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不同背景的职业经理人的命运折射了一家自负的跨国公司所能犯下的所有错误商业经验的累积是一个不断试错的过程,需要时间,更需要代价。在这个2004年,一些公司以死亡为代价,为我们讲述了一个个骄傲自大而终至毁灭的故事;另一些公司所幸还有机会重新改过。德隆,曾经号称中国资本市场上的大庄家,竟而在短短数月内轰然倒地,正所谓其兴也勃焉,其亡也忽焉。在公司治理方面,ORACLE、朗讯、迪斯尼、三九则为我们展现了不同类型的错误。格林柯尔、杜邦和安利的问题均出现在外部公共关系上。联想的毛病稍复杂些,它的战略迷失反映了中国这些已有20年历史的企业所共同面临的方向性问题:身处“壕沟”,在做大与做小之间徘徊。比较特别的一个选择是中国足协。中超联赛的尴尬,男足的耻辱性失利,以及足球投资人的逼宫,让前者突显束手无策的老态。这10个愚蠢的故事很可能也潜藏于更多的公司之中。一个警示是,任何公司高管都不要自以为精明。知错而改,善莫大焉。
The fate of professional managers of different backgrounds reflects the fact that all the mistakes made by a self-fulfilling multinational corporation can make the cumulative business experience a constant trial and error process that takes time and costs more. In 2004, some companies told us about the story of arrogance, arrogance and destruction, at the expense of death; others, fortunately, had the opportunity to revisit it. Delong, once known as the big banker in China’s capital market, actually fell to the ground in just a few months. As the saying goes, its prosperity is booming and its death suddenly neglected. In corporate governance, ORACLE, Lucent, Disney, and 39 show us different types of mistakes. The issues of Greencool, DuPont and Amway appear in external public relations. Lenovo’s problems are a bit more complicated. Its strategic loss reflects the directionality facing China’s 20-year-old enterprises. They are in a “ditch” and are hovering between becoming bigger and smaller. A more special choice is the Chinese Football Association. The embarrassment of the Super League, the humiliating defeat of the men’s soccer team and the forced expulsion of soccer investors have made the former to highlight the helplessness of the former. These 10 stupid stories are likely to be hidden in more companies. One caveat is that any company executive should not be self-righteous. Wrong and change, good Mo Yan.