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第十八講:卓越公司的核心價(jià)值觀

第十八講:卓越公司的核心價(jià)值觀

《財(cái)富》(中文版) 2011-04-06
唯一正確的核心價(jià)值觀是不存在的。關(guān)鍵是你的確擁有了核心價(jià)值觀,而并非它是什么樣的價(jià)值觀。關(guān)鍵是你要知道自己的核心價(jià)值觀是什么,對(duì)此深信不疑,并且持之以恒。

高德思說(shuō)到符合公司的核心價(jià)值觀,現(xiàn)在中國(guó)的情況是,各種公司的高管都認(rèn)為最大的壓力或挑戰(zhàn)是尋找合適的員工,之后將其留住、加以發(fā)展,等等。我們現(xiàn)在觀察到一個(gè)很有意思的趨勢(shì),五年前最理想的雇主是跨國(guó)公司。現(xiàn)在這個(gè)趨勢(shì)已經(jīng)逆轉(zhuǎn)了,最優(yōu)秀的人才都想進(jìn)中國(guó)企業(yè)。所以,我的問(wèn)題是如果在一個(gè)競(jìng)爭(zhēng)超級(jí)激烈的人才市場(chǎng),大家都在搶奪合適的高層員工,而如果甲公司和乙公司的核心價(jià)值觀非常相近怎么辦?公司怎樣才能適當(dāng)?shù)貙⑵浜诵膬r(jià)值觀差異化,從而對(duì)最優(yōu)秀的人才產(chǎn)生更大的吸引力呢?

吉姆·柯林斯:這個(gè)問(wèn)題很有意思。我將給你一個(gè)簡(jiǎn)短的回答和一個(gè)更長(zhǎng)的、富含細(xì)節(jié)的回答。

簡(jiǎn)短的回答就是,當(dāng)我和杰里?波拉斯(Jerry Porras)進(jìn)行《基業(yè)長(zhǎng)青》(Built to Last)的研究工作時(shí),我們發(fā)現(xiàn)生命力持久的卓越公司的確有著長(zhǎng)期堅(jiān)守的核心價(jià)值觀,這是一個(gè)不容爭(zhēng)辯的事實(shí),也是我們的關(guān)鍵發(fā)現(xiàn)之一,而且這些公司的核心價(jià)值觀并不隨著時(shí)間推移而改變。他們會(huì)改變做法、策略,改良文化,進(jìn)入新的行業(yè),等等。但是價(jià)值觀就像地面上固定的路標(biāo)一樣(不容改變)。

我們還想知道,是否存在一套普遍正確的核心價(jià)值觀?我們發(fā)現(xiàn)由于公司的不同,這樣普遍正確的價(jià)值觀幾乎是不存在的??赡苡行﹥r(jià)值觀在哪里都是錯(cuò)誤的,但是肯定沒(méi)有一套價(jià)值觀是絕對(duì)正確的。你會(huì)發(fā)現(xiàn)惠普(HP)那樣的公司非常注重員工個(gè)體,同時(shí)也會(huì)發(fā)現(xiàn)迪士尼公司(Disney)非常注重對(duì)客戶的服務(wù),而不是關(guān)注員工。這兩套價(jià)值觀體系區(qū)別巨大,但是都很成功。

隨著研究的深入,我們發(fā)現(xiàn)唯一正確的核心價(jià)值觀是不存在的。關(guān)鍵是你的確擁有了核心價(jià)值觀,而并非它是什么樣的價(jià)值觀。關(guān)鍵是你要知道自己的核心價(jià)值觀是什么,對(duì)此深信不疑,并且持之以恒。

???

Thomas D. Gorman: With the fit with company core values, now we have a situation that in China, today, if you talk to top management in different kinds of companies, the biggest constraint or biggest challenge that they face is, finding the right people, and then, retaining them, developing them and so on. We're seeing an interesting trend where five years ago the most desirable employers in China were multinational companies. Now, the tide is turning and increasingly really top talent wants to work for Chinese companies. So my question is, in the kind of, sort of, hyper-competitive talent market for the right people, for senior people. Question, what if company X's core values are pretty comparable to company Y's? What can companies do, to differentiate their core values in ways that enhances their ability to attract the top talent?

Jim Collins: You know, it's interesting; I think that, I'm going to give you a short answer and somewhat longer answer that has some detail in it.

The short answer is, when Jerry Porras and I did the "Built to Last" research, it's an absolutely clear, empirical fact, that enduring great companies did have a strong set of core values that they held onto over a long period of time. This is one of the key findings, and they didn't change those values over time, they changed their practices, they changed their strategies, they evolved their culture, they moved in different businesses, they did all that. The values were like the fixed guide posts in the ground.

And then we asked the question, is there a right set of core values? And we found that actually among different companies, there was no one right set of core values, there may be some wrong ones, but there certainly was no right one. You would have a company like HP, which would put a lot of emphasis on its orientation to the individual, and you find at Disney a tremendous orientation to its service to its customer as opposed to focus on employees. Very different value systems but both very, very successful.

And we went through, well we said, there's no one set of values here and what we learned is, it's not what core values you have; it's that you have core values. That you know what they are, that you believe in them very deeply, and that you live them very consistently over time.

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