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后疫情时代,领导者们急需做这三件事以避免惰性

后疫情时代,领导者们急需做这三件事以避免惰性

Daniel pacthod,Michael Park 2020年08月01日
在许多公司中,年轻的中层管理人员已成为当前危机中的后起之秀。

新冠疫情危机好的一面是向企业展示如何更好地管理企业,实现更快的速度、更高的质量以及更大程度上控制成本。迄今为止,战时思维一直是领导者的标志,即果断地进行危机管理、情景规划以及面对员工所受到的冲击本能地作出反应。现在,随着世界逐渐走向复苏,新机遇出现,另一种风险隐约可见。那就是,人们希望回到疫情危机前日子的同时,还产生了惰性。

领导者如何避免冲动,放弃他们在塑造更具生产力和竞争力的公司形象方面所取得的进步?答案是重新关注员工及其能力。在过去的五个月里,我们已经看到组织和领导者凭借随机应变的管理和强大的能力而获得的优势。只有通过培养新的领导干部,建立具有跨部门经验的中层替补,并将技术敏锐性视为利润中心,公司才能努力在原来的基础上推行更大范围的变革。这种人力投资的回报从未如此之高。

我们认为,有三个紧迫事项至关重要,能够促进人员管理和能力建设,从而实现后疫情时代的蓬勃发展。

提前强化团队

就像在许多混乱时期一样,领导者发现人才正在以意想不到的方式涌现。甚至在新冠疫情之前,一家欧洲汽车和卡车制造商就评估了其最大的价值创造者,发现其50个最重要的价值贡献者中有三分之二的人比最高管理层职位低一到三个等级。如今,一些年轻的中层管理人员正在克服这个非常时期出现的困难和挫折,展现出镇定的心态、十分多样化的才能,并取得比同级领导者更大的成就。领导者必须奖励这些冉冉升起的新星,并为其欢呼。

识别并提升最重要的业务技能

领导者和董事会必须确定建立适应性文化所需的核心能力,以应对下一次冲击或“黑天鹅事件”。更明确地说,就是优先考虑组织中最切实和关键的少数业务技能,并致力于将其深入到组织中。现在,我们关注的能力包括:

以变革的方式进行管理。现代管理倡导安全和渐进式变革。但是通过采用变革性的思维方式,公司可以实现超预期的成就。与其将目标提高5%,不如将目标提高20%来释放能量和业绩收益。如今,客户参与度数字化以及推出适应瞬息万变的世界的新产品等领域进行转型的时机已经成熟。

依靠团队网络引领方向、进行领导。现代化企业比20年前复杂得多。更需要消除僵化的层次结构,并依靠能与客户保持更紧密联系的灵活、有能力的团队进行企业经营。虽然能够驾驭这些技能的高管会做得更好,但很少有人接受过这些技能方面的培训。

供应链。当然,我们知道这是一个长期的利基话题。但是,新冠疫情可能会持续很长时间,对中国的看法不断发生变化,以及抵御危机实现回弹能力的重要性等问题已将供应链从后台转移到前台,成为人们经常讨论的话题。

追求利润目标时要看重技术敏锐性

随着公司在采用和应用数字技术方面不断取得进步,技术改造的迭代速度已经加快。掌握了这项大规模实验的人将在应用云、分析和数据管理技术等方面获得基础技术优势。领导者应促使所有高管都具有技术敏锐性,并以与衡量利润目标相同的方式来衡量其技术敏锐性水平和进步情况。这类似于20世纪80年代和90年代一些一流企业使用精益流程改进来鼓励其组织采用新的管理方式。

摆脱新冠疫情危机之后,高管们应该首先想到一个问题:在受到疫情冲击、充满不确定性以及企业应对危机的方式急剧变化这段时期过后,会留下什么?我们坚信答案是:那些投资于增强领导力、团队和技术能力的公司在后疫情时代将处于有利地位。(财富中文网)

Daniel Pacthod和Michael Park是麦肯锡纽约办事处的高级合伙人。

译者:Biz

新冠疫情危机好的一面是向企业展示如何更好地管理企业,实现更快的速度、更高的质量以及更大程度上控制成本。迄今为止,战时思维一直是领导者的标志,即果断地进行危机管理、情景规划以及面对员工所受到的冲击本能地作出反应。现在,随着世界逐渐走向复苏,新机遇出现,另一种风险隐约可见。那就是,人们希望回到疫情危机前日子的同时,还产生了惰性。

领导者如何避免冲动,放弃他们在塑造更具生产力和竞争力的公司形象方面所取得的进步?答案是重新关注员工及其能力。在过去的五个月里,我们已经看到组织和领导者凭借随机应变的管理和强大的能力而获得的优势。只有通过培养新的领导干部,建立具有跨部门经验的中层替补,并将技术敏锐性视为利润中心,公司才能努力在原来的基础上推行更大范围的变革。这种人力投资的回报从未如此之高。

我们认为,有三个紧迫事项至关重要,能够促进人员管理和能力建设,从而实现后疫情时代的蓬勃发展。

提前强化团队

就像在许多混乱时期一样,领导者发现人才正在以意想不到的方式涌现。甚至在新冠疫情之前,一家欧洲汽车和卡车制造商就评估了其最大的价值创造者,发现其50个最重要的价值贡献者中有三分之二的人比最高管理层职位低一到三个等级。如今,一些年轻的中层管理人员正在克服这个非常时期出现的困难和挫折,展现出镇定的心态、十分多样化的才能,并取得比同级领导者更大的成就。领导者必须奖励这些冉冉升起的新星,并为其欢呼。

