摩托罗拉系统重回增长轨道的秘密

    在首席执行官格雷格•布朗的领导下，摩托罗拉系统的执行委员会感觉自己获得了一次千载难逢的机会，来让一家拥有83年历史的公司焕发新生。高层团队开始了长达九个月的探索，来确定和明晰理念，他们想出了“关键时刻”这个概念。

    摩托罗拉的业务中，许多时刻都是生死关头。营销与信息技术部门的高级副总裁爱华多•康拉德说：“我们和顾客、员工和合伙人聊天的时候，经常会谈到是我们帮忙改变了关键时刻的结果。比如说，一位警员接近了一辆身份不明的车辆，或者说零售商在特殊的节日购物活动中联系到满足需求的库存。”

    摩托罗拉对这个框架体系的描述很朴素，把它称作“战略品牌计划。”公司管理层在与分析师、员工、顾客和供货商这些外人交流时会战略性地把它与特定的公司价值观联系起来：创新、激情、驱动力、责任感，还有团队精神。“创新”尤其能引起员工的共鸣，因为摩托罗拉创造了1944年诺曼底登陆时使用的Handie Talkies，还在1969年把阿姆斯特朗在月球上第一次开口说的话传回了地球。

    摩托罗拉的框架体系是我们见过的最优秀的一个。它比宝洁的更简单，规范性更弱，可以让员工进行调整，从而与自己的角色相适应。我们发现，有四条准则能够有效地激励员工和顾客参与到理念中去，而摩托罗拉的框架体系也把握住了这四条准则。反过来，这又推动了摩托罗拉的进步。

    1、它专注于改变顾客的生活。摩托罗拉明确地把顾客放在自己框架体系的中心位置：摩托罗拉是为了帮助人们，也就是他们的顾客，在关键时刻做到最好。注意，这家技术公司把人，而不是产品，当作他们服务中的主人公。

    2、它明确、简单、易于记忆、可视化程度强、方便交流。员工从始至终都能背出摩托罗拉的使命和价值观。

    3、它很实际，同时又是以行动为导向。大多数员工都知道摩托罗拉的工作重心，他们可以将其转化为个人的发展计划。管理人员在业绩评价中强化了这点，员工必须展现出自己以公司理念为目标得到了何种进步。

    4、它是可测量的。摩托罗拉建立了规章制度，来测定公司如何帮助顾客在关键时刻做到最好。他们会根据标准做出技术决定，来判断他们是否改变了用户的结果或表现。这就是摩托罗拉的发展蓝图。

    曾经麻烦缠身的摩托罗拉如今表现强劲。2011年，摩托罗拉系统在纽约证券交易所（NYSE）上市时，股价只有37美元，如今已经涨至65美元。

    首席执行官布朗承认他从转型中学到了许多东西，他说：“我们的目标、承诺和价值观决定了我们是谁，我们要往何处去。它不仅仅是挂在墙上的口号。它们是公司的基因，让我们与众不同。”（财富中文网）

    在2008年之前的七年中，吉姆•斯登格一直都在担任宝洁的全球营销总监。在那里，他管理着80亿美元的广告预算和7,000名员工。如今，他领导着一家名字就叫“吉姆•斯登格公司”的咨询公司/智库，指导公司客户通过推动理念进行全球发展。他是《增长力：如何打造世界顶级品牌》一书的作者。他在书中运用涉及5万个品牌的长达10年的研究显示，最优秀的公司财务业绩与人类的基本情绪、价值观和更伟大的目标相互联系。现年58岁的斯登格还是加州大学洛杉矶分校安德森商学院的客座教授和美国在线的董事会成员。目前，他与辛辛那提大学的营销学教授克里斯·艾伦合作，为财富网站撰写本系列的专栏文章。

    译者：严匡正

    Led by CEO Greg Brown, the executive committee at Motorola Solutions felt they had a once-in-a-lifetime chance to begin anew with a company that was 83 years old. The senior team began with a nine-month exploration to identify and articulate their ideal, and that led them to the "moments that matter" concept.

    In Motorola's business, many of these moments are life-or-death situations. "When we talked to our customers, employees and partners," says Eduardo Conrado, SVP of Marketing & IT, "the common theme was that we help change the outcome in critical moments of truth. For example, a police officer approaching an unknown vehicle. Or a retailer working to meet inventory demands on a special holiday shopping event."

    Motorola labels the framework rather prosaically, "the Strategic Brand Framework." And in talking about it with outsiders -- analysts, employees, customers and suppliers -- management strategically relates it to certain company values: innovative, passionate, driven, accountable, and partnership. "Innovative" particularly resonates with employees since Motorola created the Handie Talkies used in the D-Day invasion in 1944 and transmitted Neil Armstrong's first words from the moon in 1969.

    Motorola's framework is the best we've seen. It's simpler and less prescriptive than P&G's, allowing employees to tailor the framework to their own roles. The Motorola framework also capture four criteria we've found to be effective in driving employees and customers to engage in the ideal -- which, in turn, drives growth:

    1. It's focused on impacting customers' lives.Motorola explicitly puts the customer at the center of the framework's ideal: Motorola exists to help people -- their customers -- be their best in the moments that matter. Notice, this is a technology company making people, not products, the heroes of its offerings.

    2. It's clear, simple and memorable.It lends itself to visualization and easy communication. Employees consistently are able to recite Motorola's purpose and values.

    3. It's pragmatic and action-oriented.Most employees know the priorities at Motorola, and they can translate them into their personal development plans. Management reinforces this in performance reviews, where employees must show progress toward the ideal.

    4. It's measurable.Motorola has established a protocol for measuring how the company is helping customers be their best in the moments that matter. Technology decisions are made against a criteria of whether they change the outcome or performance of their users. This is Motorola's roadmap.

    The performance of once-troubled Motorola has been strong. Motorola Solutions began its first day of trading on the NYSE in 2011 at just over $37 per share. Today, the stock trades around $65.

    Says CEO Brown, who admits he has learned a lot from the transformation: "Our purpose, promise and values define who we are and where we are headed. These are not just words on a wall. They are the DNA of our company and what sets us apart."

    For seven years until 2008, Jim Stengel was the chief global marketing officer at Procter & Gamble (PG), where he oversaw an $8 billion advertising budget and 7,000 employees. Now heading a consulting firm/think tank aptly called The Jim Stengel Company, he advises companies on how to grow globally by driving ideals. He's the author of Grow: How Ideals Power Growth and Profit at the World's Greatest Companies, which uses a 10-year study involving 50,000 brands to show how at the best companies, financial performance relates to an ability to connect with fundamental human emotions, values and greater purposes. Stengel, 58, is also an adjunct professor at the UCLA Anderson School of Management and on the board of directors of AOL (AOL). He's writing this series for Fortune.com with Chris Allen, the Arthur Beerman Professor of Marketing at the University of Cincinnati.