廣告

2013年3月26日 星期二

梵蒂岡挑選接班人的啟示

梵蒂岡挑選接班人的啟示


2013-03-20 天下雜誌 518期 作者:經濟學人

梵蒂岡挑選接班人的啟示 圖片來源:達志影像/路透社提供 新教宗上任,打破教宗必定出身歐洲的千年慣例,也為這個古老的心靈產業,建立了接班制度。這項重大革新,能為企業接班帶來什麼啟示?
天主教是全球最古老的跨國企業,就某方面來說,它也是全球最大、最成功的跨國企業。天主教擁有十二億顧客、一百萬名員工、數百萬志工、全球配送網絡、所有人都知道的標誌、強大的遊說力量,而且在新興市場的表現極佳。
教宗擁有許多危機管理工具,但教宗本篤十六世引發了一些不必要的危機,也掙扎於天主教教堂傳出的性醜聞之中。
部份原因在於,他是個學者,而非管理者。而且天主教面臨的問題,需全面性的結構改革,要有年輕的改革精力,但他就任時已經七十八歲,今天也已八十五。
事實上,本篤十六世退位,已經是個重大改革。明示教宗跟企業老闆一樣,是個需有表現的「職務」。更讓樞機主教們在選新教宗時,可選一個有「任期」的年輕主教。本篤十六也已表達願意續留梵蒂岡,協助他的繼任者。
新任教宗最重要的任務,就是處理性醜聞。就某方面來說,這是個神學議題;如果神父不必是男性、不必獨身,天主教就能吸引非常不同的人才。
雖然新任教宗不太可能允許女性擔任神父或允許神父結婚,他還是可以向私人企業學習管理。
其一,懲罰誤入歧途的員工,而不是保護他們。
其二,將名聲視為最珍貴的資產,訂出明確的行為規範,並要求員工遵守。
其三,要放眼未來;企業每年都會召開高階主管會議來檢討策略,而不是每個世紀才開一次會。

2013年3月25日 星期一

中方向俄羅斯購戰鬥機、潛艇35.6億美元/壹傳媒

 中央電視台報道,中國國家主席習近平訪俄前夕,中俄已簽署協議,中方向俄羅斯購入24架蘇-35戰鬥機、以及4艘「拉達級」潛艇,估計總額高達35.6億美元(約221億元人民幣),為中國10年來首次向俄國採購重大軍事裝備。

 ----
《經濟通通訊社26日專訊》壹傳媒(00282)今早開市前暫停買賣,待公布 內幕交易。市場盛傳,公司出售台灣業務有可能會告吹。該交易原定明日(27日)為最後交易日,但據聞買方內部出現很大分歧,旺旺(00151)主席蔡衍明 旗下的中時媒體集團擔心收購會危及其原來的媒體王國,想降低持股量,但其他拍檔又不願加大投資額,拒絕蔡衍明建議,有關收購告吹的呼聲愈來愈高。(ms)
 ----

台灣壹傳媒交易案驚傳破局,昨天市場盛傳,明天交易案合約到期時,台灣買家將決定「不續約」;不過,買賣雙方昨天都表示「毫無所悉」。
交易總額高達新台幣一百七十五億元的台灣壹傳媒能否順利成交,目前仍撲朔迷離。
市場傳言,交易案破局的原因,是買方內部出現歧見,旺旺中時媒體集團總裁蔡衍明擔心此案會傷害旺中集團,想降低持股,但台塑王家、中信辜家不願再增加持股。
熟悉內情的人士說,如果交易案「不續約」,壹傳媒未來在台灣的經營可能會有幾種情況:一,壹傳媒主席黎智英繼續經營台灣壹傳媒。二,重新尋找新買家。三,壹電視重新接洽前次買主年代董事長練台生接手。
台灣蘋果日報總編輯馬維敏昨天說,他未聽說此事破局,台灣平面業務正常運作,他無法發表意見;壹電視發言人張修哲也說「不知道破局」,壹電視仍正常經營。
去年十一月廿七日,台灣買家與香港賣方簽訂交易備忘錄,明定以四個月期間為限,希望通過台灣相關行政單位審查;期滿若無法完成交易,買賣雙方任一方都可宣布中止交易,或是協商續約。
去年初,黎智英在台灣經營電視業務無法在有線電視系統平台上架、虧損過高,他希望將台灣的平面與電視媒體一起出售,引發富邦集團、中信集團的競逐。
後來以中國信託慈善基金會董事長辜仲諒為首的台灣買家集團,結合台塑王家和旺中集團蔡衍明,決定以新台幣一百七十五億元買下台灣壹傳媒所有業務。
不過,台灣買方集團受到輿論與政府多方關切。首先是辜仲諒家族的金控身分,被金管會要求媒金分離、持股不得超過兩成。導致辜仲諒必須另找其他買主吃下他手中持股,以達到金管會要求。
而旺中集團要買蘋果日報,更引發社會輿論關切,尤其去年旺中集團才計畫以七百多億元買下台灣最大有線電視統業者中嘉網路(旺中案),雖然被國家通訊傳播委員會(NCC)以三項附加停止條件「卡住」;擔心媒體壟斷的公民團體更發動反媒體壟斷遊行。
NCC在各方壓力下,快速修訂了「廣播電視媒體壟斷防制及多元維護法草案」,將平面媒體併購電視媒體也一併管制在內;而除了金管會、NCC的意見外,連公平會都宣稱要以高標準審核這項結合案,直到今年三月十一日最後期限才補件完畢。

