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[People & Ideas] 新商业阅读第三期: Blue Ocean Leadership [复制链接]

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发表于 2015-5-26 14:08:22 |显示全部楼层
Blue Ocean Leadership: (page 60)most organisations don't come close to tapping the full energy and talent of their employees. Here's what leaders can do to realize all that potential.  ——W.chan kim and Renee Mauborgne (creaters of the idea "blue ocean strategy", Insead professor)
How to outsmart Activist Investors:(page 88) You never know when your company might need to fend off a chanllege from a hedge fund. This article talks about six ways to fend off- or benefit from activist chanllenges
附件: 你需要登录才可以下载或查看附件。没有帐号?没有账号?

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发表于 2015-5-26 22:41:25 |显示全部楼层
谢谢梦梦。
终于满血归来: 看到这个心仪已久的topic,期待一起读,一起讨论。
这次的电话讨论旁听了一下, 感觉效果很有限(当然可能是我状态问题),不知道是不是还是见面2小时高效讨论会好些。

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发表于 2015-5-29 23:34:00 |显示全部楼层
蓝海领导力



一、
组织的摩擦力来源与层级内部的用力方向不一致,以及用力程度不一致


二、
蓝海领导力四步:
1 发现问题;2 设定标准;3 选定方向;4 检查执行。


三、领导分工

基层领导——服务客户,培训员工,解决问题

中层领导——授权,指导与反馈

高层领导——战略

看起来就是中层没有太多存在的必要,林彪直接指挥军长,兵团只是前线指导,督战


四、
整个案例就像一场整风运动,重点在于“运动”。毕竟信心的不正常是导致组织摩擦力的最大原因

与其说是工具产生的作用,不如说是参与本身产生了作用——参与,解释,沟通,尊重,期望——尤其是高层的带头参与
如果能一丝不苟的落实下来,即使没有这个工具结果也一样不错

毕竟这个工具就是告诉你什么是对的,要做对的,而已


五、进一步而言
咨询公司做咨询,和医生看病一样
要把组织当作活体对待,而不是像对待一个物体一样,用金字塔原理去套
不能只看片面的指标
应该重在激发系统的免疫力
换句话说,政委的工作比参谋长的工作优先

这个案例,就是发挥了政委的功效,把大家的积极性激发起来了
共军的民主会,神仙会和这个功能一样
GE的work out,群策群力在某种意义上也是这个作用

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发表于 2015-5-30 00:31:37 |显示全部楼层

Blue Ocean Leadership

The structure of the article

1. The challenges in front of leaders;

2. What differentiate Blue Ocean with traditionalleadership;

3. What is "blue ocean leadership"? (Four steps ofBOL)

4. Summarize BOL


Knowledge Point of the article

N/A in this essay


Linkage to my daily work & personal Experience

- Scalability of BOL

Being tired of leadership programs, I totally lost interestsin investing any of my generic time or energy in participating leadershipprograms arranged by the company. Why? The targets are so vague and theimprovements are not scalablized. Therefore, I tend to believe that leadershipis not gained by coaching or training, it is purely a sensational thing, whichcan only be developed by personal efforts.


However, Blue Ocean Leadership (BOL) institutionalizes and visualizesleadership improvement. In daily work, anything that is not measurable anddemonstrated in scales is not feasible to be implemented. BOL demonstrates thatleadership and its improving progress can be digitalized and is measurable.


The visualized results provide instruction for future improvingdirections.


- Leaders are not"Boss" but "Salesman"

Leaders are not managers, who are defined by hierarchy.Leaders are successful convincers, whose value, believe, choice ofdirections... has followers. Both supervisors and subordinates are all customers,who buy in the leadership from a leader. It is purely true. Especially inmultinational corporations: people generally have multiple choices on time andenergy allocation on the baseline of deliverables. Striving to be excellent inany particular direction, or to perform in a particular manner, are totallydepends on "sub-ordinates", not managers. Therefore, lower yourself -as a leader - to the position to promote your leadership is a vital attitude tobecome a real leader.


- De-focus on values,quality & behavior traits changes, Re-focus on act & activity

Most of the leadership programs, books or courses are tryingto achieve the inner changes overnight. Personally, I view it as the majorfailure cause. The inner worth change of a person takes lifetime. Moreover,people tend to disgust and defend when he/she sense that someone is trying toalter his/her values, perceptions, etc.


Therefore, focusing on acts & activity solves the issueand facilitate the collaboration.

