| 富士康的管理學 鴻海危機的六堂課 | ||
| 過去，軍事化管理是台商成功引擎之一， | ||
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| 降價能否拯救漢王電子書？ | ||
| 中國電子書巨頭漢王科技於2010年3月上市， |
REUTERS
2011/05/29
Ratan Tata, chairman of Tata group (REUTERS)
MUMBAI--Ratan Tata, retiring soon as chairman of India's sprawling Tata conglomerate, is known for making sketches of the company's next car model and fussing over details of a hotel's design.
Whoever succeeds him in India's highest-profile job is likely to be less caught up in details and more focused on taming an unwieldy $67 billion business that earns pedestrian returns and is saddled with debt after an acquisition spree.
The search for a successor to head the enterprise, founded by 73-year-old Ratan Tata's great-grandfather in 1868, has not gone entirely as planned. Last August, Ratan Tata, who has been at the helm for 20 years, had predicted it would announce a successor by March this year.
No announcement is imminent, a source with direct knowledge of the matter told Reuters earlier this week.
The delay underscores the challenges facing the group, which for the first time in its 143-year history is looking outside the family, and the companies, to fill the top spot.
Tata's new boss must manage a group that was founded as a textile company, but now spans everything from cars and consultancy to telecoms and tea, and embodies India's global ambitions. Two-thirds of Tata's revenue is generated abroad.
Succession is an increasingly important risk factor for investors in corporate India, dominated by family dynasties.
"It has been tough to find someone who is a natural fit for the role," said the person with direct knowledge of the matter, declining to be identified because details about the search are not public. "We will probably change what we are looking for," the person said, referring to the search criteria.
Some of the top names in India's formidable executive diaspora have been in the mix at various stages in the process.
The search committee approached PepsiCo Chief Executive Indra Nooyi, an Indian-born American, who declined to enter the race for personal reasons, two sources said.
Arun Sarin, former CEO of British telecoms giant Vodafone and now a California-based senior adviser at private equity firm KKR, was also considered, the source with direct knowledge of the matter said.
One potential front-runner yet to win the full support of the five-member search panel is Ratan Tata's half-brother, 54-year-old Noel Tata, sources with direct knowledge of the matter told Reuters.
Noel Tata is the son-in-law of Pallonji Mistry, the single largest shareholder in group holding company Tata Sons. He was recently moved into the top spot at the group's international operations in a move seen aimed at grooming him for the top job.
But Ratan Tata hinted in an interview with The Times of London that Noel was not ready for the role.
"I think if he is to run this he should have greater exposure than he has had. Partly his not having it has been his own choice," he was quoted as saying.
A spokesman for Tata Sons said the panel had interviewed internal and external candidates. Seven candidates remain on the list, including some from within Tata, the source with direct knowledge of the matter said.
LARGE SCALE, SMALL PROFITS
Tata has grown, mainly through acquisitions, from a $5 billion group to a $68 billion giant during Ratan Tata's time in charge.
But scale and scope have not translated to big profits and pose a key challenge for Tata's successor. In the fiscal year ending in March 2010, the most recent year for which group data is available, Tata's 98 units generated revenue of $67.4 billion but turned profits of just $1.7 billion.
"Investors would definitely like to see a much bigger profit," said Taina Erajuuri, a Helsinki-based portfolio manager at FIM India, which owns shares in Tata Consultancy Services, Tata Motors, Tata Steel and Titan Industries, the group's jewellery and watch retailer.
In a sign of improvement, Tata Steel, which was loss-making last year, and Tata Motors, which made a profit last year of $569 million, this week reported profits of about $2 billion apiece for the year just ended in March. TCS posted a profit of $1.9 billion.
Two acquisitions made near the top of the market in 2007 and 2008 -- Tata Steel's $13 billion deal for Anglo-Dutch steelmaker Corus and Tata Motors' $2.3 billion purchase of luxury car brands Jaguar and Land Rover -- put the group on the global map but have left the two companies with $14 billion of net debt on their books.
While Tata Motors turned around Jaguar Land Rover, it has had less success with the Nano car, Ratan Tata's brainchild marketed as a safer alternative for families commuting on two-wheelers, a common sight in India.
Only 110,000 Nanos, touted as the world's cheapest car, have been sold since sales began in April 2009, well below market expectations and the company's eventual target of 1 million per year. The Nano's image took a knock when some burst into flames.
Tata Motors shares are down 13.3 percent this year after rising nearly 65 percent in 2010.
The top 10 listed companies in the group generated $62.5 billion in revenue in fiscal 2010, earning $2.1 billion in profit. That means the other 88 firms generated only 7.5 percent of the group's total revenue and collectively posted a loss.
Even Indian Hotels, which includes the storied Pierre hotel in New York and Mumbai's Taj Mahal Palace, the target of terror attacks in 2008 and home to U.S. President Barack Obama and his wife when they visited the country last year, is loss-making.
"The priority of the successor would be to increase profit, streamline businesses, consolidate where there are synergies, list the companies that can be listed when the market is right, and sell what they can do without," Erajuuri said.
TOUGH CHOICES
Tata's diversity means it is battling on multiple fronts, which will require discipline and focus from its next leader and will force some tough decisions.
TCS, India's largest software services exporter, faces intense competition from the likes of local rival Infosys and foreign players such as IBM and Accenture.
The group's telecoms business is stuck in a ferocious price war with more than a dozen rivals and has seen Ratan Tata personally dragged into an embarrassing corruption scandal.
"Indian telecoms is a fragmented space, and consolidation is inevitable," Erajuuri said. "Tata is a very small player, and the successor will have to do something -- either buy or sell."
Tata is also trying to expand its retail business to take advantage of burgeoning demand in Asia's third-largest economy.
