彭明盛留給IBM的領(lǐng)導(dǎo)力遺產(chǎn)
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????首席執(zhí)行官職責(zé)在用人方面的職責(zé)就是培養(yǎng)未來的領(lǐng)袖,，保證公司不斷取得成功,。彭明盛意識到，最有價值的學(xué)習(xí)經(jīng)驗不是老師給予的,，而是由這個世界給予的,。彭明盛十年任職期間一直擔(dān)任IBM公司人力資源高級副總裁的蘭多爾?麥克唐納說：“所以，我們決定走出課堂,，確保員工的大部分經(jīng)驗來自操作一線,。” ????因此,，公司增加了對發(fā)展性任務(wù)和新開發(fā)任務(wù)的投入,。比如，公司創(chuàng)立了企業(yè)服務(wù)團隊（Corporate Service Corps）,，將來自不同背景,、有進取心的年輕人分派到全球，與當(dāng)?shù)胤止镜念I(lǐng)導(dǎo)們合作解決當(dāng)?shù)氐木唧w問題,。員工得到了充分鍛煉和發(fā)展,，IBM 公司也借此考察了員工的能力。 ????很多公司都會外派經(jīng)理人從發(fā)達(dá)國家到新興市場,。IBM公司卻反其道而行之,。這樣，來自新興市場的經(jīng)理人能夠?qū)W到成熟市場的經(jīng)驗,，為未來的發(fā)展做好準(zhǔn)備,。IBM公司之所以能在最適合培養(yǎng)企業(yè)領(lǐng)袖的全球公司排名中位列榜首，這是一個很大的原因,。 ????這些局促空難重重,，耗資不菲。它們是否值得,？沒人能做出肯定回答,，因為領(lǐng)導(dǎo)力開發(fā)的好處要經(jīng)過很長一段時間才能顯現(xiàn)。另外,，首席執(zhí)行官退休時,，人們也難以對其作出全面的評價。因為他們決策的效果好也罷,，壞也罷,，要等到他們離職多年后才會真正顯現(xiàn)出來。彭明盛在超級計算以及“更智慧的星球”計劃方面制定了大規(guī)模的長遠(yuǎn)計劃,，旨在充分利用IBM公司的能力來解決全世界最大的社會問題,，同時也是商業(yè)難題,。此外，他的接班人維吉尼亞?羅曼提的表現(xiàn)也將是評價彭明盛業(yè)績的一個重要因素,。 ????因此,，本文只能算是一份初步報告。我們還要繼續(xù)觀察彭明盛的管理對IBM公司未來的影響如何,。不過這一切無損他全明星般的耀眼光芒,。 ????譯者：李玫曉/汪皓 |
????The human side of the CEO's job is making sure those knockout results keep coming by developing tomorrow's leaders. Palmisano realized that the most valuable learning is delivered not by a teacher but by the world. "We made a decision to walk out of the classroom and make sure most of the experiences were being lived at the operational level," says Randall MacDonald, IBM's HR chief through all of Palmisano's tenure. ????So the company increased its commitment to developmental assignments and invented new ones. For example, it created a Corporate Service Corps, which combines diverse young up-and-comers into teams that work with local leaders on local problems around the world. The employees get stretched and developed; IBM gets insight into their abilities. ????Lots of companies send managers from developed economies to emerging ones. IBM also does the opposite, so those emerging- market managers get experience in a mature economy, preparing them for the future. Such efforts are a big reason IBM ranks No. 1 on the new global list of Top Companies for Leaders. ????Are those practices worth the trouble and expense? No one can say for sure; much of the payoff from leadership development is far down the road. The larger point is that CEOs can't be fully assessed when they retire because their decisions play out, for better or worse, over many years after they're gone. Palmisano made major long-term bets on analytics, supercomputing, and the Smarter Planet initiative, which aims to harness all of IBM's abilities to solve the world's biggest social as well as business problems. The performance of his successor, Virginia Rometty, will also be a major element of his record. ????So this is still a preliminary report. We have yet to see how well Palmisano managed IBM for tomorrow. But he's going out like an all-star. |
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