微軟在選帥問題上犯的錯
????微軟錯過了制定繼任計劃的機會。有了這樣的計劃,內部候選人就能和董事們以及公司領導層建立聯系。如果納德拉是其中一位候選人,他們還能制定出發展規劃,從而讓納德拉參與到整個公司的決策之中,并讓董事會在他成為CEO之前對他有所了解。 ????不光是微軟,繼任對所有公司來說都是件大事。創新領導力中心(Center for Creative Leadership)估算,40%的新CEO都在上任18個月之內黯然離職。 ????只需要看看新聞,或者在谷歌上隨便搜索一下,你就能發現一批這樣的失敗案例。想當初,邁克爾?艾斯納讓邁克爾?奧維茨進入沃爾特?迪士尼公司(Walt Disney)擔任二把手就帶來了問題——兩人幾乎馬上出現了沖突,無法共存。美國電話電報公司(AT&T)通過獵頭公司找來了約翰?沃爾特,但獵頭方沒有考慮這個人選是否適于前者的公司文化——短短幾個月后沃爾特就辭去了總裁職務。通用電氣(GE)為杰克?韋爾奇尋找接班人時,韋爾奇和董事會挑出了三位內部候選人——其中兩人落選后離開了GE,進而造成了寶貴的人力資本損失,還讓GE在文化方面受到了打擊。 ????新的途徑能讓公司和社區成員在挑選下一任領導者的過程中獲得發言權,而不會讓這項權利完全掌握在董事會手里。(財富中文網) ????本文作者是管理研究和咨詢機構——企業人類學顧問公司創始人。她在私募基金公司CCMP Capital和JPMorgan Partners Private Equity擔任合伙人兼董事總經理,還是風投公司Flatiron Partners的合伙人。阿爾迪在紐約州立大學水牛城分校獲得學士學位,在波士頓大學獲得碩士和博士學位。 ????譯者:Charlie |
????Microsoft missed an opportunity to have a succession plan in place where internal candidates would already have a relationship with the board and with the organization's leadership. If Nadella was on the short list of prospects, they also could have developed a development plan to integrate him into all the strategy discussions across the company and given him exposure to the Board prior to the transition taking place. ????Beyond Microsoft, succession is a big issue for just about every company. The Center for Creative Leadership has estimated that 40% of new CEOs fail in their first 18 months. ????You need only check the news or perform a quick Google search to find a list of failures. Look back at the issues at Walt Disney Co. (DIS) when Michael Eisner brought in Michael Ovitz; the two clashed almost immediately and could not co-exist. AT&T (T) used search firms who didn't take cultural fit into account when they hired John Walter, who abruptly resigned barely nine months into his job. And when GE (GE) searched for Jack Welch's successor, he and the board chose three internal candidates, but the two who weren't picked for the top job left the company. That, in turn, caused the company to lose valuable human capital assets while also creating a cultural setback for the organization. ????The Beta approach is to give the people in the organization, the community, a voice in choosing their next leader rather than solely giving the board that authority. ????Dana Ardi is the founder of Corporate Anthropology Advisors, an executive search and consulting firm. She has served as a partner/managing director at CCMP Capital and JPMorgan Partners Private Equity, and was a partner at Flatiron Partners. Dr. Ardi has a bachelor's degree from the State University of New York at Buffalo and a master's degree and doctorate from Boston College. |