宝洁CEO给后来者的建议

zengmenglinkk01 · 发表于 2009-9-21 13:52:14

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宝洁CEO给后来者的建议
文章来源:华尔街日报
A.G. Lafley's Advice for Future Leaders

Longtime Procter & Gamble Co. Chief Executive A.G. Lafley, who is expected to step down July 1, wrote just last month about the CEO's most important duties in a Harvard Business Review article called 'What Only the CEO Can Do.'

长期担任宝洁公司(Procter & Gamble Co.)首席执行长的雷富礼(AG Lafley)将于7月1日卸任。上个月他在《哈佛商业评论》(Harvard Business Review)发表题为《只有CEO能做的事》（What Only the CEO Can Do）的文章，探讨了身为首席执行长最重要的职责何在。

The piece, which appeared in the May issue of HBR , was an in-depth look into the mind of a sitting CEO. Now, it also sheds light on how Mr. Lafley views his managerial legacy at the consumer-goods giant and offers lessons for up-and-coming CEOs， like his expected successor, Robert McDonald.

《哈佛商业评论》5月号刊登的这篇文章深入揭示了一位在任首席执行长的内心世界。现在，它还清楚地显示出雷富礼如何看待自己在这家消费品巨头的任职经历，并为后来人提供了经验教训，比如说预期将接替他的麦睿博(Robert McDonald)。

Mr. Lafley is already a darling of management professors, who celebrate his tenure as an example of wise, focused and progressive leadership. Mr. Lafley led a turnaround at P&G after taking over in 2000 in the wake of a big share drop and a 'crisis of confidence,' as Mr. Lafley put it.

雷富礼早已是管理学教授们青睐的对象，他们称赞他任职期间堪称英明、专注、进步的领导人楷模。在宝洁遭遇市场份额大幅下滑和雷富礼所说的“信心危机”之后，他于2000年接手宝洁公司，并领导公司打了一场翻身仗。

Drawing on the work of the late management guru Peter Drucker and his own nine years at P&G's helm, Mr. Lafley outlined the four key responsibilities of every CEO:

雷富礼从已故管理大师德鲁克(Peter Drucker)的经验和他自己在宝洁掌舵9年的经历出发，列出了每位CEO最重要的四大责任：

1. Defining the 'meaningful outside'

1. 界定“有意义的外界”

Mr. Lafley argued that the CEO's foremost job is to act as a bridge to the outside world. He wrote the CEO alone can determine which stakeholders： consumers, retailers, suppliers, investors, employees or shareholders matter most and which results are most meaningful.

雷富礼认为，CEO最重要的职责就是充当与外界联系的桥梁。他写道，CEO可以自己确定哪些利益相关群体（消费者、零售商、供应商、投资者、雇员或股东）最重要，以及哪些结果意义最重大。

'People view the importance of various stakeholders according to where they themselves sit,' he wrote. 'The CEO has both a clear perspective across the organization and accountability to the outside.'

他写道，人们总是根据自己所处的立场来衡量不同利益相关群体的重要性。CEO既对公司整体状况有一个清楚的认识，也对外界负有责任。

For Mr. Lafley, that meant driving home one point 'the consumer is boss' and developing a performance metric to link managers' pay to consumer behavior, he wrote.

对于雷富礼来说，这就意味着澄清了一点－－客户就是老板，于是制定了业绩考核制度，将管理人员的薪资与消费者的行为挂钩。

2. Asking 'what business are we in and what business are we not in?'

2. 提出这样一个问题：我们是做什么生意的，我们是不做什么生意的？

Mr. Lafley advised CEOs to consider three main points when deciding where to invest the company's resources: the 'structural attractiveness' of a business, the company's position relative to competitors, and the strategic fit of the business with the company's core strengths.

