论文部分内容阅读
你如何驾驭自己的企业,激励下属不懈追求新的成长,同时又确保给予核心业务足够关注?你如何确定时间与资金的投向,以便向市场推出新产品,并拓展业务发展的范围,同时又能控制成本?这是21世纪领导力方面的典型问题。有些美国经理人认为,要解决这些难题,必须了解并评估本企业的核心业务,使之成为一切增长努力的基石。贝恩管理顾问公司的一项调查发现,近10年,在7个国家的1854家公开上市的公司中,只有9%实现了自己的底线业绩增长目标——尽管它们经历了历史上为时最长的经济繁荣期。
How do you manage your business and motivate your subordinates to pursue new growth while ensuring that you are focused enough on your core business? How do you determine the time and money invested to bring new products to market and expand the reach of your business while Control costs? This is a typical 21st century leadership issues. Some U.S. managers think that in order to solve these problems, it is necessary to understand and evaluate the core business of the enterprise and make it the cornerstone of all growth efforts. A survey by Bain & Company Management Consultants found that in the past 10 years, only 9% of 1,854 publicly traded companies in 7 countries have achieved their bottom line performance growth targets - even though they have historically been the most Long economic boom.