论文部分内容阅读
据《2013年IBM全球首席高管调研报告》显示,最高管理层形成的复杂合作关系网是企业的力量基础。业绩出众的企业与业绩欠佳的企业之间的一个主要区别在于,最高管理层的成员们能否很好地进行团队合作。在IBM全球企业咨询服务部大中华区首席运营官林嘉德看来,高管之间的团队合作首先需要共同的目标,即高管们都需要在两个方面与CEO的观点保持一致:一是影响企业的最重要力量,二是企业运营战略的优先任务。先看“影响企业重要的力量”。我们从IBM的CEO调查报告里看到,技术能力在2012年和2013年都排在了CEO关注的第一位。技术能力很多时候被等同于信息能力,但是今天CEO所关注的技术能力已经到
According to “2013 IBM Global Chief Executives Research Report” shows that the top management of the formation of complex network of cooperation is the strength of the enterprise foundation. One of the major differences between top-performing and underperforming businesses is whether top-level management members work well together. According to Lin Jiade, chief operating officer of IBM Global Business Services Greater China, teamwork among executives needs above all a common goal: executives need to be consistent with the CEO’s view in two ways: Affect the most important force of the enterprise, the second is the priority of the enterprise operation strategy. Look at the “impact on the important business power.” As we can see from the CEO survey of IBM, the technical capabilities ranked first in the CEO rankings in 2012 and 2013. Technical capabilities are often equated with information capabilities, but the technological capabilities that CEOs are concerned today have come to