"Retail probably needs a bit more attention," said Saurabh Mukherjea, head of equities at Ambit Capital in Mumbai. "That's one leg of our economic story they haven't been able to squeeze as much juice out of as they would have probably liked to, given the strength of the Tata brand."
The group has also said it wants to build up its brand in the United States.
RATAN TATA
The Tata group was founded as a textile business in 1868 by Ratan's great-grandfather Jamsetji Tata, a member of the close-knit Parsi community -- Persian Zoroastrians who fled to India around the 10th century. His older son expanded into steel, insurance and the production of soaps and cooking oil.
Jamsetji's nephew took over for a brief period, after which the baton went to JRD Tata, who led the group for 53 years. He founded mainstay companies Tata Motors and Tata Consultancy Services, the biggest contributor to the group's profit.
An aviation enthusiast, JRD Tata launched India's first commercial airline. In 1932, it took to the skies in Indian aviation's maiden flight with JRD Tata at the controls.
Ratan Tata inherited that love of aviation and is a licensed pilot with a degree in architecture from Cornell University.
Unmarried and living a relatively frugal life with his dogs, he has closely guarded the group's reputation for high ethical standards in a country rife with corruption.
But the group's telecom unit has been dragged into one of India's largest corruption scandals in which operators have been accused of getting licenses out of turn, possibly costing India $39 billion in revenue. Tata's telecom unit has not been charged but Ratan Tata was questioned by a parliamentary panel.
He has also been accused, by an executive arrested in the case, of a quid pro quo agreement with India's former telecom minister, which Tata has denied.
Interested in science and engineering, Tata drew the initial sketches of the Nano and Indica cars, and has spent an entire morning discussing the details of refurbishing a hotel.
The shy and private Tata is less engaged in management reviews and personnel issues, those who know him say. Polite and considerate, he is not a natural communicator.
"Ratan is very hands-on with things he enjoys in a way that's not feasible for someone to come into the company at this point and do," said Bala Balachandran, a professor at the Kellogg School of Management at Northwestern University and a friend of Ratan Tata for 24 years.
"But the bigger challenge for any successor, and even more so for someone from outside the family, will be living up to the legacy and the constant comparisons bound to happen," he said.
TRADITION AND SUCCESSION
Unlike most of India's big business houses, the Tata group is not family owned and Ratan Tata is absent from the Forbes list of billionaires. Tata Sons holds the bulk of shares in key companies, and philanthropic trusts endowed by the Tata family own 66 percent of Tata Sons. Mistry owns about 18 percent.
However, all five chairmen have been from the family, a trend Ratan Tata is keen on breaking, sources have said.
"He would prefer an expat. But what's desirable is often different from what's feasible," said a person familiar with his thinking.
Hiring an outsider from the family would be a departure for a business community where owners still look first to their children to take over, with occasionally damaging consequences, as the long-feuding billionaire Ambani brothers showed.
"As we mature as an economy, you will see an increasing trend of family-run conglomerates bringing in external professionals to take over the reins," Ambit's Mukherjea said.
"Tata is probably the first of the titanic Indian conglomerates to reach that juncture, but there will be plenty of others who will follow," he said.
One reason for the delay in naming a successor is that members of the search panel are in disagreement over at least two candidates, a source said.
In a move that could help the successor, the search committee has recommended a restructuring of the Tata Sons board by bringing on independent directors and younger executives from the group's companies, sources said.
The Tata legacy remains key to the group's ethos.
Bombay House, where most of Tata's top executives are based, is a Mumbai landmark. Visitors to the 87-year-old colonial-style building are greeted with a documentary on the group's history, focusing in detail on the leaders of the corporate dynasty.
Ratan Tata's successor, especially if an outsider, may feel less beholden to that legacy.
"If you look at companies like GE, each successor stamped his own mark," said Morgen Witzel, author of Tata: The Evolution of a Corporate Brand. "JRD and Ratan identify themselves by the company. Tata's style is servant leader."
"So they are probably not looking for a Jack Welch or a Jeff Immelt," Witzel said, referring to the current and former CEOs at General Electric. "They are probably looking for someone who can maintain the culture and carry the ethos, not someone who would institute significant change."
