莫让文化秃鹰干扰你的战略 | 快公司

zhixun

nobylee于2012-03-04 16:55:27翻译
检视任何公司，无论其规模、发展阶段和成就水平，文化要么驱动战略，要么破坏战略。

原文作者：Shawn Parr   

Debate and difference of opinion, lightly salted with an appropriate amount of passion and tenacity, can help lead to significant breakthroughs. In the world of corporate correctness we are all living in, this should be highly encouraged. I really appreciated Bob Frisch's response to my recent article on the importance of culture. Though I think he missed the point, the overwhelming number of people who embraced the notion that culture is imperative for sustained success is an indication of the importance of this issue and the opportunity culture offers for positive change.
不同的观点和辩论，伴以适当的激情和坚持，能带来巨大的突破。在我们生活的这个讲究公司正确性的世界中，这应当高度鼓励。我非常欣赏Bob Frisch对我近期一篇关于文化重要性的文章所作出的回应。虽然我认为他忽略了重点，绝大多数人接受这样一个观点--文化是可持续性成功所必须的，而这说明了文化的重要性和它为积极的变革所提供的机会。  
People matter. More than machinery, products, or real estate. People invent and build. People support and serve customers. Your people either create or undermine value, cultivate or kill relationships, drive or reduce success. A well-conceived strategy living in the hands of unhappy, misdirected, misinformed people is a sure way to a slow and painful death. There is no comparison to being in the hearts and hands of energized, informed, and motivated people.
人至关重要，超过机械、产品和房地产。人发明和建设；人支持和服务客户。公司里的人要么创造，要么破坏价值观；要么培养，要么毁掉关系；要么驱动，要么阻碍成功。一个考虑周全的计划，在不开心、被误导了方向和信息的人手中，也不过是一个缓慢而痛苦的死亡过程。世界上，没有什么能够与存在于一群有活力、消息灵通又积极的心灵和双手之中相提并论。
Companies are not linear, inert systems. They are ever-changing, organic communities that are dependent on the engagement, talent, and energy of their people to operate successfully. Ignore the mental well-being of your people and culture at your own peril. Step inside any company, no matter the size, stage of development, or level of success, and the culture is either driving the strategy or undermining it. To exist in the first place, a company must have a clear purpose, a deliberate intent, and a set of ideas that it uses to pursue a clear goal--but it's the people who have to execute it.
公司不是线性、惰性的系统。它们是千变万化的有机社区，依赖于能成功运营它们的人的参与、才能和能力。忽略公司中人们的福祉和文化无异于自讨苦吃。检视任何公司，无论其规模、发展阶段和成就水平，文化要么驱动战略，要么破坏它。首先，为了使文化存在，公司必须有一个明确的目的，一个深思熟虑的意图和一套想法，公司用它来追求一个明确的目标--但却是公司中的人来执行。
There is abundant evidence in every industry that the best-laid plans (or strategies) are derailed, suffocated, or eaten by cultures that either don't understand or straight-out reject the intent. And this, in turn, slows, sucks the life out of, or sabotages the execution of the company's strategy.
在每个行业，都有大量的证据表明，最完美的计划（或战略）都会被不理解或被直接拒绝该意图而偏离轨道、受阻甚至吞没。而这，反过来又慢慢地瓦解，甚至破坏公司战略执行的生命力。
For the sake of debate, let’s assume there are two kinds of companies in the world: those driven by strategy, where culture is not a priority, and those guided by a clear strategy, where culture is highly valued and universally understood. To help clarify what's important, let’s look at the relationship between culture and strategy.
为了便于讨论，我们假设世界上有两种公司：由战略所驱动的公司，其中文化并不是重点；另一种是由明确的战略所指导的公司，其中文化被高度重视和普遍理解。为了理清什么是重要的，我们现在看看文化和战略之间的关系。
Every company needs a clear strategy...really?
