎn)生的結(jié)果是，經(jīng)營(yíng)變得笨重，重點(diǎn)模糊，成本上升，盈利水平下降。

????那么，為什么像寶潔這樣聰明的公司也會(huì)讓局勢(shì)發(fā)展到這樣的地步才采取行動(dòng)呢？它為什么會(huì)把邊緣品牌保留這么長(zhǎng)時(shí)間呢？有時(shí)候，問(wèn)題暴露時(shí)已經(jīng)太晚。就像過(guò)量飲食——吃飽了這個(gè)信息從胃部傳遞到大腦需要15分鐘，公司在意識(shí)到實(shí)際情況方面也存在延遲。等它意識(shí)到了，“贅肉”已經(jīng)堆積了起來(lái)。

????寶潔的經(jīng)歷并不特殊。和寶潔一樣，另一家大型消費(fèi)品公司卡夫食品（Kraft Foods）也早已意識(shí)到了“收縮的智慧”。

????幾年前，卡夫的發(fā)展中市場(chǎng)業(yè)務(wù)規(guī)模龐大，包含幾十種產(chǎn)品，在60多個(gè)國(guó)家和地區(qū)擁有150多個(gè)品牌。這項(xiàng)業(yè)務(wù)已經(jīng)變得步履蹣跚，缺乏凝聚力和方向。2007年，它推出了一項(xiàng)策略，目的是找到業(yè)務(wù)重心。這項(xiàng)策略的代號(hào)為“5-10-10”，內(nèi)容是集中于5大品類、10大品牌和10個(gè)關(guān)鍵市場(chǎng)。這種做法讓卡夫的注意力更加集中，同時(shí)鎖定了資源，使該公司得以采取一些重大行動(dòng)。6年內(nèi)，這項(xiàng)業(yè)務(wù)的收入規(guī)模就從50億美元增加到了160億美元，內(nèi)生性增長(zhǎng)達(dá)到了兩位數(shù)，盈利水平高達(dá)50%。

????稍后，作為世界上業(yè)務(wù)覆蓋面可能最廣的科技公司，微軟（Microsoft）看來(lái)也進(jìn)行了類似的轉(zhuǎn)型。經(jīng)過(guò)多年來(lái)無(wú)所顧忌的產(chǎn)品擴(kuò)張和收購(gòu)，新任CEO薩提亞?納德拉著手為該公司瘦身。微軟開始?jí)嚎s諾基亞手機(jī)業(yè)務(wù)，把重心放在了成為一家以移動(dòng)為先、云為先的公司。

????確定優(yōu)先度是其中關(guān)鍵——要找到真正起作用的東西，然后聚焦。做更少的事，但把它們做的更好。這就是我們所謂的“收縮的智慧”。

????After more than a decade of widespread expansion, picking up everything from beauty products to razors to batteries, Procter & Gamble announced last week that it was going to prune more than half its brands in an effort to grow. CEO A.G. Lafley said the company would divest up to 100 brands and focus on the 70 or 80 in its portfolio that produce the highest revenue. The world’s largest consumer products company wants to slim down to get bigger.

????P&G’s announcement illustrates a contradictory pattern we have seen in companies both big and small and across industries as businesses pursue growth—the seduction of more and the wisdom of less.

????Every business is expected to grow to create shareholder value. Too often, this results in growth by any means possible. Extend product lines. Expand existing brands. Acquire more customers. Venture into new markets. Every expansion opportunity seems attractive because it brings in revenues. But not all growth dollars are equally green. The mindless pursuit of growth opportunities is the seduction of more. If companies aren’t disciplined in how they grow, the complexity of their business increases at a faster rate than revenues do. The result: unwieldy operations, dilution of focus, higher costs and lower profitability.

????So why do smart companies like P&G let things get so far before they act? Why did P&G hang on to its marginal brands so long? Sometimes, the problem doesn’t make itself apparent until it’s too late. It’s like overeating—just as it takes 15 minutes for the message that you are full to get from your stomach to your head, companies suffer a delay in recognizing what is happening. By then, the corporate calories have piled up.

????P&G’s experience isn’t unique. And like P&G , Kraft Foods , another big consumer products company, came to see what we call, the “Wisdom of Less.”

????A few years ago, Kraft’s developing markets business carried a sprawling portfolio featuring dozens of categories of products – more than 150 brands in over 60 countries. The business was sputtering—it lacked cohesion and direction. Starting in 2007, the division kicked off a strategy to bring focus to the organization. Labeled 5-10-10, the strategy called for concentrating on five strong categories, 10 power brands and 10 key markets. The new approach narrowed attention and targeted resources, allowing the company to make a few big bets. Within six years, the developing markets business for Kraft Foods soared from $5 billion in revenues to $16 billion, with double-digit organic growth, while profitability shot up 50%.

????More recently, Microsoft , perhaps the world’s most sprawling technology company, seems to be going through a similar transformation. After a multi-year binge of product expansion and acquisitions, Microsoft’s new CEO, Satya Nadella, is slimming the company down. Microsoft is cutting back on its Nokia devices business and focusing on becoming a mobile-first and cloud-first company.

????Prioritizing is the key—finding what really works and focusing on that. Doing fewer things, but doing them bigger and better. That’s what we call, “the Wisdom of Less.”