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Title The CEO's Role in Business Model Reinvention.
Name Harvard Busienss Reveiw ȸ 3339 Date 2011-06-01
The CEOs Role In Business Model Reinvention.
̷ CEO ؾ մϴ. 縦 ϰ, ſ ؾ ذ, ̷ âؾ մϴ.

By Vijay Govindarajan and Chris Trimble
(Vijay Govindarajan is the Earl C. Daum 1924 Professor of International Business and the founding director of the Center for Global Leadership at the Tuck School of Business at Dartmouth. He was General Electrics first professor in residence and chief innovation consultant. Chris Trimble is on the faculty at Tuck and is an expert on innovation within established organizations.)

10Ⱓ ʷ Google, Netflix, Skype ô. , Microsoft Google , Blockbuster Netflix ߰, AT&T Skype ?

ڰ ϱ ã ؾ ұ? , ϴ. ڸ, Ͻ ϴµ ʹ Ͽ, Ͻ ʴٴ ؾ ϴ. ʽϴ.

ͻ ϱ , ܹ õ ñ⸦ 帳ϴ. Index ī忡 ͻ õ ǰ ִ ֿ ο ȹ . ׸ box , Box 1 縦 :, Box 2 Ÿ ش١,, Box 3 ̷ â ̼.


, , 5, 10, Ȥ 20 ͻ . ȭ µ, , , α , , ȭ ϼ. ̷ ȭ µ ο ΰ, ͻ ȹ ش Ǵ Box : ȹ Box 1; å , mind-set, ǰ 񽺴 Box 2; ȹ Box 3.

ϱ ؼ [Box 1: ], [Box 2: ı], [Box 3: â], о ߾ մϴ. о ϴ CEO ߿ ̳, κ ȸ е [Box 1 ] ȣմϴ. ı ̷ â ״ÿ , ϴ.

Ȯ, Ͻ ߿մϴ. CEO Box 1 ϸ Ⱓ ª ϴ. Wal Mart Southwest Airlines ó CEO մϴ. ְ Box 1 ȸ ڵ ó ϰ, ȿԴϴ.  ǽ, Camshafts ΰ ൿ 츮 ġ մϴ.

׷ CEO Box 1 å ִ ƴմϴ. Box 2 Box 3 ؾ մϴ. ϰԵ, κ CEO ı â ġմϴ. CEO б Ϳ йڰ, Ŀ , ȮǼ , ȭ , ܼ , Ŀ , ܱ з¿ ̰ ֽϴ. ȸ ȭ ϰ ֽϴ.

д ó 巯 ʽϴ. ׷ κ ު ̵ Ͽ ٹϴ մϴ. , п ο 迡 Խϴ. ȯ濡 ο ɰ Խϴ. ȭ ߱ ε ǰ 鿡 ǰ ֽϴ.

κ ȸ ȭ , ު ȭ Ͼ ٸ մϴ. , Ҵϰ ޴ Player , å 忡 ڶ Ͱ, Ʈ ȭ ϱ Űƿ ζ ϴ Դϴ.

£ ̱ , CEO 3 box ÿ ؾ մϴ. Box 2 3 20 ƴ ֽϴ. غ ؾ մϴ. ϱ ൿ ű ƽϴ. ֳϸ, 3 box ڿ Ӹ ƴ϶, CEO Ȯϰ ıϰ, âؾ ϴ ˾ƾ մϴ.

ǥδ Box 2 ȸ ̻ ʰų ϴ Դϴ. , Corning ϱ , 丮ⱸ, Ͽ Ͽϴ. Ϻ PC ٽ ǰ DRAM ǰȭ װ, â Andy Grove ũμ ȸ ȯ׽ϴ. Ϸ ӿκ ʿմϴ.

Box 2 ̶ 翡 ؼ Į Ⱑ ƽϴ. Ŵ ٽ ϰ, , , Ȯ ĵ մϴ. ̷ ͵ ȹ ܰ, ý۰, , λ å  ֽϴ. ȸ ο Ű ְų, ȸȭ , ִ ϼ մϴ.

̿ Ѹ Box 1 , Box 2 ʴ´ٸ, Box 3 â ֽϴ. ׷ 3 Box Box 2 Ǿ մϴ. âϱ , ؾ մϴ.

 3 box ϴ° ϱ ε Technologies Limited սô.

Infosys Ͻ
-----------------------------

2006 7 31 Infosys Narayana Murthy ȸ ε Mysore õ տ ߸ ϴ. ݹ , Nasdaq ŷ Ǿϴ. Infosys 25ֳ ȯ Nasdaq ŷ ô  ŵǾ Դ ¡ ־ϴ.

ؿ Ź ؼ ˰ ϴ 鿡 Infosys ڷ 1Դϴ. Infosys Thomas Friedman ϴ١ å ϰ ־ϴ.

