2020-12-30 12:56:42 来源:参考消息网 责任编辑:张威威

A New Year's Resolution For 2021:Harness The Power To Change

2021年新年决心:利用变革力量

David Michels 戴维·米歇尔斯

Given how 2020 has gone, the dawn of a new year can't come soon enough. The turn of the calendar brings both the opportunity to reflect on the last 12 months and the chance to begin planning for the next dozen. The New Year is traditionally the time for resolutions. As you think about yours, let me share my own: to better harness the power to change.

The pandemic has widened the gap between top performers and other companies. To thrive today, leaders and their organizations must become better at change.

Earlier this year, my Bain &Company colleagues and I studied the factors that contribute to a company's ability to change. We ran a number of surveys, consolidated experiences working with numerous boards of directors with executive interviews and dove into several organizations in depth. We wanted to know what skills the companies that consistently and successfully manage the unexpected possess.

It boiled down to nine critical elements. Three factors reflect a company's ability to lead change—specifically, purpose, direction and sense of connection. Three more speak to a company's skill in forming strong teams: its capacity for change, along with its ability to choreograph (including planning and executing) and scale change. Finally, three organizational elements come into play:talent development, bias toward action and flexibility.

Companies that score highly on these factors have what we call stronger “change power” and are significantly more profitable, with margins twice those of companies with lower change power. Change masters also grow revenue up to three times faster. Their CEOs and senior management teams earn higher approval ratings. Even companies that don't score well benefit from seeing how they stack up and what areas of strength they can build from. Understanding your organization's capacity to change is the first step toward improving it.

This year has reminded me how quickly companies can act in times of crisis. COVID-19 forced many organizations to make decisions faster and become much more focused. Some 62% of respondents to a recent Bain survey described their companies as making decisions more efficiently since the crisis started, and just as many hope this will continue beyond COVID-19. To do that, many have had to give up their typical processes in favor of informal and improvised approaches.

On the whole, companies are doing three things to make better decisions right now. First, they have improved data tracking and visibility to get the right information to the right people at the right time. Second, they are using technology and creative partnerships to quickly tap internal and external expertise. Finally, they are clarifying who makes certain decisions and how they should go about that.

If you too are looking to strengthen your ability to change, or that of your organization, how will you start? Do you know what levers to pull and in what sequence? What will your New Year's resolution be?

鉴于2020年是这个样子,真恨不得新年的曙光赶紧到来。岁末年初既适合反思过去的12个月,也是开始规划未来一年的好时机。新年历来是下决心的时候。当你思考你的新年决心时,不妨让我分享我的决心:更好地利用变革的力量。

这场大流行病扩大了表现最好的公司与其他公司之间的差距。如今,公司想要繁荣发展,领导者及其机构必须更善于变革。

今年早些时候,我和贝恩公司的同事研究了哪些因素构成公司的变革能力。我们进行了多项调查,把我们与多家董事会合作的经验和我们对高管的采访结合起来,还深入研究了几家机构。我们想知道始终能成功应对意外情况的公司具备哪些技能。

答案可以归结为九个关键因素。其中三个因素反映了一家公司引领变革的能力,具体来说是:目标、方向和亲和力。另外三个因素说明了一家公司组建强大团队的能力:变革的潜力,安排(包括规划和执行)的能力和调整变革大小的能力。最后,三个组织层面的因素发挥着作用:人才培养、行动至上和机动灵活。

这些因素得分较高的公司拥有我们所说的更强的“变革力”,其利润要高得多,利润率是变革力较低公司的两倍。精通变革之道的公司收入增速也能达到其他公司的三倍。它们的首席执行官和高级管理团队的支持率更高。即便这些因素得分不高的公司也能受益,因为它们能看到与其他公司的差距以及自身可以开发的优势。了解你所在机构的变革潜力是提高变革力的第一步。

今年的情况提醒我,企业在危机时期能够多么迅速地行动。新冠肺炎疫情迫使许多机构更快地做决定并且目标更明确。在贝恩公司最近一项调查中,约62%的受访者称他们的公司自危机开始以来提高了决策效率,而同样多的受访者希望疫情之后能够保持这种效率。为做到这一点,许多公司不得不放弃通常的程序,转而采取非正式的临时做法。

总的来说,为做出更好的决定,各家公司目前正在做三件事。首先,它们改善了数据追踪和可见度,以便在恰当的时间向恰当的人提供恰当的信息。其次,它们正在通过技术和创造性伙伴关系来迅速利用内部和外部的专业知识。最后,它们正在厘清谁负责做出某些决定,以及他们应该如何操作。

如果你也希望提高你自己或者你所在机构的变革能力,你会从何做起?你知道要拉动哪些操纵杆以及按什么顺序拉动吗?你的新年决心是什么?(卿松竹译自美国《福布斯》双周刊网站12月14日文章)

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