重组：组织如何重新点燃他们的创业精神（英文版）.pdf

RE-ENTREPRENEURING 35215.indb 1 12/09/2018 12:1135215.indb 2 12/09/2018 12:11BLOOMSBURY BUSINESS Bloomsbury Publishing Plc 50 Bedford Square, London, WC1B 3DP , UK 1385 Broadway, New York, NY 10018, USA BLOOMSBURY, BLOOMSBURY BUSINESS and the Diana logo are trademarks of Bloomsbury Publishing Plc First published in Great Britain 2019 Copyright Charles-Edouard Boue and Stefan Schaible, 2019 Charles-Edouard Boue and Stefan Schaible have asserted their right under the Copyright, Designs and Patents Act, 1988, to be identified as Authors of this work. Cover design by Eleanor Rose Cover images: Chilli pepper Suchart Doyemah / EyeEm / Getty images; Bell pepper Yevgen Romanenko / Getty Images All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage or retrieval system, without prior permission in writing from the publishers. Bloomsbury Publishing Plc does not have any control over, or responsibility for, any third- party websites referred to or in this book. All internet addresses given in this book were correct at the time of going to press. The author and publisher regret any inconvenience caused if addresses have changed or sites have ceased to exist, but can accept no responsibility for any such changes. A catalogue record for this book is available from the British Library. A catalog record for this book is available from the Library of Congress.ISBN: HB: 978-1-4729-4824-3ePDF: 978-1-4729-4823-6eBook: 978-1-4729-4825-0 Typeset by RefineCatch Limited, Bungay, Suffolk Printed and bound in Great Britain To find out more about our authors and books visit bloomsbury and sign up for our newsletters. 35215.indb 4 12/09/2018 12:11Dedicated to all the Roland Berger partners who have made re- entrepreneuring part of what we do every day and helped our clients succeed. Without you this book would not have been possible. Thank you. Charles-Edouard and Stefan 35215.indb 5 12/09/2018 12:11RE-ENTREPRENEURING How organizations can reignite their entrepreneurial spirit ROLAND BERGER PARTNERS Co- editors: Charles-Edouard Boue and Stefan Schaible 35215.indb 3 12/09/2018 12:1135215.indb 6 12/09/2018 12:11Preface x Introduction 1 1 Reculer pour mieux sauter 11 The emergence of TUI 13 How should an incumbent respond? 22 Summary 23 2 Re- start: Finding opportunities in discontinuities 25 bibliotheca and 3M Library Systems: The best of both worlds 27 Changes of state 30 Deutsche Post: Staying relevant and competitive 31 The virtue of crises 35 Each case is unique 36 Entrepreneuring and managing 37 A shot of entrepreneurial energy 38 Summary 40 3 Re- structuring: New configurations, new beginnings 41 Ford of Europe: Restoring profitability 42 Zain Saudi Arabia: Winning through caring 45 SMA Solar Technology: The sun will come out tomorrow 50 bauMax: Error correction 53 Restructuring with an entrepreneurial eye 56 CONTENTS 35215.indb 7 12/09/2018 12:11viii CONTENTS No exit 58 Ruhrkohle: A painless death 58 Summary 61 4 Re- form: Re- entrepreneuring in non- entrepreneurial contexts 63 Russian Railways: From platforms to platform 64 Treuhandanstalt: Reviving East Germanys corporate sector 67 German labour market reform 72 Entrepreneurs everywhere 75 Kants rules of bureaucratic re- entrepreneuring 77 Summary 78 5 Re- conceiving: Finding value beyond the core 79 To infinity and beyond! 80 Mannesmann: An inspired step in the dark 82 Migration to value 85 Open- minded organizations 87 Summary 88 6 Re- model: Renew your business model before you have to 89 Michelin comes around 90 Toyota: Improving the human/organization interface 93 Denso: Improving the continuous improvement philosophy 95 Re- entrepreneuring ecosystems 97 BGI: Taking control of your destiny 99 Summary 104 35215.indb 8 12/09/2018 12:11ix CONTENTS 7 Re- organize: Chaotic environments, agile structures 105 Rules of the game 106 Vivo: How a dark horse got ahead 110 Didi Chuxings ride to the top 114 Summary 119 8 Re- envision: Imagining and creating limitless possibilities 121 Neokidney: The re- entrepreneuring of a charity 122 Begin with a hypothesis 129 Opportunity hunting 130 Summary 131 9 Own the future: Dont ask what tomorrow might hold. Imagine it. Make it happen. 