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随着公司规模不断扩大,这些核心优势逐渐为复杂性让步:公司舍本逐末,错失了能真正帮他们做到卓越的东西。重新定义公司DNA中最伟大、可复制性的要素是一切回归正轨的关键。研究表明,几乎每个行业都存在多种强大的可复制性模式,甚至在竞争激烈的成熟行业。这充分验证了,业绩更多地与管理决策有关,而并非所在行业和所从事的业务。以航空业为例,在2000年至2010年的10年间,48家美国航空公司申请破产,全球百大航空公司中近90%的公司未能收回其资本成本。然而在这一片萧条中,有两家航空公司依靠自身强大的可复制性模式取得了成功,尽管二者的模式存在“天壤之别”。
As the size of the company continues to grow, these core strengths are gradually giving way to complexity: the company is missing out on something that can really help them do something remarkable. Redefining the greatest, replicable element of corporate DNA is the key to getting back on track. Research shows that in almost every industry there are many powerful patterns of replication, even in highly competitive and mature industries. This fully verifies that performance relates more to management decisions than to the industries and businesses in which they operate. Take the aviation industry as an example. In the 10 years from 2000 to 2010, 48 American Airlines filed for bankruptcy. Nearly 90% of the world’s top 100 airlines failed to recover their capital costs. However, in this recession, two airlines have achieved success on their own strong replicability model, although there is a “big difference” between the two models.