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改變很難。如果你曾經(jīng)試著在某個(gè)領(lǐng)域推動(dòng)公司改變,，你后來(lái)一定不可避免地想過(guò)這些問(wèn)題：為什么想在這里做點(diǎn)事這么難,？與同事合作的最好方法是什么？為什么我所在的組織不敢冒險(xiǎn),？

本月在新加坡舉行的《財(cái)富》頭腦風(fēng)暴設(shè)計(jì)大會(huì)上,，設(shè)計(jì)界領(lǐng)袖、《DEO的崛起：設(shè)計(jì)領(lǐng)導(dǎo)力》（Rise of the DEO: Leadership by Design）一書(shū)的合著者瑪麗亞·朱迪思談到了企業(yè)變革推動(dòng)者的艱難處境,。朱迪思之前在歐特克（Autodesk）工作時(shí),，任務(wù)是將公司從以技術(shù)為中心轉(zhuǎn)變?yōu)橐匀藶橹行摹Ｋ婚_(kāi)始完全不知道這項(xiàng)工作會(huì)有多難,。

朱迪思在頭腦風(fēng)暴設(shè)計(jì)大會(huì)上向聽(tīng)眾介紹了當(dāng)時(shí)學(xué)到的6點(diǎn)經(jīng)驗(yàn)：

1,、大公司里,，筒倉(cāng)的存在有時(shí)是必要的，但它們導(dǎo)致各自為政,。如果公司的設(shè)置導(dǎo)致不同的部門(mén)間相互競(jìng)爭(zhēng),，這對(duì)企業(yè)來(lái)說(shuō)是不利的。讓公司內(nèi)志同道合的人建立聯(lián)盟,，共同推動(dòng)變革,。人多力量大。

2,、高層支持是必須的,。總會(huì)有人因?yàn)槟阃菩凶兏锔杏X(jué)受到了威脅。你需要有人支持,。

3,、讓你的工作和客戶(hù)需求保持一致。如果你的想法和客戶(hù)數(shù)據(jù),、業(yè)務(wù)目標(biāo)一致,，人們會(huì)難以對(duì)其進(jìn)行駁斥。

4,、完成它,。一些參與者被眼前所困，現(xiàn)在就想擁有一切,。還有一些人被困在未來(lái),，永遠(yuǎn)無(wú)法實(shí)現(xiàn)。設(shè)置一個(gè)明確的行動(dòng)路徑,，努力達(dá)成一些里程碑式的目標(biāo),。通過(guò)實(shí)現(xiàn)小的勝利來(lái)看到大變化。

5,、你不可能一直贏,。在一些跨部門(mén)團(tuán)隊(duì)中，成員們的想法往往很強(qiáng)勢(shì),。先試試他們的方法,。如果失敗了，就輪到你了,。

6,、堅(jiān)持自己。“假裝自己是這樣的,，直到你真地變成這樣”是非常有誤導(dǎo)性的建議,。接受真實(shí)的自我?！凹傺b”在工作中一點(diǎn)也不好玩,。應(yīng)該做到毫無(wú)隱瞞,。

朱迪思還給觀眾提了最后一條建議：堅(jiān)持?！笆∈遣豢杀苊獾?，而且很痛苦?！彼f(shuō),，“恢復(fù)需要時(shí)間。如果你沒(méi)有失敗過(guò),，說(shuō)明你冒的險(xiǎn)不夠多,。跌倒時(shí)看得最清楚。一旦觸底,，創(chuàng)造力就會(huì)蓬勃發(fā)展,。這時(shí)就該重新進(jìn)行設(shè)計(jì)了?！保ㄘ?cái)富中文網(wǎng)）

譯者：Agatha

Change is hard. If you’ve ever tried to change an aspect of your company, you’ll be familiar with the questions that inevitably arise from such an effort: Why is it so hard to get anything done here? What’s the best way to collaborate with my peers? Why is my organization afraid to take risks?

At Fortune’s Brainstorm Design conference in Singapore earlier this month, Maria Giudice, design leader and co-author of Rise of the DEO: Leadership by Design, spoke about the difficult life of a corporate change-maker. In her previous role at Autodesk, Giudice was tasked with shifting her company from being tech-centric to human-centric. She had no idea how hard it would be.

At Brainstorm Design, Giudice offered attendees six lessons from that period:

1. Silos are sometimes necessary in big companies, but they create fiefdoms. When a company is set up so that different departments are in competition with each other, it’s bad for business. Build a coalition of like-minded people within the company and make change happen together. There is safety in numbers.

2. Executive support is a must-have. There will be those that feel threatened by your changes. You need someone who has your back.

3. Align your work to customer needs. If you align your ideas with customer data and business goals, it’s harder for people to debunk them.

4. Get it done. Some stakeholders get stuck in the present and want everything now. Others get stuck in tomorrow and never deliver. Develop a clear path to execute and work to milestones. Achieve small wins to see big change.

5. You can’t win all the time. Some multidisciplinary teams have people with very strong opinions. Try it their way first. It’s your turn if it fails.

6. Stay true to yourself. “Fake it till you make it” is misguided advice. Embrace your authenticity. It’s not fun to pretend at work. You should have nothing to hide.

Guidice left her audience with a final piece of advice: persist. “Failure is inevitable and it hurts,” she said. “It takes time to recover. If you haven’t failed, you haven’t taken enough risks. When you fall, you’ll see clearly. Once you hit the bottom, creativity can flourish. Then it’s time to redesign.”