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第十八讲:卓越公司的核心价值观

第十八讲:卓越公司的核心价值观

《财富》(中文版) 2011-04-06
唯一正确的核心价值观是不存在的。关键是你的确拥有了核心价值观,而并非它是什么样的价值观。关键是你要知道自己的核心价值观是什么,对此深信不疑,并且持之以恒。

高德思说到符合公司的核心价值观,现在中国的情况是,各种公司的高管都认为最大的压力或挑战是寻找合适的员工,之后将其留住、加以发展,等等。我们现在观察到一个很有意思的趋势,五年前最理想的雇主是跨国公司。现在这个趋势已经逆转了,最优秀的人才都想进中国企业。所以,我的问题是如果在一个竞争超级激烈的人才市场,大家都在抢夺合适的高层员工,而如果甲公司和乙公司的核心价值观非常相近怎么办?公司怎样才能适当地将其核心价值观差异化,从而对最优秀的人才产生更大的吸引力呢?

吉姆·柯林斯:这个问题很有意思。我将给你一个简短的回答和一个更长的、富含细节的回答。

简短的回答就是,当我和杰里•波拉斯(Jerry Porras)进行《基业长青》(Built to Last)的研究工作时,我们发现生命力持久的卓越公司的确有着长期坚守的核心价值观,这是一个不容争辩的事实,也是我们的关键发现之一,而且这些公司的核心价值观并不随着时间推移而改变。他们会改变做法、策略,改良文化,进入新的行业,等等。但是价值观就像地面上固定的路标一样(不容改变)。

我们还想知道,是否存在一套普遍正确的核心价值观?我们发现由于公司的不同,这样普遍正确的价值观几乎是不存在的。可能有些价值观在哪里都是错误的,但是肯定没有一套价值观是绝对正确的。你会发现惠普(HP)那样的公司非常注重员工个体,同时也会发现迪士尼公司(Disney)非常注重对客户的服务,而不是关注员工。这两套价值观体系区别巨大,但是都很成功。

随着研究的深入,我们发现唯一正确的核心价值观是不存在的。关键是你的确拥有了核心价值观,而并非它是什么样的价值观。关键是你要知道自己的核心价值观是什么,对此深信不疑,并且持之以恒。

   

Thomas D. Gorman: With the fit with company core values, now we have a situation that in China, today, if you talk to top management in different kinds of companies, the biggest constraint or biggest challenge that they face is, finding the right people, and then, retaining them, developing them and so on. We're seeing an interesting trend where five years ago the most desirable employers in China were multinational companies. Now, the tide is turning and increasingly really top talent wants to work for Chinese companies. So my question is, in the kind of, sort of, hyper-competitive talent market for the right people, for senior people. Question, what if company X's core values are pretty comparable to company Y's? What can companies do, to differentiate their core values in ways that enhances their ability to attract the top talent?

Jim Collins: You know, it's interesting; I think that, I'm going to give you a short answer and somewhat longer answer that has some detail in it.

The short answer is, when Jerry Porras and I did the "Built to Last" research, it's an absolutely clear, empirical fact, that enduring great companies did have a strong set of core values that they held onto over a long period of time. This is one of the key findings, and they didn't change those values over time, they changed their practices, they changed their strategies, they evolved their culture, they moved in different businesses, they did all that. The values were like the fixed guide posts in the ground.

And then we asked the question, is there a right set of core values? And we found that actually among different companies, there was no one right set of core values, there may be some wrong ones, but there certainly was no right one. You would have a company like HP, which would put a lot of emphasis on its orientation to the individual, and you find at Disney a tremendous orientation to its service to its customer as opposed to focus on employees. Very different value systems but both very, very successful.

And we went through, well we said, there's no one set of values here and what we learned is, it's not what core values you have; it's that you have core values. That you know what they are, that you believe in them very deeply, and that you live them very consistently over time.

 

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