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摩托罗拉系统重回增长轨道的秘密

2014-04-14    来源:财富网    【      美国外教 在线口语培训

曾在诺曼底登陆和首次登月中起到历史性作用的摩托罗拉系统公司明确了新的理念,借此唤起了所有相关利益方的共鸣,实现了重建,找到了新的发展之路。2011年,摩托罗拉系统在纽约证券交易所上市时,股价只有37美元,如今已经飙升至65美元。

This is Part 3 of a series for Fortune.com by Jim Stengel, former global CMO of Procter & Gamble and author of Grow: How Ideals Power Growth and Profit at the World's Greatest Companies. In today's Guest Post and in four more over the next four Fridays, Jim digs into the best practices of the best ideal-based companies and explores how they outgrow their competition.
本文是前宝洁全球营销总监和《发展:全球最伟大的公司用理念推动发展、增加利润的秘诀》(Grow: How Ideals Power Growth and Profit at the World's Greatest Companies)一书的作者吉姆•斯滕格尔为财富网站撰写的系列文章的第三部分。在今天和接下来四个周五的总共五篇客座日志中,吉姆将深入研究这家最优秀的基于理念的公司的最佳范例,探寻他们是如何在竞争中脱颖而出的。

FORTUNE -- Procter & Gamble is a framework-crazy company. I spent 25 years there, and we had a framework for everything. We had different detailed protocols for how we marketed our brands, for innovation, for corporate strategy, even for how we did career planning.
宝洁(Procter & Gamble)是家疯狂地设立规定的公司。我在那里待了25年,我们对一切都有规定。从如何推广自己的品牌,到创新,到经营战略,甚至到如何做职业规划,我们都有各种细致的条例。

People learn through frameworks, or models. I went to Catholic school for 12 years, and it was heavy on nuns and frameworks: Grammar was our framework for writing, the Periodic Table was our chemistry model, and, of course, the catechism was our guide for behavior.
人们通过框架体系或者模型来学习。我在天主教学校待了12年,那里有大量的修女以及规定:语法是我们的写作规定,元素周期表是我们的化学模型,还有,当然,教义问答书是我们的行为指南。


照片中,安保人员宣示着摩托罗拉系统的承诺:“我们帮助人们在关键时刻做到最好。”

P&G believes -- and so do I -- that building a strong common culture in a global company requires a scalable, standardized approach. It's impossible to teach 130,000 people across 140 countries to march in the same direction without a common framework. P&G employees are dubbed "Proctoids" by industry colleagues, largely based on their shared approach on how to do business.
宝洁相信——我本人也这么认为——要在全球公司中建立强大的共同文化,需要可扩展性的标准化方法。没有共同的规定就不可能让来自140个国家的13万员工向同一个方向前进。同行把宝洁的员工称作“宝洁人”,很大程度上就是因为他们有一套共同的经营方法。

So, when we began our fieldwork on this project to learn how companies activate their ideals, I suspected we would find quite a few frameworks. What I did not expect was to find them everywhere. And I did not expect to find one that topped P&G's best models.
所以,我们开始这项工作,研究各公司是如何激活自己的理念时,我认为我们能找到大量的框架结构。我没料到的是,框架无处不在。我同样没料到的是,我还能找到比宝洁的最佳模式更好的框架体系。

We found a Value Tree at Edmunds.com, the online auto consumer-service company. We found a Brand House at Intuit (INTU), which constantly innovates its personal financial services. The baseball-bat company Louisville Slugger has, what else, a Home Plate.
我们在在线汽车顾客服务公司Edmund.com发现了价值树(Value Tree)。在不断革新自身私人理财服务的Intuit公司发现了品牌组合(Brand House)。而棒球棍公司路易斯维尔•斯拉格(Louisville Slugger)有什么呢,它有一个本垒板(Home Plate)。

The best example we found was, to our surprise, at a business-to-business enterprise: Motorola Solutions (MSI).
出乎意料的是,我们在一家企业对企业电子商务的公司找到了最佳案例。它就是摩托罗拉系统(Motorola Solutions)。

