雙語(yǔ)文摘贏在未來(lái)的秘訣
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雙語(yǔ)文摘贏在未來(lái)的秘訣
The world’s largest companies have to change—and fast.
That was the conclusion of the opening session at Fortune‘s Global Forum, which kicked off Monday in San Francisco. The CEOs of two long-standing companies, IBM and Wells Fargo, discussed their approach to today’s disruptive forces. (Hint: they embrace them even at the expense of short-term results.)
“Five years ago we didn’t have a mobile offering,” said John Stumpf, chief executive of Wells Fargo WFC 1.31% . “Today over half of our customers are mobile and it’s their No. 1 channel. Our industry hasn’t changed that much in the last 100 years.”
Ginni Rometty, the chief executive of IBM IBM 0.21% , also talked about how the pace of change has ramped up and the new businesses the technology giant has entered as a result: cloud, data and mobility. “The one thing different today is the speed of change,” said Rometty.
Another big technological shift is the move to building software products on a common underlying technology, or platform. That’s part of the reason IBM, under Rometty, has been busy partnering with other tech companies like Apple, Box and Twitter. Rometty has also made close to 40 acquisitions since she took over as CEO in 2012, all an effort to reinvigorate revenue growth at the 104-year-old company.
“You have to have the wisdom to know what must endure and what must change,” said Rometty.
But while the pace of technological change is faster than ever, transforming a company with close to 400,000 employees still takes a lot of time. Rometty’s rules for change? Don’t protect the past, don’t define yourself as a product and steward for the long term.
Both leaders acknowledged the challenges of keeping an eye to the long term. At Wells Fargo, a company founded more than 160 years ago, the metrics that create long term shareholder value—things like deeper customer relations—don’t always translate to the top line or bottom line, at least not immediately.
“There has to be that intellectual honesty and the capacity to suffer short term results,” said Stumpf. “If we didn’t make these bets we’d still have stage coaches on the freeway.”
那些全球最大的公司必須做出改變——并且要行動(dòng)迅速。
這是財(cái)富全球論壇開幕會(huì)議得出的結(jié)論。財(cái)富全球論壇于本周一在舊金山開幕。兩家歷史悠久的公司IBM和富國(guó)銀行
的CEO，討論了他們對(duì)于當(dāng)今顛覆式變革的看法。(提示：盡管需要付出短期的代價(jià)，但他們卻對(duì)這種力量持歡迎態(tài)度。)
富國(guó)銀行首席執(zhí)行官約翰·斯坦普夫表示：“五年前，我們還沒有手機(jī)業(yè)務(wù)。但如今，我們超過半數(shù)客戶是手機(jī)客戶，手機(jī)成為他們的首選渠道。過去百年間，銀行業(yè)從未經(jīng)歷過如此巨大的變革。”
IBM首席執(zhí)行官羅睿蘭也談?wù)摿诉@家科技巨頭如何加快變革速度，并由此開啟的新業(yè)務(wù)：云計(jì)算、數(shù)據(jù)和移動(dòng)業(yè)務(wù)。羅睿蘭表示：“如今有一件事不同于以往，那就是變革的速度?！?/p>
另外一項(xiàng)巨大的技術(shù)改變是，采用通用的基本技術(shù)或平臺(tái)構(gòu)建軟件產(chǎn)品。正是基于這一原因，羅睿蘭領(lǐng)導(dǎo)下的IBM才會(huì)積極與其他科技公司展開合作，如蘋果、Box和Twitter等。羅睿蘭自2012年擔(dān)任CEO以來(lái)，共進(jìn)行了近40筆收購(gòu)，目的是振興這家有著104年歷史的公司，重新實(shí)現(xiàn)收入增長(zhǎng)。
羅睿蘭稱：“你必須有足夠的智慧去分辨，哪些部分需要維持現(xiàn)狀，哪些部分必須做出改變?！?/p>
但盡管技術(shù)變革達(dá)到了前所未有的速度，要改變一家有著近400,000 名員工的公司，依舊需要很長(zhǎng)的時(shí)間。羅睿蘭的變革法則?不要保護(hù)過去，不要受到產(chǎn)品的束縛，要不斷顛覆自我 。
兩位領(lǐng)導(dǎo)人均承認(rèn)著眼于未來(lái)需要面臨挑戰(zhàn)。富國(guó)銀行成立于160多年前，這家公司的標(biāo)準(zhǔn)是創(chuàng)造長(zhǎng)期股東價(jià)值——比如更深入的客戶關(guān)系等，但這些并不會(huì)轉(zhuǎn)變成收入或利潤(rùn)，至少不會(huì)馬上見到成效。
斯坦普夫認(rèn)為：“你必須擁有理智上的坦誠(chéng)，和承擔(dān)短期代價(jià)的能力。如果人類沒有冒險(xiǎn)精神，現(xiàn)在公路上跑的可能還是馬車。”
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