摩托罗拉系统重回增长轨道的秘密
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本文是前宝洁全球营销总监和《增长力：如何打造世界顶级品牌》（Grow: How Ideals Power Growth and Profit at the World's Greatest Companies）一书的作者吉姆•斯登格为财富网站撰写的系列文章的第三部分。在今天和接下来四个周五的总共五篇客座日志中，吉姆将深入研究这家最优秀的基于理念的公司的最佳范例，探寻他们是如何在竞争中脱颖而出的。 宝洁（Procter & Gamble）是家疯狂地设立规定的公司。我在那里待了25年，我们对一切都有规定。从如何推广自己的品牌，到创新，到经营战略，甚至到如何做职业规划，我们都有各种细致的条例。 人们通过框架体系或者模型来学习。我在天主教学校待了12年，那里有大量的修女以及规定：语法是我们的写作规定，元素周期表是我们的化学模型，还有，当然，教义问答书是我们的行为指南。 宝洁相信——我本人也这么认为——要在全球公司中建立强大的共同文化，需要可扩展性的标准化方法。没有共同的规定就不可能让来自140个国家的13万员工向同一个方向前进。同行把宝洁的员工称作“宝洁人”，很大程度上就是因为他们有一套共同的经营方法。 所以，我们开始这项工作，研究各公司是如何激活自己的理念时，我认为我们能找到大量的框架结构。我没料到的是，框架无处不在。我同样没料到的是，我还能找到比宝洁的最佳模式更好的框架体系。 我们在在线汽车顾客服务公司Edmund.com发现了价值树（Value Tree）。在不断革新自身私人理财服务的Intuit公司发现了品牌组合（Brand House）。而棒球棍公司路易斯维尔•斯拉格（Louisville Slugger）有什么呢，它有一个本垒板（Home Plate）。 出乎意料的是，我们在一家企业对企业电子商务的公司找到了最佳案例。它就是摩托罗拉系统（Motorola Solutions）。 摩托罗拉系统的总部设在伊利诺伊州的绍姆堡。这家公司为全球的企业和政府客户提供关键任务的通讯服务和解决方案。沃尔玛（Wal-Mart）依靠它的系统来管理库存，而超过100个国家的现场急救员依靠它的无线电话和网络在紧急情况下保持联系。摩托罗拉系统希望公司的2.1万名员工能够信奉一个简单但却激动人心的品牌理念，这就是摩托罗拉称之为使命的一句话：“我们帮助人们在关键时刻做到最好。” 2010年，摩托罗拉系统筹备脱离摩托罗拉移动（Motorola Mobility）时形成了自己的框架体系。摩托罗拉移动是一家消费者导向的公司，之后被谷歌（Google）收购。（信息披露：在脱离前的那段挑战十足的时期中，我是摩托罗拉董事会的成员，随后我进入了摩托罗拉移动的董事会。）而在今年1月，谷歌把摩托罗拉移动卖给了联想（Lenovo）。 |
This is Part 3 of a series for Fortune.com by Jim Stengel, former global CMO of Procter & Gamble and author of Grow: How Ideals Power Growth and Profit at the World's Greatest Companies. In today's Guest Post and in four more over the next four Fridays, Jim digs into the best practices of the best ideal-based companies and explores how they outgrow their competition. FORTUNE -- Procter & Gamble is a framework-crazy company. I spent 25 years there, and we had a framework for everything. We had different detailed protocols for how we marketed our brands, for innovation, for corporate strategy, even for how we did career planning. People learn through frameworks, or models. I went to Catholic school for 12 years, and it was heavy on nuns and frameworks: Grammar was our framework for writing, the Periodic Table was our chemistry model, and, of course, the catechism was our guide for behavior. P&G believes -- and so do I -- that building a strong common culture in a global company requires a scalable, standardized approach. It's impossible to teach 130,000 people across 140 countries to march in the same direction without a common framework. P&G employees are dubbed "Proctoids" by industry colleagues, largely based on their shared approach on how to do business. So, when we began our fieldwork on this project to learn how companies activate their ideals, I suspected we would find quite a few frameworks. What I did not expect was to find them everywhere. And I did not expect to find one that topped P&G's best models. We found a Value Tree at Edmunds.com, the online auto consumer-service company. We found a Brand House at Intuit (INTU), which constantly innovates its personal financial services. The baseball-bat company Louisville Slugger has, what else, a Home Plate. The best example we found was, to our surprise, at a business-to-business enterprise: Motorola Solutions (MSI). With headquarters in Schaumburg, Ill., Motorola Solutions provides mission-critical communications services and solutions for enterprise and government customers around the world. Wal-Mart (WMT) depends on its systems for managing inventory, and first responders in 100-plus countries rely on Motorola radios and networks to stay connected in emergency situations. Motorola Solutions' 21,000 employees are expected to embrace a simple and dramatic Brand Ideal, which Motorola refers to as its purpose: "We help people be their best in the moments that matter." Motorola Solutions created its framework in 2010 as it prepared to spin off Motorola Mobility, a consumer-focused business that later was bought by Google (GOOG). (Disclosure: I was on the board of directors of Motorola during a very challenging period before the spin, and then I was on the board of Motorola Mobility.) This past January, Google sold Motorola Mobility to Lenovo (LNVGF). |
