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做园丁,不做修理工
书籍

做园丁,不做修理工

如何为职场变革蓄力

Gary Lloyd, 2021 more...

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关键特征

  • 创新性
  • 实用性
  • 内参

导读荐语

加里·劳埃德深谙变革之道,他指出,园丁无法预测或控制环境,必须找到艺术和科学之间的平衡,不断试错、不断进步,从而更好地培植作物。想在公司中寻求有效变革的领导者同样无法完全掌控面前不可预测、相互交织的复杂环境。作者在书中描述了领导者该如何通过战略性的规划、准备、培植、修枝、播种、做扶架、浇水等过程,来持续推动变革。

浓缩书

要想屹立不倒,企业必须做出改变,适应形势。

很多时候,由于内部的抗拒,变革很快会半途而废,员工和企业文化都会重新回到往日的轨道。变革的成败有个大致的比例:很多时候确实能创造更多价值,但在四分之三的例子中,往往连预期价值的七成都达不到。

很多时候,领导者像修理机器一样在企业里做出改变:改变输入、调整齿轮、测试机器、再调整,然后就认为万事大吉了,以为这样就能获得预期的产出。这套方法对机器来说确实有效,因为它们的运行环境是可预测的,就像汽车走在平坦的路上,火车走在轨道上一样。但是,对于员工和企业文化来说可就大不相同了。

像院子里的园丁一样,要接受企业变革环境的三个特点:不可预测、相互关联以及“有限掌控”。

企业里的员工就像花园里的植物,其生活环境不断变化。生意场和职场变幻莫测,当环境变化时,以往标准重复的过程就无法持续满足需求了。

上世纪九十年代曾兴起过机械的标准变革教条,包括“业务流程再造”,但很快这些教条就销声匿迹了,这说明,某一家公司的变革方法并不是放之四海皆准,企业员工也并非机器中的齿轮。

关于作者

加里·劳埃德(Gary Lloyd)是一名国际企业变革顾问和培训师,其职业生涯主要聚焦于银行和金融市场。目前他供职于华威商学院(Warwick Business School)的高管培训小组。


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