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如果你的公司消失了,世界会失去什么?

如果你的公司消失了,世界会失去什么?

Bruce Simpson, Bill Schaninger 2021年07月10日
设立企业宗旨,要避免三个陷阱。

图片来源:GETTY IMAGES

2020年发生的事件提升了企业在社会发挥作用的门槛。

在这一年,新冠疫情和种族正义运动,让人们更加关注全球卫生和经济机会方面根深蒂固的不平等,利益相关方的期望值也随之提高。

企业宗旨为企业在这种新常态下找到立足点提供了一个框架和剧本。宗旨定义了一家公司存在的核心原因,以及它对世界的积极影响。它回答了这样一个问题:“如果你的公司消失了,世界会失去什么?”

一家怀揣坚定企业宗旨的公司,往往会清楚地定义它想要对世界产生的积极影响,还会利用宗旨来塑造战略、激励员工,并在关键时刻引导选择。宗旨为企业提供外部导向和内部激励。

对外宣布一项社会目标,可能会给批评者提供一个寻找“言行相悖”的机会。要达到这个标准,企业需要从多个方面予以证明,包括对企业选定的环境、社会和治理倡议做出可衡量的对外承诺;将宗旨充分嵌入组织DNA之中;组织各级部门的参与;实现个人、团队目标和企业宗旨的统一。

在个人层面,宗旨为员工的工作提供方向和意图。对团队而言,它创造了一种共同的意义感和心理安全感。对组织来说,宗旨解决了人们对企业不断上升的期望,并为重大决策提供指引。

但是,将宗旨嵌入组织,说起来容易做起来难。根据麦肯锡近期的一项调查,只有44%的员工认为他们的组织目标与个人目标一致,并且被激活了。

在企业宗旨方面,我们看到了三个常见陷阱,而每个陷阱都有一套解决方案。

陷阱1:品牌建设vs商业活动

宗旨被视为一种品牌建设,而不是商业活动。如果宗旨声明没有跟真实的商业决策联系在一起,它就会显得肤浅。宗旨不是一种品牌建设,而是应该整合到企业的内部决策(比如关于人员或促销的决策)和外部决策(例如关于资本配置、产品设计或采购的决策)之中。当宗旨感觉更像是公关策略的时候,公司势必将受到批评者的批判。

解决方案:幸运的是,该问题有对应的解决方案:利用宗旨来帮助公司明确方向,并阐明公司做出重大决策的原因。从宗旨声明开始,构建一个详细的目标叙述,将其转化为具体的组织变革和承诺,并对其进行追踪和衡量。

然后,这种目标叙述应该嵌入公司的五个P之中:投资组合(Portfolio)战略和产品;人员(People)和文化;流程(Processes)和系统;绩效(Performance)指标;以及对外立场(Positions)和参与。

帝斯曼成立之初是一家荷兰国有煤矿公司,并已经扩展到大宗化学品领域。2001年,石化产品占帝斯曼资产的20%,销售额的三分之一。但经过对企业宗旨的深入研究,高管团队决定从三个层面(即人、地球和利润)展开运营。

从2001年到2015年,帝斯曼利用其宗旨来转变投资组合,先后剥离了包括石化和氨水在内的许多核心业务,并在食品、饲料、营养和其他业务方面进行了超过25次收购,以践行其“为所有人创造更美好生活”的企业宗旨。

陷阱2:缺乏认同

员工参与不足,利益相关者参与范围狭窄。宗旨往往是内部酝酿出来的,而且只获得了高管团队的认同,但很多情况下,就连公司董事会也对此缺乏热情。而事实上,员工对宗旨的投入才是最重要的。

解决方案:在过去一年里,我们携手《财富》杂志对首席执行官群体进行了一系列访谈。这些首席执行官一致指出,宗旨的落实应该始于员工,务必要让宗旨成为每个人关切的事情。这意味着将员工个人的日常任务,与更大的企业宗旨和社会目标联系起来。

许多公司利用宗旨将决策权下放,并赋予一线员工自主权。此外,我们的研究表明,将个人和企业目标结合起来,可以让员工的敬业度和幸福感增加4倍,让员工的兴奋度增加3.4倍,并能够显著改善员工的健康状况。

一旦获得强烈的目标感,员工的工作表现、创造力和动力很可能会大大增强。他们也会觉得自己有能力提供新的想法和解决方案。

对员工的投资,是日益重要的企业社会责任元素(也就是ESG倡议中那个S)的一部分。随着新冠疫情让人们更加关注企业对员工、客户、供应商和社区的行为,许多投资者认为,“S”的重要性将在后疫情时代进一步增强。

