Seven Surprises[七大惊奇]为新的CEOs
(Michael Porter)

知识中心

   

Michael Porter、Jay Lorsch、Nitin Nohria所著的“Seven Surprises for New CEOs”[新任CEO面临的七大惊奇]解析。 (‘04)

目录

  1. 摘要
  2. 论坛
  3. 最佳实践
  4. Expert Tips
  5. 相关资料
  6. 打印

《新任CEO面临的七大惊奇》(Seven Surprises for New CEOs)是Michael Porter、Jay Lorsch及Nitin Nohria三位学者共同发表在2004年10月刊的《哈佛商业评论》上的一篇文章。


作为一名新上任的CEO,你或许会以为自己终于把制定战略的大权紧握在手了, 拥有了呼风唤雨的绝对权威,或许你还以为这下子可以全心全意地搞经营了。 如果你把CEO这个职位想得这么简单,那么,现在你最好醒一醒了。 你肩负着公司成败的全部责任, 却无法掌控决定成败的大部分因素; 你在公司里拥有绝对的权威,却不得不小心翼翼地使用这些权力。

Porter、Lorsch和Nohria发现:不管一个CEO有过什么样的背景,即便他原来是负责公司重大业务的顶尖角色,若论做CEO,他的种种经历都嫌不足。


他们认为新CEO们所面临的最常见的七大惊奇分别是:

  1. CEO管不了公司的经营。 内外各种群体的各种不同需求,一定会让CEO大吃一惊。 由于忙于应付员工、客户、股东、股东、分析师、董事、行业团体、政客等不同群体,CEO已经无暇顾及经营上的事,对公司的日常运营生出一种疏离感。
  2. CEO直接下命令的代价很高。 新CEO会发现靠权力来单方面地发布命令,或者草率地否决经过组织层层审批才提交上来的建议,将付出惨重的代价,因为这样会挫伤高级经理的士气,削弱他的威信。 另外,CEO不要打算事必躬亲,对所有提议都要行使最后的决定权,除非他精力旺盛,具有超人的工作激情。那些提议要在送到他面前时,已经处理掉了下属能够解决的表面问题。 CEO应该参与的是那些具有战略意义和重要性的讨论和决议,给出他的反馈意见和个人态度。
  3. CEO很难了解到真实情况。 让CEO想不到的是:虽然每天信息都洪水般地向他们涌来,但他们却很难获得可靠的信息。 到达高层的信息往往是经过过滤的,这种过滤有时候是用心良苦,有时候却动机不纯。总之,CEO不得不从外部寻求反馈意见才能更准确地评估自己企业的实际情况。
  4. CEO总是会发出某种讯息。 新CEO们没有意识到,他们的一言一行,不管多么微不足道,也不管有心无心,都会立刻被夸大并传播开来,有时还会被完全曲解。 比较: Charismatic Leadership[魅力型领导]
  5. CEO不是老板。 新上任的CEO们还以为自己终于掌控了公司的最高权力,却没想到还得向董事会汇报, 最终掌权的是董事会, 不是CEO。
  6. 目标不是要取悦股东。 新任CEO一走马上任,常常错误地以为自己的主要职责就是让股东们高兴,长远战略就是要提升公司股票的价值。 殊不知以股东们的认可为目标并非对公司最有利,合乎股东胃口的行动和战略、成长期望、股票价格等等,对公司的最终竞争地位并不一定有益处。 比较: Moral Purpose[道德目的]
  7. CEO仍然是普通人。 人们往往会忽视了新CEO也会有普通人那种平凡的愿望、恐惧和弱点。CEO们自己必须有意识地抵制盲目自大的情绪,要意识到除了公司以外,与自己联系的还有家庭、社区, 要避免把自己的整个生命完全消耗在组织里。

这七大惊奇贯穿在一起,为新CEO们提供了一些有益的启示:

  • 首先,CEO必须学会通观全局,而不是只把注意力放在日常经营上。他应该更多地以间接方式发挥自己的领导作用。
  • 其次,CEO必须认识到这个职位并不能带给他领导一切的权利,也不能保证公司上下对他忠心耿耿。他必须不断地赢得并维护自己在道义上的领导权。
  • 最后,CEO还得避免完全陷入公司一把手的这一角色。即使其他人认为他无所不能,他也仍然只是个普通人。只有保持个人的平衡,做到脚踏实地,CEO才能拥有应该有的视野,做出符合公司利益、保证长期繁荣的决策。 (译注:以上译稿参考借鉴了哈佛商评中文摘要内容,在此致谢!)

