????你以為自己知道這一切：全球經(jīng)濟(jì)實(shí)力正在從北半球向南半球遷移。新興市場(chǎng)的中產(chǎn)階級(jí)正在激增；他們將變得越來(lái)越城市化，越來(lái)越年輕。世界各國(guó)政府都主張加強(qiáng)對(duì)各自國(guó)家重點(diǎn)行業(yè)和資源的控制。商業(yè)活動(dòng)再也不會(huì)像從前那樣了。你以前就已經(jīng)聽(tīng)說(shuō)過(guò)這些。

????拉姆?查蘭的新書(shū)《全球傾斜：如何引領(lǐng)你的企業(yè)適應(yīng)全球經(jīng)濟(jì)實(shí)力大變遷》（Global Tilt: Leading Your Business Through the Great Economic Power Shift）的一大優(yōu)點(diǎn)是，它表明你對(duì)這些趨勢(shì)的理解是多么地不充分。沒(méi)錯(cuò)，你的確知道這些趨勢(shì)，但許多來(lái)自南半球和北半球、未能把握這些趨勢(shì)、甚至被它們壓垮的商界領(lǐng)袖同樣也了解這一現(xiàn)象。我們都知道這種變遷是巨大的；查蘭表明，它比我們?cè)S多人意識(shí)到的程度大得多，而且要求我們改變企業(yè)的營(yíng)運(yùn)方式，這種改變的劇烈程度是大多數(shù)管理者做夢(mèng)也想象不到的。

????雖然經(jīng)濟(jì)實(shí)力大遷移幾乎會(huì)影響地球上每一家企業(yè)，但《全球傾斜》一書(shū)主要針對(duì)的是北半球那些根本不知道他們必須在多大程度上變革企業(yè)運(yùn)行方式的管理者。查蘭令人信服地表明，南半球是一個(gè)完全不同的世界（他指出，南北分界線大約位于北緯31度，大體上橫跨墨西哥、非洲和印度的頂部）。南半球的企業(yè)往往以賺取現(xiàn)金，而不是以提高根據(jù)公認(rèn)會(huì)計(jì)準(zhǔn)則（GAAP）計(jì)算的每股收益為管理宗旨；資本成本高昂；公司大多數(shù)為私人所有，而不是上市公司——這一切都與北半球的規(guī)范截然相反。社交網(wǎng)絡(luò)也完全不同；忠于職責(zé)、美德和進(jìn)步的文化價(jià)值觀對(duì)他們很陌生；而政府的作用則或許會(huì)令人困惑。

????查蘭所做的不僅僅是指出這些差異，盡管他的確給出了一些很有說(shuō)服力的例證。他還表明，在一個(gè)傾斜的世界中，成功的公司如何通過(guò)改變管理和領(lǐng)導(dǎo)方式贏得先機(jī)。比如，他闡述了印度電信巨頭巴帝電信公司（Bharti Airtel）如何在17個(gè)非洲國(guó)家占據(jù)主導(dǎo)地位，該公司CEO馬諾吉?科利如何通過(guò)掌握每個(gè)國(guó)家的當(dāng)?shù)丨h(huán)境而做到這一點(diǎn)的——社會(huì)、經(jīng)濟(jì)和政府治理差異要求這家公司對(duì)其在印度行之有效的商業(yè)模式作出改變。

????You think you know all this: Global economic power is shifting from North to South. Emerging-market middle classes are surging; they'll be increasingly urban and young. Governments worldwide are asserting stronger control over their nations' key industries and resources. Business will never be the same. You've heard it before.

????The great virtue of Ram Charan's new book, Global Tilt: Leading Your Business Through the Great Economic Power Shift, is that it shows you how inadequate your understanding of these trends probably is. Yes, you know about them, but so did the many business leaders from North and South who failed to take advantage of them or who even got steamrollered by them. We all understand this shift is big; Charan demonstrates that it's much bigger than many of us realize and will demand far more drastic changes to the way we run our businesses than most managers have dreamed of making.

????While the shift affects virtually every business on earth, Global Tilt speaks mainly to managers from the North who have no conception of how deeply they must transform their business lives. The South, Charan shows persuasively, is a different world. (The dividing line, he notes, is about 31 degrees north latitude, which runs more or less across the tops of Mexico, Africa, and India.) Businesses in the South tend to be managed for cash, not for GAAP earnings per share; capital costs are high; companies are mostly private, not publicly held -- all opposite of Northern norms. Social networks are radically different; cultural values governing loyalty, goodness, and advancement are unfamiliar; government's role can be baffling.