With headquarters in Schaumburg, Ill., Motorola Solutions provides mission-critical communications services and solutions for enterprise and government customers around the world. Wal-Mart (WMT) depends on its systems for managing inventory, and first responders in 100-plus countries rely on Motorola radios and networks to stay connected in emergency situations. Motorola Solutions' 21,000 employees are expected to embrace a simple and dramatic Brand Ideal, which Motorola refers to as its purpose: "We help people be their best in the moments that matter."
摩托罗拉系统的总部设在伊利诺伊州的绍姆堡。这家公司为全球的企业和政府客户提供关键任务的通讯服务和解决方案。沃尔玛(Wal-Mart)依靠它的系统来管理库存,而超过100个国家的现场急救员依靠它的无线电话和网络在紧急情况下保持联系。摩托罗拉系统希望公司的2.1万名员工能够信奉一个简单但却激动人心的品牌理念,这就是摩托罗拉称之为使命的一句话:“我们帮助人们在关键时刻做到最好。”

Motorola Solutions created its framework in 2010 as it prepared to spin off Motorola Mobility, a consumer-focused business that later was bought by Google (GOOG). (Disclosure: I was on the board of directors of Motorola during a very challenging period before the spin, and then I was on the board of Motorola Mobility.) This past January, Google sold Motorola Mobility to Lenovo (LNVGF).
2010年,摩托罗拉系统筹备脱离摩托罗拉移动(Motorola Mobility)时形成了自己的框架体系。摩托罗拉移动是一家消费者导向的公司,之后被谷歌(Google)收购。(信息披露:在脱离前的那段挑战十足的时期中,我是摩托罗拉董事会的成员,随后我进入了摩托罗拉移动的董事会。)而在今年1月,谷歌把摩托罗拉移动卖给了联想(Lenovo)。

Led by CEO Greg Brown, the executive committee at Motorola Solutions felt they had a once-in-a-lifetime chance to begin anew with a company that was 83 years old. The senior team began with a nine-month exploration to identify and articulate their ideal, and that led them to the "moments that matter" concept.
在首席执行官格雷格•布朗的领导下,摩托罗拉系统的执行委员会感觉自己获得了一次千载难逢的机会,来让一家拥有83年历史的公司焕发新生。高层团队开始了长达九个月的探索,来确定和明晰理念,他们想出了“关键时刻”这个概念。

In Motorola's business, many of these moments are life-or-death situations. "When we talked to our customers, employees and partners," says Eduardo Conrado, SVP of Marketing & IT, "the common theme was that we help change the outcome in critical moments of truth. For example, a police officer approaching an unknown vehicle. Or a retailer working to meet inventory demands on a special holiday shopping event."
摩托罗拉的业务中,许多时刻都是生死关头。营销与信息技术部门的高级副总裁爱华多•康拉德说:“我们和顾客、员工和合伙人聊天的时候,经常会谈到是我们帮忙改变了关键时刻的结果。比如说,一位警员接近了一辆身份不明的车辆,或者说零售商在特殊的节日购物活动中联系到满足需求的库存。”

Motorola labels the framework rather prosaically, "the Strategic Brand Framework." And in talking about it with outsiders -- analysts, employees, customers and suppliers -- management strategically relates it to certain company values: innovative, passionate, driven, accountable, and partnership. "Innovative" particularly resonates with employees since Motorola created the Handie Talkies used in the D-Day invasion in 1944 and transmitted Neil Armstrong's first words from the moon in 1969.
摩托罗拉对这个框架体系的描述很朴素,把它称作“战略品牌计划。”公司管理层在与分析师、员工、顾客和供货商这些外人交流时会战略性地把它与特定的公司价值观联系起来:创新、激情、驱动力、责任感,还有团队精神。“创新”尤其能引起员工的共鸣,因为摩托罗拉创造了1944年诺曼底登陆时使用的Handie Talkies,还在1969年把阿姆斯特朗在月球上第一次开口说的话传回了地球。

Motorola's framework is the best we've seen. It's simpler and less prescriptive than P&G's, allowing employees to tailor the framework to their own roles. The Motorola framework also capture four criteria we've found to be effective in driving employees and customers to engage in the ideal -- which, in turn, drives growth:
摩托罗拉的框架体系是我们见过的最优秀的一个。它比宝洁的更简单,规范性更弱,可以让员工进行调整,从而与自己的角色相适应。我们发现,有四条准则能够有效地激励员工和顾客参与到理念中去,而摩托罗拉的框架体系也把握住了这四条准则。反过来,这又推动了摩托罗拉的进步。

