成人小说亚洲一区二区三区,亚洲国产精品一区二区三区,国产精品成人精品久久久,久久综合一区二区三区,精品无码av一区二区,国产一级a毛一级a看免费视频,欧洲uv免费在线区一二区,亚洲国产欧美中日韩成人综合视频,国产熟女一区二区三区五月婷小说,亚洲一区波多野结衣在线

立即打開
第二十二講:創(chuàng)造力與創(chuàng)新

第二十二講:創(chuàng)造力與創(chuàng)新

《財富》(中文版) 2011-04-13
能夠把創(chuàng)新、執(zhí)行力、創(chuàng)造力和約束力結(jié)合在一起,這是非同一般的能力。每個人天生都是富有創(chuàng)造力的,創(chuàng)造力不是外部添加的。我們所面臨的共同問題就是創(chuàng)造力被扼殺了。

高德思你說過卓越的公司在發(fā)展的同時還能保留自己的核心價值。我的問題是關(guān)于他們?nèi)绾文軌虺晒ψ龅竭@一點,如何在保留公司核心元素的同時營造出一個創(chuàng)新的環(huán)境?

吉姆·柯林斯讓我們首先來看看一個在價值觀上持之以恒,始終堅持一個目標,同時大力推進產(chǎn)品升級和創(chuàng)新的范例。我認為這就是蘋果公司(Apple)。我認為蘋果真的是這方面的典范,因為當喬布斯重回蘋果時,他真的重新找回了蘋果最初的價值觀。那時他讓公司初創(chuàng)時的價值觀重獲生機。他的想法從未僅限于建立一家電腦公司,而是要創(chuàng)造出很棒的產(chǎn)品。早在80年代,他曾經(jīng)談到過(計算機是)“頭腦自行車”(bicycles for the mind)這一觀點。他也談到電子產(chǎn)品和摩爾定律推動下的軟件的未來。但是最酷的還是來源于自行車是最有效代步工具(這一類比觀點。)如果你好好想想,就會發(fā)現(xiàn)騎上自行車可以去很多地方,真是一個奇妙的發(fā)明。認為,我們就像在做“頭腦自行車”的生意,而不是電腦生意。電腦恰好就是一種大腦自行車。他對此很清楚,一直以來他就是想給人們一些能力放大器,讓他們無論做什么都能感到興奮和自由。公司創(chuàng)始之初,這種想法就深深根植于企業(yè)精神當中,大家都認為這樣做很酷。后來蘋果在沒有喬布斯掌舵的情況下運營了一段時間,接著他又回來了。他干了什么呢?他重新帶回了那個想法,看看從那時起,他們創(chuàng)造了多少成功的產(chǎn)品。這些就是頭腦的自行車。蘋果機到今天還在往這個方面努力。但是,你再看看iPhone、iPod、iPad,看看他們所開發(fā)的各種各樣的產(chǎn)品。他們總是不停地更新?lián)Q代,而非一步到位后就止步不前。

首先擁有一個核心想法,然后圍繞這個想法不斷進步,這就是一個經(jīng)典案例。當然我認為這也是一段他的人生旅程,他在個人旅程中保留了這種不斷進步的動力。所以在他的產(chǎn)品和商業(yè)模式中,你也能看到這些特點。這其中的關(guān)鍵就是:有些事物是恒久不變的,而在這個框架下,你可以充分發(fā)揮創(chuàng)造力。

我知道你在創(chuàng)造鼓勵創(chuàng)新的環(huán)境,但我不知道中國文化在這方面發(fā)揮了哪些影響和作用。因此,首先請向我簡單介紹一下中國人是怎樣看待創(chuàng)新的,之后我就可以在此基礎上來分享一下我的想法。

高德思:這是一個很不錯的問題。通常人們認為中國的教育方式在鼓勵創(chuàng)新方面并不強。主要就是靠死記硬背。這是大家最經(jīng)常提出的一個問題,至于這說的對不對,我們可以就此進行辯論,但這確實是大家最常提出的問題。關(guān)于企業(yè)創(chuàng)新,你會發(fā)現(xiàn)許多觀察者會認為這是中國公司面臨的最大挑戰(zhàn):往產(chǎn)業(yè)鏈或創(chuàng)新價值鏈的上端移動,扭轉(zhuǎn)低成本供應、勞動力密集型、出口導向型、低附加值、缺乏品牌的局面。但是在過去五到十年的時間里,我們已經(jīng)看到了許多創(chuàng)新的證據(jù),特別是在商業(yè)模式方面。在中國可以看到許多創(chuàng)新,但這仍是一個熱點話題。就像我剛剛說的,一些人會說這是中國公司面臨的最大挑戰(zhàn)。

另一方面,我知道你最近說過,就美國而言,或者說就你的研究而言,創(chuàng)新這一點被高估了。這些是核心的基礎原則,換句話說,就是要一種平衡。

吉姆·柯林斯我簡單就這個問題說兩句,之后再談談關(guān)于創(chuàng)造力的幾點看法,這在我看來是需要強調(diào)的。首先,能夠把創(chuàng)新、執(zhí)行力、創(chuàng)造力和約束力結(jié)合在一起,這是非同一般的能力。你并不一定要比別人更有創(chuàng)造力或是更有自我約束力,但是重要的是你能夠把兩者結(jié)合起來。即便你創(chuàng)造力無窮,但是如果缺乏約束力,那你也走不遠。如果你自律能力很強而卻沒有創(chuàng)造力,那你也不會成功

高德思是的。?