2013年3月22日 星期五

中國媒體攻擊外國汽車廠商/大眾表演第一名

外國汽車廠商成中國媒體攻擊目標

國正在對外國汽車製造商施壓。

週三﹐大眾汽車(Volkswagen AG VLKAF -4.89% )宣佈﹐它將召回逾38萬輛汽車。此前中國影響力很大且具有官方背景的一家電視台上週報道﹐大眾汽車生產的部分最受歡迎的車型存在變速箱問題。大眾汽車發言人說﹐現在估計成本還為時過早。但一些分析師表示﹐此次召回的成本可能高達6.18億美元。

中國中央電視台(CCTV)這周另外又播出了多位消費者的投訴﹐稱寶馬汽車公司(BMW AG)、奧迪(Audi)和戴姆勒公司(Daimler AG DDAIF -2.65% )生產的豪華汽車所使用的降噪減震阻尼片會散發出對消費者健康有害的異味。央視的報道引用了北京化工大學(Beijing University of Chemical Technology)的檢測結果﹐結果顯示這種材料含瀝青殘餘。

央視週三繼續跟進﹐派出一位記者守候在梅賽德斯-奔馳(Mercedes-Benz)北京工廠的門外。這位記者告訴觀眾:我們將在該公司門外等候﹐直到他們展現出真誠的態度。

擁有梅賽德斯-奔馳品牌的戴姆勒公司發言人說﹐該公司立即對此事展開了調查。但這位發言人仍然對該公司在中國生產的汽車辯護﹐稱他們只使用符合全球監管規定的進口阻尼片。

寶馬和大眾汽車旗下的奧迪稱﹐在接到投訴之後他們已經展開了各自的調查。寶馬公司表示﹐其全球範圍內的汽車生產都適用統一標準。奧迪的一位發言人表示﹐週三進行的實驗室檢測沒有發現會影響駕車人健康的排放物。

上述節目均同上週五的國際消費者權益日有關。央視在這一天播出的晚會已經成為中國國內關注的主要事件。晚會針對的國外品牌從蘋果(Apple Inc. AAPL +0.14% )到麥當勞(McDonald's Corp. MCD -0.24% )﹐不一而足。其批評的方式反映的是政府政策。央視不僅播出針對國外品牌的報道﹐今年它也瞄準了國內汽車製造商江淮汽車(Jianghuai Automobile Co. CN:600418 -1.08% )的產品。

官方媒體關注汽車質量的同時﹐有跡象表明中國官員對國外品牌在中國這一全球最大的汽車市場佔據主導地位感到不悅。在中國﹐國外汽車品牌享有質量好的聲譽。

去年12月﹐中共新一代領導人在外界對官員腐敗問題的擔憂不斷升級的背景下主張厲行節約。據官方媒體報道﹐中國國家主席兼中共中央總書記習近平要求政府官員坐自主品牌轎車。他說﹐很多外國領導人都坐自己國家生產的車﹐除非沒有生產。

今年1月﹐中國業內官員再次呼籲對中國分散的汽車產業進行整合﹐培育三到五家有競爭力的主要汽車廠商﹐並為中國車主研發自主品牌轎車。

政 治風險和商業戰略咨詢公司Pacific Rim Advisors的首席執行長安德森(Greg Anderson)說﹐很多人對中國車企無法同外國汽車製造商競爭的事實存有不滿。外國汽車品牌最好做到完美無瑕﹐否則中國媒體隨時準備調查報道。安德森 最近出版了一本有關中國汽車業的新書。

麥肯錫公司(McKinsey & Co.)合伙人柯明逸(Axel Krieger)說﹐全球汽車製造商應該將中國有關部門日益加大的審查力度視作北京就自己的願望發出的一個信號。他說﹐對於自己能給中國帶來什麼貢獻的問 題﹐外國汽車製造商應該考慮地更週全一些。它們想的不該僅僅是如何賺取利潤﹐還應該關心產業政策﹐即如何幫助中國建立其汽車產業。



去年中國市場上共售出了超過1,550萬輛汽車﹐較上一年增長了7%。外國品牌佔中國國內汽車銷量的70%﹐其中大眾和通用汽車公司(General Motors Co.)屬最暢銷品牌行列。中國政府設定了目標﹐欲到2015年將本土品牌的市場份額增至40%。

這幾個月來﹐只有日本品牌的同比銷量增速弱於中國國產品牌﹐原因是中日領土爭端讓中國消費者對日本車感到不快﹐也令一些潛在買家擔心﹐怕買了日系車後遭破壞﹐或受到騷擾甚至攻擊。

中 國國內的很多汽車製造商利潤和銷售收入都很強勁﹐但這在很大程度上要歸功於那些與通用汽車和大眾等外國廠商建立的合資企業。分別與通用和大眾合資的中國最 大汽車生產商上海汽車集團股份有限公司(SAIC Motor Corp.)去年前11個月銷售了414萬輛汽車﹐同比增加12.4%。

中國是大眾的最大市場﹐這裡賣出的每五輛車中就約有一輛為這個德國汽車廠商製造。2012年﹐大眾在華汽車銷量達到220萬輛﹐增加了24.8%。同期﹐該公司在全球售出了約930萬輛。大眾的兩家在華合資企業去年運營利潤大增42%。