新任CEO面临的七大惊奇论坛
  The Top Leader's View: A Leadership Labyrinth
Working on my dissertation in Leadership raised an interesting series of questions for me.
1. Is there still a leadership ceiling once you reached the top leadership position?
2. If we're assuming the current position of leadership i...
     
 
  CEO's Dilemma: Infinite Business Possibilities in a Finite Company!
In an organizations, there are many choices to make about the dimensions of strategy, management, intelligence, synergy and innovation to achieve business success.
Disagreements in the organization don't help much to choose the right way.
W...
     
 
  CEO is a Facilitator and Needs Followers
A new CEO must share his/her vision to the organization in order to attract followers. In the whole process, the CEO must also be ready to be led by the followers.
Carrying out a stakeholder analysis
     
 
  Alternate Meanings of CEO: Chief Excitement Officer
Besides the standard
- Chief Executive Officer
and the already mentioned in this forum:
- Chief Enabling Officer / Chief...
     
 
  7 More CEO Surprises
1. He can be the loneliest person in the middle of nowhere
2. Confidentiality on certain issues makes him lonelier still
3. Figuring out the real enemies, within and without
4. 90% of information is junk
5. When things look funny,...
     
 
  Even CEOs Need Support from their Team
CEOs need to know that the team they are leading is very important if they want be successful.
The support from the team is crucial and one goal should be to win that support. It is easy and also hard at the same time....
     
 
  On #7: Even a CEO is Still Only Human
I gained a better understanding upon review of the seven most common surprises for new CEO's. I also favor the idea of servant leadership, which the seven most common surprises for new CEO's pro...
     
 
  Even CEOs Need Time to Learn...
Anyone new to a position is a learner; most CEOs will not readily appreciate that.
To be the top boss is a cherished ambition. On attaining it, one invariably presses the "undo' switch to assert his identity.
This comes with an unconscious...
     
 
  On #6: Shareholder Pleasing is not the Goal
Well I think Porter is missing an important point when he says pleasing shareholders is not a goal. I am not a professor on a university but my school is 30 years practice in multinationals. If a CEO is going for other goals then the goals from the s...
     
 
  Don't underestimate the emotional and positional power a CEO has
The emotional and positional power a CEO exercises is drastically underestimated by new CEOs. Serious attention to words and potential meanings, physical interactions and worst possible presumptions on body language and purpose, and methodology and c...
     
 
  Surprises to a CEO: You Need to Deal with Undercurrents
As a ship sails along the sea, there are undercurrents that tend to limit speed and change direction. The captain of the ship (CEO) has to have knowledge, plans and strategies to undercut these counter tendencies for the ship to sail smoothly....
     
 
  CEO: the Strategist of Business
Despite of surprising himself with a lot of challenges, the CEO will be accountable for an effective strategy applied with agility and intelligence to the business.
That means... he is the commander in chief responsible for the success or failur...
     
 
  On #3: It's Hard to Know what is Really Going On
What are the most effective ways for a CEO to determine if the information she/he is getting is accurate?...
     
 
  Assimilating the Right Type of Information
A CEO is usually flooded with information which can become confusing. What the CEO ought to do is to place all relevant information on the yardstick of the wider vision of the company.
Once the vision remains unwavering then the right in...
     
 
  Combine Top Down with Bottom Up Thinking
I guess sometimes man must change his view to the company; not always looking and thinking from the top down, but sometimes explore a bottom up approach
     
 
  Being a Chief Executive Officer (CEO) is Easy
The CEO can choose between authority or knowledge. Trusting the team is a key for success. A CEO should focus only on strategic things and delegate other functions to subordinates. A CEO can create the feeling of ownership among all through tr...
     
 
  Undercutting CEO Power
In Fortune (Europe, March 12, 2007, no. 4) Geoff Colvin mentions some new rules that decrease the authority of existing (US) CEOs in favor of the shareholders: 1. From 1993, institutional shareholders may discuss companies in which they hold shares w...
     
 

新任CEO面临的七大惊奇 小组


小组

新任CEO面临的七大惊奇 培训|活动


搜索培训、会议及活动项目


最佳实践 - 新任CEO面临的七大惊奇 高级帐户
  Chief Enabling Officer
In a predominantly knowledge-based organization, it would be more productive for a CEO to see himself as a 'Chief Enabling Officer', and adopt the philosophy of the book "Employees first, customers second" by Vineet Nayar.
The CEO as chie...
     
