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作為訓(xùn)練有素又很專業(yè)的建筑師,，經(jīng)典奢侈鞋履品牌Monolo Blahnik首席執(zhí)行官克里斯蒂娜·布拉赫尼克認(rèn)為,，大多數(shù)企業(yè)高管認(rèn)為緊急的事其實(shí)沒(méi)有那么重要。

上周三,，在新加坡舉行的財(cái)富國(guó)際設(shè)計(jì)頭腦風(fēng)暴大會(huì)上,，布拉赫尼克表示：“商業(yè)成功只是保護(hù)公司核心價(jià)值觀的副產(chǎn)品。如果說(shuō)公司業(yè)務(wù)基礎(chǔ)發(fā)生變化,，就是因?yàn)槲覀兏裢庵匾晞?chuàng)新,。創(chuàng)新是第一位的?！?

她說(shuō),，Monolo Blahnik認(rèn)為企業(yè)與品牌不可或缺的其他價(jià)值觀包括謙遜、有涵養(yǎng),、節(jié)制,、尊重和追求美。這些都是她叔叔在設(shè)計(jì)中展現(xiàn)的,。

自布拉赫尼克2009年擔(dān)任Manolo Blahnik的首席執(zhí)行官以來(lái),，公司業(yè)務(wù)顯然受到她的影響，而且是正面影響,。公司營(yíng)業(yè)額增加了八倍,，營(yíng)業(yè)收入增長(zhǎng)六倍，新開(kāi)了16家門(mén)店,。

布拉赫尼克說(shuō),，她并沒(méi)有單純?yōu)榱嗽鲩L(zhǎng)而追求增長(zhǎng)。沉迷于財(cái)務(wù)數(shù)據(jù)可能會(huì)毀掉一個(gè)品牌,。

當(dāng)年,，家族內(nèi)部提出由布拉赫尼克接掌公司首席執(zhí)行官時(shí)，她并不確定建筑師出身的自己能不能勝任,?？伤髞?lái)發(fā)現(xiàn)，自己掌握的技能運(yùn)用在公司經(jīng)營(yíng)上很容易,。雖然她身為建筑師并不清楚怎么攪水泥和鋪設(shè)電線,，但她懂得如何設(shè)計(jì)結(jié)構(gòu)。就任首席執(zhí)行官后,，她很清楚想要怎樣的組織和結(jié)構(gòu),，并能安排專家執(zhí)行。

布拉赫尼克說(shuō),，只想讓叔叔留下來(lái)的設(shè)計(jì)事業(yè)代代相傳,，沒(méi)考慮過(guò)什么五年計(jì)劃,。

“我們考慮的是500年大計(jì)。我人生的意義就是守護(hù)他留下的財(cái)富,。這就是我們的使命,。”（財(cái)富中文網(wǎng)）

譯者：Pessy

審稿：夏林

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An architect by training and profession, Kristina Blahnik, CEO of iconic high-fashion shoe brand Monolo Blahnik, is giving the boot to the priorities of the average corporate chief.

“Commercial success is just a byproduct of protecting our core values,” she told the Brainstorm Design conference in Singapore on Wednesday. “If our bottom line has been impacted, that is a result of the value we put on creativity. Creativity is number one.”

Other values that are integral to the Blahnik business and brand, she said, include humility, quality, modesty, respect and creating beauty. They are the values her uncle Manolo displays while he designs.

Since she took over as CEO in 2009, the Manolo Blahnik bottom line has definitely been impacted – but in positive ways. Turnover has increased eightfold, revenues have increased six times over, and the brand has opened 16 new stores.

But she has said she does not advocate growth for growth’s sake. Obsession with numbers can destroy a brand, she says.

When she was asked to take over as CEO by her family, she wasn’t sure her background as an architect would be helpful. But she discovered that her skills sets were easily transferable. As an architect she couldn’t mix cement or lay electrical lines, but she knew how to design the structure. As a CEO she knows the structure and organization she wants and has the expert to carry it out.

To ensure that her uncle’s design legacy endures, she said, she does not think in five-year plans.

“We think in 500-year plans. My purpose in life is to protect his legacy. That is what we’re about.’’