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編輯推薦：
BestsellingauthorandbusinessguruPatrickLencioni''smost燽roadly-appealingfableyetprescribesmethodsforimprovinganyone''sjobsatisfactionandperformance.
內容簡介：
PraiseforTheThreeSignsofaMiserableJob"Thisisapage-turnerthatunravelsthemysteryofjobsatisfactionforanymanager.Whetheryoumanagesixorsixtythousandpeople,itisessentialreading."—TrevorFetter,presidentandCEO,TenetHealthcareCorporation"Inaseaofgenericbooksonemployeeengagementandempowerment,Lencionithrowsusalifepreserver.HisbookisamasterfultalewhichIhighlyrecommendtoleadersandanyoneelsetryingtobuildmorepersonalsatisfactionintheirwork."—KevinD.Wilde,vicepresident,chieflearningofficer,GeneralMills,Inc."Lencioniprovidesapowerfulmessagetoallwholeadpeople,onethatwillproduceexceptionalloyaltyandresults.Thissimplebookcanmakeahugedifference."—RobertW.Savage,chiefoperatingofficer,TacoBellCorporation"Ilovethiscleverandinsightfulbook!Itwillremindanymanager,atanylevel,whytheybecameamanagerinthefirstplace."—GregCross,seniorvicepresident,HiltonHotelsCorporation"Don''tletthesimplicityofhismessagefoolyou.Lencioniprovidespowerful,practicalreal-worldsolutionsforimprovingresultsbyputtingpeoplefirst.Ifoundmanynewideasforself-improvementthatIcan''twaittotry!"—JeffLamb,vicepresident,peopleandleadershipdevelopment,SouthwestAirlines
關於作者：
PatrickM.LencioniisfounderandpresidentofTheTableGroup,amanagementconsultingfirmspecializinginexecutiveteamdevelopmentandorganizationalhealth.Asaconsultantandkeynotespeaker,hehasworkedwiththousandsofseniorexecutivesinorganizationsrangingfromFortune500sandhigh-techstart-upstouniversitiesandnonprofits.Heistheauthorofsixnationallyrecognizedbooks,includingtheNewYorkTimesbest-sellerTheFiveDysfunctionsofaTeam.
目錄
Introduction. The Fable.
內容試閱
ReinventingStrategyUsingStrategicLearningtoCreateandSustainBreakthroughPerformanceByWilliePietersenJohnWileySonsISBN:0-471-06190-5ChapterOneTheNewPlayingFieldRunningabusinesstodayisharderthaneverbefore.Why?Becauseofthespeedandcomplexityofchangeintheso-calledneweconomy.By"neweconomy,"Idon''tsimplymeanthehigh-techsectororthedot-combubble;thephrasehastakenonamuchwidermeaningthanthat.Itreferstothenewrulesofcompetitionandhowtheyareaffectingeveryone,everywhere.Indeed,themostprofoundeffectsoftheneweconomyarebeingfeltinlarge,well-established,old-economybusinesses.Tosucceedintheneweconomytherearethreequestionseverybusinessleadermustbeabletoanswer.TheThreeLeadershipQuestionsintheNewEconomy]1.Whatistheenvironmentinwhichourorganizationmustcompeteandwin?Whataretheunderlyingforcesthataredrivingourindustryintheneweconomy?Weneedtounderstandtheenvironmentinwhichleadersmustlead.Untilwehaveachievedinsightsintotheseshifts,wecannotanswerthenextquestion.2.Whatarethosefewthingsourorganizationmustdooutstandinglywelltowinandgoonwinninginthisenvironment?Havetherulesofeffectiveleadershipchangedintheneweconomy?Whatarethekeythingsthatleadersmustdotodrivesuccessintheirorganizations?3.Howwillwemobilizeourorganizationtoimplementthesethingsfasterandbetterthanourcompetitors?Knowingwhattodoisimportant,butthatwillneverbeenoughtoputyouinfront.Towin,youmustalsoknowhowtodoit.Youmustbeabletomovebeyondtherhetoricandactuallyimplementyourstrategy.AsHenryFordputit,"Youcan''tbuildareputationonwhatyou''regoingtodo."Thisbookaimstoanswerallthreeofthesequestions.Let''sbeginwiththefirstquestion:Whatishappeningintoday''sbusinessenvironment?Itisaleader''sfirstdutytounderstandthefieldthecompanyisplayingon.Obvious?Maybe.Butmanyexecutivessimplythrowuptheirhandsandsay,"Themarketiscomplexandchangingfast,"andleaveitatthat.That''snotgoodenough.Oneofthemostimportantrolesoftoday''sbusinessleaderistobechiefsensemakerforhisorherorganization-thepersontowhomotherslookforaclearunderstandingofthecompetitiveenvironmentonwhichasoundwinningstrategycanbebased.Tocreateawinningstrategy,wemustunderstandbetterthanourcompetitorstheforcesdrivingtheneweconomy,howtheyaffectus,andhowwecanusethemtoouradvantage.DoingthisisthefirststageofStrategicLearning-aninsight-generatingprocesscalledthesituationanalysisseeChapter5.Togainsuchinsights,everycompanywillhavetoscanandinterpretitsparticularenvironment.Thereare,however,anumberofuniversalforces-suchastheInternet,globalization,deregulationandprivatization,convergence,anddisintermediation-thatareradicallyalteringthewayallbusinessisconductedtodayseeFigure1.1.Whileeachoftheseforcesisdistinct,theyallinteractwithoneanother.ConsidertheInternetandglobalization,thetwomostpowerfulforcesofchangeatworktoday:TheInternetconnectspeopleandpromotesglobalization,whileglobalizationofthemarketplacepushespeopletoconnectanddobusinessviatheInternet.Whenwestepbacktoconsiderthesemajordiscontinuitiesaspartsofalarger,epochaltransition,thenwebegintounderstandhowtheyaffectourbusinessesandwhatwemustdoaboutit."Neweconomy"hasbecomeanearlyubiquitousbuzzword.Whilebuzzwordscanhelpusgetaquickhandleonthings,theycanalsobecomeacrutch,asubstituteforrealthought.Inthepagesthatfollow,Iattempttodefinethesignificanceoftheneweconomybyexplainingthenatureofthechangestakingplacearoundtheworldatthedawnofthetwenty-firstcentury.Ratherthanofferingalong,blanddescriptionoftheseforces-forcesthatyouareprobablyawareof-Ihavetriedtodistillthechiefconsequencesofwhatwecalltheneweconomyandhowthechangesunderwayhavealteredtherulesofcompetition.Onlywiththisunderstandingcanbusinessleadersunderstandandmeetthechallengestheynowface.UnderstandingtheNewEconomyAstheeconomistJosephSchumpeternoted,capitalismislargelyaprocessof"creativedestruction":Oneeracreatesnewtoolsandmethodsthatsupersedeanddestroythoseofthepreviousera.Aswiththeagriculturalrevolutionandtheindustrialrevolution,thechangesbeingwroughtbytheneweconomytoday-mostnotablytheInternet-arenotsimplyextensionsoftheoldways;theyaresignificant,revolutionarybreaksfromthepast.Todayweareintheinformationage,whichhasseenthemostrapidandcomplexchangeofall.Atthedawnofthetwenty-firstcentury,wearemovingfromasset-basedtoknowledge-basedcompetition.SenseMakingintheInformationAgeKnowledgeispower,theoldsayinggoes.Butintheso-calledinformationage,thedistinctionbetweentrueknowledgeandmereinformationhasbecomemoreimportantthaneverbefore.Thankstomoderntechnologiessuchasthedigitalcomputer,electroniccommunications,andespeciallytheInternet,informationhasbecomeacommodity,andacheaponeatthat.Astheworldbecomesnetworked,merefactsarenowmoremobilethaneverbefore-theycancomefromanywhereandgotoanywherealmostinstantaneously.Theresultisthatinformationisbecominganabundant,cheap,andrapidlytransferablecommodity.Butdespitethefloodofinformationinwhichwearealldailyimmersed,trueknowledgeisasrareandvaluableasever-perhapsmoreso.Knowledgemakesdistinctionsamongkindsofinformation,winnowingthevaluable,practical,andimportantfromtheuseless,unnecessary,andinsignificant.Inanagewheneveryonehasinstantaccesstoinfiniteinformation,sensemaking-theabilitytoturnfloodsofinformationintorealknowledge-hasbecometoday''sscarcestandmostvaluableresourceandthekeyleveragepointforvaluecreation.Acompany''sprimarysourceofwealthisthereforederivedfromitsinsights,knowledge,andideas.Itssuccessdependsonhowitleveragesitsintellectualcapital.Butleveragingintellectisquitedifferentfromleveragingassets,andthebusinessworldisstillcomingtotermswithwhatthatmeans.PowerShiftForthemajorityofexecutivesIcomeincontactwith,theInternetisthebigquestiontoday-ahuge,knottyissuethatmanyfeeltheyarenotproperlyaddressing.Ontheonehand,theInternetissimplyatool;ithappenstobeaveryfastmeansofdistributinginformation-fromonedesktothenext,oracrosstown,oraroundtheworld.Ontheotherhand,theInternetruthlesslysqueezesoutinefficiency.Indeed,theInternetisshakingupentirebusinesscategories,forcingcompaniestoreinventthemselvesandenablingordinaryindividualstoaccomplishextraordinarytasks.TheInternetisadouble-edgedsword.Ithasshiftedthebalanceofpowerfromsellerstobuyers,evenasithasgivensellersbettertoolstofindandservebuyers.Oneresultisthatbuyersnowhaveamuchwiderrangeofchoicesandlowerswitchingcoststhaneverbefore,whichhascreatedafiercelycompetitiveenvironment,oneinwhichinnovationisthekeytosuccess.ThemostrevolutionaryaspectoftheInternetisthatitgivesvirtuallyeverybodyaccesstothesameinformation.Itisthistransparencythathascausedtheshiftinpowerfromsellerstobuyers-amassive,revolutionarychange,whichputsapremiumonknowledge-basedservicesratherthanonproducts.Thispowershiftisupendingmanyestablishedrelationships.Considerthebalanceofpowerbetweendoctorandpatient,forexample.Traditionally,doctorshavebeenthekeepersofspecializedknowledgeaformofpower,whilepatientshavebeentheirsupplicants.Today,however,patientscanresearchtheirconditionsontheInternet,learnaboutpossibletreatments,andscourmultiplewebsitesforresources;whentheyarriveattheirdoctors''offices,theymayknowmoreaboutwhatailsthemthantheirdoctorsdo.Thisputspressureondoctorstoprovideextraserviceinordertoretaintheirpatients.TheInternethasalsoaffordedproducersmuchbettertoolstofindandservecustomers.Indeed,anumberoftraditionalcompanieshaveusedtheInternettoreinventthemselvesandmaketheircorecompetenciesthebestintheworld.PerhapsthebestexampleofthisisGeneralElectric.Traditionallyaparadigmoftheold,asset-basedeconomy,GEisnowaleaderintheinformationage.UnderformerCEOJackWelch,thecompanyreconceiveditselfasa"learninglaboratory"thatusestheInternettoprovideefficientproductsandservicestoitscustomers.WhenGEsoldajetengineintheolddays,itwouldsignitsclientupforamaintenanceprogramthatproducedasteadyannuity.Today,GEEngineServicesofferscustomerslikeSouthwestAirlines"powerbythehour,"anonlineservicethatmonitorsengineperformanceinflightandtracksallmaintenanceandrepairdatainrealtime.CustomersuseGEAircraft''sCustomerWebCentertopurchasesparepartsandtoaccesstechnicalpublicationsandwarrantyrecords.AirlinesalsogainaccesstoonlineremotediagnosticsystemsthatallowGEengineerstopinpointengineproblemsfromthousandsofmilesawaywithouthavingtomakeon-sitevisits."That''saninformation-basedserviceasmuchasaproduct,"WelchtoldFortunemagazine."Ithinkit''sabettergame."Althoughsomeold-economystalwartsmightliketothinkthatthedot-comshakeoutofthepasttwoyearssignalsanendfortheneweconomy,infacttheneweconomyisstillinitsinfancy.Historically,newtechnologieshavealwaysspawnedcyclesofrapidexperimentationledbystart-upplayers,followedbyperiodsofabsorptionbythosemainstreamfirmsthatsurvivethediscontinuity.AsGE''songoingreinventionsuggests,theInternetisnolongerabusinessfadreservedforentrepreneurs.Itisamassiveenabler,everybitasprofoundinitseffectsastheintroductionofelectricalpowerwasaroundtheturnofthelastcentury.MarginSqueezeTheunprecedentedefficiencyoftheInternetisdrivingdownpurchasingcostsforallkindsofgoodsandservices.ThisistrueinbothconsumerandB2Bbusiness-to-businessmarkets.Foranexampleoftheformer,considerCNET,theWeb-basedservicethatoffersinstantaneouspricecomparisonsamonghundredsofsuppliersofcomputers,cameras,stereoequipment,andotherhigh-techproducts.Theeffectistomakeitextremelyhardtocompeteforbusinessinthesecategoriesunlessyou''rewillingtomatchthelowestpriceinthemarket.SimilarprocessesareatworkintheB2Barena.CompaniesinalmosteverybusinessareusingtheInternettoconnectthemselvescloselywithsuppliersaroundtheworld,makingitfastandeasytobuyrawmaterials,machineparts,ormanufacturedequipmentinjusttheamountsneededatthelowestpossiblecost.Theeffectisthesame:todrivepricesdowntorock-bottomlevels.Theinevitableresultisamarginsqueezethatissteadilymovingupthesupplychain.ThepersonalcomputerPCmakerthatisforcedtosellitsproductsatbare-bonespricescandosoonlybydemandingthelowestpossiblepricesfromitssuppliers-chipmakers,fabricatorsofplasticcasesandelectricalwiring,makersofcardboardshippingcartons,andsoon.Thesecompanies,inturn,mustmaximizetheirownefficiencieswhileputtingthesqueezeonthosewhosupplythemwithrawmaterials,manufacturingservices,andsoforth.Littlebylittle,excesscostsarebeingwrungoutoftheentiresystem.Thus,sellersseldomgettokeepthebenefitsofthelowercosts;theymustbepassedontobuyersintheformoflowerpricesifthesellershopetoremaininthegame.Thefirstchallengeforanycompanydoingbusinessinthismercilessenvironment:toimproveyourownefficienciesfastenoughtomaintainyourprofitmargins-andtokeepfrombeingsqueezedtodeath.Butsuchimprovementalonemerelyallowsyoutoremaininthegame.You''llneversaveyourwaytosuccess.Towin,youmustgobeyondcostcuttingtoproducegenuinestrategicinnovationthatcreatesnewandbetterwaysofservingcustomers.TheResurgenceofBrandsAsaresultoftheseforces,thebattleforthecustomerhasgrownmuchmoreintense.Thebigquestionincustomers''mindsis:WhomdoItrust?ThebroadarrayofchoicesontheInternetcanbeliberating,butitcanalsobeconfusing,andincreasinglycustomersarelookingforguidance.Oneconsequenceofthisthatsomemayfindsurprisingisaresurgenceintheimportanceofbrands.RobertReich,theformersecretaryoflabor,pointsoutinhisbookTheFutureofSuccessthatthe"distributionoligopolies"thatdominatedthefirsthalfofthetwentiethcenturyarenowgivingwaytowhathecalls"oligopoliesoftrustworthiness."Inthetwenty-firstcentury,superbrandslikeWaltDisneyarebecomingourguidestowhatisgoodandtrustworthyforawiderangeofproductsandservices.Suchcompaniesareincreasinglyfillingtheroleofknowledgebrokersforconsumeraudiences.Theycanprescreeninformationforus;theycanfunctionasacatalogorashowroom;theycansubcontract,orforgepartnershipswithothersinthevaluechain.ManyconsiderDisney,forexample,theirtrustedguidetoallsortsoffamilyentertainment,notallofwhichitdirectlyproducesorcontrols.MultichannelMarketplacesAsaninstantaneous,incrediblyflexiblemediumforinteractivecommunication,theInternetisopeningupnewchannelsforsales,marketing,andcustomerservice.Consequently,distributionnetworksinindustryafterindustryarebeingreshaped.Inmanyindustries,thechallengewillbetomovefromasingle-channeltoamultichannelapproach.Hence,therushtolaunchonlinesalesandmarketingvenuestocomplementtraditionalretailoutlets-theso-called"clicksandbricks"strategy.Buthere''stherub:Toremaincompetitivetodaywhilealsopreparingfortomorrow,it''snotsimplyaquestionofgettingoutofonestrategyandintoanother.Rather,youmustdecidehowtomaintainyourexistingbusiness,your"installedbase"-theexistingcustomers,revenuestream,technologicalcompetencies,andotherassetsyou''vebuiltupovertheyearsthatarestillprofitablebutbecomingobsolete-longenoughtobuythetimeneededtoadapttoanewmodelatthesametime.Continues...ExcerptedfromReinventingStrategybyWilliePietersenExcerptedbypermission.Allrightsreserved.Nopartofthisexcerptmaybereproducedorreprintedwithoutpermissioninwritingfromthepublisher.ExcerptsareprovidedbyDial-A-BookInc.solelyforthepersonaluseofvisitorstothiswebsite.
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