???

Thomas D. Gorman: One of your observations is great companies can preserve core values while stimulating progress. And I have some questions relating to how they do that successfully,... how do they foster an atmosphere of innovation while preserving the key elements of the core business?

Jim Collins: Let's first of all use a current example of a kind of consistency about values, and purpose and yet tremendous evolution and creativity around the products, and I think that is Apple. I think Apple is a really great example of this because what was very interesting when Steve Jobs came back to Apple, he really grabbed back onto the original founding values of Apple. He was the instigator of the original founding values at that point. And the idea, it was never about a computer company, the idea had to do with doing some very, creating some great products out of ultimately... he used to, way back in the '80's he used to talk about this idea of "bicycles for the mind." And the idea of electronics and ultimately what would happen through Moore's Law and software, but really cool products, the idea that a bicycle is the most efficient form of human movement. You get on a bicycle and you can really go places and it's a really amazing invention, when you think about it. And he thought, we're ultimately kind of like in the bicycles of the mind business; we're not in the computer business. Computers just happen to be one of those. And he understood this very much and it was always about giving these amplifiers to people and these things that would give people a sense of excitement and freedom around what they were doing. This was very deep in the ethos of the company from very early on and the idea of how cool it would be to do that. So, then Apple kind of goes on a journey without him for a period of a time, and then later he comes back. What does he do? He brings back that same idea and then all the products, just look at all of what's happened since then. They're bicycles for the mind. The Mac is still doing that. But, you think about the iPhone, you think about the iPod, you think about the iPad, you think about all the different things that they've been doing and lots of pieces. And there's lots of generations upon them, it's never just one, it's a lot of steps.

That is a classic example of there's a kind of a core idea, and tremendous progress around that idea. And that is, of course I think that's his journey as well, his own journey has been to preserve something -- constant progress. So yes, you can see it play out in products and you can see it also play out in business models.

And the whole idea is that by having something that you hang onto over time, it provides the context within which you do a lot of very creative things. So, now in terms of fostering environments of creativity and innovation and I know that you have, this is a question, and I don't know what the cultural aspects are about this with China. So, first maybe just fill me in a little bit on that from a Chinese perspective on a question of creativity, the question of innovation. And then I'd like to share a couple of thoughts on this based on that.

Thomas D. Gorman: And that's a very good question. I think to focus on commonly held views that Chinese education isn't particularly strong in promoting creativity. It's based on a lot more traditional rote learning. That's a common complaint that one hears, whether it's fair or not, we can debate that, but that's a common complaint. With regards to innovation in the corporate sense, you'll find a fair number of observers will say, that's the biggest challenge Chinese companies face: moving up the chain, or the value chain on innovation, moving away from being a low cost supplier, large pool of labor, export oriented, low value added, not many brands, but now, we've seen a lot of evidence of innovation, particularly in the business model area, in the past five to ten years. So, there's a lot of innovation going on, but it's still a very hot topic over there and as I say, some would say, it's the biggest challenge Chinese companies face.

On the other hand, I know that you've said, in recent times, that it may be somewhat over- rated in the American context or in the context of your research. These are the core fundamental disciplines, in other words, there's a balance there.

Jim Collins: Just a brief comment on that and then I want to come to a couple perspectives on creativity that I would at least like to highlight because I, but first of all, it's really the capacity to blend innovation and execution, creativity and discipline, that is a very special thing. It's not necessarily that you are, have to be more creative or disciplined, it that you have to find a way to put both of those together, and that's, so if you just have a lot of creativity, but you don't have any discipline, you won't go very far. But, if you have a lot of discipline and have no creativity, you also aren't going to go very far.

Thomas D. Gorman: Right.

?

>>顯示全部

掃描二維碼下載財富APP
亚洲综合欧美色五月俺也去| 日韩欧美国产精品第一页不卡| 婷婷国产天堂久久综合五月| 日韩一级 片内射视频播放| 国内精品久久久久久99蜜桃| 天天躁狠狠躁狠狠躁性色av| 高清中文字幕男人的天堂| 国产亚AV手机在线观看| 国产精品国产三级欧美二区| 天天日天天干天天操天天射| 丰满人妻一区二区三区视频53| 婷婷丁香综合五月久久综合| 一本久道综合色婷婷五月| 色婷婷久久综合中文久久一本| 欧美97久久人人模人人爽人人喊| 午夜亚洲AⅤ无码高潮片苍井空| 亚洲美女高潮久久久久| 国产v亚洲v天堂无码网站| 人妻牛仔裤无码三级在线| 国产女人高潮叫床免费视频| 经典三级在线观看呢观看| 麻豆国产在线视频区| 久久久五月天亚洲天堂中文字幕在线观看| 欧美久久久久久免费国产精品中文字幕| 精品亚洲AV无码 一区二区三区| 精品21国产成人综合网在线| 无码人妻丰满熟妇一区二区三区| 成人免费无遮挡无码黄漫视频| 青青久久久久精品亚洲AV中文| 婷婷午夜天午夜福利综合| 精品久久福利一区二区| 色欲麻豆国产福利精品| 性欧美大战久久久久久久黑人| 国产一级精品无码免费视频| 国产精品三级av及在线观看| 大香蕉操逼色网视频| 精品国产日韩亚洲一区在线| 亚洲一区二区三区国产精华液| 亚洲av无码国产综合专区| 中文字幕在线不卡| 光棍影院一级毛片视频|