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

策略的變化是否意味著失敗？

當然不是。

通常，這意味著成功的公式已經發生變化；競爭格局已然升級；公司需要獲取新的技能并尋找新的發展方向。

優秀的商業領導會不斷地評估周圍的環境，并進行相應的調整。良心資本家亦會如此。通過商業推動人道主義事業進程的案例比比皆是，但實現這一目標的方法必須隨著時間的推移而改變，并緊隨資本主義市場變化的步伐。

有人將全食超市的利潤下降或星巴克股價毫無起色作為良心資本主義難以在市場上獨善其身的證據，上述這一點便證明了他們其實是大錯特錯。

沒有人能否認，全食超市長達數十年的成功讓百貨業發生了翻天覆地的變化，同時也增強了人們對環保和食品問題的意識。星巴克依然采用的是前首席執行官霍華德·舒爾茨所創建的模式，雖然它總是在一些社會問題上主動發表自己的見解，例如槍支控制、種族歧視等問題，但依然是咖啡行業的領軍企業。如果我們作為人類，希望為所有人創造更加美好的生活，那么企業是否有意愿去滿足其客戶和社會更廣泛的需求則顯得至關重要。

那么到底什么才能算是良心資本主義？它是一種從人類當前所處發展階段的角度出發，來思考資本主義和商業的一種方式。它考慮了當今這個世界的狀況，并意識到商業與生俱來的潛力——及其駕馭智力、財務和人力資源的能力，從而為世界帶來積極的影響。

良心資本主義家在經營公司時有著更高的目標追求。他們意識到，如果創造一個所有利益相關方共贏的局面，包括客戶、雇員、供應商和所在社區，那么他們為股東創造利益的可能性就更大。

毫無疑問，我創建的公司Panera就是這樣一個例子。在近30年之中，Panera已經成為了擁有近2300家店面、12萬名加盟商的烘培店，其銷售額達60億美元。Panera的成功歸功于：公司長期以來利用價值觀來打造一家有價值的公司。其目標一直都是成為一家講誠信、令加盟商感到自豪、為客戶和團隊成員的生活帶來積極影響的公司。我們始終認為，我們對自身所在的這個世界照顧的越多，那么我們也就會獲得更大的商業成功。

盡管Panera為世界帶來積極影響的目標從未動搖過，但這些年來我們實現這一目標的方式并非是一成不變的。我們必須圍繞如何分配公司的精力和資源做出明智的決定。有些時候，我們的資金籌資人會資助學校和當地團體，有時候會贊助癌癥研究。與此同時，我們一直在關注食品安全問題，而且每年向3500多家非盈利機構和收容所捐贈1億美元的食物。

為了支持這一共同的目標，我們將提升公司對客戶和潛在加盟商的吸引力。但需要強調的是，我們在開展這些舉措之前都會認真權衡，尤其是那些有爭議的舉措。

令我們感到高興的是，越來越多的公司都在效仿這一做法，以良心資本家的姿態來解決重大社會問題，而且一旦他們發現更好的行事方式時，他們便會調整其方法。在兩名黑人于星巴克費城店遭到逮捕之后，星巴克暫停了其業務經營，并對所有的員工進行反種族歧視培訓。這個培訓完美無瑕嗎？不是。能夠解決社會上所有的種族問題嗎？不能。星巴克所邁出的這一步是正確的嗎？是的。

更多的企業應該進行類似的自我反思，并在應對棘手問題方面發揮引領作用。Dick’s Sporting Goods和沃爾瑪最近對槍支管制的立場，以及CVS在數年前下架所有煙草產品的決定便是良心資本主義的顯著進步。

對于那些嘗試解決無人愿碰的棘手社會問題的企業，我們應大加贊揚。我們還應稱贊那些按照時代和問題的變化而調整其策略的企業。這并不是失敗，而是良心資本主義——即有著良好的商業頭腦，并懷揣著更高的目標追求。（財富中文網）

亞歷山大·邁可賓是Conscious Capitalism公司的首席執行官。讓·沙伊克是Panera Bread的創始人兼董事長，也是Act III Holdings的執行合伙人。

譯者：Pessy

審校：夏林

Does a change in strategy signify failure?

Of course not.

Usually, it means the equation for success has shifted; that the competitive landscape has evolved; that new skill sets and a new direction are needed.

Good business leaders constantly evaluate what is happening around them and adjust accordingly. The same is true of conscious capitalists. The goal of elevating humanity through business is ever-present, but the means of achieving that goal must change over time as the capitalist marketplace evolves.

That’s why those who point to Whole Foods’ decreasing profits or the flattening in Starbucks’ stock price as evidence that conscious capitalism can’t hold its own against market forces are plain wrong.

No one can deny that Whole Foods’ decades-long success reinvented the grocery business while raising awareness of environmental and food issues. And Starbucks, in a tradition begun by former CEO Howard Schultz, remains a leader in the coffee category despite repeatedly putting a stake in the ground on social issues ranging from gun control to race relations. The willingness of businesses to address the broader needs of their customers and society is crucial if we, as human beings, want to realize a better world for us all.

So what exactly is conscious capitalism? It’s a way of thinking about capitalism and business that reflects where we are in the human journey. It considers the state of our world today and recognizes the innate potential of business—with its ability to harness intellectual, financial, and human resources—to make a positive impact on the world.

Conscious capitalists run their businesses with a higher purpose in mind. They recognize that in seeking winning solutions for all stakeholders—customers, employees, suppliers, and the communities where they operate—they are also more likely to benefit shareholders.

That has certainly been the case at the company I founded, Panera. In nearly three decades, Panera has grown to nearly 2,300 bakery-cafes, 120,000 associates, and sales of $6 billion. Panera’s success came from a long-term commitment to building a company of value with values. The goal has always been to create a company of integrity, one associates were proud to be part of and one that made a difference in the lives of its guests and team members. We’ve always recognized that the more we give of ourselves in taking care of the world around us, the more we give to ourselves in terms of business success.

But while Panera’s goal of making a difference has remained steadfast, the ways we’ve accomplished this have changed through the years. We’ve had to make conscious decisions about where to direct our energy and resources. Sometimes our fundraisers benefit schools and local groups, other times breast cancer research. Meanwhile, we are always focused on food insecurity and give $100 million in food donations annually to more than 3,500 nonprofits and homeless shelters.

In fueling our collective purpose, we increase our appeal to customers and potential associates. But make no mistake, these actions are carefully weighed before they are taken—especially when they are controversial.

We’re happy to see that more companies are following a similar path, waving the conscious capitalist flag in addressing weighty social issues. And they’re evolving their approach as they see ways they can do better. After an incident in which two black men were arrested at a Philadelphia store, Starbucks paused its business operations and had all of its employees go through racial bias training. Was the training perfect? No. Was it the end to all racial problems in society? No. But was it a step in the right direction? Yes.

More businesses should be similarly self-reflective and take a leadership role in tackling tough issues. Dick’s Sporting Goods and Walmart’s recent stances on gun control and CVS’s decision a few years back to forgo selling all tobacco products are notable evolutions of conscious capitalism.

Businesses should be applauded for attempting to tackle thorny social issues no one else will. They should also be applauded for evolving their strategies as times and issues change. That’s not failure; it’s conscious capitalism—good business sense with a higher purpose in mind.

Alexander McCobin is the chief executive of Conscious Capitalism. Ron Shaich is the founder and chairman of Panera Bread and managing partner of Act III Holdings.