精品国产_亚洲人成在线高清,国产精品成人久久久久,国语自产偷拍精品视频偷拍

“透視領導力”是一個在線社區，最具思想和影響力的商界人物會在此回答關于職業發展和領導力的問題。今天的問題是“怎樣鼓勵公司內部的創造性思維？”和大家分享心得的是Americas Trading Group首席執行官Arthur Pinheiro Machado。

要想知道怎樣鼓勵創造性思維，必須先要了解大公司三個固有特點：

維持現狀

雖然許多企業可能都會努力創新并提升活力，但大多數大公司基本上都是保守派,只想保持現有收入水平，維持現狀并避免影響到既有產品。大公司往往會通過設置指標和梳理流程來提高效率，過程中慢慢變成官僚化的巨無霸。因此，大多數公司都奉行漸進主義，現在還沒有以后也會變成漸進主義，所有的新產品或新項目都緊密圍繞著旗艦產品或已有產品系列，主要目標不是創新，而是提高組織和經營效率。

這實際上是我的個人經歷。我曾在巴西一家頂尖證券經紀公司擔任中臺部門負責人，工作覆蓋產品、渠道、項目和流程。巴西一家大銀行隨后以超過5億美元的價格收購了這家公司。盡管這家公司曾是行業中最擅長創新的成員之一，也曾是各種機構的標桿，但由于擔心收入規模下降，后來還是被改造成了一家循規蹈矩、缺乏活力的公司。

創造力受到限制

另一個經常限制創造力的因素是中層管理人員的態度。理論上，中層管理者應該像個過濾器，區分好主意和壞主意然后向上級匯報。理想情況下，他們應該向高層推薦創新和新業務，并保持自己所在部門的發展方向和公司的整體戰略一致。

可惜的是，實際情況并非如此。控制結構和個人利益，再加上辦公室政治和做出保守決策的天然傾向作祟，管理者變得不敢冒險。沒有人想革新，目標都是穩定發展。受系統結構影響，管理者成了內部沖突調解人，他們更關注日常問題，不再想著打造新產品。

斷層始于最高領導

隨著公司里更多職位整合起來，許多最高層管理者最終會脫離日常事務。他們不會從外界角度觀察公司，反而把思維局限于管理數字和業績。慢慢地，他們跟不上社會和文化的變化，逐漸成為局外人。除了管理人員匯報的情況，大多數管理者也都看不到別的東西，對日常經營活動以及公司面臨的挑戰也可能失去掌控。

那么，我們怎樣才能扭轉不良傾向并鼓勵創造性思維，又不影響效率呢？

挑戰現狀

燈泡不是通過改進蠟燭發明出來的。雖然一家公司首先要維持現有系統并提高產品質量，但這并非真正的創新。促進創新意味著建立開放的環境，以便大家可以挑戰、批評甚至放棄此前一直追捧的產品或做法。在Americas Trading Group，董事會每個月的會議都要處理一個具體的題目或問題，比如“怎樣才能在市場中創造出有競爭力的產品或服務？”或者“下一代消費者有哪些特征？”

取消等級制度

法國哲學家吉爾?德勒茲和費力克斯?加塔里的“根莖”理論是從植物學借鑒而來的認識論模型。模型中各個組成部分并未遵循原先設計的等級制度，也不是根裝結構。每個枝節都是獨立的，而且自行決定發展路徑，這和決策由上而下影響個人的等級結構不同。當然，所有影響某個“根莖”的變化都有可能影響到整個體系，但根莖結構基本上都是獨立的。

繼續分析下去，對兩個德語詞匯的語言學分析可以揭示出按指令執行和獨立執行的區別。任務（mission）在德語里有兩種譯法，分別是Befehl和Auftrag。前者的意思是發出詳細指令以便嚴格按要求執行，后者則代表一種思路或精神以及獨立的執行。創新型公司應該具有根莖式的結構和Auftrag精神。

打造新市場

保持創新精神的最佳途徑是積極管理，把開發新市場作為首要任務。拒絕現狀之后，思想自然會變得開明。必須警惕設置監管或保護主義障礙的做法，因為這樣會限制創新。說到底，如果不自己動手淘汰產品，別人就會淘汰你。（財富中文網）

譯者：Charlie

審校：夏林

The Leadership Insider network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question: How do you encourage creative thinking within your organization? is written by Arthur Pinheiro Machado, CEO of Americas Trading Group.

