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未来到底什么样?四位顶尖跨国公司的CEO也说不清楚

未来到底什么样?四位顶尖跨国公司的CEO也说不清楚

柳仕鲁(Andrew Nusca) 2020年07月31日
英特尔、微软、埃森哲、惠普的CEO们参加了由《财富》CEO穆睿澜主持的、长达一小时的讨论。

当地时间7月28日,在《财富》CEO倡议论坛的最后,由精英CEO们组成的“全明星小组”被问及了一个关于特殊时期下企业领导力的问题:

疫情对企业有何影响?

英特尔CEO鲍勃•斯旺在默默听取了同行们的回答后,作出简要回答:“加速进入未来”。但至于未来到底是什么样?“我也不太确定。”他说。

斯旺与微软CEO萨蒂亚•纳德拉、埃森哲CEO朱莉•斯威特,以及惠普CEO恩里克•洛雷斯一起参加了由《财富》CEO穆睿澜主持的、长达一小时的讨论。

其他科技公司的高管都非常赞同斯旺的观点。大家都表示,所有行业的公司内部高管、合伙人、员工和股东,都看到了变革的步伐在急剧加快,但只有小部分CEO愿意猜测变革的方向。

洛雷斯列举了健康和教育方面的例子:“我们所处的时代将真正决定我们的一生。我们谈论着未来工作的样子,而当下我们就在经历着。”这位惠普CEO还举例说,过去三个月,他花在视频会议上的时间超过了1000小时。

他的同行们会心一笑。

商业变革有多种形式。就高管们各自的公司来说,他们表示,从公司的供应链、地缘政治格局,到他们“非常个性化”(用洛雷斯的话来说)的工作方式——在一个与宠物、家庭成员和家具共享的、并不适合进行全职工作的屋子里工作,一切都在发生转变。

纳德拉说:“这是史无前例的境况,而我们正在进行大规模的尝试。”

这位微软CEO毫无保留地说,他不想宣称目前的状况就是我们将要共同面对的未来:“我认为现在还为时过早。”但他确实提出了三个因疫情而发生明显变化的例子。

首先,我们合作的方式发生了变化。纳德拉表示,开会是工作中的基本业务,因为真正的工作就是围绕会议展开的。他说:“随着白领工作转向线上后,我们正在消耗很多我们曾共同建立的社会资本。从前,我们之所以能够保持生产力,是因为已经建立了在现实世界中运作的社会资本;但在线上虚拟的环境中会有更多的认知负荷,这些问题亟需解决。”

第二,我们学习的方式发生了变化。“企业是能够为我们提供学习和创造知识的地方。”纳德拉说,“但实现这一目标的旧机制正在消失。企业需要寻求更好的方法来提高员工技能,并重新培训员工以适应新的运营环境。

第三,我们的工作方式发生了变化。“我们不能用最狭隘的方式来衡量生产力。”纳德拉说。根据微软自己的一项研究表明,大多数人,尤其是年轻员工,在视频通话30分钟后会感到“精疲力竭”。在一个线上会议接二连三的世界里,你如何与之抗衡?

然后是大局问题。纳德拉补充说,“在此次疫情的形势下,我们需要有更好的企业创新措施,以免忽视我们的长期目标。你可以高效地处理积压的工作,但是你还会创新吗?”

斯威特的专业服务公司致力于为客户公司实现数字化转型提供方案,她警告称,公司非常善于获取转型技术,他们往往不能改变或简化他们的工作方式以应对数字化转型。

“这是史上最大的行为变化。”她在谈到疫情时说,“它暴露了企业的很多缺陷。”

斯威特提供了一项统计数据来进一步印证她的观点:企业在人工智能方面的支出增长了60%,但只有3%的高管还在员工能力培训方面进行投资。

她问道:“我们该如何在这种变革不断加速的状况下,使企业更有担当?”

斯旺说,COVID-19病毒爆发,社会不公正抗议以及不断变化的地缘政治动态将继续影响全球业务的发展轨迹。

“这三个因素的相互作用正在改变一切。”英特尔CEO说,“从最简单的层面来说,它将加速CEO的角色发生转变……就在此时此地发挥作用。”(财富中文网)

编译:刘心辰

当地时间7月28日,在《财富》CEO倡议论坛的最后,由精英CEO们组成的“全明星小组”被问及了一个关于特殊时期下企业领导力的问题:

疫情对企业有何影响?

英特尔CEO鲍勃•斯旺在默默听取了同行们的回答后,作出简要回答:“加速进入未来”。但至于未来到底是什么样?“我也不太确定。”他说。

斯旺与微软CEO萨蒂亚•纳德拉、埃森哲CEO朱莉•斯威特,以及惠普CEO恩里克•洛雷斯一起参加了由《财富》CEO穆睿澜主持的、长达一小时的讨论。

其他科技公司的高管都非常赞同斯旺的观点。大家都表示,所有行业的公司内部高管、合伙人、员工和股东,都看到了变革的步伐在急剧加快,但只有小部分CEO愿意猜测变革的方向。

洛雷斯列举了健康和教育方面的例子:“我们所处的时代将真正决定我们的一生。我们谈论着未来工作的样子,而当下我们就在经历着。”这位惠普CEO还举例说,过去三个月,他花在视频会议上的时间超过了1000小时。

他的同行们会心一笑。

商业变革有多种形式。就高管们各自的公司来说,他们表示,从公司的供应链、地缘政治格局,到他们“非常个性化”(用洛雷斯的话来说)的工作方式——在一个与宠物、家庭成员和家具共享的、并不适合进行全职工作的屋子里工作,一切都在发生转变。