大 眾本月說﹐打算在未來五年將該公司的在華年產能增加約一倍﹐達到400萬輛。中國目前已是大眾的最大市場。大眾說﹐旗下的兩家中國合資企業到2015年將 在生產和技術擴張方面支出近130億美元。由於中國和其它新興市場的強勁銷售業績﹐大眾基本上沒有受到歐洲汽車市場萎縮的沖擊。

大眾週三 說﹐將從4月2日起召回384,181輛配備七速雙離合變速箱的車輛。發言人路德維希(Christoph Ludewig)說﹐將更換召回車輛的變速箱機電單元。據艾爾西汽車市場咨詢(上海)有限公司(LMC Automotive Consulting (Shanghai))總監曾志凌估計﹐這類更換費用每輛車大概在人民幣3,000元至10,000元之間。

央視還提到﹐對梅賽德斯-奔馳C級和E級轎車、寶馬3系和5系、奧迪A6和Q5等其它德國品牌旗下六種車型的阻尼材料進行了測試。一位金姓奔馳車主對央視記者說﹐車內刺鼻的氣味讓他舉得頭暈﹐眼睛刺痛﹐嗓子也疼。

儘管如此﹐分析師仍說﹐這些報道遠不足以傷害外國品牌在中國的聲譽。

曾志凌說﹐雖然有越來越多關於大眾變速箱的投訴﹐但大眾仍是中國最大的乘用車製造商。

微博上有很多網友對上述報道表示質疑。在媒體受到嚴格限制的中國﹐微博為中國民眾提供了一個展開話題討論的全國性平台。

一位網友說﹐奔馳和寶馬的消費者都是富人﹐央視就不能多關注一下中國農民這樣的弱勢群體嗎?就不能多曝光那些導致數千名農民患癌的公司嗎?

另一位網友在微博上寫道﹐我更關心中國百姓買的低端車﹐這些車里用的是什麼材料?希望央視不要回避這類問題。

COLUM MURPHY

(本文版權歸道瓊斯公司所有﹐未經許可不得翻譯或轉載。)

2013年3月21日 星期四

名人還想要學位拉台: 一流人進高階主管研習班

 哈哈 好個教育部:
麵包師傅吳寶春申請EMBA被拒,引起府院高層關注。馬英九總統昨天指示「留人」後,教育部火速宣布修法,一周後吳寶春就可以同等學歷報考國內大學EMBA班!




申述貧窮是最好的大學” (高爾基)
思考一下: 近日的吳寶村emba 事件 (又提到以前郭董申請台大emba的故事)
 演變成新加坡 vs 台灣的"搶人大作戰"



台灣的企管教育只有給學位的EMBA/MBA等而已嗎?
參考一下哈佛大學等的高階主管研習班 (Executive Program). 沒學位. 大家還是搶著要去深造

野蠻的台灣檢方: 這種判例不怕被國際笑嗎?

A片無著作權日商敗訴 網友反應超兩極 【2013/3/21 20:59】

新聞圖片
北檢以A片不受著作權為由,判日商敗訴,網友戲稱「從此A片大解放」。(資料照,記者吳仁捷翻攝)
〔本報訊〕台灣愛爾達科技等11家公司,因將兩百多部成人片上傳到網路,供網友付費下載,遭到日本成人片商跨海提告,北檢今日公布結果,以A片沒有受到著作權保護為由,全案不起訴。

 日商指出,這些色情片都是花錢找來導演、演員、化妝師、燈光師及布景道具人員,共同創作且導演有想要表達的意念,應該具有著作權,但北檢認為,影片多描述男女以不同姿勢口交、性交,且放大特寫,引起觀眾性慾,屬於色情片。

 檢方說,著作是指文學、科學、藝術等創作,色情片並不包含在內,且著作權法需受公序良俗限制,也就是就算色情片算是「著作」,也不在著作權法的保障範圍內,因此全案不起訴。

 對北檢的判決網友們大多都保持鎮定,反應超兩極,議論說「當小偷還就算了,還拿來營利,真的有點超過」、「這種判例不怕被國際笑嗎」表示這種奇怪的法律應該改一改,更有網友諷刺的說「從此A片大解放」。

2013年3月14日 星期四

惠普的沒落或中國公司的新生

知 情人士透露,惠普公司(Hewlett-Packard Co. ,HPQ)已選擇中國大陸公司比亞迪電子(國際)有限公司(BYD Electronic (International) Co. ,0285.HK, 簡稱:比亞迪電子)作為其最新安卓(Android)平板電腦Slate 7的生產商。此舉一反該行業長期以來基本依賴台灣代工商的慣例,同時也是中國大陸公司競爭優勢上升的一個例子。

上述知情人士稱,惠普在決定如何選擇低成本平板電腦的生產商時繞過了台灣硬件合作夥伴,而把該項業務外包給了比亞迪電子。

瑞士銀行(UBS)分析師Arthur Hsieh表示,比亞迪電子非常重視平板電腦業務,他們已開始贏得了一些知名客戶。不過,由於欠缺經驗和規模,比亞迪電子不太可能成為台灣代工商的主要競爭對手。