Infosys ٽ Ϳ Ʈ ؾ ʿ䰡 ٴ ù ־ϴ. κ ΰǺ ΰ, dz õ ε ־ϴ. Infosys ̷ Global Delivery 𵨡̶ ߽ϴ.

Infosys ε ޼ ȭ Դϴ. 1980⿡ ȸ α׷ Ǿ, ε ̱ 񽺸 ϱ ٴ ȸ翴ϴ. ׷, 1990⿡ ε ȭ ͳ Global Delivery ־ϴ. Infosys 100,000,, 5 ޷ IT ȸ ߽ϴ.

1990 Ĺݿ ޼Ͽ,Infosys ־ϴ. , Murthy ȸ IBM Accenture IT 鿡 ϰ ;ϴ. Murthy ȸ CEO Nandan Nilekani  ȭ (hypothesis) ȸǸ Ͽϴ. ȸ 䱸 åӰ IT ȸ ÿ 񽺸 ޴ Ϳ ð ߽ϴ. Murthy ȸ Nilekani ۺ 񽺰 IT ȸ簡 ̿ ̶ Ͼϴ. ȸ ο IT ýۿ  ٽ ϰ, 缭 ۼϴ ŴƮ ϴ. ȸ簡 ο ϵ Ʈ  ó ϰ, ϰ, ġ Ϸ Ҽ ֽϴ.

̰ ū ǹ߽ϴ. ࿡ 簡 ̷ End-to-End 񽺿 Ѵٸ, Ʈʰ ڰ ɼ ֽϴ. ū 鸸 ִµ, Infosys 縦 ɰ ִ Global Delivery Model μ, ϳ ǰ ߽ϴ. ǥ ޼ϱ , Infosys ο 񽺸 ߽ϴ. Box 2 3 ν, Infosys 10Ⱓ 2 ޷ 5ʾ ޷ 25 ߽ϴ. Ʈ ι ̿ ȸ 2010⿡ 60% ߽ϴ.

Infosys ̶ Box 2 غϴµ Դϴ. ο Բ ȭ Ǵ Ͽ Box 2 Box 3 ÿ ϴ. ׸Ͽ, Box 1 ϸ鼭 ̷ â ־ϴ. Infosys , åӰ, ߿ 3 Ģ ߽ϴ.



---------

ٽ ſ ˷ ֽϴ. 屸 ö ľϱ м̰, ڷ ߽ ̿ մϴ. ұϰ, Box 3 ѽų ִ. ö м ڷῡ ϴ ѵ ų ȣ ٰŷ ؼ ȭ ϴ ֽϴ. : ܱ ڼ; ̷ ƴϰ, ; 簡 ƴ 翡 ; ο ϱ Դϴ.

Box 3 ſ ٸϴ. â Box 2 ı ൿ Բ ۵Ǿ մϴ. – ؾ մϴ. Box 3 ŷκ ƴմϴ. ̵ õؾ մϴ. Box 1 ȭ ϸ鼭, ְ Ϸ , ʿ Դϴ.

Infosys ǰߵ Box 3 Ͽϴ. Ϻθ ϴ ȸ Ȥ ׷ , ȸ ̷ 忡 ȵ 鿡 Ͽϴ. ̿ ȣۿ μ, Infosys űԻ ε Ǵ Ʈ, ǰ, ڸ Ͽϴ.

Infosys ǰ մϴ. ų 8 濵 ȸǿ ϴ ڵ Voices of Youth г Ͽϴ. Murthy ȸ 30/30 Ģ οմϴ. 30% 30 Ϸ Ǿ Ѵٴ ĢԴϴ. ߰, Infosys õ ϱ ؼ, , ī, ȸ, ǵ ¥ â̰ ְ ̸ Ŀ ϴ. , ȸǴ Ź ̺ 鿡 1 ð ־ Infosys  忡 ̱ ? Ͽ, ϴ. Infosys ߿ Ư ̵ ĺϱ , ڵ óϴ Ʈ Ͽϴ.

åӰ
------

Box 1 ϱ ؼ, ϰ ִ ȸ å ġ ߽ϴ. ð , ߰, ߴ ÷ ް, մϴ. ׷ ٸ ãƾ մϴ. GE ó ȭ ȸ Box1 մϴ. , ̷ âϴ õ Ÿ 鼭 Ǿ Ѵ. ̵ åӰ ؾ մϴ. ̷ Ʒõ , Ҽ ֽϴ.

, 1999⿡ IBM ǻ ӵ 500 μ ϴ õ ߽ϴ. IBM ǻ ϳ ũ Ĩ ʰ, Ĩ Ʈũ  ̶ Ͽϴ. BlueGene ̶ Ī IBM Ѵ, ȭ, Ҹ , ϴ ڵ ǽ ֽϴ. ׷ Ĩ ϴ Ʈũ ƿ LA ӵó ־ϴ. Ȯϰ ִ ˾Ƴ , IBM ü Test Plan ߽ϴ. ó 2 Ĩ , 4 Ĩ, 8 Ĩ ϴ. Ģ Ͽϴ. 2007⿡ ȸ 迡 212,992 Ĩ 뷮 BlueGene Ͽϴ.