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发表于 2015-5-30 17:09:56 |显示全部楼层
本帖最后由 zhengchen 于 2015-5-31 22:44 编辑

《Blue Ocean Leadership》

第一部分 文章的结构与Points
一、开头语
30%工作投入的员工、50%普通、20%不满的员工每年给美国经济带来half a trillion的损失。然而这些不投入、不满的员工来源于poor leadership,没有将员工的潜力挖掘出来。
二、与传统领导途径的不同
1、专注于行为和行动
Blue Ocean Leadership强调领导采取了什么行动来提升团队的积极性和业绩,而不看重于通过领导的quality, value, behavioral style的改变来提升团队积极性, 因为这些品质是需要长期的培养才能形成的,这些品质也无法测算和量化,“采取行动”则来得更容易。
2、同市场现实联系紧密
Leader如何能使员工面对市场现实,更好地服务于顾客和股东。
3、将leadership应用于管理的各个层级。
企业的突出业绩通常来自于中层和前线领导者的积极和行动。
三、Blue Ocean Leadership的四个步骤
如何将蓝海领导力付诸实践,包括四个步骤。
1、看到你的leadership现实
将十几个人分为三组,每组对应高中低三个level的管理层,来看他们的leadership,发现高层的关注日常,中层的专注于控制和求稳,前线的专注于讨好老板。
2、开发多样的leadership组合
Cold spot/hot spot; interviewee觉得哪些组织外的leadership如果采用可以带来巨大作用的,或者是对他们影响巨大的人使他们认为哪些行为如果被采用可以给他们带来value。Blue Ocean Leadership Grid分析工具。
3、选择leadership组合
“领导力集市”,董事会成员对每个level的sub team投票和贴标签。每个level都从之前“leadership现实”中看到的负面转为正面,可以满足顾客的利益和股东的利润与发展目标。
4、使新的领导力实践制度化
Interviewee没有参加“领导力集市”,将集市的结果同他们沟通。建立起team spirit和 mutual respect的组织,所有人都能看到leadership的变化积极地影响了他们的表现。
四、将执行内置到这四个步骤中
1、受尊敬的senior manager率先垂范
让员工意识到他们是在动真格的了,而不仅仅是说说后又按原来的那一套。
2、员工们来定义领导应当怎么做
3、所有level的人对最终的决定都有发言权。
4、很容易评估期望是否得到满足
如果你信任为之工作的人,你会自愿付出更多的额外的努力,否则,你仅仅就是应付工作和保住个人利益,不会想着去赢取客户和创造价值。这样不仅你的能力被浪费掉,也不宜于公司的发展。
五、成为一个蓝海领导者
不管你处于什么管理层级,只要使你的人通过以上的那四个步骤,就可以激起他们的潜力。

第二部分 读后感
“蓝海领导力”是什么,如何去实现它,实现的过程中的关键点是什么,写得都很清楚,设计得也挺全面,看似也合理,但读完后还是感觉这个蓝海领导力有一种将简单问题复杂化的感觉,这么大篇幅,这么多内容,这么些表格,堆砌出来(或者说是包装出来)的这个美其名曰的“蓝海领导力”,不了解的人还以为多少高超、绝妙、高大上的手段可以使企业的混日子的沉闷的员工焕发活力和潜力,来提高客户和股东的利益,其实我觉得“蓝海领导力”完全可以简单地归结为:每个层级的领导者他们日常的行为和关注点在哪里,这些行为和关注点的效果是什么,对于企业的发展来说,对于激发员工潜力来说,是好还是坏,对于这些领导者的下属来说,他们认为领导应当怎么做,应当做什么。然后,如果领导认识到了以前的作为其实不利于企业的发展,他们改变这种习惯性行为,改为有利于企业发展的行为,改为他们的下属认为的对的行为,这就是“蓝海领导力”。文章中作者侧重于去说蓝海领导力有多么好,以及侧重于去构建实现蓝海领导力的理想化模型,但是关键是领导者哪那么容易就能改过来,作者好像这方面有些欠考虑了,没有巨大的外部作用和不懈的推动,以及相应奖惩制度、考核体系、企业运作机制、组织结构、企业文化这些配套的软硬件和措施的相应实施和改变,仅靠个人的认识和自觉,是说改就能改的吗。

《How to outsmart activist investor》

一、文章主要内容
文章主要讲了公司的管理层/董事会从哪六个方面来抵御投资人的收购(抑或促进企业发展)
1、拥有清晰的战略方向并坚持
2、像投资人一样分析你的企业
3、预先就准备好你的外部顾问并使他们熟悉你的企业
4、培养董事会成员间的默契和团结
5、面对宣布的长期目标,还要注重短期的表现。
6、不要对投资人的意见置若罔闻

