喬布斯不可復(fù)制
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????史蒂夫?喬布斯去世前一天,，我曾向一位知名管理顧問(wèn)請(qǐng)教，借鑒蘋(píng)果（Apple）的成功經(jīng)驗(yàn)到底難在哪里,。畢竟,，這家公司似乎完全顛覆了所有公認(rèn)的管理智慧。 ????傾聽(tīng)消費(fèi)者的心聲,？蘋(píng)果可沒(méi)有這么做,。它推出的產(chǎn)品和服務(wù)，連消費(fèi)者自己都不知道是否是他們想要的,。 ????成為消費(fèi)者的頭號(hào)擁護(hù)者,？蘋(píng)果公司的每一款產(chǎn)品都采用了“過(guò)時(shí)的”內(nèi)置設(shè)計(jì)，如果我的電源線(xiàn)丟了,，另?yè)Q一根就得向他們支付80美元,。在我看來(lái)，這可算不上客戶(hù)至上,。這家公司離經(jīng)叛道,，但卻取得了令人咋舌的成功。 ????秘密何在,？ ????這位顧問(wèn)很聰明地用一個(gè)更寬泛的答案來(lái)回答了我的問(wèn)題,。他說(shuō)：“史蒂夫?喬布斯和杰克?韋爾奇給普通公司和商業(yè)人士帶來(lái)的傷害遠(yuǎn)遠(yuǎn)超過(guò)其他任何人?！边@兩位都取得了彪炳史冊(cè)的成功,，使許多人掉入了一個(gè)陷阱，認(rèn)為既然他們能夠取得如此巨大的成就,，別人也能做到,。 ????于是，有人在制定的商業(yè)計(jì)劃要求自己像具備喬布斯一樣的執(zhí)行能力——比如提前多年預(yù)測(cè)消到費(fèi)者的喜好,；在各方面推行超群的審美觀,，同時(shí)又能廣受外界歡迎；不留情面地進(jìn)行談判；毫不憐憫地懲罰行事不力的員工,，同時(shí)又能激勵(lì)下屬創(chuàng)造出偉大的產(chǎn)品,；而且要具有業(yè)內(nèi)無(wú)可比擬的廣闊視野。一旦他們無(wú)法做到這些——其實(shí)根本也無(wú)人能夠做到——他們的公司就會(huì)陷入困境,，甚至面臨倒閉。 ????如果說(shuō)眼下喬布斯熱還沒(méi)達(dá)到頂點(diǎn),，很快就會(huì)有鋪天蓋地的文章,，大肆宣揚(yáng)他的職業(yè)生涯所帶來(lái)的管理與領(lǐng)導(dǎo)力經(jīng)驗(yàn)。當(dāng)然,，這些經(jīng)驗(yàn)確實(shí)存在,，而且，我也相信它們著實(shí)重要,。但這些經(jīng)驗(yàn)都屬于組織的基本要素,、公司結(jié)構(gòu)、競(jìng)爭(zhēng)力和激勵(lì)措施等,，而不是那些難以言說(shuō)的個(gè)人品質(zhì),。 ????現(xiàn)在，我們要搞清楚一點(diǎn),，喬布斯現(xiàn)象的某些方面是我們無(wú)法復(fù)制的,。我們不可能成為下一個(gè)喬布斯。世上只能有一位史蒂夫?喬布斯,。他是強(qiáng)制力,、個(gè)性和經(jīng)歷獨(dú)一無(wú)二的結(jié)合體。我問(wèn),，喬布斯是否也像亞歷山大大帝一樣,，只是絕無(wú)僅有的特殊現(xiàn)象，根本無(wú)法復(fù)制,，顧問(wèn)表示贊同,。 ????全球商業(yè)人士都將面臨一個(gè)挑戰(zhàn)：既要從史蒂夫?喬布斯身上獲得靈感，又要避免自欺欺人地認(rèn)為自己能夠復(fù)制喬布斯的成功,。要做到這一點(diǎn),，首先要切記，史蒂夫?喬布斯從來(lái)不屑于模仿任何人,。 ????譯者：阿龍/汪皓 |
????The day before Steve Jobs died, I asked a well-known management consultant about the difficulty of drawing lessons from Apple's success. After all, the company seems to ignore accepted management wisdom. ????Listen to your customers? Apple doesn't. It gives customers products and services they didn't even know they wanted. ????Be the customer's biggest advocate? Every Apple (AAPL) product has obsolescence built in, and if I lose my laptop's power cord, they charge me $80 for a new one. Not what I'd call customer-friendly. This company seems to break basic rules, yet it's staggeringly successful. ????What gives? ????The consultant wisely answered a larger question than I had asked. "Steve Jobs and Jack Welch have done more damage to ordinary businesses and business people than anyone else," he said. Their historic success led many people into the trap of believing that, because these guys achieved what they did, others can do the same. ????So people came up with business plans that required them to do what Jobs did -- to sense what customers would love years in advance, to infuse everything about the business with an aesthetic that was sublime yet broadly appealing, to negotiate with brutal intensity, to punish bad work mercilessly while also inspiring great work, to see a bigger picture than anyone else in the industry. When it turned out they couldn't do this -- and of course none of them could -- their businesses would suffer or even fail. ????If we aren't already, we will soon be awash in articles on the management and leadership lessons of Jobs' career. Such lessons do exist, and I believe they're extremely important. But they're about the nuts and bolts of organization, structure, competencies, and incentives, not about the ineffable qualities of the man himself. ????For now, let's be clear on what not to learn from Jobs. We can't be him. He was a unique combination of compulsions, traits, and experiences. I asked the consultant if Jobs should be regarded as an Alexander the Great figure, a one-time phenomenon that is not to be replicated. Yes, he agreed. ????A challenge for business people will be finding inspiration in Jobs without deluding themselves into thinking they can figure out how to do what he did. Here's a way to start: by remembering that imitating someone else was the very last thing Steve Jobs ever wanted to do. |
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