黑莓背水一战

    资深团队

    现年55岁的海因斯将毕生的事业都倾注给了无线技术。在德国汉诺威大学（University of Hannover）取得物理学和数学硕士学位后的23年里，他任职于德国电话制造商西门子（Siemens）。在那里，他积累了大量技术经验，成为西门子通信部门的首席技术官。2007年，他以掌上业务高级副总裁的身份加入黑莓，并努力成为了3名首席运营官之一。他认为这些经历是他的优势。他说：“我了解公司的人员和结构，知道哪里出了问题。”【欲了解详情，请参阅《财富》的《黑莓衰落之谜》（RIM: What the hell happened?）】

    海因斯接任CEO的时候，也接手了支离破碎、各自为战的企业文化。每个人都在做不同的事情。他第一天上任，有人就给了他一张表，上面列出了2,500件运作中的项目。局外的投资者和记者要求他公布战略计划。但在公开讲话之前，他先向员工们发表了讲话。“不能直接走到员工面前说：‘这公司简直糟透了’，”他说。“我得让我的员工做好准备，迎接变革。”裁员计划非常残酷：海因斯解雇了30%的员工。他还将10家制造合作伙伴减少到3家，减少了因合作伙伴过多和项目内容重复导致效率低下的情况。

    尽管这对公司的士气打击很大，海因斯已经为黑莓的未来做好了规划，尤其是作为一家领先的移动操作系统制造商。他努力让公司的运营透明化。每次季度收益电话会议结束后的周五上午，他都会召集员工，讨论公司的业绩。此外，他还鼓励员工接受四种价值观。它们以Facebook的风格写在墙上：勇敢、开放、精益、可靠——这几个词的首字母组成的新词——“大胆”，或许也揭示了公司的价值观。（丝毫不令人惊讶的是，名为“大胆”的手机也是这家公司最受好评的机型。）

    接下来，他转而关注巩固公司领导力。为了使法律程序合理化，从而让公司的交易能够更快更容易达成，海因斯聘用了威瑞森无线的前总顾问史蒂文•季波斯坦担任首席法律官。为了完善公司运营，他还请来了索尼爱立信（Sony Ericsson）前主管克里斯蒂安•提亚，后者有着近25年的无线技术经验。

    至于首席营销官，海因斯聘用了弗兰克•布尔本。海因斯解释道：“我们最大的问题在于营销。黑莓对每个人都有着不同的意义，但是公司并没有在这方面做出引导。”弗拉克•布尔本是沃达丰（Vodafone）负责商业战略的前任全球主管和Orange的前任品牌和消费者营销执行副总裁，他曾成功巩固了Orange旗下的19个品牌。更换公司名字，就是他的主意。

    新的时代，新的设备

    在海因斯接手首席执行官之前，黑莓10操作系统的开发就非常顺利，但海因斯让人们更加关注开发过程。他着手研究黑莓用户的情况。他说，最后得出了三大发现：黑莓用户更活跃于社交网络，他们会同时着手多项任务，同时以任务为导向。海因斯说：“我们来自企业，也非常注重效率。”

    黑莓新发布的两款手机的设计特色就体现了这些调研成果。举个例子，公司引入了“平衡”特色，用户可以轻松在工作界面（能够完全由公司控制）和私人界面（由个人控制）之间转换。海因斯说：“对用户来说，公司无法侵犯你的隐私，因为系统不允许这么做。首席信息官也可以绝对放心，我们的产品绝对安全。”

    Team of veterans.

    Heins, 55, has spent his entire career in wireless technology. Having gotten his masters in physics and math from the University of Hannover in Germany, he gained most of his technical experience during the 23 years that he worked at the German phone-maker Siemens where he rose to become Chief Technology Officer of Siemens Communications Division. He joined BlackBerry in 2007 as a senior vice president of the handheld business. There, he worked his way up to become one of three chief operating officers. He counts that as an advantage. "I knew the people and the structures, and I knew what was wrong," he says. (For more, see Fortune's RIM: What the hell happened?)

    When he took over as CEO, Heins inherited a fragmented, distracted culture. Everyone was working on something different. On his first day on the job he was given a list of 2,500 projects currently in process. Outsider investors and journalists were demanding that he outline a strategy. But before he talked to the public, he addressed his employees. "You can't just go in front of your people and say, 'this company is in deep shit,'" he says. "I had to prepare my people for what was to come." The cuts were brutal: Heins let go of 30% of the company's workforce. He consolidated 10 manufacturing partners down to three, eliminating the inefficiencies that came from having too many partners working on similar projects.

    While this was hard for company morale, Heins also outlined a vision for BlackBerry's future, particularly as the maker of a cutting edge a mobile operating system. He attempted to be transparent with employees about how the company was doing. On the Friday morning after every quarterly earnings call, he gathered employees to discuss the company's results. And, he encouraged them to embrace four values, which are written Facebook-style (FB) across the walls: be brave, open, lean and dependable—or as the acronym suggests—"bold." (Not surprisingly, that is also the name of one of the phonemaker's most recognizable designs.)

    He then turned his attention to shoring up the company's leadership. To streamline the legal process and make it easier and faster for the company to get deals done, Heins hired the former general counsel of Verizon Wireless, Steven Zipperstein as chief legal officer. To revamp operations, he brought in former Sony Ericsson (SNE) executive Kristian Tear, who had worked in wireless technology for nearly 25 years.

    As chief marketing officer, Heins hired Frank Boulben. "My biggest issue was marketing. BlackBerry meant something different to everybody and there was no guidance or direction," Heins explains. A former global director of commercial strategy for Vodafone and executive vice president of brand and consumer marketing for Orange, Boulben had been responsible for successfully consolidating 19 brands under the name Orange. It was his idea to change the company's name.

    New day, new devices.

    The BlackBerry 10 operating system was in the works well before Heins took over as CEO, but Heins brought focus to the process. He began by launching studies to figure out who BlackBerry's customers were. He says he came away with three major findings: BlackBerry users are more likely to be very active on social networks. They are multitaskers. And they are task-oriented. "We came from enterprise, and we are very much a productivity tool," Heins says.

    The pair of devices that BlackBerry has unveiled sport design features that address these findings. For one, the company has introduced "balance," an easy toggle between a user interface for work (able to be controlled entirely by the enterprise) and a personal user interface (controlled by individuals). "For users, corporate can't invade your privacy because the operating system doesn't allow it," said Heins. "And it gives the CIO the total confidence that it's secure."