雷富礼建议CEO们在决定公司资源投入方向时重点考虑三个方面：一项业务在结构上具备何种吸引力，公司与竞争对手相比境况如何，以及这项业务是否在战略上与公司核心实力相符。

These principles spurred Mr. Lafley to expand P&G's core businesses by focusing on its most popular products and making closely-related acquisitions, such as the $57 billion purchase of Gillette Co. Also during his tenure, he orchestrated the sale of less central businesses, like Crisco, Jif and Folgers, and weak brands, like Comet and Noxzema, he says.

这些原则促使雷富礼通过专注于旗下最受欢迎的产品、进行密切相关的收购（比如斥资570亿美元收购吉列），扩展了宝洁的核心业务。他说，在他的任期里，他还组织出售了Crisco、Jif和Folgers等较不重要的业务和Comet和Noxzema等薄弱品牌。

Other executives and managers 'find it exceedingly hard to recommend shutting down or selling a business they're a part of,' Mr. Lafley observed. 'Disposing of assets is not as sexy as acquiring them, but it's just as important.'

雷富礼注意到，其他高管和管理人员感觉，建议关闭或出售自己的业务部门非常之难；出售资产可不像收购资产那么有趣，不过同样重要。

3. Balancing short-term results with long-term goals

3、在短期结果和长期目标之间达到平衡

Balancing short-term yields against long-term investments is 'as much art as science' and 'entails the riskiest choices a CEO can make,' Mr. Lafley wrote .

雷富礼写道，在短期收益和长期投资之间达到平衡，既是门科学也是门艺术，这是一个首席执行长所能作出的风险最高的选择。

He suggested CEOs first define realistic growth goals, recognizing that both fast-growing and slow-growing segments are valuable. He also recommended creating a flexible budget and fostering innovation aimed at both the mid-term (three to five years) and the long-term (10 to 15 years).

他建议，首席执行长们首先要确定实际可行的增长目标，要认识到增长速度快和增长速度慢的部门都各有其价值。他还建议，针对中期（3-5年）和长期（10-15年）目标构建灵活的预算，培养创新精神。

He added that CEOs should identify and groom talented employees with an eye to the future, allowing them to tackle not only problems but opportunities. 'I know the top 500 people in the company, and I am personally involved in career planning for the 150 who are potential presidents or function heads,' Mr. Lafley says. 'Little if anything else that I do as CEO will have as enduring an impact on P&G's long-term future.'

他还说，首席执行长们应该立足长远，挖掘并培养人才，不仅让他们解决问题，还要为他们提供机会。雷富礼说，我认识公司里顶尖的500人，对150个有担任总裁或部门主管潜能的人，我还会亲自参与他们的职业规划；我担任首席执行长期间做的任何其他事对宝洁未来长期的影响都不会比这个持久。

4. Shaping the company's values and standards

4、构建公司的价值观和标准

The CEOs fourth and final task is to interpret the company's values and set its standards, Mr. Lafley wrote. Focusing on P&G's core values of trust and competitiveness helped Mr. Lafley as he struggled to alter employees' internally-focused mindset upon taking control earlier this decade, he said.

雷富礼写道，首席执行长第四、也是最后一项工作是解读公司的价值观、设立标准。他说，在本世纪初刚刚接手宝洁时，在他努力改变员工只重内部的思维模式时，专注于宝洁信任和竞争力这些核心价值的做法帮了他的忙。

'Trust had come to mean that employees could rely on the company to provide lifetime employment,' he wrote. 'We redefined it as consumers' trust in P&G brands and investors' trust in P&G as a long-term investment.'

他写道，以前信任意味着员工能依赖公司来提供终生工作，我们将其重新定义为消费者信任宝洁的品牌，投资者信任宝洁是项好的长期投资。

Lastly, Mr. Lafley said he set a new standard for business performance operating total shareholder return to align employees' interests with those of P&G's shareholders.

最后，雷富礼说，他为业绩设定了新的标准──运营股东总回报，将员工的利益与宝洁股东的利益挂钩。

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