摘要
高成长是每个公司的梦想,但成长总是会带来烦恼,因为在大多数情况下,规模和效率总是互相矛盾的。近20年来,我们看到跨国公司们不断改变着自己的组织结构和运营模式,以在规模和效率两者间找到平衡,IBM公司CEO塞缪尔·帕米萨诺指出,变革后跨国公司正演化为一个新的组织形式:全球公司。ABB是一家由百年老店合并而成的年轻跨国公司,1988年公司成立后,第一任CEO快速完成了其全球业务布局,并保持了近十年的快速增长。但是其后到来的财务困境让已经拥有强劲技术优势的ABB几近破产。在一次深刻的全球重组后,ABB不仅摆脱了危机,而且逐渐优化原有的组织结构和运营模式,使之更加简单一致,通过全球的业务流动和协同效应获得了规模和效率的动态平衡。在新掌舵人冯恩博和金乐带领下。
High growth story is the dream of every companies.However growth always brings about headaches.Under most circumstances, scale tends to always go against efficiency. ABB,a young multinational company formed by an array of age-old companies, maintained a decade long fast growth under the leadership of its first CEO when he finished global deployment of businesses since inception in 1988. Succeeding financial distress has driven the robust technology company to the verge of bankruptcy.The company only rejuvenated after a thorough turnaround which optimizes organization and business model to enable simplicity and consistency,elements important to achieve dynamic balance between scale and efficiency.ABB is striving towards a global company from a multinational company under its new leaders,Hubertus von Grünberg and Fred Kindle
出处
《商务周刊》
2007年第20期22-33,6,共13页
Business Watch Magazine
