吉姆·柯林斯独家解密:6000年以来成功之谜(伟事达中国版权所有)

 

 

点击此处观看吉姆·柯林斯独家演讲视频及中英文字幕(节选)

 

 

“这份资料是独一无二的,对伟事达会员、对中国企业家未来的帮助都是弥足珍贵的。正如有些教练所说,如果我们伟事达中国不去做这件事(伟事达中国的团队及教练花费三个半月的时间,翻译、整理、校对了Jim Collins与伟事达教练的对话),那我们就永远失去了这份珍贵的资料——两个半小时对话视频”,伟事达中国董事长这样说道。

 

 

以下为部分中英文字幕节选:

 

Jim Collins:

"Somebody was here yesterday was the best practiced chairs. It's something that lot people won't really know about that how are work begin with my original passions begin. They've seen books like "Built to Last", "Good to Great". So for them, the other companies are in there are the huge companies, they don't realize other companies. But it's actually the opposite. My original passion, my original work was all about small business of entrepreneurship. And about the companies that make the journey from that stage till later. So I'd like to tell you very briefly the story how I all begin."

 

吉姆·柯林斯:

“昨天与我在一起的在座的下面有些是伟事达的最佳实践教练。其实,很多人都不知道我的事业当初是如何伴随着我的热情一同迸发绽放的。他们读过我的书包括《基业长青》和《从优秀到卓越》。对他们而言,可能会觉得我们讨论的主要是特大型公司而没有去关注其他企业,但事实却恰恰相反。我最初的热情和最初的工作都是同小企业及其企业家精神相关的,是那些从初创期开始,一始至中的企业。所以我想简明扼要地告诉大家这一切是怎么开始的。

 

Jim Collins:

"I was 30 years old and I had the really great privilege to be able to inherit a course that I can teach at Stanford Graduate School of Business, called "Business 352". "Business 352" is entrepreneurship and small business management. And as we kick off the course, I kinda copy the original stories from the mentors of Performing and Talk Force. And there is an opening line in that syllables, that line says something on the line that this would be about the challenges facing the new business entrepreneurs, new ventures, and challenges of the small business leader. And for some reason into this day, I really don't know what compelled me to do this, but I just got up the pen and I crossed out that opening line of the syllabus. And I re-wrote it. This will be a course. On how to turn a new venture or small business into an enduring great company. Period. Then I though, Wow! I don't know anything about that, but I've decided that that was the way I wanted to frame it for my students. I want to walk in on day 1 of teaching that class and say: This is going to be a course about how you take something small and make it into the one of the great iconic visionary companies. That's what this is about."

 

吉姆·柯林斯:

“我当时30岁,非常有幸地能传承一个课程的教学,这个课程属于斯坦福大学商学院,叫“商业352”。这个项目是关于企业家精神和小企业管理的课程。当时项目启动后,我尝试着从企业效绩和语言领导力方面的导师文章中借用一些案例。教学大纲中有一条开场白,不是我原创的,说的是新创业者、初创企业和小企业领导者们所面对的挑战。出于某种原因直到今天,我真的不知道是什么迫使我这么做的,记得我当时一把抓起笔,把已经成稿的开场白一笔划掉,又重新写了一份。这将是一门课程,浅谈如何将一个新企业或小企业塑造成一个行业巨头。我脑子里一想,哇……我对此一无所知,但我已经下定决心,这就是我将为学生设计的理论框架。我希望可以在第一天走进教室,对同学们说:‘这门课程可以教授你如何将一个小小的不起眼的企业,变成一个伟大的、标志性的、有远见的公司。这就是这门课程的精髓所在’。”

 

Jim Collins:

"But we needed to understand what it would take to do that. So I thought, and I was in a research institution. We need to figure out how to research this to really understand it. And so I always have this historical orientation and it occurred to me, They're all great iconic visionary companies were once start-ups and small businesses. Right? Walt Disney just started with a single film. And I thought what you can do is rewind the tape of history, To these what turned out to be the great enduring companies. What did they do when they were small? Not when they were big when they were small? They set the stage for their becoming, these great enterprises. And on team there is a great mentor of mine, by the name of Jerry Porras. A great research methodologies And Jerry agreed to take on this journey with me and the basically say Let's do this research. Let's figure out the answer to that."