陷阱3:对外参与度低

宗旨驻足于公司边界,而没有覆盖到公司的整个生态系统。对外参与度不足,包括跟鲜有机会合作的伙伴和公司的主要批评者缺乏互动,可能会让企业错失良机,无法真正发现自身的短板和能力,无法催生利益相关者的创新想法。

解决方案:将宗旨视为企业连通社会的桥梁,这里的社会包括由供应商、客户、承包商、媒体、非政府组织和公众构成的企业价值链。与价值链产生充分而密切的关系有助于提高信任、透明度和效率,并让人们全面了解公司对社会的影响。

企业首先应该在利益相关者身上测试其宗旨叙述的真实性,然后让宗旨叙述成为企业与利益相关者保持接触、并理解其需求的桥梁。

建立利益相关者关系为企业的生态系统提供了一个真正的反馈循环,有助于其改善产品、运营和想法。

联合利华开发了一个利益相关者参与模型来践行该公司“让可持续生活成为常态”的企业宗旨,并实现其“可持续生活计划”。联合利华定期向供应商、员工、客户、科学家、社区和行业协会寻求反馈意见,以改进其业务运作。该公司也对这些关系进行了有意义的投资,并想方设法地建立信任。

新冠疫情爆发后,联合利华向其价值链合作伙伴提供了高达5亿欧元的现金救济,以保护生计。该公司向脆弱的中小供应商提前付款,并为小规模零售客户提供信贷支持。据联合利华估计,其70%的创新与战略供应商的合作有关。

企业宗旨的核心价值在于,它可以塑造公司与利益相关者和社会的互动。宗旨必须是诚恳且真实的,并且深深嵌入到组织的商业模式中。践行坚定的企业宗旨将显著增强一家公司的韧性和价值。(财富中文网)

本文作者布鲁斯·辛普森是麦肯锡公司的前高级合伙人。比尔·沙宁格是麦肯锡公司的高级合伙人。

译者:任文科

2020年发生的事件提升了企业在社会发挥作用的门槛。

在这一年,新冠疫情和种族正义运动,让人们更加关注全球卫生和经济机会方面根深蒂固的不平等,利益相关方的期望值也随之提高。

企业宗旨为企业在这种新常态下找到立足点提供了一个框架和剧本。宗旨定义了一家公司存在的核心原因,以及它对世界的积极影响。它回答了这样一个问题:“如果你的公司消失了,世界会失去什么?”

一家怀揣坚定企业宗旨的公司,往往会清楚地定义它想要对世界产生的积极影响,还会利用宗旨来塑造战略、激励员工,并在关键时刻引导选择。宗旨为企业提供外部导向和内部激励。

对外宣布一项社会目标,可能会给批评者提供一个寻找“言行相悖”的机会。要达到这个标准,企业需要从多个方面予以证明,包括对企业选定的环境、社会和治理倡议做出可衡量的对外承诺;将宗旨充分嵌入组织DNA之中;组织各级部门的参与;实现个人、团队目标和企业宗旨的统一。

在个人层面,宗旨为员工的工作提供方向和意图。对团队而言,它创造了一种共同的意义感和心理安全感。对组织来说,宗旨解决了人们对企业不断上升的期望,并为重大决策提供指引。

但是,将宗旨嵌入组织,说起来容易做起来难。根据麦肯锡近期的一项调查,只有44%的员工认为他们的组织目标与个人目标一致,并且被激活了。

在企业宗旨方面,我们看到了三个常见陷阱,而每个陷阱都有一套解决方案。

陷阱1:品牌建设vs商业活动

宗旨被视为一种品牌建设,而不是商业活动。如果宗旨声明没有跟真实的商业决策联系在一起,它就会显得肤浅。宗旨不是一种品牌建设,而是应该整合到企业的内部决策(比如关于人员或促销的决策)和外部决策(例如关于资本配置、产品设计或采购的决策)之中。当宗旨感觉更像是公关策略的时候,公司势必将受到批评者的批判。

解决方案:幸运的是,该问题有对应的解决方案:利用宗旨来帮助公司明确方向,并阐明公司做出重大决策的原因。从宗旨声明开始,构建一个详细的目标叙述,将其转化为具体的组织变革和承诺,并对其进行追踪和衡量。

然后,这种目标叙述应该嵌入公司的五个P之中:投资组合(Portfolio)战略和产品;人员(People)和文化;流程(Processes)和系统;绩效(Performance)指标;以及对外立场(Positions)和参与。

