????陳舊狹隘的指標。雖然所測即所得，但我們測量標準的更新卻不夠頻繁，因此出現了大量盲點。等到諾基亞開始把蘋果和谷歌當作競爭對手看待的時候，已經太晚了。我的一個朋友在本世紀初是英國一家大型全國性報社的負責人，他花了一年多時間才說服同事把谷歌加到競爭對手名單里，這家報社用競爭對手表現作為檢測自我表現的基準。那么該怎樣制定指標呢？把相關市場定義得越廣泛越好，這樣你的市場份額就會更少。另外，對消費者行為要特別仔細地衡量——他們的忠誠度是否降低了？轉向了哪些品牌？為什么會發生轉變？

????無權的一線員工。對行業環境變化的第一手卓識來自于前線員工——銷售員、與第三方共事的研發人員以及采購經理人。但他們的想法很多沒有提出，即使提出的那部分，也總是淹沒于管理層需要注意的其他紛雜事務中。解決這個問題方法相當復雜，但應該包含依托于技術的系統，能將一線信息與公司高層快速共享；同時還要有非正式渠道和跨部門特別小組來應對具體威脅和機遇。

????缺乏多樣性。諾基亞的高級管理人員都是差不多年齡和背景的芬蘭人，這絕對影響了他們對不斷變化的經營環境的理解力。當然，我們都會覺得，和世界觀相似的人工作更愉快，結果就出現了不可避免的盲點。如何解決這個問題？錄用參照系與我們不同的員工，或者起碼要想辦法把他們的見解拿來討論。上世紀90年代，印孚瑟斯（Infosys）實施了一個名為“青年之聲”的項目，以期使平均年齡約為50歲的管理團隊人員能聽到30歲以下員工的見解。

????對失敗不夠寬容。當一個公司越來越大，越來越成功時，就會越厭惡風險。管理者們說他們想創新產品、創新服務，但他們指望所有的嘗試都能成功。不用說，這種態度會導致員工過于謹慎呆板。這個問題的解決方法很清晰：營造一種鼓勵嘗試、寬容錯誤的文化。谷歌、亞馬遜（Amazon）以及在線影片租賃商Netflix都是很好的例子——他們都有過失敗的產品，但大家都能接受，把它們當做嘗試的一部分。（財富中文網）

????你認為建立一個適應性強的企業會有哪些障礙？來分享你的故事吧！敬請參加我們的建立適應性優勢的黑客馬拉松（需要注冊），與我們一道攜手攻克人力資源難題。黑客馬拉松由英國特許人事與發展協會（Chartered Institute of Personnel and Development）和管理革新交流（Management Innovation eXchange）合辦。

????朱利安?伯金肖是倫敦商學院戰略與國際管理學教授。他是管理實驗室的聯席創始人及研究主管。

????譯者：默默

????Old and narrow metrics. What gets measured gets done, but we don't refresh our choices of measures frequently enough, and we end up with massive blind spots. Nokia didn't think of Apple and Google as competitors until it was too late. A friend of mine took the reins at a major national newspaper in the U.K. in the early 2000s, and it took him more than a year to persuade his colleagues that Google should be added to the list of competitors they used to benchmark their performance. The solution here? Define your relevant market as widely as possible, so that your market share is as low as possible. And measure customer behavior very carefully -- are they defecting? To whom? And why?

????A disenfranchised front line. The first insights into changes in your business environment come from the people on the "front line" -- salespeople, developers working with third parties, purchasing managers. But their voice -- if it is raised at all -- typically gets drowned out among all the others clamoring for executive attention. The solutions here are far from easy, but they include technology-based systems for sharing front-line information quickly with those at the top, as well as informal networks and cross-cutting task forces designed to address specific threats and opportunities.

????Lack of diversity. Nokia's top executives were all Fins of similar age and background, and this surely hampered their ability to make sense of their changing business environment. Of course, we are all more comfortable working with people with similar worldviews and as a result we end up with inevitable blind spots. The solution? Hire people with different frames of reference from our own, or at least find a way to bring their point of view to the table. In the late 1990s, Infosys (INFY) had a program called "Voice of Youth" designed to bring the insights of the under-30 crowd to the attention of the 50-something executive team.

????Intolerance of failure. The bigger and more successful a firm becomes, the more risk-averse it becomes. Executives say they want innovative new products and services, but they expect them all to succeed. And, needless to say, this attitude breeds caution and rigidity. The solution here is clear: you need to find ways to develop a culture that encourages trial and error. Google, Amazon (AMZN), and Netflix (NFLX) are all great examples -- they have all had their share of dud products, but everyone accepts them as part of the package.

????What do you think gets in the way when it comes to creating an adaptable organization? Share your story -- and help us hack HR by joining the Building an Adaptability Advantage hackathon (registration required), a joint production of the Chartered Institute of Personnel and Development (CIPD) in the UK and the MIX.

????Julian Birkinshaw is Professor of Strategic and International Management at London Business School. He is co-Founder and Research Director of the Management Lab (MLab).