比亞迪電子沒有證實惠普是否是該公司的平板電腦客戶。比亞迪電子在公告中表示,公司正積極擴展平板電腦業務,但目前還不能透露相關細節。

惠普則發佈公告稱,Slate 7的供應商為該產品提供了最好的質量和成本方案。

惠 普還選擇了一家中國大陸供應商作為Slate 7處理器的供應商——福州瑞芯微電子有限公司(Fuzhou Rockchip Electronics Co.),而沒有選擇大牌美國晶片製造商高通公司(Qualcomm Inc. ,QCOM)和Nvidia Corp. (NVDA)。

Sanford C. Bernstein的分析師Alberto Moel表示,儘管比亞迪電子等中國大陸公司遠未具備與台灣代工巨頭抗衡的勢力,但前者的技術水平正在迅速提高。

他表示,中國大陸公司的力量將會不斷壯大,特別是在傳統的個人電腦以外的領域。

Eva Dou

Chinese Solar Panel Maker Suntech Power on Financial Brink

中國太陽能巨頭尚德將被政府接管

Peter Parks/Agence France-Presse — Getty Images
中國無錫,工人們在尚德的一家工廠里組裝太陽能組件。

太陽能行業高管和一名無錫官員周三表示,全球最大的太陽能組件製造商之一尚德太陽能電力有限公司(Suntech Power)幾乎用光了現金,行將被所在地無錫市政府控股的一家公司部分或全部接管。
前述控股公司無錫國聯集團總部行政辦公室接聽電話的一名女士表示,收購尚德的協議已經達成,尚德是在紐約證券交易所(New York Stock Exchange)上市的公司。該女士拒絕透露自己的身份。
尚德負責投資者關係的羅里·麥克弗森(Rory Macpherson)拒絕回應有關無錫國聯的問題,只在一封郵件中說,“不對市場謠言發表評論是我們的政策。”
尚德因必須在本周結束之前向可轉換債券的持有人支付5.41億美元(約合33.62億元人民幣),由此被推向財務崩潰的邊緣。去年7月,尚德透露公 司投資價值5.3億歐元(約合42.7億元人民幣)買入的德國債券可能會被證明是騙局,之後便停止公布財務報告。分析人士稱,尚德的現金儲備一直在減少, 最近幾個月,中國國有銀行已經不願繼續向其提供貸款。
公司稱,本周早些時候已同五分之三的債券持有人達成協議,暫緩兩個月支付,以便找到解決財務困境的辦法,但一些債券持有人對這項聲明表示質疑,稱甚 至都沒人找他們商議暫緩支付的事情。本周,尚德的可轉換債券的交易價格僅為其原來價格的30%。周二,尚德的股價以1.09美元收盤,當天的跌幅為 5.2%,過去十二個月的累計跌幅為63.2%。
截至亞洲時間周三晚間,仍不清楚尚德的債券持有人或長期蒙受損失的股東能得到什麼樣的條件。尚德的股東可能不得不同意併購,尤其是不先期申請破產免債的併購。
周二,尚德宣布即將關閉位於亞利桑那州固特異(Goodyear)的工廠,那裡將損失43個工作崗位。這家工廠將鋁製框架和電氣接線盒安裝在從中國 進口的太陽能電池上,這樣,完全出於組裝的太陽能組件就可以滿足《購買美國產品法》(Buy American Act)的要求。
尚德的崩潰,是中國綠色能源行業過去四年快速衰落的一個里程碑。中國把可再生能源作為自身複雜問題的解決方案,下的賭注比其他任何國家都要大。中國的問題包括相互關聯的兩個方面,一是嚴重的空氣污染,一是對從中東和非洲政局不穩的國家進口能源的嚴重依賴。
同時,中國地勢低洼、人口稠密的沿海地區非常容易受全球變暖的影響。位於華盛頓的能源部(Energy Department)估計,那裡容易因海平面上升而流離失所的人口比全球其他任何地方都多。
但是,事實證明,不管是從財務上說,還是從中國與美國及歐盟的貿易關係上說,中國發展可再生能源的方式都是毀滅性的。
國有銀行以優厚的條件向中國太陽能組件製造商貸出了180億美元,資助其產能在2008年到2012年間增長了十多倍。這導致太陽能組件的價格同期猛跌了75%,結果是中國公司去年每取得3美元的銷售額就要承受1美元的虧損。
巨額的貸款與極低的價格促使德國企業SolarWorld及其美國分公司分別在歐盟和美國發起了針對中國出口太陽能組件的反傾銷及反補貼訴訟。作為回應,美國向中國的太陽能電池和組件徵收了約40%的關稅,而歐盟的審議正處於收尾階段,預計將於今年夏天做出最初的裁決。
位於上海的諮詢公司Bennu Solar的董事總經理約塔姆·阿里爾(Yotam Ariel)稱,關閉亞利桑那州的工廠“再一次表明其處境艱難”。
位於俄勒岡州尤金的太陽能電池組件進口商Grape Solar公司的總裁袁海洋(Ocean Yuan)稱,無錫國聯接管尚德,將幫助市政府留住可能因公司倒閉而損失的約1萬個工作崗位,至少是留住其中的一部分。
尚德作為獨立企業的終結正值太陽能組件價格的長期跌勢可能企穩之時,但價格的企穩並不會使製造商得利。
袁海洋稱,隨着中國的國有銀行停止以極其豐厚的條件繼續放貸,該國的太陽能組件出口商失去了向買家放賬長達四個月的能力。他說,現在,就連中國大陸 製造商的台灣競爭對手都開始要求貨到付款,對那些本身不具備足以支撐庫存的高限銀行信用額度的美國太陽能組件安裝商而言,這一事態發展會讓它們財務承壓。
無錫國聯是一家大型企業。根據其網站的說法,該集團成立於1999年5月,由無錫市政府出資設立,目前擁有75家全資控股企業,總資產426億元人民幣,活躍於金融服務和地產行業。
無錫是一座大型工業城市,位於上海市西北120公里處。
尚德由施正榮一手打造,這名中國科學家曾在澳大利亞學習太陽能技術,10年前返回無錫創立了尚德。以發電容量計算,這家公司於2011年成為世界上最大的太陽能組件生產商,之後卻因貿易懲罰和財務問題而被迫減產。
施正榮博士之前得到了長期擔任無錫市市長的朱克江的有力支持。但是,習近平去年11月當選新一屆中共中央總書記後,黨內官員進行了大規模變動,朱克江也在去年初冬調往外地任市委書記。
上周初,尚德免去了施正榮的董事長一職。共產黨官媒人民網周三報道稱,尚德董事會已下令對尚德與施正榮私人持有的公司之間的交易進行內部調查。關於此類調查是否正在進行,尚德負責投資者關係的麥克弗森沒有作答。
翻譯:陳亦亭、黃錚



Chinese Solar Panel Maker on Financial Brink

One of the world’s largest manufacturers of solar panels, Suntech Power, has nearly run out of cash and is poised to be taken over partially or entirely by the municipal government’s holding company in its hometown of Wuxi, China, solar industry executives and a Wuxi official said Wednesday.
A woman answering the phone in the executive offices of the group headquarters of Wuxi Guolian, the holding company, said that a deal had already been reached for the acquisition of Suntech, which is traded on the New York Stock Exchange. The woman declined to identify herself.


Rory Macpherson, Suntech’s director of investor relations, declined to address a question about Wuxi Guolian, saying in an e-mail only, “It’s our policy not to comment on market rumors.”
Suntech has been driven to the financial brink by an obligation to pay more than $541 million to holders of convertible bonds at the end of this week. It stopped releasing financial reports last year after disclosing in July that it had invested in €530 million, or $690 million, worth of German bonds that might prove fraudulent. The company’s cash reserves have been dwindling, according to analysts, and Chinese state-owned banks have become reluctant in recent months to keep extending further loans.
The company said it reached a deal with three-fifths of the bondholders early this week to give it a two-month reprieve to find an answer to its financial troubles, but some bondholders have questioned the announcement, saying that they were not even approached about a reprieve. Suntech’s convertible bonds have been trading this week for as little as 30 cents on the dollar. Its shares closed at $1.09 on Tuesday, down 5.2 percent for the day and down 63.2 percent in the past 12 months.
It was unclear late Wednesday in Asia what terms might be offered to Suntech’s bondholders or long-suffering shareholders. The latter might have to approve a merger, particularly if a merger were to take place without an initial bankruptcy filing to erase debt.
Suntech announced Tuesday that it was closing its factory in Goodyear, Arizona, at the cost of 43 jobs there. The factory put aluminum frames and electrical junction boxes on solar cells imported from China, so that the fully assembled solar panels would qualify for “Buy American” programs.
The collapse of Suntech is a milestone in the precipitous decline of China’s green energy industry over the past four years. More than any other country, China had bet heavily on renewable energy as the answer to its interlinked problems of severe air pollution and heavy dependence on energy imports from politically unstable countries in the Middle East and Africa.
China is also very exposed to global warming along its low-lying, densely populated coastline, which the Energy Department in Washington has estimated to have more people vulnerable to displacement from rising sea levels than anywhere else on earth.
But China’s approach to renewable energy has proved ruinous, both financially and in terms of trade relations with the United States and the European Union.
State-owned banks have provided $18 billion in loans on easy terms to Chinese solar panel manufacturers, financing an increase of more than tenfold in production capacity from 2008 to 2012. This set off a 75 percent drop in panel prices over the same period, which resulted in Chinese companies’ losing as much as $1 for every $3 in sales last year.
The huge loans and very low prices prompted SolarWorld, a German company, and its American subsidiary to file anti-dumping and anti-subsidy cases in the United States and the European Union against solar panel exports from China. The United States has responded with tariffs of about 40 percent on solar cells and solar panels from China, and the European Union is concluding its deliberations and is expected to deliver an initial verdict this summer.
Yotam Ariel, the managing director of Bennu Solar, a consulting firm in Shanghai, said that the closing of the Arizona factory was “yet another indication of a tough struggle.”
Ocean Yuan, the president of Grape Solar, an importer of solar panels based in Eugene, Oregon, said that a takeover of Suntech by Wuxi Guolian should help the municipal government save at least some of the approximately 10,000 jobs there that could be lost in a liquidation of the company.
Suntech’s demise as an independent company comes as the long decline in solar panel prices may be leveling off — but not to the benefit of manufacturers.
As Chinese state-owned banks have stopped extending credit on extremely generous terms, solar panel exporters in China have lost the ability to let their buyers wait as long as four months before paying for deliveries, Mr. Yuan said. Now, even the Chinese manufacturers’ rivals in Taiwan have begun demanding payment on delivery, he said, a development that is putting financial stress on solar panel installers in the United States that may not have large bank credit lines themselves to finance inventories.
Wuxi Guolian is a sizable enterprise. According to its Web site, the company was set up by the Wuxi municipal government in May 1999 and now has 75 wholly owned subsidiaries with total assets of 42.6 billion renminbi, or $6.9 billion, active in financial services and real estate.
Wuxi is a large industrial city located 120 kilometers, or 70 miles, northwest of Shanghai.
Suntech was built by Shi Zhengrong, a Chinese scientist who studied solar technology in Australia and returned to Wuxi a decade ago to build what became in 2011 the world’s largest manufacturer of solar panels by gigawatts, before trade penalties and financial problems forced cutbacks.
Dr. Shi enjoyed powerful support from Wuxi’s longtime mayor, Zhu Kejiang. But Mr. Zhu was transferred early this winter to become the municipal party secretary in another city, part of a large-scale reshuffling of Communist Party officials following the selection of Xi Jinping as the new general secretary of the party last November.
The Suntech board removed Dr. Shi as chairman at the start of last week. The Web site of People’s Daily, the Communist Party’s newspaper, reported Wednesday that the Suntech board had ordered an internal review of transactions between Suntech and Dr. Shi’s personally held businesses. Mr. Macpherson, Suntech’s investor relations director, did not respond to a question about whether such a review was under way.