帝斯曼成立之初是一家荷兰国有煤矿公司,并已经扩展到大宗化学品领域。2001年,石化产品占帝斯曼资产的20%,销售额的三分之一。但经过对企业宗旨的深入研究,高管团队决定从三个层面(即人、地球和利润)展开运营。

从2001年到2015年,帝斯曼利用其宗旨来转变投资组合,先后剥离了包括石化和氨水在内的许多核心业务,并在食品、饲料、营养和其他业务方面进行了超过25次收购,以践行其“为所有人创造更美好生活”的企业宗旨。

陷阱2:缺乏认同

员工参与不足,利益相关者参与范围狭窄。宗旨往往是内部酝酿出来的,而且只获得了高管团队的认同,但很多情况下,就连公司董事会也对此缺乏热情。而事实上,员工对宗旨的投入才是最重要的。

解决方案:在过去一年里,我们携手《财富》杂志对首席执行官群体进行了一系列访谈。这些首席执行官一致指出,宗旨的落实应该始于员工,务必要让宗旨成为每个人关切的事情。这意味着将员工个人的日常任务,与更大的企业宗旨和社会目标联系起来。

许多公司利用宗旨将决策权下放,并赋予一线员工自主权。此外,我们的研究表明,将个人和企业目标结合起来,可以让员工的敬业度和幸福感增加4倍,让员工的兴奋度增加3.4倍,并能够显著改善员工的健康状况。

一旦获得强烈的目标感,员工的工作表现、创造力和动力很可能会大大增强。他们也会觉得自己有能力提供新的想法和解决方案。

对员工的投资,是日益重要的企业社会责任元素(也就是ESG倡议中那个S)的一部分。随着新冠疫情让人们更加关注企业对员工、客户、供应商和社区的行为,许多投资者认为,“S”的重要性将在后疫情时代进一步增强。

陷阱3:对外参与度低

宗旨驻足于公司边界,而没有覆盖到公司的整个生态系统。对外参与度不足,包括跟鲜有机会合作的伙伴和公司的主要批评者缺乏互动,可能会让企业错失良机,无法真正发现自身的短板和能力,无法催生利益相关者的创新想法。

解决方案:将宗旨视为企业连通社会的桥梁,这里的社会包括由供应商、客户、承包商、媒体、非政府组织和公众构成的企业价值链。与价值链产生充分而密切的关系有助于提高信任、透明度和效率,并让人们全面了解公司对社会的影响。

企业首先应该在利益相关者身上测试其宗旨叙述的真实性,然后让宗旨叙述成为企业与利益相关者保持接触、并理解其需求的桥梁。

建立利益相关者关系为企业的生态系统提供了一个真正的反馈循环,有助于其改善产品、运营和想法。

联合利华开发了一个利益相关者参与模型来践行该公司“让可持续生活成为常态”的企业宗旨,并实现其“可持续生活计划”。联合利华定期向供应商、员工、客户、科学家、社区和行业协会寻求反馈意见,以改进其业务运作。该公司也对这些关系进行了有意义的投资,并想方设法地建立信任。

新冠疫情爆发后,联合利华向其价值链合作伙伴提供了高达5亿欧元的现金救济,以保护生计。该公司向脆弱的中小供应商提前付款,并为小规模零售客户提供信贷支持。据联合利华估计,其70%的创新与战略供应商的合作有关。

企业宗旨的核心价值在于,它可以塑造公司与利益相关者和社会的互动。宗旨必须是诚恳且真实的,并且深深嵌入到组织的商业模式中。践行坚定的企业宗旨将显著增强一家公司的韧性和价值。(财富中文网)

本文作者布鲁斯·辛普森是麦肯锡公司的前高级合伙人。比尔·沙宁格是麦肯锡公司的高级合伙人。

译者:任文科

The events of 2020 raised the bar for a company’s role in society. Stakeholder expectations have risen as the COVID-19 pandemic and racial justice movement brought heightened attention to deep-rooted inequalities in health and economic opportunities globally.

Corporate Purpose provides a framework and playbook for companies to find their footing in this new normal. Purpose defines a company’s core reason for being and the resulting positive impact it has on the world. It answers the question, “What would the world lose if your company disappeared?” Companies with a strong Corporate Purpose clearly define the positive impact they want to have on the world, and use Purpose to shape their strategy, inspire employees, and steer choices in moments of truth. Purpose orients a company externally, while inspiring internally.

Declaring a societal purpose externally can open up the opportunity for critics to search for Purpose-washing. Meeting the bar requires multiple proof points including measurable external commitments on chosen environmental, social, and governance (ESG) initiatives; full embedding of Purpose into the organizational DNA; engagement of all levels of the organization; and alignment of individual, team, and Corporate Purpose. At an individual level, Purpose provides direction and intention to employees’ work. For teams, it creates a shared sense of meaning and a shared psychological safety. For organizations, Purpose addresses rising expectations on businesses and provides a North Star for major decisions.