1. It's focused on impacting customers' lives.Motorola explicitly puts the customer at the center of the framework's ideal: Motorola exists to help people -- their customers -- be their best in the moments that matter. Notice, this is a technology company making people, not products, the heroes of its offerings.
1、它专注于改变顾客的生活。摩托罗拉明确地把顾客放在自己框架体系的中心位置:摩托罗拉是为了帮助人们,也就是他们的顾客,在关键时刻做到最好。注意,这家技术公司把人,而不是产品,当作他们服务中的主人公。

2. It's clear, simple and memorable.It lends itself to visualization and easy communication. Employees consistently are able to recite Motorola's purpose and values.
2、它明确、简单、易于记忆、可视化程度强、方便交流。员工从始至终都能背出摩托罗拉的使命和价值观。

3. It's pragmatic and action-oriented.Most employees know the priorities at Motorola, and they can translate them into their personal development plans. Management reinforces this in performance reviews, where employees must show progress toward the ideal.
3、它很实际,同时又是以行动为导向。大多数员工都知道摩托罗拉的工作重心,他们可以将其转化为个人的发展计划。管理人员在业绩评价中强化了这点,员工必须展现出自己以公司理念为目标得到了何种进步。

4. It's measurable.Motorola has established a protocol for measuring how the company is helping customers be their best in the moments that matter. Technology decisions are made against a criteria of whether they change the outcome or performance of their users. This is Motorola's roadmap.
4、它是可测量的。摩托罗拉建立了规章制度,来测定公司如何帮助顾客在关键时刻做到最好。他们会根据标准做出技术决定,来判断他们是否改变了用户的结果或表现。这就是摩托罗拉的发展蓝图。

The performance of once-troubled Motorola has been strong. Motorola Solutions began its first day of trading on the NYSE in 2011 at just over $37 per share. Today, the stock trades around $65.
曾经麻烦缠身的摩托罗拉如今表现强劲。2011年,摩托罗拉系统在纽约证券交易所(NYSE)上市时,股价只有37美元,如今已经涨至65美元。

Says CEO Brown, who admits he has learned a lot from the transformation: "Our purpose, promise and values define who we are and where we are headed. These are not just words on a wall. They are the DNA of our company and what sets us apart."
首席执行官布朗承认他从转型中学到了许多东西,他说:“我们的目标、承诺和价值观决定了我们是谁,我们要往何处去。它不仅仅是挂在墙上的口号。它们是公司的基因,让我们与众不同。”(财富中文网)

For seven years until 2008, Jim Stengel was the chief global marketing officer at Procter & Gamble (PG), where he oversaw an $8 billion advertising budget and 7,000 employees. Now heading a consulting firm/think tank aptly called The Jim Stengel Company, he advises companies on how to grow globally by driving ideals. He's the author of Grow: How Ideals Power Growth and Profit at the World's Greatest Companies, which uses a 10-year study involving 50,000 brands to show how at the best companies, financial performance relates to an ability to connect with fundamental human emotions, values and greater purposes. Stengel, 58, is also an adjunct professor at the UCLA Anderson School of Management and on the board of directors of AOL (AOL). He's writing this series for Fortune.com with Chris Allen, the Arthur Beerman Professor of Marketing at the University of Cincinnati.
在2008年之前的七年中,吉姆•斯滕格尔一直都在担任宝洁的全球营销总监。在那里,他管理着80亿美元的广告预算和7,000名员工。如今,他领导着一家名字就叫“吉姆•斯滕格尔公司”的咨询公司/智库,指导公司客户通过推动理念进行全球发展。他是《发展:全球最伟大的公司用理念推动发展、增加利润的秘诀》一书的作者。他在书中运用涉及5万个品牌的长达10年的研究显示,最优秀的公司财务业绩与人类的基本情绪、价值观和更伟大的目标相互联系。现年58岁的斯滕格尔还是加州大学洛杉矶分校安德森商学院的客座教授和美国在线的董事会成员。目前,他与辛辛那提大学的营销学教授克里斯·艾伦合作,为财富网站撰写本系列的专栏文章。



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