 

Expert Tips (ENG) - Seven Surprises for New CEOs 高级帐户
 

Leadership is a Momentum Game..

Leadership development consultant Michael D. Watkins writes in HBR June 2009 (p 34-35) that leadership is a momentum game. The leader's early actions ...
Usage (application)What Early Actions are Most Important for Leaders?
 
 
 

Myths on REACHING the top

I'd like to contribute a summary of an article by HRM Professor Monik...
Usage (application)What Experiences, Qualifications and Characteristics are Needed to Reach the Top?
 
 
 

Categeories of CEO's

In their book "The Secrets of CEOs", Steve Tappin and Andrew Cave identified that top-quartile CEOs fall into five distinct categories of leadershi...
Usage (application)Leadership Styles, CEO Types
 
 
 

Five Leadership Development Ideas

Although years of research and analysis by biographers, historians, and scholars have produced an enormous library of books on leadership, Robert J. A...
Usage (application)Leadership Development, Management Development, Coaching, Mentoring
 
 
 

Identify and Develop Leadership Abilities

Four Rules of Leadership...  
 
 

Leadership Best Practices

- The best leaders always know how to involve others in making decisions: You will get a better range of ideas and they will feel more commi...
Usage (application)Leadership Development, Leadership Tips
 
 
 

LEADER: Best Practices for Effective Leadership Behavior

Following six short behavioral tips can help you to enhance your leadership efficiency:
1. L - LISTENING: Actively listening to others will help ...
Usage (application)Leadership Behavior, Leadership Effectiveness, Leadership Style
 
 
 

Effective Top Management Teams in Multinationals. Requirements and Characteristics

There are three requirements for effective top team management in large, multinational enterprises:
1. Clear charter and operating rules: ...
Usage (application)Board of Directors, Leadership Teams, Multinationals, Top Team Management
 
 
 

Founder-CEO firms

New CEO's have a disadvantage anyway: American (!) companies led by a founder-CEO are reported to do better in the capital markets by Rudiger Fahlenba...
Usage (application)HR, FInance
 
 
 

Reasons and Remedies to Dissonance in Leaders

In todays constantly changing, challenging and demanding environment, it is hard for leaders to remain effective and resonant (see here what Goleman ...
Usage (application)Primal Leadership, Emotional Intelligence, Stress, Cognitive Dissonance, Resonance
 
 
 

The Importance of Culture in Organizational Performance

John Connolly, former CEO of Deloitte UK, argues that one of the most critical determinants of organizational performance is culture. Culture refers t...
Usage (application)Organizational Culture, Corporate Culture, Employee Behavior, Organizational Performance
 
 

相关资料 - 新任CEO面临的七大惊奇 高级帐户
 

新闻

七大惊奇 Porter
     
 

新闻

CEO 挑战
     
 

视频

七大惊奇 Porter
     
 

视频

CEO 挑战
     
 

简报

七大惊奇 Porter
     
 

简报

CEO 挑战
     
 

更多

七大惊奇 Porter
     
 

更多

CEO 挑战
     

比较:  Seven Habits[七个习惯] (Covey)  |  Servant-Leadership[仆人式领导]  |  Level 5 Leadership[第五级领导]  |  EPIC ADVISERS[史诗顾问]  |  Leadership Pipeline[领导补给线]  |  Coaching[教练]  |  Mentoring[启导]  |  Value Based Management[价值管理]  |  Core Group Theory[核心组理论]  |  Strategic Stakeholder Management[利益相关者战略管理]  |  SMART[SMART管理法]  |  Path-Goal  |  Leadership Continuum[领导连续体]  |  Situational Leadership[情境领导]  |  Theory X Theory Y[X理论-Y理论]  |  4 Dimensions of Relational Work[关系工作的四个类型]  |  Leadership Styles[领导风格]  |  Strategic Intent[战略意图]  |  Results-Based Leadership[业绩导向领导]


返回到分类主页: 变革与组织  |  沟通与技能  |  领导力  |  战略与策略


更多管理方法、模型和理论

Special Interest Group Leader

你在这里


关于12manage | 广告服务 | 链接我们 | 隐私 | 服务条款
版权所有 2016 12manage经理人进阶捷径。V14.1 - 最后更新:4-12-2016。各管理方法名称(tm)为其原创者所拥有。