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如今,我坐在OCC(美国期权清算公司,The Options Clearing Corporation)宽敞明亮的办公室里,常常会回想起4年多前的那个寒冬。当时, 我担任全球最大的粮油公司——美国嘉吉公司的农产品及IT业务副总裁。2001 年2月的一天,公司的全球CIO Lloyd焦急地告诉我,公司拉丁美洲大区的CIO 突然离职,整个大区的信息化工作陷入一片混乱,那里的首席执行官正被此事弄得焦头烂额。Lloyd希望我暂时填补这个职务空缺,并协助公司拉丁美洲大区CEO将信息化工作扶回正轨。同时, Lloyd还要求我在当地选拔一名符合条件的继任者。如今回想起来,Lloyd交给我这份差事时的描述与后来的事实相去甚远,“你用3个月雇佣一名CIO,再用3个月对他进行业务培训就行了。”没想到这份工作的难度大大超过了他的预估。事实上,我的这个“临时”CIO的身份整整持续了两年半。在一个新的陌生的环境里,要想在混乱不堪的局面下,给员工安排工作、组织他们有效合作,并从中选拔出一名领袖,并非易事。
Today, sitting in the bright and spacious office of OCC (The Options Clearing Corporation), I often recall the winter more than four years ago. At the time, I was vice president of agricultural products and IT at Cargill, the world's largest grain and oil company. One day in February 2001, Lloyd, the company's global CIO, was anxiously telling me that the CIO of the company's Latin American region had suddenly left and the informationization work in the entire area was in turmoil, where the chief executive was being hit by the matter . Lloyd wants me to fill this vacancy for the time being and to help the company's CEO in Latin America to put informatization back on track. At the same time, Lloyd also asked me to select a qualified successor locally. Now, in retrospect, the description Lloyd gave me at this errands goes a long way from the fact that “you hire a CIO in three months and train him in three months,” he said. The difficulty of the job greatly exceeded his estimate. In fact, my identity as a “temporary” CIO lasted for two and a half years. In a new and strange environment, it is no easy task to arrange work for employees, organize them effectively and select a leader from them in a chaotic situation.