But embedding Purpose in an organization is easier said than done. Only 44% of employees believe their organizational purpose is aligned and activated with their personal purpose, according to a recent McKinsey survey.

We see three common pitfalls, each of which lends itself to a set of solutions.

Pitfall 1: Branding vs. business

Purpose is treated as a branding versus a business exercise. Purpose statements will appear shallow unless they are linked to real business decisions. Purpose is not a branding exercise, but should be integrated into both internal decisions (e.g., about people, or promotions) and external decisions (about capital allocation, product design, or procurement). Critics are quick to call companies out when Purpose feels more like PR.

Solution: Luckily, there is an emerging playbook. Use Purpose to help sharpen a company’s direction and to clarify the “why” of major corporate decisions. Build a detailed Purpose narrative, starting with a Purpose statement, translated into specific organizational changes and commitments that are tracked and measured. That Purpose narrative should then be embedded across five P’s of a company: its Portfolio strategy and products; People and culture; Processes and systems; Performance metrics; and external Positions and engagement.

DSM (founded as Dutch State Mines) was originally incorporated as a coal company and had expanded into bulk chemicals. In 2001, petrochemicals made up 20% of DSM’s assets and accounted for one-third of sales. But its executive team went deep on Purpose to view a new triple bottom line approach: People, Planet, and Profit. From 2001 through 2015, DSM used its Purpose to shift its portfolio, divesting many of its core businesses (including petrochemicals and ammonia) and making over 25 acquisitions in food, feed, nutrition, and other businesses in line with its Purpose to “create brighter lives for all.”

Pitfall 2: Lack of buy-in

Insufficient employee participation, and narrow stakeholder engagement. Purpose is often cooked up internally and owned only by the executive team, often not even including the board within the organization. But it is the employees whose engagement with Purpose counts the most.

Solution: In our recent series of CEO discussions with Fortune over the last year, CEOs consistently noted that Purpose should start with your employees. Making Purpose personal means connecting individual day-to-day tasks to a larger corporate Purpose and societal goals. Companies have used Purpose to delegate decision-making and empower front-line employees to act with autonomy. Further, our research shows that aligning individual and corporate purpose unlocks four times as much employee engagement, employee well-being, 3.4 times as much excitement, and improved health outcomes. Employees who have a strong sense of purpose in their work may see increased performance, creativity, and motivation. They may also feel more empowered to provide new ideas and solutions.

Investing in employees is a large part of the increasing materiality of “S,” the social responsibility element, in ESG. As the pandemic has heightened scrutiny on corporate actions for employees, customers, suppliers, and communities, many investors believe the importance of “S” will increase post-COVID-19.

Pitfall 3: Poor external engagement

Purpose stops at the corporate frontier and does not reach across the company’s entire ecosystem. Insufficient engagement externally—including with unlikely partners and a company’s largest critics—can be a missed opportunity to really uncover company vulnerabilities and superpowers and generate innovative ideas from stakeholder perspectives.

Solution: View Purpose as the company’s bridge to society, including the corporate value chain of suppliers, customers, contractors, media, nongovernment organizations, and the public. Dynamic relationships across the value chain could improve trust, transparency, and efficiency, and generate a full view of the company’s impact in society. A Purpose narrative should first be tested with stakeholders for authenticity, but then act as a bridge to continue to engage and understand stakeholder needs. Building stakeholder relationships provides a genuine feedback cycle for the ecosystem to improve its products, operations, and ideas.

Unilever developed a stakeholder engagement model to live the company’s Purpose to “make sustainable living commonplace” and deliver on its Sustainable Living Plan. Unilever regularly seeks feedback from suppliers, employees, customers, scientists, communities, and trade associations to refine its business. But the company also meaningfully invests in these relationships and builds trust. Unilever extended €500 million (about $590 million) in cash relief to its value-chain partners in light of COVID-19 to protect livelihoods. It provided early payment to vulnerable small and medium suppliers and extended credit to small-scale retail customers. Unilever also estimates 70% of its innovations are linked to working with strategic suppliers.

*****

At its core, Purpose can shape a company’s interactions with stakeholders and society. Purpose must be genuine, authentic, and deeply embedded in your organization’s business model—and living a strong Purpose will strengthen a company’s resilience and value.

Bruce Simpson is a former senior partner of McKinsey & Company. Bill Schaninger is a senior partner at McKinsey & Company.

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