2013年3月10日 星期日

Agile Family Inc.

Family Inc.

 BRUCE FEILER

At 7 p.m. on a Sunday in Hidden Springs, Idaho, the six members of the Starr family were sitting down to the highlight of their week: the family meeting. The Starrs are a typical American family, with their share of everyday family issues. David is a software engineer; his wife, Eleanor, takes care of their four children, ages 10 to 15. One of the children has Asperger syndrome, another ADHD; one tutors math on the near side of town; one practices lacrosse on the far side. 'We were living in complete chaos,' Eleanor said.

Like many parents, the Starrs were trapped between the smooth-running household they aspired to have and the exhausting, earsplitting one they actually lived in. 'I was trying the whole 'love them and everything will work out' philosophy,' she said, 'but it wasn't working. 'For the love of God,' I finally said, 'I can't take this any more.' '

What the Starrs did next was surprising. Instead of consulting relatives or friends, they looked to David's workplace. They turned to a cutting-edge program called agile development that has rapidly spread from manufacturers in Japan to startups in Silicon Valley. It's a system of group dynamics in which workers are organized into small teams, hold daily progress sessions and weekly reviews.

As David explained, 'Having weekly family meetings increased communication, improved productivity, lowered stress and made everyone much happier to be part of the family team.'

When my wife and I adopted the agile blueprint in our own home, weekly family meetings with our then-5-year-old twin daughters quickly became the centerpiece around which we organized our family. The meetings transformed our relationships with our kids岸and each other. And they took up less than 20 minutes a week.

The past few years have seen a rapid erosion of the wall that once divided work and family. New technologies allow busy employees to check in with one another during 'family time' and allow busy parents to interact with their kids during 'work time.' But as close as the two worlds have grown, they've rarely exchanged ideas. Parents hoping to improve their families have been stuck with stale techniques from shrinks, self-help gurus and other 'family experts.' Meanwhile, in workplaces across America, breakthrough ideas have emerged to make teams run more smoothly.

A new generation of parents is now taking solutions from the workplace and transferring them home. From accountability checklists to family branding sessions, from time-shifting meals to more efficient conflict resolution, families are finally reaping the benefits of decades of groundbreaking research into group dynamics. The result is a bold new blueprint for happy families.

Surveys show that both parents and children list stress as their No. 1 concern. A chief source of that stress is change. Just as kids stop teething, they start throwing tantrums; just as they stop needing us to give them a bath, they need our help dealing with online hazing. No wonder psychologist Salvador Minuchin said that the most important characteristic of families is being 'rapidly adaptable.' So has anyone figured out how?

In 1983, Jeff Sutherland was a technologist in New England when he began noticing how dysfunctional software development was. Companies followed the 'waterfall model,' in which executives issued ambitious orders that their harried programmers struggled to meet. Most projects failed. Mr. Sutherland set out to design a more agile system, in which ideas would not just flow down from the top but also percolate up from the bottom. Today, agile development is used in 100 countries and is transforming management suites.

Inevitably, fans of agile started applying the techniques to their families. 'I began to see a lot of people using agile at home, especially with their children,' Mr. Sutherland told me. Blogs popped up; manuals were published.

A central plank is accountability. Teams use 'information radiators'岸large, public boards on which people mark their progress. The Starrs, for instance, created a morning checklist of chores, which each child is responsible for ticking off. On the morning I visited, Eleanor drank coffee and inquired about the day, while the kids fixed lunch, loaded the dishwasher and fed the dog. When I protested that my own girls would never be so compliant, she said, 'That's what I thought. I told David, 'Leave your work out of my kitchen.' But I was wrong.'

The week that my wife and I introduced our own morning checklist, we cut parental screaming in half. But the real breakthrough was the family meeting. Following the lead of the Starrs and others, we ask three questions, all adapted from agile: 1) What went well in our family this week? 2) What didn't go well? 3) What will we agree to work on this week? Everyone offers answers, then we vote on two problem areas to focus on.