????Charan does more than just point out such differences, though he does that with strong examples. He also shows how successful companies are winning in a tilted world by changing the way they're managed and led. He shows, for example, how Bharti Airtel, the Indian telecom giant, is building a dominant business in 17 African countries, and how CEO Manoj Kohli is doing it by mastering the local context in each one -- social, economic, and governmental differences that require business model changes from what worked in India.

????大多數(shù)北半球組織無(wú)法作出調(diào)整，從而無(wú)法在南半球獲取成功。預(yù)算和目標(biāo)往往與老板宣示的贏取新領(lǐng)地的崇高愿望不匹配。績(jī)效考核不能根據(jù)在南半球真正的獲勝之道作出調(diào)整。重大決策也不是在正確的地方做出的。查蘭對(duì)不可避免的失敗，以及運(yùn)行良好的公司如何避免這些失敗做了一番解釋。

????最發(fā)人深省的是，《全球傾斜》一書(shū)對(duì)南半球公司羞辱北半球競(jìng)爭(zhēng)對(duì)手的種種方式進(jìn)行了廣泛的分類(lèi)。許多人都知道起源自巴西的百威英博公司（AB InBev）如何通過(guò)充滿活力的全球收購(gòu)不斷擴(kuò)張，并最終收購(gòu)了毫無(wú)準(zhǔn)備的美國(guó)安海斯布希公司（Anheuser-Busch）。很少有人知道，一家名為 GMR，價(jià)值數(shù)十億美元的印度公司屢屢擊敗北半球競(jìng)爭(zhēng)對(duì)手，正在世界各地獲得眾多規(guī)模巨大的基建工程，原因在于，GMR的攀升速度遠(yuǎn)快于這些北半球公司。而在中國(guó)公司中，海爾集團(tuán)（Haier Group）多年來(lái)一直出類(lèi)拔萃，卓爾不群。這家專(zhuān)注于質(zhì)量和品牌的公司現(xiàn)在已進(jìn)入了161個(gè)國(guó)家，業(yè)已成為全球排名第一的家電品牌。北半球的管理者們知道這些家伙非常優(yōu)秀，但當(dāng)這些管理者體會(huì)不到南半球的對(duì)手究竟有多么優(yōu)秀時(shí)，他們也就隨之成為后者的手下敗將。

????一如他此前所有的著作，查蘭告訴我們必須如何做出改變，還進(jìn)行了具體的展示，他的權(quán)威性幾乎無(wú)人匹及。他是全球范圍內(nèi)一位頂級(jí)顧問(wèn)，很早以前就構(gòu)筑了一個(gè)良性循環(huán)：每個(gè)人都咨詢(xún)他的意見(jiàn)，因?yàn)榇蠹叶歼@么做。因此，他比任何一位CEO都更加了解這些問(wèn)題。他從不怯于告訴管理者們到底應(yīng)該怎么做。北半球的管理者應(yīng)該悉心聽(tīng)取他的真知灼見(jiàn)，勿猶豫，勿彷徨。（財(cái)富中文網(wǎng)）

????譯者：任文科

????Most Northern organizations aren't tuned to succeed in the South. Budgets and goals don't match the boss's lofty stated aspirations for winning in new territories. Performance appraisals aren't aligned with what really wins in the South. Critical decisions aren't made in the right places. Charan explains the inevitable failures that follow and the ways well-run companies are avoiding them.

????Most sobering is Global Tilt's extensive taxonomy of all the ways Southern companies are humiliating competitors from the North. Many people know how AB InBev (BUD), with origins in Brazil, grew through energetic global acquisitions and eventually bought America's sadly unprepared Anheuser-Busch. Far fewer people know about GMR, a multi-billion-dollar Indian company that is beating out Northern competitors for huge infrastructure projects worldwide because it can scale faster than they can. China's Haier Group, uniquely among Chinese companies for years, focused on quality and brand; it's now in 161 countries and is the world's No. 1 appliance brand. Northern managers know these guys are good, but they suffer when they don't appreciate just how good they are.

????As in all his books, Charan tells and shows us how we must change, speaking with an authority few can match. He long ago established the virtuous circle of a top global consultant: Everybody calls him because everybody calls him. As a result, he knows more about these issues than any individual CEO. Charan isn't bashful about telling managers what to do. Managers shouldn't hesitate to do it.