連張忠謀都說要「賭了」的太陽能新事業，能讓台積電在太陽能產業也坐上第一嗎？德國的新技術、聯電在大陸的佈局，都是台積電眼前的強敵。
台中的辣日頭，曬得一身高雅西裝的台積電新事業總經理蔡力行，滿額是汗。
九月十六日，台積電薄膜太陽能技術研發中心暨先期量產廠房的動土典禮上，祝賀花籃的紅棉帶，在熱風中獵獵飄揚，舞龍舞獅的鼓聲，咚咚地敲人耳膜，喜氣逼人。當蔡力行雙手拈著線香，上香祝禱時，心裡只有八個字：「從零開始，戒慎恐懼。」
台積電以薄膜銅銦鎵硒（ＣＩＧＳ）技術進軍太陽能事業，董事長張忠謀很有氣魄地說，「這技術還沒研發出來，我們要蓋全世界最新技術的廠！」接著他聲調突然轉柔，笑了一笑，罕見地說，「但我們也就賭了！」
繼去年底入股茂迪、今年六月投資美國新創公司Stion取得技術授權，到現在砸下近八十億台幣在台中興建太陽能廠房，蔡力行主導的太陽能新事業，投資規模已破一百五十億台幣，是台積電目前最大的新事業投資。
「對董事長來講是賭一把，對我們來說是非生即死，」一位台積電太陽能事業部員工私底下說。
技術、商業模式是否能差異化，是蔡力行的挑戰，也是台積電太陽能新事業最大的風險。
技術：德國強敵在前
台積電從不習慣當老二，但在全球發電容量十三GW（GW為十億瓦特）、年複合成長率二成以上的太陽能市場，只是一個新兵。
主流技術矽晶太陽能市場已被中國企業牢牢把持，台積電只好把突破點寄望於一○％的市佔率相比，CIGS技術目前市佔率是零。但台積電內部推估，未來五年CIGS年複合成長率是一一五％，遠高於矽晶技術的一○％。
問題是，台積電不是唯一一家掌握這項新技術的公司。
轉換效率，是衡量太陽能電池技術的重要指標，台積電在發展新技術的路上，已有強大的競爭者攔路橫阻。
當蔡力行信誓旦旦 要在三年內讓新技術太陽能模組的轉換效率提到一四％，德國一家研究機構ＺＳＷ，今年七月卻已宣布一項世界紀錄：利用這新技術，在一公分乘一公分的小模組 上，轉換效率達二一．三％。而這技術已經濟轉給德國太陽能公司烏爾斯（Wurth Solar），去年已量產三○ＭＷ。烏爾斯又技轉給德國自動化設備大廠曼茲（Manz），曼茲在台灣，已有面板、半導體、光碟產業的客戶。
「我們保證，七十公分乘一百二十公分的解決方案，轉換效率可以到一二．五％，」曼茲台灣、亞智科技總經理陳國平說。
換句話說，台積電押上百億資金賭注的新技術，已被德國企業捷足先登，更已經量產，甚至有其他台灣科技企業採用。「張忠謀這一把，早就賭輸了！」一位太陽能公司董事長直言。
商業模式：追得過聯電嗎？
技術能否差異化之外，蔡力行的第二個挑戰，是能否找到對的商業模式。
相較於晶圓代工老二聯電，在太陽能的新戰場上，台積電在產量、速度、商業模式上，都落後給這位昔日宿敵。
聯電集團旗下已有做薄膜太陽能的聯相、做矽晶太陽能的聯景，兩個廠加起來，今年在台灣的產量就達二五○ＭＷ。台積電則要等到後年才達到二○○ＭＷ。
加上太陽能電池模組銷售管道複雜，除了大型經銷商，還有建築師、建材貿易商、當地學校、政府機關，需要投注更多業務人員開拓當地市場，隨時掌握當地政府對太陽能補貼政策的變化。
運作靈活的聯電，乾脆在大力推動太陽能的山東，透過香港永盛能源投資，蓋起太陽能電廠，進入太陽能機電整合服務。在山東濟寧，聯電集團蓋的電廠，足以為一個小鎮供電。
「只賣模組很難差異化。但太陽能電廠成本高，選址很重要，投入很重要，還要看當地政府的政策，」聯電榮譽董事長曹興誠說。
沒有獨家技術、不打算蓋太陽能電廠、只賣太陽能電池模組的台積電，如何在太陽能這個龍蛇混雜的戰局裡拚到全球第一？這問題，不是只靠蔡力行從零開始、破釜沉舟的決心，就有答案。
小辭典：矽晶太陽能
目前太陽能技術主流，市佔率約10％，轉換效率約14至17％。雖然轉換效率較薄膜太陽能高，但成本也較高。
薄膜銅銦鎵硒（CIGS）太陽能
新技術，市佔率0％，目前轉換效率較矽晶太陽能低，但具備成本優勢，比矽晶製程更容易垂直整合。台積電希望三年內做到一度電0.19美元的發電成本，五年後降低至一度電0.09美元。
2011/05/21
Toshiba Corp.'s acquisition of the world's leading electricity metering company signals an aggressive push by the technology giant into the fast-growing "smart-grid" market.
The company announced on May 19 that it would buy all shares in Landis+Gyr AG for $2.3 billion (about 186.3 billion yen).
Toshiba expects the move to give it a commanding position in "smart-grid" technology by combining its own strength in manufacturing power generation equipment with Landis+Gyr's muscle in cutting-edge electricity metering.
"Smart-grid" electricity distribution allows electric utilities to vary the amount of power they transmit to particular areas according to actual demand.
While conventional grids distribute given amounts of electricity in a way that is not responsive to fluctuations in demand, "smart-grid" infrastructure changes the power distributed based on close monitoring of the actual power usage by factories and households.
Landis+Gyr, which was founded in Switzerland in 1896, has 5,000 employees and operates in more than 30 countries, including Europe and North America.
It is the leader in the global market for electricity meters, with more than 10 percent of the sector, but its strength in smart meters is likely what attracted Toshiba. It controls nearly 30 percent of the global smart meter market, more than any competitor.
Smart meters are advanced meters that record and communicate electricity consumption data in real time and in much greater detail than conventional meters. They are a vital building block in smart-grid systems.
Landis+Gyr's sales for the year ending December 2010 stood at 124 billion yen, but Toshiba plans to call on the public-private fund Innovation Network Corp. of Japan and information technology companies overseas to invest in the Swiss company to help expand its smart-grid services. It expects to boost sales in ecological community-related infrastructure projects from about 300 billion yen to 700 billion yen in fiscal 2015.
Household smart meters offer the ability to monitor the amounts of electricity used by individual refrigerators, TVs and other electric appliances and immediately transmit that information to power companies, either wirelessly or via cables.
But installing intelligent metering in individual offices and homes offers many other potential benefits. The technology could be used to inform utilities of the amounts of electricity generated by solar panels in households, allowing companies to buy surplus energy and distribute it quickly to areas that need it. The meters could also be used to redirect unneeded power in households to recharging electric vehicles.
Smart grids could facilitate more decentralized power networks, allowing utilities to move away from a current model that relies heavily on large power stations pumping out electricity to regional networks. A smart grid could make much greater use of dispersed solar and wind power generation.
In addition, when electricity supplies are tight, such as in Japan's Kanto and Tohoku regions following the March 11 earthquake, smart meters might allow power companies to avert blackouts by instructing particular households to save energy when necessary.