纳德拉说:“这是史无前例的境况,而我们正在进行大规模的尝试。”

这位微软CEO毫无保留地说,他不想宣称目前的状况就是我们将要共同面对的未来:“我认为现在还为时过早。”但他确实提出了三个因疫情而发生明显变化的例子。

首先,我们合作的方式发生了变化。纳德拉表示,开会是工作中的基本业务,因为真正的工作就是围绕会议展开的。他说:“随着白领工作转向线上后,我们正在消耗很多我们曾共同建立的社会资本。从前,我们之所以能够保持生产力,是因为已经建立了在现实世界中运作的社会资本;但在线上虚拟的环境中会有更多的认知负荷,这些问题亟需解决。”

第二,我们学习的方式发生了变化。“企业是能够为我们提供学习和创造知识的地方。”纳德拉说,“但实现这一目标的旧机制正在消失。企业需要寻求更好的方法来提高员工技能,并重新培训员工以适应新的运营环境。

第三,我们的工作方式发生了变化。“我们不能用最狭隘的方式来衡量生产力。”纳德拉说。根据微软自己的一项研究表明,大多数人,尤其是年轻员工,在视频通话30分钟后会感到“精疲力竭”。在一个线上会议接二连三的世界里,你如何与之抗衡?

然后是大局问题。纳德拉补充说,“在此次疫情的形势下,我们需要有更好的企业创新措施,以免忽视我们的长期目标。你可以高效地处理积压的工作,但是你还会创新吗?”

斯威特的专业服务公司致力于为客户公司实现数字化转型提供方案,她警告称,公司非常善于获取转型技术,他们往往不能改变或简化他们的工作方式以应对数字化转型。

“这是史上最大的行为变化。”她在谈到疫情时说,“它暴露了企业的很多缺陷。”

斯威特提供了一项统计数据来进一步印证她的观点:企业在人工智能方面的支出增长了60%,但只有3%的高管还在员工能力培训方面进行投资。

她问道:“我们该如何在这种变革不断加速的状况下,使企业更有担当?”

斯旺说,COVID-19病毒爆发,社会不公正抗议以及不断变化的地缘政治动态将继续影响全球业务的发展轨迹。

“这三个因素的相互作用正在改变一切。”英特尔CEO说,“从最简单的层面来说,它将加速CEO的角色发生转变……就在此时此地发挥作用。”(财富中文网)

编译:刘心辰

In the end, there was really only one question to ask an all-star panel of CEOs assembled for a Fortune CEO Initiative virtual event held Tuesday about leadership in challenging times:

How has the novel coronavirus pandemic affected business?

"Acceleration of the future," Intel CEO Bob Swan offered, rather succinctly, after silently listening to his peers' responses. "Clarity of the future? Not so sure."

Swan joined Microsoft CEO Satya Nadella, Accenture CEO Julie Sweet, and HP CEO Enrique Lores in an hourlong discussion led by Fortune's own chief executive, Alan Murray.

The other tech executives were in strong agreement with Swan. All said corporations—their executives, partners, employees, and shareholders, across all industries—were seeing the pace of change dramatically accelerate, but only some of the CEOs were willing to guess the direction of that change.

"We are in a point of time which is really going to be defining for our lifetime," said Lores, citing examples in health and education. "We are talking about the future of work, but we're experiencing it today." The HP CEO added as way of an example that he has spent "more than 1,000 hours in video conferences in the last three months."

His peers knowingly chuckled.

Business change comes in many forms. Reflecting on their own companies, the executives described shifts in their supply chains, in the geopolitical landscape, and in the "very personal" (to use Lores' words) ways individuals are working from homes they share with pets, family members, and furniture not intended for full-time productivity.

"This is the most unprecedented situation," said Nadella. We're running a massive experiment at scale."

The Microsoft CEO took pains to say that he didn't want to proclaim that the present situation is our collective future: "It's a little bit too early, I think." But he did offer three examples of clear change.

The first: How we collaborate. Meetings are transactional, Nadella said; real work happens around them. As white-collar work shifts to virtual spaces, "we're burning up a lot of the social capital that we all built working together," he said. We're able to stay productive because we built social capital working in physical spaces, but there's more cognitive load in the virtual environment. That needs to be addressed, he said.

The second: How we learn. "Corporations are about learning and knowledge creation," Nadella said, but the old mechanisms for achieving that are disappearing. Businesses need better ways to upskill and re-skill employees for a new operating environment, he said.

。”

The third: How we achieve well-being. "We just can't measure productivity in the narrowest way," Nadella said. According to Microsoft's own research, most people—especially younger workers—are "burnt out" after 30 minutes on a video call. How do you combat that in a world of back-to-back virtual meetings?

And then there's the matter of the big picture. "We need to have better measurements for corporate innovation in this pandemic environment, Nadella added, so as not to lose sight of long-term goals. "You can be productive burning down a backlog," he said. "But are you creating new?"

Sweet, whose professional services company is focused on helping companies achieve digital transformation, warned that companies are great at acquiring transformational technology but often fail at changing or simplifying how they work in response to it.

"This is the largest behavioral change at one time in history," she said of the pandemic. "It exposes a lot of the flaws in companies."

Sweet offered a statistic to underscore her point: Artificial intelligence spend among corporations has accelerated by 60%, but only 3% of executives also invest in employee training for the capability.

"How do we build into this acceleration the ability to be more responsible businesses?" she asked.

Swan said the COVID-19 pandemic, social injustice protests, and changing geopolitical dynamics will continue to influence the trajectory of global business.

"The interconnect of these three things is changing virtually everything," the Intel chief said. "At the most simple level, it's going to accelerate the role that the CEO plays…to be in the here and now."

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