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最伟大公司的7个秘密

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最伟大公司的7个秘密

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《纽约时报》畅销书作家、《高盛帝国》作者查尔斯·埃利斯

数十年心血之作,深入高盛集团、麦肯锡咨询公司、资本管理集团……

Content Description

凭借40年的咨询业从业经历,以及对美洲、亚洲及欧洲专业公司的深入研究,查尔斯·埃利斯掌握了众多组织如何艰难德从优秀走向卓越,以及如何维持卓越的第一手资料。在这本《最伟大公司的7个秘密》里,他选取5家世界跨国公司(咨询业的麦肯锡、投资银行界的高盛、法律界的克拉瓦斯律师事务所、医疗行业的梅奥诊所以及资本管理集团),从企业使命、组织文化、人才招聘及培养、客户关系、方法创新及战略创新、领导力等方面展开论述,揭示出成为各行业领先者的“成功奥秘”。

在这本《最伟大公司的7个秘密》中你可以看到:

1.很多已经实现了卓越的超级组织的发展史,特别是这些组织为维持卓越而跨越障碍、克服挫折的经历;

2.很多领导者在各自领域不凡的经历和独特的见解,为各行各业各种规模公司的管理、发展起到启发作用;

3.作者是一位经验丰富、界内瞩目的著名商业咨询师和管理顾问,书中贯穿着作者本人的许多真知灼见。

这本《最伟大公司的7个秘密》所写的内容既是企业变革的完美路线图,又是卓越组织长期立足之根本。有了这本书,我们会发现伟大企业与优秀企业的区分到底何在,了解企业如何实现并维持卓越、获得长久成功的奥秘。


Author Description

查尔斯·埃利斯,在他自己创立的商业战略咨询公司——格林威治协会担任董事合伙人一职30年之久,为世界上几乎所有的一流金融服务机构提供过咨询服务。他曾在哈佛商学院和耶鲁大学商学院等知名学府教授高级投资学课程,还曾是耶鲁大学投资委员会主席和受托人、罗伯特·伍德·约翰逊基金会受托人、领航投资的董事以及怀特黑德生物化学研究院的主席。他著有数十本书,包括《高盛帝国》《投资艺术》等畅销书。


Comments

《最伟大公司的7个秘密》对如何创造和维持伟大的组织做出了精辟深邃的分析。查尔斯·埃利斯以生动、鲜活的文笔为我们解读了历史中最成功的领导者,这些观点必将使每个有志成为真正思想者和领导者的人受益终身。

——张磊,高瓴资本管理有限公司创始人,CEO


在我看过的关于企业领导力的所有专著中,这是迄今为止我认为特别好的一本。查尔斯·埃利斯对这个问题的深刻剖析和独到见解令人赞叹。

——约翰·怀特黑德(John Whitehead),高盛集团前联席主席,美国前副国务卿


查尔斯·埃利斯以锐利的眼光剖析了世界上伟大的专业组织,并穿透形形色色的现象,为我们揭示了这些组织走向成功并将成功延续下去的奥秘。

——罗纳德·丹尼尔(Ronald Daniel),麦肯锡咨询前首席合伙人


《最伟大公司的7个秘密》是埃利斯关于组织卓越性方面优秀的杰作。他在书中揭示了卓越组织的基本原则,并通过历史中的重大事件和轶闻为我们详细阐述了这些原则。以对组织的深刻认识以及对300多位当事人的访谈,阐述了那些有志于追求组织的卓越并长久保持卓越的组织精英们的亲身感受和经验教训。

——黄国松,新加坡政府投资公司投资总监


要分析、提炼并归纳出这种真正成功的公司有别于平平庸庸的公司的基本特征,我觉得查尔斯·埃利斯绝对是更有资格的人。对于每个希望成为这种优秀组织领导者的人,乃至每一个有志于在商业世界取得成功的人,我建议他们都应该读一读这本妙趣横生、引人入胜的著作。