The proliferation of smart-grid systems is expected to spur the development of not only smart meters and transmission equipment but also rechargeable batteries and communication lines.
Japanese companies, which had found themselves playing catch-up behind rivals in the United States and Europe, are stepping up their investment in the sector with backing from the industry ministry. Hitachi Ltd. announced on May 17 that it will participate in a project in Hawaii to develop a network for recharging electric vehicles. Mitsubishi Electric Corp. is experimenting with transmission systems in Hyogo Prefecture.
(This article was written by Shu Nomura and Satoshi Daiguji.)
LONDON — BP said on Friday that it had recovered more than $1.0 billion in costs linked to last year's devastating Gulf of Mexico oil spill from a US subsidiary of Japanese trading house Mitsui & Co.
The announcement was welcome news for the British energy giant at the end of a week in which BP saw its hopes of exploiting Russian Arctic oil shattered.
In a statement on Friday, BP said MOEX USA Corporation had agreed to pay BP $1.065 billion (744 million euros) in compensation.
MOEX USA Corporation has a 10-percent stake in the Macondo well project, where a leak in 2010 sparked an environmental catastrophe on the Gulf coast.
The leak was triggered by an explosion on the BP-leased Deepwater Horizon rig in the US Gulf of Mexico on April 20, 2010. The blast killed 11 workers, caused millions of barrels of oil to spew into the sea and left the British company scrambling to meet huge compensation costs.
BP said on Friday that the payment from Mitsui would immediately be applied to BP's $20-billion trust set up to meet US claims.
"This settlement is an important step forward for BP and the Gulf communities," BP group chief executive Bob Dudley said in the statement.
"MOEX is the first company to join BP in helping to meet our shared responsibilities in the Gulf, and Mitsui, through MOEX USA Corporation, is showing great corporate citizenship in standing behind its affiliate and making a contribution to meet the costs of this tragic accident.
"We call on the other parties involved in the Macondo well to follow the lead of the MOEX and Mitsui parties," Dudley added.
BP called upon a trio of companies -- Transocean, Halliburton and Anadarko -- to "contribute appropriately".
It noted that Swiss group Transocean owned and operated the Deepwater Horizon rig and that US oil services group Halliburton had designed and pumped the well's cement that has been found to be a key factor of the accident.
It said US energy producer Anadarko had a 25-percent stake in the Macondo project.
BP shares jumped 4.0 percent to 466 pence in reaction to Friday's announcement, strongly outperforming London's benchmark FTSE 100 index, which was up 0.52 percent overall approaching midday.
"In addition to the cash (from Mitsui), the positive of this news is that it marks a useful precedent for BP on two levels," said Peter Hutton, an analyst at Canadian investment bank RBC Capital Markets.
"One, it is likely to help BP's negotiations/claims with other interest holders, notably Anadarko, and two, it is consistent with a view that charges of 'gross negligence' will be difficult to prove against BP.
"The BP statement highlights that MOEX has recognised the conclusions of the US Coast Guard report which indicated numerous causes by several parties," Hutton added.
In order to meet its own compensation costs and raise $30 billion by the end of 2011, BP is selling assets. On Tuesday, it announced a deal to sell a series of onshore oil fields in southern England to Anglo-French exploration company Perenco for up to $610 million.
Including this deal, BP has earned more than $25 billion from asset sales since July last year.
But in a major blow to BP this week, Russian state-controlled oil giant Rosneft pulled out of a planned joint venture with the company after losing patience with protracted negotiations.
The $16 billion share-swap agreement fell through after Rosneft and BP were unable to buy out the local partners in the British firm's Russian joint venture TNK-BP.
Kathleen Sebelius, the secretary of health and human services, said insurers would have to defend rate increases in an environment in which they are doing well financially.
The United States Department of Health and Human Services (USDHHS) was officially created by President Jimmy Carter in 1980, when the Department of Education was fashioned out of the education component of the Department of Health, Education, and Welfare. It traces its beginning to the establishment of the Federal Security Agency by President Franklin Roosevelt in 1939. The Federal Security Agency became the Department of Health, Education, and Welfare (DHEW) in 1953 and then DHHS in 1980. In the 1990s, three major changes affected the DHHS: (1) on March 31, 1995, the Social Security Administration, with its more than 55,000 employees and $400 billion expenditures (in 1995) was established as an independent agency, with the commissioner of social security reporting to the president; (2) in 1995, the eight agencies of the U.S. Public Health Service were designated as operating divisions of DHHS, reporting to the secretary instead of reporting to the Assistant Secretary for Health (which they had done since 1968); and (3) in 1996, Congress terminated the federal Aid to Families With Dependent Children's Program (commonly called welfare) and replaced it with block grants to states that stressed work instead of a minimum guaranteed payment for poor mothers and their children, thus dramatically reducing the federal role in welfare policy. The result of these changes was to make DHHS a de facto department of health.
The USDHHS is led by the Secretary of Health and Human Services Staff Offices (e.g., general counsel, Assistant Secretaries for Health, for Legislation, for Planning and Evaluation, for Public Affairs, and for Management and Budget, Director of the Office of Civil Rights), an independent inspector general and twelve operating divisions:(1) Administration on Aging; (2) Administration for Children and Families; (3) Health Care Financing Administration (Medicare and Medicaid); (4) Program Support Center; and the eight divisions that together constitute the U.S. Public Health Service: (1) Agency for Health Care Quality and Research, (2) Agency for Toxic Substances and Disease Registry, (3) Centers for Disease Control and Prevention, (4) Food and Drug Administration, (5) Health Resources and Services Administration, (6) Indian Health Service, (7) National Institutes of Health, and (8) Substance Abuse and Mental Health Services Administration.