133 Projects first, then cultures 134 Oticons spaghetti management 135 A tale of two cultures 144 Organizing work 146 The principles of re- entrepreneuring 147 Summing up 151 10 Epilogue 153 Notes 159 Sources 161 Index 165 35215.indb 9 12/09/2018 12:11PREFACE In todays fast- paced world, a half- century is a long time. It is many lifetimes rolled into one. And this fact came to light when discussions began within Roland Berger, our consultancy firm, about how to celebrate the 50th anniversary in these days. The first few suggestions were predictable: we could mark our Golden Jubilee with a big party for current employees, their families, and our alumni. Or we could produce a glossy book, telling the story of our first 50 years with pictures of our people, beginning with our founder and progressing through the subsequent generations to ourselves. Fifty years is a long time. We have added many feathers to our cap, weathered many storms and come out stronger. The Roland Berger of today is not the same as the Roland Berger of yester- years. The conversation took a more serious turn when someone asked what had changed in the half- century since our founder had set out his stall as a consultant for German organizations re- establishing themselves in the aftermath of World War 2. We saw the period as consisting of several waves of change: the globalization wave of the 1970s, the personal computer wave of the 1980s, the mobile phone and Internet wave of the 1990s, the wave of the smartphone and the platform business model in the first decade of the new millennium, and the current wave, which cannot yet be characterized, but which could be seen in some ways as a prelude to the coming age of artificial intelligence. 35215.indb 10 12/09/2018 12:11xi PREFACE There was also a world of difference between the kind of work we did for clients, such as the German tourism group TUI, in the firms early days and the kind of work we have been doing recently for clients such as Chinese smartphone suppliers OPPO/Vivo. This led to the question of what, if anything, had stayed the same during Roland Bergers first 50 years. The idea that led to our decision to write this book was that in helping organizations to preserve and create value we have been concerned, since the beginning, with the sources and uses of human energy. Organizations have lives of their own that transcend those of the individuals who comprise them. But without the energy of the individuals who pass through them, they could not act, or react, to their constantly changing environments and the successive waves of change. This energy takes many forms, ranging from human passions for quality, elegance, speed and lean- ness, to qualities such as determination, loyalty, resilience and a refusal to take things as they are for granted. Of all the forms of human energy that give life and vigour to organizations, entrepreneurial energy, the search for, and pursuit of, new opportunities to create value, is the prime mover. It gives birth to organizations in the first place, and is the only kind of energy that can renew and refresh an organization when changes in its environment demand an adaptive response. Although we didnt always recognize it at the time, we realized that in most cases, it was this powerful entrepreneurial energy, which loosens and re- shapes, that we had been using in our assignments for companies, national and local governments, and non- governmental organizations (NGOs). 35215.indb 11 12/09/2018 12:11xii PREFACE We didnt conclude from this, however, that we or our clients were entrepreneurs in the normal sense of the word. In popular culture, the archetypal entrepreneur is a free agent who starts his or her own business either from scratch or as a spin- off or spin- out from an existing organization. Entrepreneurial energy in this personified form was not available to us or our clients, which are usually established organizations. But although we ourselves were not entrepreneurs, we realized that during assignments we and our clients often adopt the entrepreneurial outlook and behave in ways that have the hallmarks of entrepreneurialism. It seemed to us that, without being conscious of doing so, we and our clients had succeeded in overcoming daunting obstacles by reaching back to the organizations origins, recapturing the then- dominant entrepreneurial outlook, and bringing it to bear on the challenges of today. We had managed to detach entrepreneurship and entrepreneurial energy from the person of the entrepreneur. If we could bottle it and apply it at will, we would have the equivalent of an elixir of corporate youth that could be injected into organizations that were struggling to adapt to their changing environments. We had the impression that the need for such a tonic had been growing in recent years, because of what we call the VUCA factors or qualities (Volatility, Uncertainty, Complexity and Ambiguity) that have come to characterize the modern environment. This book is an attempt to distil this entrepreneurial energy by looking back and re- interpreting some of the work that our more than 200 partners, 2,500 consultants with help of all our employees, and thousands of alumni have done for clients over the past half- century. We dont claim we are the only firm to use this energy, but we believe 35215.indb 12 12/09/2018 12:11xiii PREFACE that we are among the first to recognize it for what it is: a juvenile form of creative energy that gets organizations going