二、读后感
几年前读过一篇文章,写的是华尔街某金融大鳄,专门收购某些他盯上的公司,取得控股权后,就改组董事会和管理层,按照他的意志和思路来行事,推高股价后再抛出,从而谋取利益。今天这篇文章写的是同样的事情,虽然这些投资人的行为大都是短期行为,其目的不是为了企业的发展,他们赚到钱抽身后可能会给企业带来严重的后果,或者是他们在改组企业的过程中就会严重损害企业的利益,但是正是由于有这些人虎视眈眈地盯着企业,才能让企业感受到压力,自己主动把企业发展好避免成为这些投资人口中的肥肉,反倒对企业有利。

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发表于 2015-5-30 23:12:13 |显示全部楼层
第二篇就没啥特别的,主要是一些积极投资者的影响和应对
有这些人的存在是对股东,主要是小股东利益的一种保证,至少可以确保董事会不会胡来
当然随着越来越多失败的介入案例,这些基金以后会雇佣更多有行业经验的人来操作,而不仅仅是财务投资者的角度出发
从这个意义上讲,对上市公司也是一种好事

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发表于 2015-5-31 18:35:38 |显示全部楼层
How to outsmart the activist investor
背景介绍:
这篇文章刚开始看的时候觉得离我们比较远,有点泛泛而谈,查了一些背景资料后,觉得背景其实是非常有意思的,再次分享给大家,可以供大家了解和讨论
activist investor:并不是我们以为的积极投资者,这个称号在业界称为"维权"投资者(也有人称其为企业掠夺者),它们属于激进派的投资者,会购入公司大量股权,把自己人塞进董事会,然后把改善业绩的计划付诸实施,以此提振股价获得利益。最著名的代表人物是卡尔.依坎,在过去的三十五年间,伊坎在华尔街娴熟运用杠杆收购、恶意收购、委托书之争、要求董事席位、借助媒体、煽动小股东等各种资本和非资本手段,购入了数十家上市公司的大量股份,通过威逼利诱董事会和管理层赚取了上百亿美元的利润。他的猎物名单包括了雅虎、时代华纳、维亚康姆、苹果、摩托罗拉、西联汇 款等诸多巨头,横跨钢铁、航空、科技、金融、娱乐等多个行业。可以说,这些反应了如今股东活跃参与公司治理,企业管理层面对的挑战增加的现状。
现实意义:随着中国资本市场的放开,可以预见在未来的10-20年,尤其是资本极为活跃的科技医药等领域,中国的企业也将不断面临维权投资者的挑战,了解这些维权投资者以及学会如何应对他们对于企业的中高层具有非常重要和现实的意义。另一方面,目前很多中国的名企都在收购或被收购(一些行业的融资手段),对于收购方来说,它们就等于站在了维权投资者的位置,而对于被收购方而言,它们就等于站在了被收购方的位置,这篇文章对于双方如何博弈也有一定的启发作用。
文章中的六个建议:
1> have a strategic focus and stick to it
2> analyze your business as an activist investor would
3> have your external advisers lined up in advance
4> build board chemistry
5> perform in the short run against declared goals
6> doing what's best for all your shareholders
看完这些建议,感觉企业的领导者可以说的面面俱到,要知己知彼,团结团队,还有联合可以团结的力量,这些策略说起来简单,实际上是需要非常卓越的多方沟通技巧和清晰的战略思维的。

一个有启发的问题,需后续研究:
以上会面临激进投资者的公司的是上市公司,而事实上目前还有很多伟大的公司是没有上市的,资本是如何和这些公司进行互动的?这些公司是如何应对目前资本市场的挑战的?它们的经营策略又会有怎样的侧重和不同。
后续需长期学习资料:
激进收购的经典案例和企业管理层的回击手段

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发表于 2015-5-31 18:55:54 |显示全部楼层
Blue Ocean Leadership
1>        Why?为什么看这本书?
对于文章提出的蓝海领导力很感兴趣,很想看看提出蓝海战略的大牛是如何看待蓝海市场领导的不同需求的。
2>        针对当前学习材料,我又学习了哪些新的的知识
并不同于我原先的理解,作者其实还是基于蓝海战略来解释领导力这件事,只是将企业中的其他中定位为了客户,从挖掘蓝海客户的角度来说明如何挖掘出企业员工未被善于的潜力。
1> See your leadership reality
2> Develop alternative leadership profile
3> Select to be leadership profile
4> Institutionalize new leadership practices
比较有启发的一点是 focus on acts and activities