In the year 2001, the expenditures by DHHS will exceed $400 billion, second only to the Social Security Administration. The largest expenditures will be for Medicare ($260 billion) and Medicaid ($123 billion), followed by the NIH ($20 billion), the Administration for Children and Families ($17 billion), to the smallest grant-in-aid programs ($29 million) of the Agency for Healthcare Research and Quality. The DHHS employs more than 50,000 individuals, mainly in the Indian Health Service and NIH.
The DHHS administers over 300 grant-in-aid programs, primarily to state and local governments for a variety of public health and social service programs, to universities for research, and to a range of nonprofit organizations and institutions (e.g., hospitals and community health centers).
The secretary's responsibilities include overseeing the hundreds of public health and social service programs, as well as Medicare and Medicaid. The secretary also oversees the Food and Drug Administration (FDA), which is the federal government's primary public health regulatory agency. In addition, the secretary advises the president on a range of health and social services policies. When President Roosevelt initiated the Federal Security Act in 1939 it was his desire to unite all federal agencies "concerned with the promotion of social and economic security, educational opportunity and the health of the citizens of the nation." In the intervening years the DHEW included these functions and expanded rapidly in the 1960s, with the advent of President Johnson's great society programs. In the 1970s, environmental health programs were moved to the EPA; in the 1980s education and vocational rehabilitation programs moved to the newly created Department of Education; and in 1995 the Social Security Administration (the core of the Federal Security Agency) became an independent agency. Despite these changes, the DHHS remains the largest federal department and one of the most complex to lead and manage.
(SEE ALSO: Administration for Children and Families; Agency for Healthcare Research and Quality; Centers for Disease Control and Prevention; Food and Drug Administration; Health Care Financing Administration; Health Resources and Services Administration; National Institutes of Health; United States Public Health Service [USPHS])
Bibliography
Berkowitz, E. (1998). "Health and Human Services, Department of." In A Historical Guide to the U.S. Government, ed. G. T. Kurian. New York: Oxford University Press.
| Published: | May 11, 2011 |
| Author: | Carmen Nobel |
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While corporate board members take their jobs more seriously than ever, they are not necessarily as helpful or effective as they could be, says HBS senior lecturer Stephen Kaufman. He recently sat down with HBS Working Knowledge to discuss what he considers to be the biggest practical issues facing boards today. Key concepts include:
Barry Salzberg has spent his entire 34-year career in one place, climbing the corporate ladder at Deloitte. From his first unsupportive manager at the New York-based professional services firm to the mentors who helped pull him up through the ranks, Salzberg learned to lead and be led, eventually becoming CEO of Deloitte LLP in the United States in 2007. Now poised to take over as global chief executive officer of Deloitte Touche Tohmatsu Limited on June 1, he has a message for the next generation of leaders: The old leadership hierarchy no longer works.
"Gone is the day of the old command-and-control environment, the climb-the-ladder model, in which the employee kept quiet and didn't say too much, certainly not much beyond what was asked and tasked," Salzberg told his audience at a recent Wharton Leadership Lecture. "Gone, too, is the densely layered organizational hierarchy [and] dinosaur-like structures that are too slow and lumbering for today's environment."
Instead, Salzberg said, leadership needs to be "flat" today. It needs to be transparent. And to thrive in an ever-changing world, companies must actively commit to cultivating younger leaders throughout the organization, encouraging older leaders to pass on what they know. "Leadership now needs to be the norm, not the exception," he noted. "No longer is leadership about a few exceptional leaders at the top of the organization. Rather, the future is about exceptional teams and the leaders within those teams who can out-maneuver, out-manage and out-innovate their competition."
Salzberg grew up in Brooklyn, New York, the youngest of five children and the second in his family after his older sister to go to college. His father died while he was in high school, so he worked to help the family make ends meet, and later lived at home to work his way through college. He got his accounting degree from Brooklyn College and a law degree from Brooklyn Law School. Upon graduation in 1977, he immediately went to work in Manhattan for Haskins & Sells, a Deloitte predecessor. Deloitte is now a global network of 53 member firms with more than 170,000 employees who provide tax, audit, consulting and financial advisory services in more than 150 countries. Salzberg's specialty is tax.
"In those days, [Deloitte] was a fancy, formal place," Salzberg recalled, "so formal that you would get bawled out -- and I did -- if you were caught in the hallway without your jacket, especially if you arrived speaking a foreign language like Brooklynese." His first leadership lesson came on his third day. "Bosszilla," as he calls his first boss, asked him for a photocopy of a tax ruling. Eager to please and show off his legal savvy, Salzberg included his own two-page interpretation. "Mr. Salzberg," Bosszilla hissed, "I asked you for a copy of the ruling, not your interpretation. One copy, stapled."
"Well, I will tell you that right then I knew the kind of leader I never want to be," Salzberg said, "the kind who gives orders, not encouragement, who expects people to speak only when spoken to. I knew then, and I've proved it over and over during my career, that you never know where the best ideas will come from. If you build a supportive environment where everyone is expected to contribute, you'll get synergies and creative ideas you never imagined were possible."
Up the 'Lattice'
That, Salzberg noted, is why leadership needs to be flat. In a global world, leaders are required at all levels of the organization, not just at the top. In fact, he said, Deloitte has "kicked away the ladder. In my organization, we talk now about the lattice, not the ladder," where people can move not just up and down but also sideways. If employees need to ease up on the intensity of work to take care of a child or an aging parent, the lattice structure allows them to do that without destroying their career. "The corporate lattice metaphor signals a shift in mindset. It's better reflective of today's employees, who want variety and flexibility and reject a one-size-fits-all approach."
Another leadership relic, according to Salzberg: the idea of a "ruling elite in the clouds of some bureaucratic Mount Olympus." In the past, it would have been unthinkable for the average employee to have direct contact with the CEO, he pointed out. Today, CEOs regularly host employee town halls, in which people are encouraged to ask and say anything. "Our people have to see if that if they disagree [with their boss], nothing will happen -- that there are no [negative] consequences to promotion or compensation."
