????在首席執(zhí)行官格雷格?布朗的領(lǐng)導(dǎo)下，摩托羅拉系統(tǒng)的執(zhí)行委員會(huì)感覺自己獲得了一次千載難逢的機(jī)會(huì),，來讓一家擁有83年歷史的公司煥發(fā)新生,。高層團(tuán)隊(duì)開始了長達(dá)九個(gè)月的探索,，來確定和明晰理念,，他們想出了“關(guān)鍵時(shí)刻”這個(gè)概念。

????摩托羅拉的業(yè)務(wù)中,，許多時(shí)刻都是生死關(guān)頭,。營銷與信息技術(shù)部門的高級(jí)副總裁愛華多?康拉德說：“我們和顧客、員工和合伙人聊天的時(shí)候,，經(jīng)常會(huì)談到是我們幫忙改變了關(guān)鍵時(shí)刻的結(jié)果,。比如說，一位警員接近了一輛身份不明的車輛,，或者說零售商在特殊的節(jié)日購物活動(dòng)中聯(lián)系到滿足需求的庫存,。”

????摩托羅拉對(duì)這個(gè)框架體系的描述很樸素,，把它稱作“戰(zhàn)略品牌計(jì)劃,。”公司管理層在與分析師,、員工,、顧客和供貨商這些外人交流時(shí)會(huì)戰(zhàn)略性地把它與特定的公司價(jià)值觀聯(lián)系起來：創(chuàng)新、激情,、驅(qū)動(dòng)力,、責(zé)任感，還有團(tuán)隊(duì)精神,?！皠?chuàng)新”尤其能引起員工的共鳴，因?yàn)槟ν辛_拉創(chuàng)造了1944年諾曼底登陸時(shí)使用的Handie Talkies,，還在1969年把阿姆斯特朗在月球上第一次開口說的話傳回了地球,。

????摩托羅拉的框架體系是我們見過的最優(yōu)秀的一個(gè)。它比寶潔的更簡單,，規(guī)范性更弱,，可以讓員工進(jìn)行調(diào)整，從而與自己的角色相適應(yīng),。我們發(fā)現(xiàn),，有四條準(zhǔn)則能夠有效地激勵(lì)員工和顧客參與到理念中去，而摩托羅拉的框架體系也把握住了這四條準(zhǔn)則,。反過來,，這又推動(dòng)了摩托羅拉的進(jìn)步,。

????1、它專注于改變顧客的生活,。摩托羅拉明確地把顧客放在自己框架體系的中心位置：摩托羅拉是為了幫助人們,，也就是他們的顧客，在關(guān)鍵時(shí)刻做到最好,。注意,，這家技術(shù)公司把人，而不是產(chǎn)品,，當(dāng)作他們服務(wù)中的主人公,。

????2、它明確,、簡單,、易于記憶、可視化程度強(qiáng),、方便交流,。員工從始至終都能背出摩托羅拉的使命和價(jià)值觀。

????3,、它很實(shí)際,，同時(shí)又是以行動(dòng)為導(dǎo)向。大多數(shù)員工都知道摩托羅拉的工作重心,，他們可以將其轉(zhuǎn)化為個(gè)人的發(fā)展計(jì)劃,。管理人員在業(yè)績評(píng)價(jià)中強(qiáng)化了這點(diǎn)，員工必須展現(xiàn)出自己以公司理念為目標(biāo)得到了何種進(jìn)步,。

????4,、它是可測量的。摩托羅拉建立了規(guī)章制度,，來測定公司如何幫助顧客在關(guān)鍵時(shí)刻做到最好,。他們會(huì)根據(jù)標(biāo)準(zhǔn)做出技術(shù)決定，來判斷他們是否改變了用戶的結(jié)果或表現(xiàn),。這就是摩托羅拉的發(fā)展藍(lán)圖,。

????曾經(jīng)麻煩纏身的摩托羅拉如今表現(xiàn)強(qiáng)勁。2011年,，摩托羅拉系統(tǒng)在紐約證券交易所（NYSE）上市時(shí),，股價(jià)只有37美元，如今已經(jīng)漲至65美元,。

????首席執(zhí)行官布朗承認(rèn)他從轉(zhuǎn)型中學(xué)到了許多東西,，他說：“我們的目標(biāo)、承諾和價(jià)值觀決定了我們是誰,，我們要往何處去,。它不僅僅是掛在墻上的口號(hào),。它們是公司的基因，讓我們與眾不同,?！保ㄘ?cái)富中文網(wǎng)）

????在2008年之前的七年中，吉姆?斯登格一直都在擔(dān)任寶潔的全球營銷總監(jiān),。在那里,，他管理著80億美元的廣告預(yù)算和7,000名員工。如今,，他領(lǐng)導(dǎo)著一家名字就叫“吉姆?斯登格公司”的咨詢公司/智庫,，指導(dǎo)公司客戶通過推動(dòng)理念進(jìn)行全球發(fā)展。他是《增長力：如何打造世界頂級(jí)品牌》一書的作者,。他在書中運(yùn)用涉及5萬個(gè)品牌的長達(dá)10年的研究顯示,，最優(yōu)秀的公司財(cái)務(wù)業(yè)績與人類的基本情緒,、價(jià)值觀和更偉大的目標(biāo)相互聯(lián)系。現(xiàn)年58歲的斯登格還是加州大學(xué)洛杉磯分校安德森商學(xué)院的客座教授和美國在線的董事會(huì)成員,。目前,，他與辛辛那提大學(xué)的營銷學(xué)教授克里斯·艾倫合作，為財(cái)富網(wǎng)站撰寫本系列的專欄文章,。

????譯者：嚴(yán)匡正

????

????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.

????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."

????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.

????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:

????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.

????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.

????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.

????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.

????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.

????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."

????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.