????同時，實踐證明,，他也極富洞察力，即便他不同意下屬的策略,，但在公共場合,，他總是會力挺公司的高管?？巳R爾?巴布羅斯基在麥當(dāng)勞工作了大約30年,，據(jù)她回憶，當(dāng)時自己擔(dān)任北加利福尼亞地區(qū)總經(jīng)理,，結(jié)果遇到了一位非常難對付的特許經(jīng)營人,，他根本不按照公司倡導(dǎo)的方式運(yùn)營連鎖店。（截至目前,，80%的麥當(dāng)勞餐廳均由獨(dú)立所有者經(jīng)營）,。最重要的是，他從來不戴領(lǐng)帶——當(dāng)時這是特許經(jīng)營人必須遵守的慣例,。在一次視察過程中,，她當(dāng)時的上司斯金納把各方召集起來以便化解矛盾。巴布羅斯基表示：“不知道為什么,，我沒法不在意領(lǐng)帶這事,。在這一點(diǎn)上我絕不讓步?！彼菇鸺{并未阻止她,，而是質(zhì)問特許經(jīng)營人，戴領(lǐng)帶到底有多難,?！巴砩希费埼夜策M(jìn)晚餐,，他問我,，‘難道真的是因為領(lǐng)帶嗎？’”
????1992年,，斯金納被提升到國際事務(wù)部,，負(fù)責(zé)在60個新市場推廣巨無霸漢堡和炸薯條，其中包括歐洲部分地區(qū),、非洲和中東地區(qū),。等他回國負(fù)責(zé)國內(nèi)業(yè)務(wù)的時候，他的足跡已經(jīng)遍布全世界,。
????2002年,，斯金納重新接過美國國內(nèi)業(yè)務(wù)的重任時,，麥當(dāng)勞正在苦苦掙扎。公司沉迷于盲目擴(kuò)張,，2001年,，每天新開店鋪的數(shù)量超過3家。結(jié)果導(dǎo)致食品和服務(wù)的質(zhì)量下降,，公司股票和利潤也隨之大幅下跌,。長期掌管麥當(dāng)勞的吉姆?坎塔盧普退休之后重新出山，并任命斯金納為副主席,。新管理層實施了一項回歸基本原則的變革策略——制勝計劃（Plan to Win）,，該策略的核心是增加現(xiàn)有店鋪的銷售額來帶動增長，而不是通過增開新店來促進(jìn)增長,。
????2004年4月,，坎塔盧普和他的管理團(tuán)隊奔赴奧蘭多出席公司舉辦的所有人-運(yùn)營商大會。當(dāng)天上午,，坎塔盧普本應(yīng)在會上發(fā)表一個類似于勝利演講的講話,，但他突發(fā)心臟病，在斯金納隔壁的房間去世,。當(dāng)天,，董事會任命年富力強(qiáng)、魅力十足的查理?貝爾為公司新掌門人,。但僅僅過了一個月,，貝爾便被診斷出患有結(jié)直腸癌。公司和貝爾本人剛剛看到復(fù)興的曙光,，但他卻不得不在11月份辭職,。麥當(dāng)勞前高管馬特?利德豪森稱：“詭異的是，先是吉姆（坎塔盧普）去世,，然后是查理生病,，可在這期間，公司竟然出現(xiàn)了前所未有的增長,?！?/p>
????在公司有史以來最危急的關(guān)頭，董事會決定任命60歲的斯金納為公司CEO,。巴布羅斯基表示：“至少在我看來,，當(dāng)時董事會選擇吉姆是一個緩兵之計?！毕鄬Χ?，在外人眼中，斯金納始終默默無聞,，他自稱這是因為他一直在努力做個稱職的二號人物,。他說：“稱職的二號人物從來不會篡奪老板的權(quán)力,，更不會整天試圖爭名奪利?！?/p>
????冷靜,、沉穩(wěn)的斯金納上臺之后，并未推出新政來重組搖搖欲墜的公司,，而是保持了公司策略的連貫性,。他強(qiáng)調(diào)，領(lǐng)導(dǎo)者的變化并不意味著公司策略也一定要變化,。耶魯大學(xué)管理學(xué)院（Yale School of Management）的杰弗里?索南菲爾德說：“他明白,，沒有必要按自己的想法重塑公司形象,，也沒必要將公司打上自己的烙印,。” |
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????He proved to be insightful too, backing his executives publicly even if he didn't always agree with their tactics. Claire Babrowski, who worked for McDonald's for almost 30 years, remembers, as a manager in the North Carolina region, running into a difficult franchisee who wasn't operating his store the way the company liked. (To this day, 80% of McDonald's restaurants are operated by independent owners.) To top it off, he would never wear a tie -- standard practice at the time for franchisees. Skinner was her boss, and during a visit all parties met to hash out their issues. "For some reason I got off on the tie thing, which was so the least of it," Babrowski says. Skinner didn't stop her, instead turning to the franchisee to ask him how hard it would be to put on a tie. "Later at night Jim took me out to dinner, and he's like, 'Really? The tie?'"
????In 1992, McDonald's promoted Skinner to work in its international business, bringing Big Macs and fries to 60 new markets, including parts of Europe, Africa, and the Middle East. By the time he came back to domestic operations he had worked in every region of the world.
????Skinner returned to the U.S. business in 2002 to a McDonald's that was floundering. The company was hooked on expansion; in 2001 it was opening more than three restaurants a day. The quality of the food and service had deteriorated as a result, along with the stock price and profits. Long-time McDonald's man Jim Cantalupo came out of retirement to run the company and elevated Skinner to vice chairman. The new executive team implemented a back-to-basics turnaround strategy -- the Plan to Win -- with a focus on growth through increasing sales at existing stores rather than by opening new locations.
????In April 2004, Cantalupo and his management crew traveled down to Orlando for the company's owner-operator convention. In the early morning hours the day Cantalupo was to give his remarks, a victory speech of sorts, he had a heart attack and died in the room next to Skinner's. That same day the board named the young, charismatic Charlie Bell as the company's new leader. But less than a month later Bell was diagnosed with colorectal cancer. While he and the company were at first optimistic about a recovery, he stepped aside in November. "The bizarre paradoxical thing was that in the midst of first losing Jim [Cantalupo] and then Charlie being ill, we were performing better than ever," says former McDonald's executive Mats Lederhausen. "It was surreal."
????The board looked to the 60-year-old Skinner to become the company's new CEO at one of the most delicate moments in its history. "The fact that it was Jim, at least from my point of view, was a comfort," Babrowski says. To the outside world, Skinner was relatively unknown, which he attributes to always being a good No. 2. "Good No. 2s don't usurp their boss's authority," he says. "They don't go around trying to take credit."
????Rather than shake up the already unsettled company by implementing a new approach, the no-drama Skinner came in on a platform of continuity, stressing that leadership change doesn't mean strategy change. "He understood that he didn't need to rebrand the company in his own image," says Jeffrey Sonnenfeld of the Yale School of Management. "He didn't need to imprint his persona." |