Salzberg also frequently holds lunches with small groups of people to find out what is really going on in different parts of the organization. "What I do is get out and talk to people to give them the opportunity to share. And then what you have to do is act on it, so people understand that you can change your mind." As head of Deloitte's U.S. operations, Salzberg visits as many as 25 to 35 offices every year, sitting down with partners to hear their concerns. When he becomes global CEO, he plans to travel more, he said. "There's nothing that can replace face-to-face interaction. Getting the rubber on the shoes worn out is how to do it."
No Ostriches, No Elephants
Leaders today must also be transparent, especially in today's socially networked world, said Salzberg. "In today's social media environment, it's fascinating to see how in 10 seconds what you say is spread throughout the organization. There are few hiding places."
Yet Salzberg's first lesson in transparency came many years before Facebook and Twitter. As a young partner working with a very important client, he failed to share an important piece of information with the senior advisory partner in charge. "The irony was that it was good news. I had done something good for the client." But the senior partner was in the dark when the client mentioned the news at lunch the next day. "When the client told him how pleased he was with the work I and my team had done, my boss was blindsided -- caught totally off guard," Salzberg said. "Leaders do not like surprises, even good surprises. This may seem like an elementary lesson, but it was actually a really, really big one for me."
The experience helped him develop what he calls his "no ostriches, no elephants" principle. "No burying your head in the sand if there's a problem, and no ignoring the elephant in the room. Much better to name and tame an issue, no matter how difficult it is," than to ignore it or pretend it isn't there, he said. "Making sure the truth is told and discussed with all is the foundation of leadership. Without that, you can't build trust."
As Salzberg grew and matured in the organization, he took on many leadership roles and began to reflect on leadership itself. He became a partner in 1985. "Then, as now, you need an advocate to make partner. You need a mentor," he pointed out. "While mentoring was naturally a part of the process, it was not a hard-and-fast requirement. Rather, it was something you did if you kind of felt like it. It was optional, and nobody really monitored it. As I look back on it, the old model left too much to chance as far as developing leaders."
Since then, Salzberg has sought a new approach to developing leadership at Deloitte. His goal: to establish a stand-alone, bricks-and-mortar university where Deloitte professionals could go to teach and learn. He took plans to the board in 2007. "I was passionate and excited about the idea, and the board said, 'Slow down,' and made me come back multiple times over a year," he recalled. "And I learned another valuable leadership lesson: patience.... You need to take people on the journey, and that takes time." The board eventually approved the $300 million initiative, and Deloitte University is now slated to open in Westlake, Tex., later this year. The 100-plus acre campus is dedicated to the idea that leaders learn best from other leaders. "Call it 'apprenticeship' if you will. It's an age-old model for turning the young into talented, experienced professionals and leaders."
The university will give Deloitte professionals a chance share their experience and wisdom with the next generation -- a trait Salzberg believes comes naturally to good leaders. "The best leaders are ... generous with their experience, time and understanding that leadership is a life-long journey that is best made with trusted companions," he said. "If you have became a leader, the likelihood is that someone mentored you. Someone helped you, someone championed your career."
Salzberg knows first-hand how important that mentoring can be. In fact, in the beginning -- the days of Bosszilla -- he never planned on becoming CEO of Deloitte. "I really did not have a longer-term vision of rising in the hierarchy of Deloitte. My goal was just to be smart, to be successful and to enjoy what I was doing. And only as I got closer and closer, and people whispered in my ear -- or championed me into believing -- that I could be a successful leader, did I then set my sights on that kind of role."
【蕭文康、范中興、李宜儒╱台北報導】旱象不解，台灣北中南主要縣市將陸續啟動第二階段限水，電子業嚴陣以待，竹科管理局副局長杜啟祥表示，與廠商商討節 省用水後，已經有2/3的廠商配合將每日用水量降低3%，台積電（2330）、聯電（2303）、友達（2409）表示已提高水回收率至8成以上，若持續 限水，不排除啟動水車載水因應。
針對可能出現的水荒，晶圓雙雄歷年面臨限水問題時已有完善的因應配套措施，台積電營運暨產品發展副總秦永沛指出，台積電一直相當重視所謂的「綠色生產」，每年投資金額高達1億美元（約28.62億元台幣），2008年後建的新廠均獲得綠建築協會金牌檢驗，目前12吋廠目前廢水回收率逾9成、8吋廠回收率逾8成，用水量已較先前大幅減少。
台積電企業訊息處處長孫又文說，若限水措施導致減達5%時，將會進一步啟動以水車載水因應，不致影響營運。據了解，台積電事實上在4月起已自行啟動節水措施，預估約省下3%用水，即使未來進一步限水，以回收率逾85%來看，足以因應水荒問題。