Three years later, what have we learned?

First, empower the children. The key to the meetings is to let the kids pick their own rewards and punishments. Ours girls turn out to be little Stalins, so we often have to dial them back. Significant brain research reinforces this strategy. Children who plan their own time, set weekly goals and evaluate their own work become more internally driven and have greater self-control.

Second, parents aren't invincible. Our instinct as parents is to build ourselves up, but abundant research shows that this type of top-down leadership is not the best model. Effective teams aren't dominated by a single leader; all members contribute. We even let the kids criticize us.

Finally, build in flexibility. Parents often create a few overarching rules and stick to them. This assumes we can anticipate every problem. We can't. The agile family philosophy embraces the ever-changing nature of families today and builds in a system to adapt to each new phase.

But if agile is good at making families more adaptable, what about the flip side: teaching children core values? Here again, a simple idea from the business world offers parents a clear path.

David Kidder is a serial entrepreneur, an author and the father of three boys. 'If I've learned anything by starting four companies,' he told me, 'it's that young companies typically fail because you have a charismatic leader with a bunch of beliefs, but those beliefs don't translate to the rest of their company.'

Mr. Kidder created a company playbook, with everything from the purpose of the organization to how to run meetings. 'Why not create a similar playbook for my family?' he wondered. The Kidder belief board has a one-sentence manifesto. 'The purpose of our lives is to contribute our unique, God-given gifts to have an extraordinarily positive impact on the lives of others and the world.' It then lists a dozen core values, from faith to knowledge.

Jim Collins, the author of 'Good to Great,' says that great organizations 'preserve the core and stimulate progress.' The same applies to families, he told me. While you need to keep introducing new ideas, you also need to identify the bedrock principles you believe in. One way to do that, he said, is to do what other organizations do: create a mission statement.

Mr. Collins coached my family through creating a mission statement of our own. In effect, we used contemporary branding techniques to identify what is most important to us. We started with the familial equivalent of a corporate retreat, a pajama party with our daughters, during which we voted on a list of values. Next we answered questions about what we liked most about our family. Finally we settled on a list of 10 core affirmations. ('We are travelers not tourists,' 'We don't like dilemmas; we like solutions.')

What are the benefits of such a statement? A central finding of recent research is that parents should spend less time worrying about what they do wrong and more time focusing on what they do right. The family mission statement is a clear way to articulate what your family does right. It also creates a touchstone. When one of our daughters got into a spat with a classmate, we asked her which of our core values seemed to apply. 'We bring people together?' she said. Suddenly we had a way into the conversation.

I grew up in a family business. Every Saturday morning, I drove with my grandfather to a one-story office building where I learned to type, file and take payments. But while those skills have proven valuable to me, I realized that I wasn't passing them on to my kids.

Studies show that parents do a lame job of talking to their kids about money, but that doesn't mean we're not imparting our values. If kids see their parents worrying about money or being materialistic, they develop similar feelings. If they see their parents being responsible, children learn those habits as well.

A new crop of entrepreneurial parents is trying to revolutionize how families handle money. Websites like Tykoon and FamZoo aim to bring 21st-century tools to the 19th-century invention of allowance. They offer pots for saving, spending and giving away, along with artificially high interest rates.

Bill Dwight, a former Oracle ORCL -0.34% executive and the founder of FamZoo, said that the goal is to promote conversations. 'Financial literacy is not, 'Do you know how a stock works?' ' he told me. 'It's about understanding the concept of constraints. I've advised startups over the years, and one reason they're so innovative is they're constrained.'

Family financial adviser Byron Trott agrees. He is the managing partner of BDT Capital Partners, which counsels many wealthy families. Warren Buffett called him 'the only banker I trust.' Mr. Trott told me that the country's top business minds often fail at the simplest tasks with their children. His advice:

1) Show them the money. Families depend too much on osmosis, he said. 'I told one of the richest women in America recently that she had to talk openly with her children. She didn't want to burden them with the truth, but burdening them with ignorance is really much worse.'

2) Take off the training wheels. Mr. Trott chided me for not allowing my children to make mistakes with their money. 'But what if they drive into the ditch?' I said. 'It's better to bike into the ditch with a $6 allowance,' he said, 'than a $60,000 salary or a $6 million inheritance.'

3) Put them to work. Though there is a lot of vagueness about kids and money, the research is clear that part-time jobs are great for kids. 'The most successful adults I know were all involved in business at a young age,' Mr. Trott said. 'Warren thinks I'm successful because I had a lawn-mowing business, a clothing store. If you really want your daughters to understand money, have them open a lemonade stand.'

All families have conflict. The ones who handle it smarter are more likely to succeed. Conflict resolution didn't exist as a field when Dr. Spock reigned, but a generation of scholars has introduced new techniques to resolve showdowns, from nuclear-arms pacts to general strikes. These techniques also turn out to help when deciding who gets to wear the fuzzy socks this week.

William Ury, co-founder of Harvard's Program on Negotiation and co-author of 'Getting to Yes,' told me that since families are no longer top-down, new rules have to be brokered all the time. 'Ours is the first generation where continuous negotiation is the norm,' he said.

