????就我們的全球員工而言，我們認識到有必要建立共同的文化，以確保整個公司有統一的價值觀，無論我們的員工在何處工作（這正是全球整合企業中“整合”一詞的含義）。為此，我們在全公司進行調查（即我們所說的“ValuesJam”），使IBM所有員工都有機會暢所欲言，探討公司應該主張什么，以及公司員工應當如何運作。調查最終產生出一套不斷更新的價值觀，成為聯系全球IBM員工的紐帶。

????一家公司要成為全球整合企業，其領導者必須懷有一種特定的心態，我在IBM擔任首席執行官時，致力于向我的同事們灌輸這種心態。這種心態關注的重點是，企業如何作為單獨的有機整體實現無縫運營：通過橫向并在全球范圍內整合內部操作，與外部合作伙伴協作，在全球最佳地點經營，以便從全球視角最大限度地創造價值。

????采取了全球整合企業關鍵原則和做法的，遠不止IBM一家公司。來自不同國家、不同行業的許多企業都實施了與IBM所采取的做法類似的措施。這些企業包括水泥及其它建材龍頭企業墨西哥水泥集團（Cemex）、全球最具活力手機供應商之一印度巴帝電信（Bharti Airtel）、以及正憑借創新性產品和管理在全球汽車行業風生水起的中國吉利汽車（Geely）。這些企業所采取的措施，都是自身經驗的副產品，它們由此得出了與IBM同樣的結論：公司要保持競爭力，必須全球化，但在全球化的同時，必須緊跟客戶，同時強調促進靈活、創新以及生產力的價值觀和原則。

????全球整合企業以及企業面對的新全球化時代，是我目前工作的重心。我在今年早些時候發表了名為《重新思考：未來之路》（Re-Think: A Path to the Future）的書作。這些領域代表了全球企業中心（Center for Global Enterprise）工作的基礎。全球企業中心是我在去年創建的一家研究機構，致力于解讀我們生活的這個時代，同時記錄新的管理科學如何興起，領導者如何運用該科學，以及所有利益相關方應如何努力使其效益最大化。

????彭明盛曾擔任IBM董事長、總裁以及首席執行官，目前為全球企業中心董事長。（財富中文網）

????譯者：Hunter

????審校：Lina

????In connection with our global workforce, we recognized the need to create a common culture that would ensure consistent values throughout the company, regardless of where our employees were working (that’s the “integrated” part of GIE). To that end, we conducted a company-wide survey – what we called a “ValuesJam” – that gave anyone working for IBM the opportunity to weigh in on what the company should stand for and how our employees should operate. That exercise culminated with an updated set of values that became the connective tissue for IBMers throughout the world.

????For a company to become a GIE, its leaders must embrace a particular frame of mind – one that I worked to imbue in my colleagues while I was CEO of IBM. This frame of mind is focused on how to operate seamlessly as a single organic entity – by integrating internal operations horizontally and globally, collaborating with external partners, and operating at the best location in the world, to maximize value creation from a global point of view.

????IBM is far from the only company that has adopted key GIE principles and practices. A number of companies, operating across a diverse set of countries and industries, have implemented measures that resemble those we adopted at IBM. They include CemexCX -0.16% of Mexico, a leading producer of cement and other building materials; Bharti Airtel of India, one of the world’s most dynamic cellular telephone providers; and Geely of China, which is making major inroads in the global car industry thanks to innovative products and management. The measures they’ve implemented are a byproduct of their own experiences, which led them to reach the same conclusions we did at IBM: that companies need to be global in order to stay competitive, but need to do so in ways that keep them close to their customers while also emphasizing values and principles that foster agility, innovation, and productivity.

????The GIE, and the new global era for business, are at the center of my current work. My book, Re-Think: A Path to the Future, was published earlier this year. These areas represent the foundation of work being undertaken by the Center for Global Enterprise (CGE), which is a research organization I launched last year. Its work is being devoted to explaining the age in which we are living, while also documenting how a new management science is emerging, how leaders can apply it, and how all stakeholders should strive to maximize its benefits.

????Sam Palmisano is the former chairman, president, and chief executive officer of IBM and currently serves as chairman of the Center for Global Enterprise.