Box 3 õ ּ 뿡 , Ҽ ֽϴ. ׵ ϴ ƴϸ, ּ 뿡 ִ. ׷ ִ ƴϴ. The Other Side of Innovation ̶ å ߵ, ȹ best practice Դϴ. ׷Ƿ, Box 3 õ ϱ ؼ Ǵ ؾ մϴ.

Infosys åӿ ȭ ׽ϴ. Infosys Ͻ Ʈ ൿ 뿡  ϴ: , ϰ (P), ̸ (s), ͼ ְ (P), ũ (D): PSPD.

2002⿡ Infosys Box 3 ٺ ο Ͻ ׽ϴ. Infosys Consulting ̾, Ʈ ϴ ſ ϴ Consulting οϴ. IT åڸ 湮ϴ ſ ȸ 湮Ͽϴ. Ʈ α׷ ٽ ̶, Infosys Consulting ̿ϴ.

Murthy ȸ Nilekani ϰ, ̰, , ̴ Ⱑ ƴٰ ߽ϴ. ׷ ȸǿ ܽ׽ϴ. ׸, ̻ȸ ϵ Ͽϴ. ̻ Infosys Consulting и ־ϴ.


(Organizational Design)
----------------------------------
To achieve day-to-day excellence (box 1), companies must do more than hire and train outstanding individuals. They must optimize the way individuals collaborate—through job specifications, organizational designs, and work processes. When all individuals are perfectly aligned, companies become works of high art. However, a box 1 work of art is also a highly specialized machine. As such, its unrealistic to expect to be able to just squeeze in a box 3 project. Special teams are essential. The first step in building them is a box 2 action—dropping standard organizational practices. Box 3 projects require zero-based, custom-built subunits.

Forming these subunits is an act of creation even more significant than generating a breakthrough box 3 idea. As we explained in Stop the Innovation Wars (HBR July–August 2010), its much like building a new company from scratch. Outsiders play a critical role by bringing in new skills and catalyzing change. They are powerful box 2 agents because they naturally challenge assumptions.

Infosys Consulting was a box 3 project, so Murthy and Nilekani created a new, distinct subunit. They hired an outsider with 15 years of consulting experience to lead the effort, and they lured several more senior partners from other consulting firms. Then, rather than creating a unit based on Infosyss existing organizational structure, they studied other firms processes and organizational designs and altered them for the global delivery model. Today Infosys Consulting generates more than $100 million in revenues annually.

Thats a much more favorable outcome than what happened when one of the Big Three U.S. automakers first entered India in the early 1990s. The tremendous economic divide between India and the United States demanded a box 3 approach to making an automobile. Rather than creating a zero-based subunit in India to spearhead the effort, however, the company engineered the car in Detroit and, to cut costs, decided to put power windows only in the front doors. That decision initially seemed reasonable, but at that time any Indian who could afford a car could also afford a chauffeur. The owner, sitting in the back, had to use hand-crank windows. Its one reason why this U.S. automaker is still largely irrelevant in one of the worlds fastest-growing automotive markets.

Prioritizing for the long term
As we have discussed, the secret to winning over the long run lies in knowing what to forget and what to create. Still, every box 3 initiative requires a tough first step: making the commitment to launch. Shifting resources from the present to the future may be the most difficult challenge for CEOs, given the enormous short-term pressures they face routinely.

In its early days, Infosys had a Fortune 10 client that accounted for 25% of its revenues and was demanding substantial price concessions. Murthy walked away and accepted a devastating blow to short-term performance. His simple rationale: Info- sys would never agree to a price so low that it would have to sacrifice service quality or cut investments in people, training, R&D, and technology. Doing so, he reasoned, would damage the brand and undermine the companys future.

The most intense short-term pressures come not from clients, however, but from Wall Street, which demands reliable earnings growth and richly rewards CEOs who deliver it. This powerful box 1 incentive cripples the forces of destruction and creation because box 3 projects inevitably have a worse-before-better impact on the bottom line. Further, CEOs tenures are short relative to the rhythm of transformation efforts. By the time box 3 projects pay off, many will have retired, so they are tempted to focus on the immediate and leave on a high note.

Murthy, by contrast, views Infosys as a lifelong endeavor. His approach to investors has been stead- fast: Relentlessly promote long-term potential; immediately share short-term disappointment. Murthy volunteered the bad news of the loss of the major client to investors within 48 hours. Then he returned to finding the right balance among the forces of preservation, destruction, and creation. This balance is the secret to Infosyss mastery of both the present and the future, and it must be the foundation for any business institution that aspires to endure for generations.


"One time permission to reproduce granted by Harvard Business Publishing, 2011/03/08"

÷ The CEO's Role in Business Model Reinvention.
   
 
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