To understand how to encourage creative thinking, you must first understand three characteristics inherent to large companies:

Retaining the status quo

While many may strive for innovation and dynamism, most big companies are, ultimately,conservative. They become focused on keeping their current level of revenues, maintaining the status quo, and avoiding tampering with their own products. These companies tend to implement metrics and organize processes to become more efficient, which can turn them into bureaucratic mammoths. Therefore, most companies are — or will become — incrementalist, and any new product or project is a satellite orbiting around the company’s flagship product or family of products. The main goal, instead of innovation, becomes organization and operational efficiency.

This was my own experience, in practical terms, from my time spent as head of the middle office —units covering products, channels, projects and processes — at one of Brazil’s largest brokerage firms, which was subsequently sold to a major Brazilian bank for more than $500 million. Although the firm was once one of Brazil’s most innovative players in its line of business and a benchmark for various institutions, it was transformed into a straight-laced business lacking vitality due to the fear of its volume revenues declining.

Creativity is limited

Another factor that tends to limit creativity is the attitude shown by middle managers. In theory, a middle manager is expected to act as a filter, separating good ideas from bad ones and reporting back to their superiors. Ideally, middle managers should be promoting innovation and new business to upper management while steering the direction of their own departments in line with the company’s overall strategy.

Unfortunately, that is not what actually happens. Control structures and personal interests combine with office politics and a natural tendency toward conservative decision-making evolves, causing managers to avoid being risk-takers. Nobody wants to stir a revolution; the aim is steady evolution. Due to these systemic structures, managers become mediators for internal conflicts who are more focused on everyday concerns than creating new products.

Disconnect starts at the top

As companies consolidate more positions, many top managers will end up being detached from routine business. Instead of looking at their company from the outside, they narrow their thinking to management numbers and results alone. This can lead to a lack of understanding about ongoing social and cultural changes, leading them to gradually become out-of-touch. Most company executives don’t see beyond the facts submitted by managers, and they can lose their grip on the day-to-day operations and challenges of the business.

So how can we fight against these tendencies and encourage creative thinking, without losing efficiency?

Challenge the status quo

Light bulbs were not invented by improving candles. While a company has to prioritize maintaining its systems and enhancing its products, this is not true innovation. Fostering innovation means creating an open environment in which people may challenge, criticize, and even destroy products or practices that have previously been praised. At ATG, all of our monthly board meetings deal with a specific topic or question, such as “How can we create a competitive product or service in our market?” or “What does the next generation look like for our markets?”

Remove the hierarchy

The rhizome is an epistemological model adapted from botany by French philosophers Gilles Deleuze and Félix Guatari. In this model, the components do not necessarily follow a previously designed hierarchy and are not grounded in a root-like structure. Each branch is independent and free to decide how to grow, unlike a hierarchical structure in which decisions influence and affect people from the top down. Of course, any changes that affect a rhizome may interfere with the structure as a whole, but rhizome structures are almost autonomous.

In a similar vein, a linguistic analysis of two German words reveals the difference between mandated vs. independent execution. There are two ways of translating the word ‘mission’ into German,Befehl and Auftrag. The former means issuing detailed orders to be fulfilled exactly as given. The latter imparts an overall idea or spirit and execution goes ahead independently. Innovative companies should be structured as rhizomes and embody the spirit of Auftrag.

Shape new markets

The best way to retain an innovative spirit is to have proactive management and prioritize developing new markets. A tendency to reject the status quo will always lead to more liberalism. One must be wary of attempts to create regulatory or protectionist barriers that restrict innovation. Ultimately, if you don’t make your own product obsolete, somebody else will.