????你最想改變企業(yè)的哪個方面？我在我的倫敦商學院（London Business School）選修課程上提出了這個問題。以下是50名學生分享的令人深感不滿的三個方面：

????企業(yè)言行不一。我們都曾有個朋友找到一份新工作，但他后來卻說：“跟我原來想的完全不一樣。”我的學生們對此深有同感。他們認為，企業(yè)不遺余力地用動聽的價值主張來吸引他們，但加入公司后卻看不到這些價值的蹤影。

????員工無權(quán)改變工作方式。我的學生們覺得，企業(yè)不準各個層級的員工改變舊的工作方式，提出新的工作方式。它扼殺了大公司的創(chuàng)新，助長了員工的流失。

????領導者不為他們的團隊承擔責任。大多數(shù)學生都聽過領導者“把金字塔倒過來”的說法，但實際上，很少有在大公司里工作的人經(jīng)歷過這種事情。他們覺得，傳統(tǒng)的管理架構(gòu)仍然盛行，領導者被員工問責的事情鮮有發(fā)生。

????在為期一周的時間里，我們在作為特邀嘉賓的多位企業(yè)高管的幫助下，探討了企業(yè)怎樣才能改變這些令人不滿之處。學生們發(fā)現(xiàn)了一個特別令人感興趣的例子，也就是渣打銀行（Standard Chartered Bank）對踐行企業(yè)價值觀的承諾。這家銀行的社會和經(jīng)濟影響主管瑪麗安?瓦尼基詳細介紹了他們最成功的一個行動。

????這家總部位于英國的跨國銀行將其品牌承諾確立為“一心做好，對客戶始終如一”。

????渣打銀行認為，想要真正踐行其品牌承諾，就必須全面了解自身活動對業(yè)務所在國的影響。2010年，這家銀行開創(chuàng)業(yè)內(nèi)先河，在自己的重要市場加納進行了社會經(jīng)濟影響綜合性評估。結(jié)果令人震驚：這家銀行通過納稅、創(chuàng)造就業(yè)、購買商品和服務等方式對加納經(jīng)濟產(chǎn)生的直接影響貢獻了大約5,500萬美元的附加值。更好的是，主要通過企業(yè)和家庭使用其貸款而產(chǎn)生的間接和衍生影響更大，達到4億美元，占加納GDP的2.6%。

????這些發(fā)現(xiàn)有助于渣打銀行了解自身對加納經(jīng)濟的影響，同時向股東證明，這家銀行真的在努力踐行自己的品牌承諾。對于我的MBA課程來說，這家銀行在衡量其影響方面所作出的努力是企業(yè)如何做到言行一致，并在此過程中建立責任制和展現(xiàn)價值觀的好案例。

????結(jié)論顯而易見：為了吸引和留住下一代人才，企業(yè)必須找到踐行自身價值觀的有效方法。這是特許人事與發(fā)展協(xié)會（CIPD）和管理創(chuàng)新交換網(wǎng)站（MIX）聯(lián)合舉辦的“適應性優(yōu)勢”編程馬拉松活動正試圖解決的眾多挑戰(zhàn)之一。這個活動現(xiàn)在正在進行，來自全球各地的近1,000名人力資源從業(yè)者和思考者正努力提升所有機構(gòu)的適應性。現(xiàn)在加入其中還不算太晚。（財富中文網(wǎng)）

????琳達?格拉頓是倫敦商學院的管理學教授，熱點運動組織的創(chuàng)始人。

????譯者：千牛絮

????What is it that you most want to change about corporations? That's the question I put to my elective program at London Business School, and here are three deep frustrations that the 50 students shared:

????Corporations don't do as they say. We've all had a friend start a new job and report back, "it's nothing like I thought it would be." This resonated strongly with my students, who felt that corporations go to great lengths to attract them with strong value propositions; but once they join, these values are nowhere to be seen.

????Employees aren't empowered to change the way things are done. My students felt that corporations don't give employees at all levels of the firm the ability to challenge the way things are done and propose new ways of working. This stifles innovation at big corporations and contributes to employee turnover.

????Leaders aren't accountable to their teams. While most students had heard of leaders "turning the pyramid upside down," few of those working in large corporations had experienced this in a practical sense. They felt that traditional management structures still prevail and that leaders are rarely held to account by their employees.

????Over the course of a week, and with the help of a series of guest executives, we explored how corporations are beginning to respond to these frustrations. One example students found particularly interesting was Standard Chartered Bank's commitment to living up to?its corporate values. Marianne Mwaniki, head of social and economic impact at the bank, talked through one of their most successful initiatives.

????The UK-based multinational bank states its brand promise as being 'Here for good…sticking by clients and customers through good times and bad, and always trying to do the right thing.'

????To really live up to its brand promise, Standard Chartered felt it needed to fully understand the effect of its activities on the countries in which it operates. In 2010, it became the first in its industry to carry out a comprehensive socio-economic impact assessment in Ghana, one of its key markets. The results were astounding: the bank's direct impact on Ghana's economy through paying taxes, creating jobs, and buying goods and services contributed around $55 million of additional value. Better still, its indirect and induced impact, mainly through companies and households spending the money it lent them, dwarfed this, amounting to $400 million, or 2.6% of Ghana's GDP.

????These findings helped Standard Chartered understand its influence on Ghana's economy, and it showed stakeholders that the bank was truly striving to fulfill its brand promise. For my MBA class, the bank's desire to measure its impact was a great example of how companies can do as they say, building accountability and demonstrating their values in the process.

????The message is clear: to attract and retain the next generation of talented individuals, companies must develop effective ways of living their values. This is one of the many challenges theCIPD/MIX "Adaptability Advantage" hackathon is trying to address. The hackathon is now underway, with nearly 1,000 progressive HR practitioners and thinkers from around the world working to make all organizations more adaptable. It's not too late to join.

????Lynda Gratton is professor of management practice at London Business School and the founder of the Hot Spots Movement.