聯電財務長劉啟東強調，目前公司廢水回收率達85~90%，未來將進一步提高回收率，另外一方面，除了提高省水措施外，未來不排除也會啟動水車買水機制，到不缺水的縣市買水因應，雖成本增加，但對營運影響有限。
友達（2409）處長蕭雅文表示，目前所有廠區的平均水回收率已達85%，新廠房甚至達到90%，且公司已開始省水措施，減少不必要的用水，像是清洗大樓、噴水池、草坪維護等，減供5%水對營運不會有影響。不過，內部已針對政府各階段限水措施做好因應規劃，努力維持正常運作，任何措施公司都會考慮，當然包括買水。
友達表示，在面板整段製程中，水所佔的成本相當低，未來即使要大量購水，以友達目前每月幾百億的營收規模，成本的增加也相當有限，對營運不會有明顯影響。
法人表示，包括半導體製造如台積電、聯電、力晶（5346）、旺宏（2337）、華邦電（2344）及面板廠友達（2409）、奇美電（3481）都是用水大戶，如果老天持續不賞臉，恐將影響營運表現。
奇美電內部已針對政府限水做出3階段計劃：第1階段先節約非必要用水，第2階段廠區內部分區域用水也會開始進行省水，真的萬不得已，將考慮買水。
由於印刷電路板的電鍍製程中用水較多，健鼎（3044）表示，公司有蓄水池可以儲水備用，短期影響有限，但若全面停水，則不排除透過中國廠區，進行產能調配。
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八月四日，友達光電的台灣第一座八．五代TFT—LCD面板廠，首度開放給媒體參訪。適逢旱象未解，石門、曾文等多座水庫水位告急，媒體焦點卻放在友達如何抗旱，不斷地焦急提問缺水問題。
原 本被視為用水大戶的友達光電，最近幾年全力投入省水大作戰。六年內，友達光電獲得五屆的經濟部水利署節水績優單位表揚，為台灣省水得獎最多的面板廠，「光 是友達桃園的龍科廠，一年節省下的水量就等於二．七五座寶山水庫蓄水量，」友達光電風險暨環安管理處處長牛銘光自豪地說。
「友達從廠區設計開始，就把節水納入設計考量中，」明基友達集團董事長李焜耀指出，友達台中基地就斥資近二十億元，建立水回收系統。
二○○八年，友達總計節省了兩千四百萬噸的水量，相當於石門水庫的八分之一有效蓄水量，「一年就省下三億元的水費，省水又環保，」牛銘光分析。
玩真的！高層到基層拚省水
面板廠與半導體廠都被列為國內工業用水大戶，但友達中科的八．五代廠製程用水回收再利用率高達九○％，每年可省下三百萬噸水，相當於一四三○座標準游泳池的水量。
友達光電把節能節水，當成企業管理的重要指標。
早 在二○○八年一月，友達光電總經理兼執行長陳來助就正式對外宣告推動綠色承諾，制定出二○一○年生態效益指標「八七七」。就是與二○○四年相比，二○一○ 年的友達資源回收再利用率達八○％，溫室氣體排放率降低七○％，以及用水量降低七○％。「這看似不可能的任務，我們卻有信心達成，」李焜耀強調。
最近到各校的校友會 (哈佛大學/耶魯大學/ Essex/東海校內的…..哈佛大學的校內日刊?，打破了校內/校友的分界，報導校友新近在華盛頓的勢力)網站去觀摩一下。我必須承認，我們的路遙遙---從理念上，以及從實務的服務上。哈佛大學HAA的海外見習，耶魯大學(由於是教會學校、校友組織很多元) 的領導論壇等，印象深刻。
而我相信，這也映射出我們的其他經營的問題。舉個例，(官方)傑出/卓越校友返校的人數，十年來可能增加10倍(每年一次)。……而某活動的報導，最近的消息是2009年的。這是什麼意思？
The AYA is taking their show on the road! Keep your eyes out for an announcement for an Emerging Leaders Forum or “Pep Rally” to come to your town. Learn firsthand about all the exciting new initiatives that the AYA is sponsoring. There are so many way s to be engaged. We are looking for new volunteers and alumni of all ages who want to be a part of the “New AYA”.
The AYA is dedicated to helping Yale Clubs and Associations to be the best that they can be. Strategic Planning Retreats are specially-designed programs in which dynamic alumni leaders from the area will convene to brainstorm about the many possibilities for a vibrant alumni community. This high-level, day-and-a-half program will focus on mission discernment and strategic planning to build a framework for the brightest possible future for the organization and the alumni it represents in the region.
VISION
A formal training program, complementing the AYA Assembly, to ensure that volunteers are effectively motivated, inspired, and equipped to lead alumni organizations at Yale. The Forum includes presentations and discussion on Yale’s institutional goals and priorities, volunteer recruitment and management, and best practices from other local Yale alumni organizations.
FORMAT
The program consists of two full-day sessions for key volunteer leaders from local Yale Clubs as well as other key alumni leaders representing Yale Classes, SIGs, and graduate & professional schools.
PARTICIPANTS
Volunteers invited from local Yale Clubs may include the president, vice president, secretary, treasurer, young alumni coordinator, and service coordinator (volunteers serving in other officer positions not mentioned may be invited in consultation with the AYA). Clubs are strongly encouraged to give preference to officers whose terms will continue beyond the current academic year to provide maximum benefit to the Club from this intensive leadership training opportunity.
Other key alumni leaders from local clubs not necessarily officially in any of the roles listed above are also invited to this event, in consultation with AYA staff.
CURRICULUM
The Forum delivers several training modules over the course of the two days. Modules are designed to provide Yale alumni leaders with the tools they need to lead their boards and area alumni. Sessions will include relevant case studies and ample opportunity for participants to share their own success stories and to brainstorm on challenges faced by their organizations.
Topics will cover such areas as mission discernment (what is the role of a Yale Club or your organization today?), principles of strategic planning, best practices in leadership, governance and volunteer management, and creative programming ideas for major cities. The program will also include presentations by alumni groups, the viewing of video clips, and small group breakout sessions.
MODULE 1: AYA STRATEGIC PLAN: AMBASSADORS FOR YALE
1) Focusing on the volunteer
2) Creating new programs and enhancing existing ones
3) Discerning priorities for AYA funding
MODULE 2: Celebrate What’s Right with the World video
MODULE 3: VOLUNTEER MOTIVATION & MANAGEMENT
1) Why alumni volunteer—needs and expectations
2) Recruitment and retention strategies
3) Succession planning
MODULE 4: GOOD TO GREAT AND METRICS FOR SUCCESS
1) Good to Great worksheet discussion
2) Growth opportunities—how do we know when we’ve been successful?
3) What do we measure?
