出井伸之出任索尼的CEO之时,索尼已经是消费类电子产品产业的世界第一品牌和巨无霸,总资产560亿美元。每年生产各类设备1亿多台,并通过生产Play Station游戏机和并购哥伦比亚唱片电影公司,又成为音乐、电影和计算机娱乐巨头。随着业务日益膨胀,内部体制逐渐僵化。于是,1995年,出井启动了“重生”(Regeneration)计划,出井说,“在公司的组织中,光有乖小孩是不够的,一定要有会造反的人才。我们必须能够打破企业的常识和陈旧的经营模式,才能有希望。”出井推出了“统一·松散管理模型”:将旗下的十几家电子企业合并为5个以“网络为纲”的业务部门,并对过去的金字塔形组织结构以及命令—控制型的管 When Shinichi Takeshi became CEO of Sony, Sony is already the world’s No. 1 brand and giant in the consumer electronics industry, with total assets of US$56 billion. Each year, it produces more than 100 million sets of various types of equipment. It has also become a giant of music, movies and computer entertainment through the production of Play Station game consoles and the acquisition of Columbia Records. As the business expands, the internal system gradually becomes rigid. So, in 1995, Izumi launched the “Regeneration” plan and said: "In the company’s organization, it is not enough to have children, and we must have rebellious people. We must be able to break the common sense of the business and There is hope for the old business model.” Idei introduced the “unified and loose management model”: it merged its dozens of electronic companies into five “network-based” business units, and the past pyramid organization Structure and Command-Controlled Tubes