识别并提升最重要的业务技能

领导者和董事会必须确定建立适应性文化所需的核心能力,以应对下一次冲击或“黑天鹅事件”。更明确地说,就是优先考虑组织中最切实和关键的少数业务技能,并致力于将其深入到组织中。现在,我们关注的能力包括:

以变革的方式进行管理。现代管理倡导安全和渐进式变革。但是通过采用变革性的思维方式,公司可以实现超预期的成就。与其将目标提高5%,不如将目标提高20%来释放能量和业绩收益。如今,客户参与度数字化以及推出适应瞬息万变的世界的新产品等领域进行转型的时机已经成熟。

依靠团队网络引领方向、进行领导。现代化企业比20年前复杂得多。更需要消除僵化的层次结构,并依靠能与客户保持更紧密联系的灵活、有能力的团队进行企业经营。虽然能够驾驭这些技能的高管会做得更好,但很少有人接受过这些技能方面的培训。

供应链。当然,我们知道这是一个长期的利基话题。但是,新冠疫情可能会持续很长时间,对中国的看法不断发生变化,以及抵御危机实现回弹能力的重要性等问题已将供应链从后台转移到前台,成为人们经常讨论的话题。

追求利润目标时要看重技术敏锐性

随着公司在采用和应用数字技术方面不断取得进步,技术改造的迭代速度已经加快。掌握了这项大规模实验的人将在应用云、分析和数据管理技术等方面获得基础技术优势。领导者应促使所有高管都具有技术敏锐性,并以与衡量利润目标相同的方式来衡量其技术敏锐性水平和进步情况。这类似于20世纪80年代和90年代一些一流企业使用精益流程改进来鼓励其组织采用新的管理方式。

摆脱新冠疫情危机之后,高管们应该首先想到一个问题:在受到疫情冲击、充满不确定性以及企业应对危机的方式急剧变化这段时期过后,会留下什么?我们坚信答案是:那些投资于增强领导力、团队和技术能力的公司在后疫情时代将处于有利地位。(财富中文网)

Daniel Pacthod和Michael Park是麦肯锡纽约办事处的高级合伙人。

译者:Biz

One silver lining of the COVID-19 crisis has been to show businesses how to manage better and achieve greater speed, quality, and cost control. A wartime mindset—decisive crisis management, scenario planning, and a human reflex attuned to the shocks affecting employees—has been the hallmark of leaders so far. Now, as the world feels its way toward recovery and new opportunities, another risk looms. It is that inertia will set in, along with a longing for a return to the operating style of pre-crisis days.

How can leaders avoid the impulse to abandon their progress in shaping a more productive and competitive company profile? The answer is a renewed focus on people and their capabilities. Over the past five months we have seen the edge gained by organizations and leaders with adaptable management and strong capabilities. Only by advancing new cadres of leaders, building a middle bench with skills to cut across silos, and treating technological acumen like a profit center will companies be able to work to further the broader transformation that has begun. The return on this people investment has never been higher.

We see three imperatives as critical for managing people and building capabilities to thrive in the post-pandemic period.

Put in tomorrow’s team today

As in many disruptions, leaders are finding that talent is stepping up in unexpected ways. Even before COVID-19, one European car and truck maker assessed its biggest value creators and found that two-thirds of its 50 most important value contributors were from one to three levels below the C-suite. Today some young middle managers are defying the problems and frustrations of this difficult period to demonstrate calm, champion diverse talent, and achieve far more than peer leaders do. Leaders have to celebrate and reward these rising stars.

Identify and elevate the business skills that matter most

Leaders and boards must identify the core capabilities to build a culture of adaptability to anticipate the next shock or black-swan event. To be clear, this is a prioritization of the handful of an organization’s most tangible and critical business skills and a commitment to driving them deep into the organization. The capabilities showing up now on our radar screen include these:

Managing in a transformational way. Modern management is about safe and incremental change. But by adopting a transformational mindset, companies accomplish so much more than they think they can. Rather than aiming for a 5% improvement, shoot for 20% to unlock energy and performance gains. Today, areas like digitizing customer engagement and launching new products attuned to a changing world are ripe for a transformational push.

Navigating and leading in a network of teams. The modern company is much more complex than it was 20 years ago. The need is greater to do away with rigid hierarchies and operate with agile, empowered teams able to get closer to customers. Executives able to navigate these will do better, but very few have been trained in these skills.

Supply chains. Sure, we know that it’s a perennial niche topic. But COVID-19, the possibility that the pandemic will have a long tail, changing views of China, and the importance of resilience in weathering crisis have moved supply chains from the back office to constant discussion in the front office.

Treat technological acumen as you treat profit targets

As companies have vaulted ahead in adopting and applying digital technologies, the metabolic rate of technological transformation has sped up. Those who master this massive experiment will gain a baseline technological advantage in applying the cloud, analytics, and data-management technologies, to name a few. Leaders should drive technological acumen into all executives and measure their proficiency and improvement in the same way they measure profit targets. This is akin to how some leading companies used lean process improvements in the 1980s and 1990s to encourage new management discipline in their organizations.

As executives feel their way out of the COVID-19 crisis, here’s one question that should be top of mind: What should be retained from this period of pandemic shock, uncertainty, and dramatic change in the ways businesses have reacted to crisis? We are convinced the answer is that those companies that invest in capabilities to empower leadership, teams, and technology will be well positioned to thrive in the post-pandemic era.

Daniel Pacthod and Michael Park are senior partners in McKinsey’s New York office.

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