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Title 4 Ģ
Name HBR (Harvard Bus Review) ȸ 2030 Date 2007-10-19
Biz Trend / ޴ ϵ
ũ ð ְ 鼭 ڿ ȣ ޴´ٸ и ` ` ̴. ` ` ƴϴ. ݸ ⿡ ` Ѿ (Good to Great)` ȸ簡 ŵ쳯 ִ . ٸ ݸ ̱ мߴٴ Ѱ踦 .

Ϲ Ͻ (HBR) ` 4 Ģ(The Four Principles of Enduring Success, ũõ Ÿ鷯, 2007 78ȣ)` 100 ̻ 縦  9 (ݸ޴޸Ʈ) Ű ̵ мߴ.

Ʈ νũ ũõ Ÿ鷯 ݸ޴ ϴ ٽ ִ Ȱϰ о߸ ȿ ٰȭϸ ⰰ Ǽ ݺ ʰ ⺯ȭ ġϰ ϴ Ư¡ ٰ ߴ. װ ݸ޴ ེ Ű ˸ ɾصʷ  οġ ۶ҽ̽Ŭ HSBC ̴.

1. ٽ ִ Ȱ϶
= ݸ޴ Ư¡ ο о߸ ִ ϴ о߿ ɼ ̴ ϰ ִٴ . Ϲ 濵 ʹ ߳ Űƿ ʿ Ÿ缺 ȴ.

Űƴ 1990 ߹ ͼ ذ ٽɿ о 簳ϰ ߴ. ݰ ǰ Ⱓ ߴ. Ż ҰⰡ Ģ ᱹ ޴忡 ƴ.

90뿡 پ о ڷ ޾Ҵ. ߽ ߿ ڿ ̾. Ż Ұ⸦ ° ٸ ü ū Ÿ Ծ. ޴ ι 2000 ᱹ ҴϿ պƴ.

2. ǰ ٰȭ϶
= ˸ 1890 Ͽ ȭ纸 ü. ˸ 10 1 ö ٰȭ . 켱 ̿ ̸ پ ȭ ǰ ߴ. κ ڻ .

øƮ ü Ȯߴ. 19⿡ ū ŵ Ǽ øƮ ǰϸ鼭 ۷ι ô . 2 Ŀ ߵ ߰, ѶøƮ μߴ.





3. Ǽ ݺ
= οġ 2 1 濵 ü. ְ濵  ͵ ܷ ִ ߰ ȸ縦 ũ ״. ׷ Ʋ ŷ Ͽ ű ߰, ̴ ŷڸ Ұ üǴ ʷߴ. οġ ְ濵ڰ ϵ 豸 ߴ. ̻ȸ ߿ 濵 Ǵ ñ, ְ濵ڴ ̻ȸ Ѱϴ ߴ.

4. ȭ , ġϰ ϶
= ེ 2 Ű ʿ伺 . ེ 1957 غ۾ TV ⱸ ȸ縦 ü ߴ. ׷鼭 պ 10 ġ 6 ι ߴ.

ݸ ƿ(AEG) 1962 ñϴٸ ܺ ߴ. ۽ ϴ ⿴ ε å ѱ ߴ. η Ǹ ߴ. ᱹ 1960 Ĺݿ ̸ ް ߰ Ѷ ̴̹ ེ ٽô ߴ.


The Four Principles of Enduring Success
What separates great companies from the merely good? A comprehensive new study of long-lived, large companies reveals surprising answers.
by Christian Stadler
When your company is doing well, revenue is pouring in, and your stock is rising, how do you know if you could be doing better? How can you tell which of your management practices are making the difference and which are merely doing no visible harm? Benchmarking is the obvious answer, but not by comparing poor companies with good ones. The way to get at this problem is to compare good companies with even better ones.
Thats exactly what we did. For the last four years, Hans Hinterhuber, Franz Mathis, and I have led a team of eight researchers in a study of Europes oldest and best companies, which we call the Enduring Success Project.
To date, most of the research on high performance has focused on U.S. companies. The seminal work of Jim Collins and Jerry Porras, popularized in their 1994 best-selling book Built to Last, is just one case in point. This is not entirely surprising: U.S. corporate data are relatively sound and easily available, and American schools tend to dominate business academia. Indeed, extending the research to European companies proved daunting, as much of the data we used were far from readily available.
Our goal was to understand why some companies have managed to perform at a very high level over very long periods of time. What can we learn from their experience? What did they do that set them apart from other old, large corporations that, while successful (else they would not have lasted so long), were not so extraordinary? To answer these questions, we compared each firm in a sample of companies that had turned in exceptional performance over the past 50 years with another old company in the same industry (and preferably from the same country) whose performance was solid but not quite as good. (For the full list of companies, see the exhibit What Do We Mean by Great?) Over the life of the project, a board of seasoned advisers—Alfred D. Chandler, Jr.; Arie de Geus; Edgar Jones; Michael Mirow; Jerry Porras; Peter Schütte; Risto Tainio; and Gianmario Verona—supported our efforts.
What Do We Mean by Great?
The project yielded four main findings, which we call the four principles of enduring success:
1. Exploit before you explore.
Throughout their history, the great companies in our sample have all emphasized exploiting existing assets and capabilities over exploring for new ones.
2. Diversify your business portfolio.
Good companies tend to stick to their knitting, but the great companies know when to diversify. They are careful also to maintain a wide range of suppliers and a broad base of customers.
3. Remember your mistakes.
Great companies tell and retell stories of past failures to make sure they dont repeat them.

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