企业变革为什么这么难

    首先，我们必须找到企业真正的文化规范。人们真的掌握权力吗？还是受制于有限的权限和自由，甚至根本得不到信任？企业的流程在管理复杂问题的同时是不是确实剥夺了人们的权力？

    管理者的投入必须从最上层开始，也就是说自上而下地建立信任。管理者和他人沟通时需要传递这样的信息：“我相信你会做正确的事，根据情况做出反应并找到新的思路，但就算出了错，我也会照样支持你。”当然，所有这些都要合理。

    管理者还必须通过适当的流程和机制来强化这些承诺和行为，这些工作基本上都要在人力资源部门的帮助下进行——绩效管理、学习、培养领导能力等。

    另一个鼓励改变的方法是刚开始的时候在企业的非主流领域进行实验或做项目，在这些领域制定的规则应该适于鼓励更为激进的想法和创新。

    有人可能要说，如果人力资源部门是企业文化的守卫者，它就应该帮助管理者阐释、理解这些为变化创造条件的软因素，同时激活它们。

    你认为是什么区别适应性强的企业和其他企业的因素是什么？请参与我们的“构建适应性优势”撰文活动并就人力资源问题做出精辟分析。这项活动由英国特许人事与发展协会和管理层创新交流项目联合举办。

    作者于2012年7月成为CIPD首席执行官。此前他在咨询服务公司埃森哲工作了30年，其中7年处于事业巅峰，在这期间他作为全球董事总经理领导着埃森哲的人才及企业绩效咨询业务。（财富中文网）

    译者：Charlie

    First, we have to identify the real cultural norms of an enterprise. Are people really empowered or are they constrained by limited authority, freedom, or just plain untrusted? Has the organization built processes that can manage complexity but are actually disempowering?

    Companies must build management commitment from the top, and that means building trust from top down. Managers need to communicate the following message: "I trust you to do the right thing, to react to the situation, or develop the new idea, but I will also support you if mistakes happen." All within reason, of course.

    Managers must also reinforce these commitments and behaviors through the right processes and systems. These are, for the most part, done with the help of HR -- performance management, learning, leadership development, and so on.

    Another approach to encourage change is to start with experiments and projects outside the mainstream of the business, where rules are set aside in the interest of encouraging more radical thinking and innovation.

    If, as some like to suggest, HR is the custodian of corporate culture, then HR should be helping to articulate and understand these "softer" enablers of change and bring them to life.

    What do you think sets adaptable organizations apart from the rest? Please share your thoughts and help us hack HR by joining the "Building an Adaptability Advantage" hackathon, a joint production of the Chartered Institute of Personnel and Development (CIPD) in the UK and the MIX.

    Peter Cheese joined the CIPD as CEO in July 2012. He spent 30 years working at Accenture, culminating in a 7 year spell as global managing director, leading the firm's talent and organization performance consulting practice.