4) Success metrics that are important to Yale and to the AYA
MODULE 5: MISSION
1) Discerning mission and priorities
2) Club vs. nonprofit dynamics
MODULE 6: STRATEGIC PLANNING
1) Strategic planning guidance—successful methods
2) Ensuring alignment with Yale priorities
3) Setting goals, determining objectives
4) Best practices from other similar groups or institutions
MODULE 7: TALK BACK
1) What have we learned this weekend?
2) What are the critical next steps for you and your Yale community?
3) Opening up new markets in your alumni audience
4) Partnerships with other groups, internal or external
5) Encouraging and rewarding innovative thinking
REQUIRED READING
These books will be sent to you in advance of the Leadership Forum:
- Good to Great and Good to Great and the Social Sectors by Jim Collins
- Your Company’s Secret Change Agents by Richard Tanner Pascale and Jerry Sternin
- Our Iceberg Is Melting by John Kotter
For further information contact Nory Babbitt (nory.babbitt@yale.edu) or Jenny Chavira (jeanette.chavira@yale.edu)
Report: Chuck Penfold (Ute Schaeffer)
NEW HAVEN, Conn.
The Yale School of Management and IBM Corp. are collaborating on an academic program to teach a curriculum of analytics, which measures consumer sentiment and mines numerous sources of data to improve marketing and sales.
Yale's Center for Customer Insights and IBM said Thursday that the partnership is intended to capitalize on rapidly rising demand in the coming decade for professionals with management analysis skills. A course at the School of Management teaches students about analytics that forecast and better understand customer buying trends to improve sales and gather feedback on marketing.
Ravi Dhar, director of the Center for Customer Insights, said online data give companies a better insight into customer behavior than surveys or questionnaires.
As part of the IBM Academic Initiative, the Yale program has access to IBM technology, course materials, training and curriculum development.
很謝謝張日亮神父 (嘉義輔仁中學校長)來訪—09:00-14:00 。他的名片英文姓名之後冠S.V.D. 。他們屬於Divine Word Missionaries ：聖言會。在天主教辭典，該會的介紹如下：
“Divine Word Missionaries ：聖言會：由德籍楊生神父（ Arnold Janssen ）於 1875 年所創立的國際性男性傳教修會；于 1932 年接管北平輔仁大學；來台後在嘉義創辦輔仁中學，並主持臺灣輔仁大學理工、外語及民生三個學院。中國首任樞機田耕莘即為該會會士。原名 Society of The Divine Word 。拉丁文稱作 Societas Verbi Divini ，簡寫 S.V.D. 。 “
其實，張神父到過菲律賓，巴西 (懂葡萄牙語：可以講道) 等地傳教多年；並到英國研習一年(歐美日和印度緬甸等遊學和進修。他對日本禪和中觀等研究頗深，是中觀基金會的理事長 (每天早晚打座、全素……)；我說他精彩的全球經驗，應該寫出來。
他是輔仁大學的董事—他介紹輔仁大學董事會有24人(他的S.V.D.四位)、而企業界的校友董事的幫助也很大，譬如說要蓋醫院，董事提供很多想法和服務。
我跟他談如何利用資訊科學該創學校的形象 (他們學校網頁和GMAIL/YOU TUBE等全用GOOGLE公司的；我還說YEARBOOK和校友通信等之編輯和印刷等等、都要善用之。
再談學校如何學ORGANIZATIONAL EFFECTIVENESS/ SAFETY -HEALTH-ENVIRONMENT….策略(開源節流/ 與社區/社會的參與)……
今天，我們推出全新改版的天下網站。這個籌畫一年、一改再改的新多媒體空間，將帶給您一個全新的閱讀經驗。
在天下工作了三十年，我一直以為自己在做「印刷媒體」。但今年，跟著做網站改版前的盤點、調整，才發覺，我工作了近半個甲子的地方， 已經在不知不覺中，變成了一個有影音、電子書版雜誌、書店、社群互動、多本雜誌平台的「多媒體空間」了。在年輕網編、和影音同仁們的努力下，天下雜誌豐 盛、精緻的圖表、照片、人物故事，繽紛地在我眼前演繹出意想不到的故事呈現。
對習慣天下舊網頁空間的您，此後的天下網站新版有四個比較具體的改變：
改變一：更易於閱讀+全文五百字閱讀
首先，新改版的頁面，更重視大圖像呈現、和閱讀動線的流暢。同時，我們開放原先只有會員才有的好處：天下所有文章、試讀500字。
改變二：世界級的多媒體體驗
第二個改變，整合天下網站歷年來500多影音、PPT和近百個多媒體專輯，一次整合在各自的專屬頻道中。提供您世界級大媒體才齊備的「多媒體閱讀」體驗。
改變三：更多虛實整合專題企畫
第三個改變，提供您更多平面和網路整合的專題企畫。從日本大震的現場日記到行動綠生活專題，我們將推出更多虛實整合專題報導，增加您感同身受的閱讀快感，更方便您做報告、分享的豐富素材。
改變四：更多互動和社群分享
新版網站放入更多分享、和互動機制。持續結合現有天下臉書14萬名粉絲，告知天下集團最新的「好康」，也讓您的需求在最短時間內，成為我們大編輯台的新鮮素材。
三十歲，在許多人看來，是邁向中年的前夕。但天下網站上鮮活的演出、互動，14萬臉書粉絲不斷傳來的熱情回應，卻讓我看到天下這個品牌的新生命。
新版上市前，先謝謝大家不間斷的支持，也請您們一起來嚐鮮。覺得好，請幫忙「蹈相報」；覺得不夠好，也請直接寫信給cwadmin@cw.com.tw，告訴我們您的改進意見。無論如何，先謝謝大家多年來的支持與鼓勵。(天下雜誌總編輯 吳迎春100/05/01)