每个公司都需要一个明确的战略。。。真的吗？
You don't need to be told that a company must have a clear reason for being and a plan of action. But, you might be surprised by how many companies lack strategic clarity, and whose only purpose is to make a profit. To be clear, making money is absolutely imperative, but it is just one of the outcomes of a successful company.
你当然知道，公司必须有一个明确的存在理由和行动计划。但是，你可能会惊讶地发现，许多企业缺乏清晰的战略，其唯一目的便是盈利。当然，赚钱是必须的，但它仅仅是成功的公司的成果之一。
Competitive differentiation and optimal financial performance do not come from strategy alone. To ignore the potential of a fully engaged and mobilized culture that understands, embraces, encourages, executes, and enhances strategy is negligent and a missed opportunity. It is imperative that today's leaders not only understand and focus on the interdependence of strategy and culture, but also step back and examine their own role--it is one of the most important areas of their personal responsibility. The mental and physical health of the company in their care must be paramount for sustainable success.
竞争性的差异和良好的财务绩效，并不仅仅来自于战略而已。忽略那种充分参与和激励员工的文化的潜力是疏忽，也是错失机会，这种文化会理解、信仰、激励、执行和增强企业的战略。对今天的领导者而已，至关重要的不仅是了解和关注战略和文化的相互依存，还包括退后一步，审视它们各自的角色--这是他们最重要的责任之一。公司在他们的照顾下保持心理和生理健康，对可持续的成功至关重要。
Strategy is rational and culture is emotional.
战略是理性的，文化是感性的。
Strategy, at its core, is rational and logical, clear and simple. It should be easy to comprehend and to talk about. Without a clear strategy, a company is lost. Culture, on the other hand, means different things to different people. It is emotional, ever-changing, and complex. Culture is human, vulnerable, and as moody as the people who define it. It can be intimidating and frustrating, often leaving leaders dodging it, neglecting it, or discounting it. Because so many large companies are run by people whose expertise is heavily skewed to the rational, financial, and legal side of the equation, culture is often subordinated, misunderstood, or underappreciated.
战略的核心是理性的，逻辑的，简单明了的。它应该很容易被理解和谈论。如果没有一个明确的战略，公司将会迷失。而另一方面，文化对不同的人则意味着不同的事情。这是感性的，千变万化的，复杂的。文化是人性，脆弱的，如同定义它的人一般情绪化。它可能令人害怕或沮丧，因此领导者们通常回避它，忽略它，或剔除它。很多大公司都由那些理性的、有财务和法律等方面专长的人来运营，因此文化常被作为附属、被误解或低估。
Every company has a culture, but not every culture is healthy.
每个公司都有其文化，但不是每个文化都健康。
Culture is the environment in which the intent of your company is nurtured, fueled, restricted, or suffocated. Every company has a culture and its health should be monitored and cared for. Cultures reach their full potential when the people in the trenches doing the day-to-day hard work understand the game and are fully informed and engaged. Healthy cultures are directed, purposeful, vibrant, optimistic, and highly-successful because they are fueled by the company's larger purpose and supported by the capability to follow through. A company with a healthy culture is able to operate at its fullest potential while one with an unhealthy culture operates far from its best.
文化是公司的目的所培养、成长、限制或窒息而死的环境。每家公司都有自己的文化，并应监测其健康、照料它。当每天辛勤工作的人们理解他们做的事情，充分地了解和参与其中时，文化才能充分发挥其潜力。健康的文化是指导性的，针对性的，有活力的，乐观的和非常成功的，因为它们推动公司达成更大的目标，并支持这一过程。公司的文化健康则能充分发挥其潜力，不健康则使公司远远达不到最佳状态。
Visionary leaders are required for successful culture.
有远见的领导者必须培养成功的文化。
Like a great coach, a leader’s job is to clearly set the intent for the journey, model the correct behaviors, lead with an understood set of values, communicate clearly and with sincerity, and set clear expectations and guardrails for the culture to thrive. It's the team's job to bring their best game every day and to execute the game plan to the very best of their ability. Like any great sports team, a culture is built by motivation, communication, training, encouragement, and celebrating both small and significant successes.
