我谈谈我们是如何激励员工重振进取心,如何围绕顾客和品牌这样的原始根基而积极进取的。战略改变在20世纪60年代和70年代,联合利华陷入追求纵横整合进行扩张的路子,我们拥有自己的广告公司、市场研究机构,还涉足包装运输等各行业。扩张的最初战略设想,原本是为了更好地支持客户业务,但是发展下去,我们的使命变得不再那么清晰,联合利华成了一个混合企业,偏离了我们企业的最初宗旨。联合利华决策层在20世纪80年代早期就意识到这点,我们必须回到专注的行业战略上面,也就是“核心战略”。截至1997年,我们退出化学行业后,涉足的行业精简成三个:食品、家庭护理用品和个人护理用品。 I talk about how we motivate employees to revitalize their ambitions and how to be motivated around such primitive roots as customers and brands. Strategic Change In the 1960s and 1970s, Unilever was plunged into the path of expanding vertically and horizontally. We had our own advertising agency, market research institutes and various industries including packaging and transportation. The initial strategic vision for expansion was originally intended to better support the client business, but as we continue to grow our mission becomes less clear and Unilever becomes a hybrid company that deviates from the original purpose of our business. As Unilever's policy makers realized this in the early 1980s, we had to go back to a focused industry strategy called “core strategy.” As of 1997, after we quit the chemical industry, we have streamlined the industry into three: food, home care products and personal care products.