 

吉姆·柯林斯:

“但我们需要理解如何才能做到这个,我当时还在一个研究所工作,我就想,我们需要弄清楚如何研究这个问题才能真正理解它。因为我一直以来都有一种历史性研究的倾向,所以我忽然想到,这些行业巨头曾几何时都是初创企业和小公司。对吧?华特·迪士尼起家的时候只有一块电影幕布。我想大家可以回溯历史,来看看这些伟大且历史悠久的公司。当它们规模尚小的时候,做了些什么?不是它们已经壮大后,而是在它们还很弱小的时候,做了什么?它们是如何为将来成为卓越的公司铺路的。当时团队里有我的一位伟大导师,名叫杰瑞·博拉斯,他是一位伟大的研究方法论专家。当杰瑞同意和我一起共事时,他这么对我说:‘一起做吧,让我们一起找出答案’。”

 

Jim Collins:

"We'll go back to look at the founding companies. Like Microsoft, you have companies like Game Snappy ,they are just starting, sleeping on the floor in this small low space in Albuquerque, New Mexico, writing basic. If you look people like Noyce and Moore, they didn’t even really know what part they gonna make, they were starting with three people this thing that became Intel.When you look at Herb Kelleher and company starting with just a small route. We just need to figure out how to do it in triangle from San Antonio to Houston, to Dallas. That was start-up for South West Airlines, or Bill Boeing tried to keep his company alive by selling furniture, so he can make airplane. J. W. Marriott starting out with the simple A&W Root Beer franchise, that's the start of Marriot. He just had A&W root beer franchise start up from a 9-seat restaurant. Sam Walton started with a single dime-store, didnt open dime-store number two until seven years. What was Sam Walton? A small business person."

 

吉姆·柯林斯:

“让我们回顾一下这些大公司初创的时候,比如说微软,在初创阶段像4399小游戏一样,它的初创人在公司起步阶段只能窝在新墨西哥州阿尔伯克基市里的一个小破房间的地板上写着程序;我们再看看诺伊斯和摩尔(两人均为英特尔创始人)他们当时对于企业的现状都一知半解,三人白手起家,终成一代行业巨头—英特尔;你可以看看赫伯·凯莱赫(美国西南航空联合创始人),他的公司刚刚开始的时候只是走一小段航线,我们只需去想想如何运营一个连接,圣安东尼奥到达拉斯再到休斯顿的三角形航线,这就是美国西南航空公司的初创故事;还有比尔·波音为了让自己的公司生存下去,不得不去销售家具,以用于生产飞机;J·W·万豪也是从一个小小的的A&W根汁汽水连锁店起家,这就是万豪酒店集团的起源。他只有一间A&W根汁汽水连锁店,一家只有9个座位的餐厅;山姆·沃尔顿(沃尔玛创始人)起步的时候只有一家一元店,直到7年后才开办了第二家一元店。山姆·沃尔顿当初是什么人?一个小企业主。”

 

Jim Collins:

"So we wanted to do was to understand how they those kind of folks they ended up creating great companies and then Jerry has a really key question, of what they do different. Not what did they do, but what did they do that was different. And Jerry sort of put in place this idea of this methodology that we created together, really inspired by Jerry, called "Historical Matched-Pair Method". The idea being that you can rewind the tape of history, and you can always find at the birth of the industries. Pairs of companies that were in essentially the same opportunity, same size, same resources, same potential, same dynamics, same market, same customer, same technologies and one becomes great and the other does not."

 

吉姆·柯林斯:

“所以我们想了解的是,这些人为什么都能够创立伟大的公司?这时杰瑞提出了一个真正关键的问题:“他们做的有何不同”?不是侧重于他们做了什么,而是做了哪些不一样的。此时,杰瑞提出了一些想法,受杰瑞的启发,我们一起讨论出了一套方法论,名为“历史参照对比法”。这个理论是你可以像操作录像带一样回溯历史,就能够发现某一行业是如何诞生的。配对的公司,在本质上拥有相同的机会、相同的规模、相同的资源、相同的潜力、相同的动力、相同的市场、相同的客户、相同的技术,但其中一家公司变得卓越,而另一家却没有。

 

Jim Collins:

"And what you're focusing on is the differences. You ask systematically what was different you hold the circumstances constant in your selection, your divergent results and then you ask what was different, and you repeat that process over and over again "Good to Great" versus those that didn't. Those survive to be old trucks, those who don't; those who keep rising, those fall. But the circumstance were the same as those keep opens before the key moments before they converged."

 

吉姆·柯林斯:

“你关注的重点在于两者之间的差异。你系统性地提出问题,在你选择的企业样本中,外部环境是一致的,选择过程本身有没有什么问题。面对不同的结果,你好奇两者之间的不同之处。你一遍又一遍地重复这个过程,“从优秀到卓越”的企业对比其他表现平平的企业,有些公司存活下来且活得很久,有些却做不到;有些企业不断进步,有些却江河日下。在走向分水岭之前,两家公司的环境条件几乎一样,我们的研究持续了很长时间。”

 

Jim Collins:

"And if you do this for a long time we have now a total of more than 6000 years of combined corporate history in our research database or 25 years of research, multiple studies were looking at this question from different enters. And if you do this enough, you will end up come to a key conclusion. If the circumstances are held constant, but the results are different. The cause of why one becomes great in the other does not. Cannot be there circumstance."

 

吉姆·柯林斯:

我们现在已经拥有超过6000年的公司历史研究数据库,用了25年,从不同的角度来研究这个问题。如果你花费了足够的精力,最终就会得到关键结论。如果条件设定是不变的,但结果会不同,一家公司变得卓越而另一家没有的原因,绝对不是外部条件或环境。”

 

 

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