——彼得·斯托蒙思·达林(Peter Stormonth Darling),水星资产管理公司前董事长


Catalogue

序言 理查德·莱文

第一部分 实现卓越

第1章 企业使命:鼓舞人心的长期目标

第2章 组织文化:一切行为的准则

第3章 招贤纳士:寻觅合适的人才

第4章 人才培养:培训、教育和组建优

秀的团队

第5章 客户关系:恒久的价值

第6章 方法创新:改变游戏规则

第7章 战略创新:改变游戏本身

第8章 领导力模式:聚合7个秘密的关键

第9章 运气:有时甚至会决定胜负

第二部分 保持卓越

第10章 危机:当卓越遭遇挑战时

第11章 安达信:逝去的辉煌

后记

致谢


Book Abstract

《最伟大公司的7个秘密》:
在佛罗里达州的一问大会议室里,麦肯锡.1996年全球领导人会议正在进行中,与会者是来自全球各地的500名麦肯锡合伙人。麦肯锡德国业务的缔造者和设计师赫伯特·亨茨勒正在演讲台上讲话。突然,从会议室后面传来一声急促甚至近乎声嘶力竭的尖叫:“不,赫布,这绝对不行!” 和往常一样,亨茨勒一边演讲,一边在大屏幕上播放幻灯片,每张幻灯片上只有一个单词。他的演说主题紧扣大屏幕上的关键词,在他看来,这些词代表的行动就是确保麦肯锡未来的基本前提。几个词极其醒目地占据了整个屏幕:创新,改进,与时俱进,改革。在翻过最后一张由几个单词构成的页面后便是结束页,同样是简洁、夺目的一行大字:改造经营体系。
“赫布,这可不行!你的幻灯片有错误!”一位略显驼背的老者迫不及待地冲到会议室的中间过道上,他几乎是跳过坐在身边座位上的人冲出来的。“我们不是在做生意,我们是专业公司!我们有一个专业体系,但绝不是……在……经营生意!” 这个怒不可遏的打断者就是麦肯锡的前首席合伙人,马文·鲍尔。尽管已有93岁高龄,但鲍尔的威信和斩钉截铁的态度,还是让整个会议室立刻变得鸦雀无声。
顿时,亨茨勒满脸涨得通红,站在演讲台上目瞪口杲。所有人的目光都集中到鲍尔身上。他的整个职业生涯都在为了麦肯锡成为全球顶级专业公司而奋斗,他追求的绝不“只是一个企业”,在他看来,要实现成功,就必须永远都不犯错误。就像他在过去60年里反复强调的那样,今天的鲍尔再一次告诫与会者:“如果我们怀疑某件事可能只符合商业利益,但缺乏真正的专业性,那就绝对不要去做!” 在澄清了自己的立场之后,鲍尔回到位于会议室后部的座位。随后走上讲台的是麦肯锡日本业务的传奇领导者大前研一,但他的演说再次遭到马文·鲍尔声色俱厉的驳斥。在演说中,大前研一首先对等级森严的日本财阀企业综合体模式提出了批评,并提及这种企业模式对各种咨询业务(当然也包括麦肯锡公司)的漠视。对此,大前研一再次提出一个大胆而有想象力的解决方案。在日本航母型企业组织的核心管理层,总会有一些在任者被思维开放的新人所取代,这些新新人类不仅关心旁观者想的是什么,更愿意尝试新的思维方式。他在演说中还指出,这个问题的解决方案很清楚:麦肯锡应涉足高层人才的猎头业务。当然,在大前研一的策略中,还隐含着更深层的含义:麦肯锡可以借助猎头业务向企业输送高层管理者,然后,再通过这些安插到企业内部的新领导者优先获得咨询项目——既然我们帮你找到了这份工作,那么,你现在为什么不能作为回报,帮我们在你的公司里争取一些咨询业务呢? 鲍尔再次愤然起身,这一次,为了让所有人都能看到自己,听到自己的话,他径直冲到会议室的最前面,大声叫嚷:“大前,大前!我们绝对不能做猎头业务!摇着尾巴,向客户公司的管理者祈求业务,那样做一点儿都不专业。一定会有明显的利益冲突问题!”整个会议中,这样的插曲一直不断出现,只要有人将麦肯锡和业务联系到一起,这位倔强的老人就会无一例外地打断发言者的讲话。毫无疑问,今天的鲍尔正在走上职业生涯的第二段里程:致力于将麦肯锡打造成一个真正的专业化组织,让每个专业人士都有责任提出不同见解。鲍尔所做的,正是为了实现这个核心价值,而他领导这场运动的手段,就是挑战成见,质疑一切。
和平时一样,鲍尔再次占了上风。“马文是佛罗里达会议的中心人物,不管是谁,只要观点与公司追求专业化的首要目标相冲突,就会遭到他毫不留情的鞭挞与打击。”回忆起当时的情形,麦肯锡的资深合伙人查尔斯·肖如是说,“他是当天名副其实的主宰者。几年过去了,现在回想起来,我依旧相信,他的这些话于情于理都是毋庸置疑的,他为我们作为一家专业咨询公司而取得的长期成功做出了不可估量的贡献。他告诉麦肯锡人,麦肯锡到底是什么。” 每个伟大的公司都有一个直接而清晰的长期目标:一个鼓舞人心、令人向往的使命。这个使命就是企业的“北极星”,让公司里的专业人员对自身工作的意义、价值和重要性更有信心,让他们更有理由将事业从“谋生”升华到一种以追求目标为主旨的生活方式。这里有个耐人寻味的故事:一个朝圣者来到一个即将建成的天主教教堂的工地,问石匠们在干什么。
一个石匠闷闷不乐地回答:“把这块石头弄平整。”第二个石匠不无骄傲地大声说:“把这块石头弄平整,好让这座大楼的墙壁更结实。”第三个石匠则兴高采烈地笑着说:“我要建造一座雄伟的天主教教堂,感谢上帝的恩赐!”你想和哪个石匠共事呢?
……
Introduction

