11. 如果执行了正确的战略回报是可观的(二)举例:Johnson Electric Holdings注:股价近期的下跌归结于需求量的下跌
资料来源: Data streamJohnson Electric Holdings香港恒生指数过去5年内比香港恒生指数高319%持续的良好利润
大大高于全球的竞争者
此外不断地控制成本
定位在顺应全球的外包趋势发展
大规模、低成本的生产平台股票业绩股票价格指数
(12/96 =100)96年12月97年12月98年12月99年12月00年12月01年12月
74. THE ABILITY TO NAVIGATE THROUGH UNCERTAINTY“Christopher Columbus and Marco Polo approached uncertainty with a Mission, not a Map.
As Managers and Strategists, they needed to create strategic maps to accomplish the mission – by experimentation, trial and error, as well as analysis.
As Leaders, we have to set direction – missions – and support the people who make these missions real.”
Alan J. Zakon, former BCG CEO
75. PIERCING THE FOGThe first challenge is intellectual: developing the habits of mind that allow the leader to pierce what has come to be known, since Clausewitz, as the fog of war.
... instead of reacting defensively to uncertainty, embrace it. Expand radically the range of alternatives, possibilities, and scenarios to consider. Think in what Clausewitz calls polarities.
This is partly a matter of data... but it is mainly a matter of judgment.
Carl von Clausewitz
76. CHALLENGING ASSUMPTIONS[Companies fail because] “In most cases, the right things are being done – but fruitlessly ... The assumptions on which the organization has been built and is being run no longer fit reality. These are assumption that shape any organizations behavior, dictate it’s decisions about what to do and what not to do, and define what the organization considers meaningful results”
Managing in a Time of Great Change
Peter Drucker
77. FACING REALITYFacing reality sounds simple – but it isn’t. I found it hard to get people to see a situation for what it is and not for what it was, or what they hoped it would be.
Jack Welch