就像伟大的教练一样，领导者的工作是为旅途设定清楚的目标，示范正确的行为，引导对价值观的理解，清楚而真诚地沟通，并设定明确的期望和维护文化的茁壮成长。而团队的工作，则是每一天都最好地完成比赛，尽自己所能执行赛事计划。如同任何伟大的体育队，文化是由动机、沟通、培训和鼓励，以及庆祝微小和重大成就所建立起来的。
Culture is the field on which the strategy plays. A vibrant and functional culture is like a blanket that embraces, protects, and nurtures the strategy. A company without a strategy lacks direction. A strategy without a culture that understands or embraces it is like a sports team without spirit.
文化是战略发挥作用的领土。一个充满活力、功能健全的文化会像毯子一样，拥抱、保护和养育战略。一个公司没有战略，就会缺乏方向。一个战略如果没有被理解、被拥护的文化，就会如同一支没有精神的运动队。
Understanding the relationship between culture and strategy.
理解文化和战略之间的关系。
1. Strategy drives focus and direction while culture is the emotional, organic habitat in which a company's strategy lives or dies.
1. 战略驱动企业的焦点和方向，而文化是公司战略存亡的情感的、有机的栖息地。
2. Strategy is just the headline on the company's story--culture needs a clearly understood common language to embrace and tell the story that includes mission, vision, values, and clear expectations.
2. 战略是公司故事的标题--而文化则用便于理解的共同语言来拥护和讲述这个故事，包括它的使命、愿景、价值观和明确的目标。
3. Strategy is about intent and ingenuity and culture determines and measures desire, engagement, and execution.
3. 战略关于公司的意图和创新，而文化决定和衡量公司的欲望、参与和执行。
4. Strategy lays down the rules for playing the game, and culture fuels the spirit for how the game will be played.
4. 战略制定游戏规则，而文化则为游戏的进行提供精神动力。
5. Strategy is imperative for differentiation, but a vibrant culture delivers the strategic advantage.
5. 战略对差异化至关重要，而有活力的文化则带来战略性优势。
6. Culture is built or eroded every day. How you climb the hill and whether it's painful, fun, positive, or negative defines the journey.
6. 文化是日常建立或被腐蚀的。你爬上山的方法，无论是痛苦的，好玩的，积极的，消极的，都定义了这段旅程。
7. When culture embraces strategy, execution is scalable, repeatable, and sustainable.
7. 当文化拥抱战略，执行是可扩展的、可重复和可持续的。
8. Culture is a clear competitive advantage.
8. 文化是一个明显的竞争优势。
9. Culture must be monitored to understand the health and engagement of your organization.
9. 文化必须进行监测，以了解组织的健康和参与程度。
10. Strategy and culture both require the clarity and power of brand to bring them seamlessly together.
10. 战略和文化都需要清晰，也需要品牌影响力将它们完美地结合在一起。
Shawn Parr is the The Guvner & CEO of Bulldog Drummond, an innovation and design consultancy headquartered in San Diego whose clients and partners have included Starbucks, Diageo, Jack in the Box, Adidas, MTV, Nestle, Pinkberry, American Eagle Outfitters, IDEO, Virgin, Disney, Nike, Mattel, Heineken, Annie's Homegrown, The Michael J. Fox Foundation for Parkinson's Research, CleanWell, The Honest Kitchen, and World Vision. Follow the conversation at @BULLDOGDRUMMOND.
作者Shawn Parr是Bulldog Drummond公司的CEO，这家创新和设计咨询公司的总部位于圣地亚哥，其客户和合作伙伴包括星巴克，帝亚吉欧，Jack in the Box，阿迪达斯，MTV，雀巢，Pinkberry，美国鹰牌服饰，IDEO，Virgin，耐克，迪斯尼，美泰，喜力啤酒，Annie's Homegrown，Michael J. Fox斯帕金森病研究基金会，CleanWell，The Honest Kitchen和World Vision。