本书提及的这5家专业服务公司显然值得我们翘首景仰,但它们历经数代人锲而不舍的跋涉,从默默无闻发展成为当下“卓越”代言人的旅程,同样值得我们体味和学习。1900年美国经济领域的十大企业,在50年后不仅无一维持昔日的声誉,甚至只有三家生存了下来。要在竞争中保住领导者地位,伟大的公司就必须不断改善其产品和服务及自身的组织品质。

谈到查尔斯·埃利斯对金融及企业发展史公共教育的诸多贡献,本书的大多数读者可能都有所耳闻。他的《投资艺术》(Winning the Loser’s Game)一书,堪比挚友伯顿·马尔基尔的《漫步华尔街》(A Random Walk down Wall Street),成为引导大众投资者认知市场、理性投资的经典教材。在这本极具启发意义的新书中,查尔斯·埃利斯向我们揭秘了成为顶级专业服务公司的“成功之路”。1972年,查理创建咨询公司格林威治协会并任领导者近30年,该公司从事基础研究性咨询工作,客户囊括金融服务业的大多数知名企业。因此,本书的观点是建立在作者的亲身经历、敏锐观察以及深入研究的基础之上。

查理提出的分析体系植根于脉络清晰的基础思维框架,并围绕顶级专业服务公司的7个基本特征展开。在这本书里,他精心挑选出一些真正称得上“卓越典范”的企业,以极富感染力和说服力的语言,将这些超级明星的成功之旅向我们娓娓道来:麦肯锡、高盛银行、美国资本集团(Capital Group)、梅奥诊所(Mayo Clinic)以及克拉瓦斯、斯温和穆尔律师事务所(Cravath, Swain, and Moore)。查理绝对算得上大师级作家,在他的笔下,人物栩栩如生,而这些人物的言行与互动更是鲜活生动,这让他的观点远比空洞抽象的讨论更有信服力。当然,寓教于乐是他的一贯风格。

我曾与查理在耶鲁公司(Yale Corporation)共事过,当时,查理担任公司董事兼投资委员会主席,因而有机会耳濡目染他言行一致的处世哲学。事实上,查理始终在不遗余力地鼓励每个组织以本书所述原则为行动指南。这本书凝聚了他在企业咨询执业生涯中积累起来的全部精粹,为实现组织再造提供了一条清晰可鉴的线路图。

在他的职业生涯中,查理曾帮助很多企业实现了组织变革,而《最伟大公司的7个秘密》一书则为这种变革提供了最完美的路线图。他向我们生动地展示了创新与追求卓越是如何推动企业走向成功的,并向我们揭示了一个冷峻而残酷的现实:逆水行舟,不进则退。不管我们服务于何种组织,本书都将让我们受益匪浅。

理查德·莱文

耶鲁大学校长

康涅狄格州,纽黑文


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Sellers in China will ship their orders within 1-2 business days once the order is placed. Packages are sent to our consolidation warehouse in China and combined there. Our Yami consolidation warehouse will directly ship the packages to you via UPS. The average time for UPS to ship from China to the United States is about 10 working days and it can be traced using the tracking number. Due to the pandemic, the delivery time may be delayed by about 5 days. The package needs to be signed by the guest. If the receipt is not signed, the customer shall bear the risk of loss of the package.

Sold by JD@CHINA

Service Guarantee

Free shipping over 69
Genuine guarantee

Shipping

Yami Consolidated Shipping $9.99(Free shipping over $69)


Seller will ship the orders within 1-2 business days. The logistics time limit is expected to be 7-15 working days. In case of customs clearance, the delivery time will be extended by 3-7 days. The final receipt date is subject to the information of the postal company.

Yami Points information

All items are excluding from any promotion or points events on Yamibuy.com

Return Policy

You may return product within 30 days upon receiving the product. Items returned must be new in it's original packing, including the original invoice for the purchase. Customer return product at their own expense.

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About the brand

Jingdong book

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About the brand

Jingdong book