????受益于團隊領導的不只是企業高層。以通用電氣（General Electric）為例。2007年，通用電氣發電事業部（GE Power Generation，該公司最古老的部門之一）的19位高管齊聚紐約州克羅頓維爾的通用電氣管理培訓中心。這是通用電氣一個事業部的所有高管首次聚在一起進行領導力培訓。結果呢？他們起草了一份愿景宣言，并制定了多項發展計劃，其中包括關注新興市場的監管和其他事宜，現在這些地區已經成為通用電氣整體戰略的關鍵領域。短短四天里，這個團隊就有效地制定和達成了統一的策略，并開始著手實施。

????在青蛙設計公司（Frog），我們已經從創新一言堂模式向依托團隊領導的模式轉變。公司創始人哈特姆特?艾斯林格（上世紀80年代曾與喬布斯和蘋果公司有過緊密合作）在2006年退休之前，就已經在這么做了。他是聯合CEO，而不是公司里唯一的高層聲音。他認識到，市場越來越復雜，全球聯系越來越緊密，要求企業集思廣益（“群體思維”有個負面含義），實行集體決策。我們現在聘請了工程師和商業戰略家，以完善我們的工業設計師團隊。管理人員每周都會舉行電話會議，每月都會參加領導力會議。我們在會上會討論各種短期和長期問題。面向全公司的郵件會首先經過多位高管的檢查，以確保其中的信息和基調符合我們的目標。

????當然，并不是每個人都信奉團隊領導。據報道，陷入困境的黑莓手機制造商RIM（Research In Motion）正在審查其聯合CEO模式的有效性。有些股東公開且明確地表示，他們希望董事會用單一決策者模式取代現行的雙CEO架構。分析人士認為這種情況不會發生?！案淖児芾聿呗曰蚋慕M管理層是不可能的，”桑福德-伯恩斯坦公司（Sanford C. Bernstein）的皮埃爾?費拉古最近在提供給投資者的報告中寫道。

????同時，如今一些最具創新力、最成功的公司確實都有賴于團隊領導。Facebook CEO馬克?扎克伯格——他開始時有點一言堂作風——在2008年聘請謝麗爾?桑德伯格擔任首席營運官，協助管理這家發展迅猛、影響力快速提升的公司。有人會說，這不過是“成人監護”【也就是引入有經驗的管理者來輔佐年輕的創業者，比如，谷歌（Google）的拉里?佩奇和謝爾蓋?布林在創業早期曾經聘請過埃里克?施密特擔任CEO】。但它實質上也是一種令許多公司受益匪淺的團隊領導策略。

????總而言之，團隊合作是任何創新型公司保持成功的關鍵，無論有多少員工欽佩公司的領袖人物。創意只是創意，只有人組成的團隊才能把創意變成現實，創造利潤，并使之不斷提升。

????作者多琳?羅倫佐是國際化創新公司青蛙設計（Frog）的總裁，該公司的母公司愛瑞森特集團（Aricent Group）的執行副總裁和總經理。多琳負責推動青蛙設計公司的企業戰略并監督其全球運作。在為這家公司效力的14年里，她在公司重組中起到了重要作用，使其從一家傳統的小型設計公司變成了世界上最著名的國際化創新公司之一，與眾多的財富500強客戶進行了廣泛合作。她還是2011-2012世界經濟論壇（World Economic Forum）新興技術全球議程委員會（Global Agenda Council on Emerging Technologies）的成員。

????譯者：千牛絮

????It's not just C-suites that can benefit from team leadership. Consider this example from General Electric (GE): in 2007, 19 senior managers of GE Power Generation, one of the company's oldest businesses, convened at GE's management-development center in Crotonville, N.Y. It was the first time that all of the senior executives of a GE business went through leadership training together. The result? They drafted a vision statement and developed plans for growth, including focusing on regulatory and other staff in emerging markets, which is now a key area in GE's overall strategy. In just four days, the team efficiently devised, agreed upon, and began implementing a unified strategy.

????At frog, we have moved from an innovation-guru model to one based on team leadership. By the time our founder, Hartmut Esslinger -- who worked closely with Steve Jobs and Apple in the 1980s -- retired in 2006, he did so as a co-CEO, and not the sole executive voice in the company. He recognized that increasing market complexities and global connectedness required group input ("group-think" has a negative connotation) and decision-making. We now hire engineers and business strategists to round out our teams of industrial designers. Managers participate in weekly calls and monthly leadership meetings, in which we address short- and long-term issues. Company-wide emails are reviewed by several executives to ensure that the message and tone align with our mission.

????Of course, not everyone believes in team leadership. Beleaguered BlackBerry maker Research In Motion (RIMM) is reportedly examining the effectiveness of its co-CEO model. Some shareholders have made it very clear, publicly, that they'd like to see the board of directors replace the top two executives with one decision-maker. Analysts don't believe this will happen: "Change in strategy or management is unlikely," Pierre Ferragu of Sanford C. Bernstein recently wrote in a note to investors.

????Indeed, some of today's most innovative and successful companies rely on team leadership. Facebook CEO Mark Zuckerberg-- who began as a guru of sorts -- in 2008 hired Sheryl Sandberg as chief operating officer to help govern the rapidly expanding and influential business. Some might say this is an example of "adult supervision" (i.e., an experienced manager being brought in to support a young startup founder, in the way that Google's (GOOG) Larry Page and Sergey Brin hired Eric Schmidt as CEO in the early days). But it is also a team-leadership strategy that has obviously paid off for many companies.

????Ultimately, collaboration is the key to sustained success at any innovative company -- no matter how much employees may admire a single figurehead. Ideas are only ideas until a team of people makes them real, profitable, and scalable over the long-term.

????Doreen Lorenzo (@doreenl) is the president of global innovation firm frog and an executive vice president and general manager of the Aricent Group, frog's parent company. Doreen drives frog's company strategy and oversees its worldwide operations. During her 14 years with the company, she has been instrumental in re-structuring the company, taking it from a traditional design boutique to becoming one of the world's foremost global innovation firms, securing broad-based arrangements with an array of Fortune 500 clients. She serves as a member of the World Economic Forum's Global Agenda Council on Emerging Technologies, 2011-2012.