大公司赢在未来的秘诀：加速思考

    那些全球最大的公司必须做出改变——并且要行动迅速。

    这是财富全球论坛开幕会议得出的结论。财富全球论坛于本周一在旧金山开幕。两家历史悠久的公司IBM和富国银行

    的CEO，讨论了他们对于当今颠覆式变革的看法。（提示：尽管需要付出短期的代价，但他们却对这种力量持欢迎态度。）

    富国银行首席执行官约翰·斯坦普夫表示：“五年前，我们还没有手机业务。但如今，我们超过半数客户是手机客户，手机成为他们的首选渠道。过去百年间，银行业从未经历过如此巨大的变革。”

    IBM首席执行官罗睿兰也谈论了这家科技巨头如何加快变革速度，并由此开启的新业务：云计算、数据和移动业务。罗睿兰表示：“如今有一件事不同于以往，那就是变革的速度。”

    另外一项巨大的技术改变是，采用通用的基本技术或平台构建软件产品。正是基于这一原因，罗睿兰领导下的IBM才会积极与其他科技公司展开合作，如苹果、Box和Twitter等。罗睿兰自2012年担任CEO以来，共进行了近40笔收购，目的是振兴这家有着104年历史的公司，重新实现收入增长。

    罗睿兰称：“你必须有足够的智慧去分辨，哪些部分需要维持现状，哪些部分必须做出改变。”

    但尽管技术变革达到了前所未有的速度，要改变一家有着近400,000 名员工的公司，依旧需要很长的时间。罗睿兰的变革法则？不要保护过去，不要受到产品的束缚，要不断颠覆自我 。

    两位领导人均承认着眼于未来需要面临挑战。富国银行成立于160多年前，这家公司的标准是创造长期股东价值——比如更深入的客户关系等，但这些并不会转变成收入或利润，至少不会马上见到成效。

    斯坦普夫认为：“你必须拥有理智上的坦诚，和承担短期代价的能力。如果人类没有冒险精神，现在公路上跑的可能还是马车。”（财富中文网）

    译者：刘进龙/汪皓

    The world’s largest companies have to change—and fast.

    That was the conclusion of the opening session at Fortune‘s Global Forum, which kicked off Monday in San Francisco. The CEOs of two long-standing companies, IBM and Wells Fargo, discussed their approach to today’s disruptive forces. (Hint: they embrace them even at the expense of short-term results.)

    “Five years ago we didn’t have a mobile offering,” said John Stumpf, chief executive of Wells Fargo WFC 1.31% . “Today over half of our customers are mobile and it’s their No. 1 channel. Our industry hasn’t changed that much in the last 100 years.”

    Ginni Rometty, the chief executive of IBM IBM 0.21% , also talked about how the pace of change has ramped up and the new businesses the technology giant has entered as a result: cloud, data and mobility. “The one thing different today is the speed of change,” said Rometty.

    Another big technological shift is the move to building software products on a common underlying technology, or platform. That’s part of the reason IBM, under Rometty, has been busy partnering with other tech companies like Apple, Box and Twitter. Rometty has also made close to 40 acquisitions since she took over as CEO in 2012, all an effort to reinvigorate revenue growth at the 104-year-old company.

    “You have to have the wisdom to know what must endure and what must change,” said Rometty.

    But while the pace of technological change is faster than ever, transforming a company with close to 400,000 employees still takes a lot of time. Rometty’s rules for change? Don’t protect the past, don’t define yourself as a product and steward for the long term.

    Both leaders acknowledged the challenges of keeping an eye to the long term. At Wells Fargo, a company founded more than 160 years ago, the metrics that create long term shareholder value—things like deeper customer relations—don’t always translate to the top line or bottom line, at least not immediately.

    “There has to be that intellectual honesty and the capacity to suffer short term results,” said Stumpf. “If we didn’t make these bets we’d still have stage coaches on the freeway.”