????有請我們的“殺手锏”級別的隊員。這些人深深懂得，只有整個公司取得成功才是真正的成功。

????看看這些企業(yè)內(nèi)部針對員工的口號，找找它們的共同點：“一個福特”（One Ford），“一個德勤”（One Deloitte）以及“一個微軟”（One Microsoft）。這些公司和其他很多公司都發(fā)現(xiàn)，創(chuàng)造世界一流客戶體驗的巨大機(jī)遇在于讓公司各不相干的部門更好地協(xié)同工作。這些口號顯示了這樣一種轉(zhuǎn)變：公司對團(tuán)隊工作的重視已經(jīng)達(dá)到了前所未有的高度；這也是《財富》（Fortune）雜志編輯集結(jié)第三支年度高管夢之隊的原因所在。我們的首發(fā)陣容都是“殺手锏”級別的杰出人士。他們中的每一位都具有良好的團(tuán)隊合作精神。他們的奮斗目標(biāo)是整個公司的成功，而不僅僅是自身的成功。

????目前，對于很多公司來說，尤為突出的一項挑戰(zhàn)就是在實現(xiàn)業(yè)務(wù)全球化的同時實現(xiàn)高層團(tuán)隊的全球化。IESE商學(xué)院潘卡基?格瑪沃特說：“如果一家公司總是選擇本國人擔(dān)任高管職務(wù)，公司的其他人才會怎么想？”他發(fā)現(xiàn)只有14%的財富500強(qiáng)企業(yè)（Fortune Global 500）任命非本國人擔(dān)任首席執(zhí)行官。而我們的夢之隊則擁有一位中國企業(yè)家，一名英國營銷人員和一位巴西首席執(zhí)行官。

????真正的團(tuán)隊建設(shè)并不只是聘用表現(xiàn)出色的人才，但是多數(shù)管理者卻缺乏這方面的能力。因此，如果大家不喜歡我們所組建的夢之隊，那是再好不過的了——你可以組建一支你自己的夢之隊，然后找出它的優(yōu)勢所在。你將因此而獲得日漸備受全世界企業(yè)青睞的技能。——杰奧夫?科爾文?

????Meet our Murderers' Row of team players who know that success counts only when it's for the whole enterprise.

????Spot the trend in these corporate internal slogans, the kind meant for employees: "One Ford." "One Deloitte." "One Microsoft." Those companies and many more see a giant opportunity to create world-beating customer experiences -- if only their disparate parts can work better together. The slogans signal a shift toward valuing teamwork more than ever; that's why Fortune's editors have assembled our third annual Executive Dream Team. Our starting lineup is a Murderers' Row of standout performers, and each is also a team player, working for the success of the whole enterprise, not just his part of it.

????A particular challenge for many companies now is making the top team as global as the business is. "Think about the message companies send to their talent pool by consistently selecting native leaders at the top," says Pankaj Ghemawat of IESE Business School, who finds that only 14% of companies on the Fortune Global 500 are headed by non-native CEOs. Our squad includes a Chinese entrepreneur, a British marketer, and a Brazilian CEO.

????True team building, as distinct from just hiring excellent performers, is an ability most managers lack. So if you don't like our Dream Team, that's great -- create your own, and figure out why it's better. You'll build skills that the world increasingly prizes. --Geoff Colvin?

非執(zhí)行董事長：彭明盛

IBM前任董事長兼首席執(zhí)行官

雖然他從未擔(dān)任過非執(zhí)行董事長，但彭明盛是這項工作的不二人選。他曾經(jīng)擔(dān)任IBM（財富500強(qiáng)）董事長長達(dá)9年的時間，而且還在前任首席執(zhí)行官郭士納手下干了多年的副手。這一切證明了他能夠與苛刻的高管共事。他擁有一個無與倫比的聯(lián)絡(luò)簿（對于任何一個董事會來說都是一筆巨大的資產(chǎn)），但他同時也展示了他保持中立的能力：彭博有限合伙企業(yè)（Bloomberg LP）最近聘請他開展隱私標(biāo)準(zhǔn)的獨立評審工作。

——克萊格?吉爾莫納?

Nonexecutive chairman: Sam Palmisano

Ex-chairman and CEO, IBM

Though he's never been a nonexec chair, Palmisano's ideal for the job. He chaired IBM's (IBM,Fortune 500) board of directors for nine years, and spent several years as one of former CEO Lou Gerstner's deputies, proving he can work alongside demanding chiefs. He has a killer Rolodex (a huge asset to any board), but he's also shown he can be neutral: Bloomberg LP recently tapped him to conduct an independent review of its privacy standards.

--Craig Giammona?