个人的异议:
从我过去公司的尝试而言,我认为这篇文章过于理想化了,完全没有考虑到人性的因素,它在文中所提的四个策略如何实施才是领导层最大的挑战。举例而言,对于权威的畏惧可能会让员工在采访中不说实话,而真正的领导力在于在这个过程中如何消除员工的这种畏惧感而说出实话。照搬这四个步骤的结果可能反而是灾难性的,费力不讨好。

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发表于 2015-6-7 02:26:30 |显示全部楼层

Activist Investor (Activist Shareholders) 激进收购者

Structure of the article:
The challenge;
The danger;
The response(What to do before active investors buy your company and demand for changes);

Knowledge of the article:
1. Active investor (active shareholder)
An activist shareholder uses an equity stake in a corporation to put public pressure on its management. The goals of activist shareholders range from financial (increase of shareholder value through changes in corporate policy, financing structure, cost cutting, etc.) to non-financial (disinvestment from particular countries, adoption of environmentally friendly policies, etc.)

Notable activist investors
史上著名的激进(恶意)收购者:
Bill Ackman 家族:
an American hedge fund manager and philanthropist. He is the founder and CEO of Pershing Square Capital Management LP, a hedge fund management company.He considers himself an activist investor.

2. spin off Vs. spin-off
spin-off: n. side product;
spin off: v. to spin off a company means to create a new company that is sperated from the original company

3. synergy:
if there is a synergy between two or more organizations/groups, they are more successful when they work together than work seperately
-> synergic effect

4. Proxy battles:
A proxy fight or proxy battle is an event that may occur when a corporation's stockholders develop opposition to some aspect of the corporate governance, often focusing on directorial and management positions. Corporate activists may attempt to persuade shareholders to use their proxy votes (i.e., votes by one individual or institution as the authorized representative of another) to install new management for any of a variety of reasons. Shareholders of a public corporation may appoint an agent to attend shareholder meetings and vote on their behalf. That agent is the shareholder's proxy.

5. franchise:
a. authorization to sell a company's goods/services; (=dealership)
b. privilage granted to a person/group (especially for vote)

6. Company raider;

7. Same-store sales
is a business term which refers to the difference in revenue generated by a retail chain's existing outlets over a certain period (often a fiscal quarter or a particular shopping season), compared to an identical period in the past, usually in the previous year.[1] By comparing sales data from existing outlets (that is, by excluding new outlets or outlets which have since closed), the comparison is like-to-like, and avoids comparing data that are fundamentally incomparable. This financial and operational metric is expressed as a percentage.


同店销售是以销售店开了至少一年为前提,是指同一间销售店在相同时期下的销售额,通常以月份,季度为时间段比较每年的销售额。SSS可以衡量一家零售店在相对固定的运营成本下的盈利或亏损。这是一项衡量零售商投资回报的重要指标,反过来也将反映零售商的整体盈利能力。

同店考核变偏重于同比增长情况,而不是销售额!同店即为成熟店,就是培养了整一年后的销售增长情况!一个店的好坏,看同店就行!

Linkage to my daily work & personal experience
1. Activist Investors Vs. Hunters
The best defense against an activist investor is consistent performance that realizes the company's stated goals; anything else makes the company volnerable.
                                                                                                   -- J.C. Penney


Although the topic of the article is a bit of far from my current job position, as it is more for the upper management or even CEOs, but it remindes me of the hunters in the job market and in our career life.

In economy active period, a experienced professional may recieve calls from hunters each week. Hunters, sometimes referred as opportunity provider, are not treated rudely even during cold calls. But is easy for people to be attempted.

Career goal, just like corporate strategy, is the outline that guarantee a clear and coherent development. To aviod being allured by hunters, and even make use of them as your stepping stones, a clear strategic career focus and sticking to it is a must.

2. Activist Investors Vs. Expats
I belive in running in running the company for shareholders that are going to stay, rather than the ones that are going to leave.
                                                                                                   -- Warren Buffett


To measure the success or faliur of a multinational company in a perticular market, the stage of management localization is a indicator. Expats, just like active investors are generally smart people, but they usually "cash out their holdings" shortly after their demands are satisfied, They rarely do things beneficial to the corporation in a long run.
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