in the first place, but which they tend to lose access to as they develop. The idea of re- entrepreneuring , as we call these injections of entrepreneurial energy, was triggered by the chance combination of developments and circumstances. The 50th anniversary discussions were part of it. At the same time, interest in the Light Footprint Management model we had proposed in 2013 (0.1), which urged organizations to recapture the agility of their youth, remained high. Third, we had been having some success in the market, with a new approach to re- structuring that we had called entrepreneurial re- structuring . These three themes came together in discussions with partners working in various industries. They focused attention on our own origins and on the idea of looking back to when organizations were younger, smaller and lighter on their feet, for inspiration about how to move forwards. Partners came up with many examples of where this general approach had been taken, some of which are described in the pages that follow. They emphasized that it wasnt a matter of literally going back and starting again. It was a matter of re- discovering entrepreneurial energy, and applying it to the current situation. Re- entrepreneuring differs from traditional consulting in that it is not a prescription or a remedy, but a re- awakening of dormant faculties, much as immunotherapies awaken immune systems. The prefix re- in words such as re- structuring, re- forming, re- viewing and re- inventing, seemed an important theme to us, because it conveyed a sense of returning, and repeating an action that had been done before. If entrepreneuring is what people do when they 35215.indb 13 12/09/2018 12:11xiv PREFACE create organizations out of nothing, re- entrepreneuring is the application of the same creativity to assets and capabilities that already exist. It is re- arranging these assets and capabilities so that they can be used to seize new opportunities, and confront new challenges. From there, it was a small step to the conclusion that, to adapt to a VUCA world, organizations must learn the art of re- entrepreneuring . This book is a collaboration a joint exploration by members of a large global consulting firm of the implications for modern organizations of current trends and adaptive pressures. It is the creature of our own entrepreneurial energy, as we adapt ourselves, and our services to clients, to the threats and opportunities that lie in wait for all of us. Before we end, we would like to express our deep gratitude towards Tom Lloyd who helped us sift through nearly 50+ complex case studies and articulate the ideas presented in this book. Charles-Edouard Boue and Stefan Schaible 35215.indb 14 12/09/2018 12:111 Reculer pour mieux sauter All companies begin with an entrepreneurial act, but successful companies usually lose that youthful impulse over time. As the firm becomes an institution, managers concerns typically shift to preserving the companys franchise. They begin to pursue a more conservative strategy, doing more of whatever won them their initial success. They add tangible assets (plant, buildings, cash, inventory, etc.), develop intangible assets (intellectual property, reputation, structure and culture), and extend their distinctive ecosystem of like- minded partners and vendors. Sooner or later, however, the times in which the company found its original niche begin to change. Maybe the market declines and a set of key customers move on. Maybe new competition reduces the profitability of the old business model. Or maybe technology eliminates the profitability of an entire industry, destroying the value of formerly prized assets and expertise. In any case, executives realize that their winning formula does not seem to win quite so often any more. 35215.indb 11 12/09/2018 12:1112 RE-ENTREPRENEURING Now the company must reinvent itself. If it is to thrive again, managers will need to find some entrepreneurial instincts within themselves or recover a dormant entrepreneurial impulse from the companys youth. Then, looking at their current assets and liabilities, and after thinking through the true mission of their business, they make a decision about where the firm will go from here. We call this process re- entrepreneuring. The French saying reculer pour mieux sauter (step back, to go forward more strongly) sums up the idea. To cross a stream, you dont step into it; you retrace your steps, run at it and jump across. Similarly, we find that despite all the new opportunities created by technology, the solutions to the key problems the organization faces today or anticipates facing tomorrow often lie in its past. In particular, they lie with those entrepreneurial qualities that were considered relevant at an earlier stage of the organizations development but have atrophied in maturity. En