Josh Weiss, a prot谷g谷 of Mr. Ury, uses a simplified version of the Harvard blueprint for resolving conflict with his three daughters. When fights erupt, he coaches his daughters to step away, calm down and then return with alternative solutions.

'I believe these strategies may be better suited for a family than a workplace,' Mr. Weiss told me. While in the workplace, 'you can avoid conflict,' he said, 'at home, you can't. You'll end up getting divorced or becoming estranged from your kids.'

Other problem-solving techniques honed in companies can also help families, especially extended families. We adopted a few in our family to address questions like whether my mom should buy long-term health insurance and where to hold our family reunion. Some counterintuitive tips:

First, have as many people in the discussion as possible. The conventional wisdom is wrong: Too few cooks spoil the broth. Abundant research has shown that groups, especially if they include nonexperts, are better at making decisions than individuals.

Second, vote first, talk later. As the psychologist Daniel Kahneman points out in 'Thinking Fast and Slow,' you'll reach a smarter conclusion if everyone expresses their views at the outset, before anyone has spoken. Otherwise, those who speak first will have too much influence.

Finally, have two women present. An executive at Google GOOG +0.28% tipped me off to a 2010 study from researchers at Carnegie Mellon and MIT that showed that groups with a higher proportion of females make more effective decision. Studies of corporate boards and federal judges concur. Groups with more women are more sensitive to others and reach compromise more quickly.

A key finding of positive psychology is that happiness depends in large measure on relationships. Our families are our primary relationships, yet we spend almost no time trying to improve them. As Eleanor Starr told me in Idaho, 'You have your job, you work on that. Your have your garden, your hobbies, you work on those. Your family requires just as much work, if not more.'

Today, we have more knowledge than ever before to help make that work easier, much of it from America's leading organizations. The task for parents is to find time to implement it. As Harvard psychologist Tal Ben-Shahar wrote in his book 'Happier': 'There is one easy step to unhappiness岸doing nothing.' The opposite also holds: The easiest path to happiness is to do something. In the end, this may be the most enduring lesson of all. What's the secret to a happy family?

Try.

This essay is adapted from Mr. Feiler's book, 'The Secrets of Happy Families: Improve Your Mornings, Rethink Family Dinner, Fight Smarter, Go Out and Play, and Much More,' which will be published on Feb. 19. His previous books include 'The Council of Dads' and 'Walking the Bible.'


幸福家庭的管理秘訣


Erin Patrice O'Brien for The Wall Street Journa
基德爾家裡的信念白板上寫了這麼一句話:“我們的生活意義在於貢獻自己獨特的、上帝賜予的天分,為他人的生活和整個世界帶來不同尋常的積極影響。”隨後白板上列出十幾個核心價值觀,從信念信仰到知識追求不等。

BRUCE FEILER

國 愛達荷州隱泉鎮(Hidden Springs),周日晚上七點,斯塔爾(Starr)一家的六名成員坐下來,享受本周最精華的時刻:家庭會議。斯塔爾一家是一個典型的美國家庭,當然也 會有美國家庭經常需要面對的各種日常瑣事。戴維(David)是一名軟件工程師,妻子埃莉諾(Eleano)負責照顧四個孩子,年齡從10歲到15歲不 等,其中一個患有埃斯博格綜合症(Asperger,一種類似於典型孤獨症的交互性社交活動性質異常),另一個患有多動症(ADHD),第三個在附近給人 輔導數學,第四個在鎮子很遠的一頭練習長曲棍球。埃莉諾說:“我們家整天都是亂糟糟的。”

和許多父母一樣,斯塔爾夫婦向往平靜安穩的家居時光,卻陷在了喧鬧嘈雜、令人疲憊不堪的現實生活中不可自拔。埃莉諾說:“我嘗試過‘用愛解決一切’的教育理念,但沒什麼用。最後我只能大呼‘上帝開恩!我再也受不了啦!’”

斯 塔爾一家接下來做的事情令人驚奇。他們沒有向鄰居或朋友討教經驗,而是把目光投向戴維工作的地方。戴維的公司正在實施一個名為“敏捷開發”(agile development)的前沿項目,借助“群體動力學”(group dynamics)的運作體系,員工組成一個個小組,每天討論工作進度,每周進行回顧,從而形成一種自生動力。這種做法已在日本制造企業和硅谷新興企業中 快速傳播開來,而斯塔爾一家打算將其搬到家中。

戴維說:“每周開一次家庭會議能夠增強溝通,提高效率,降低壓力,讓每個人都更樂於成為家庭中的一員。”

當年我和妻子決定在家引入“敏捷開發”的理念後,每周與當時五歲的雙胞胎女兒們開家庭會議很快就成為全家圍之運轉的中心所在。家庭會議每次不超過20分鐘,卻改變了我們與孩子之間的關系,也改變了我和妻子之間的關系。

近 幾年來,矗立在工作和家庭之間的壁壘正在快速瓦解。新技術讓忙碌的員工們可以在工作之余相互溝通,也能讓忙碌的父母們在上班時有機會和孩子互動交流。然 而,盡管工作和家庭這兩大陣營正在不斷接近,它們彼此之間卻很少取長補短。希望改善家庭關系的父母們只能選擇一些來自心理醫生、自助組織和“家庭專家”的 陳舊建議;但與此同時,美國各地的工作場所都湧現出不少能讓團隊協作更加順暢的突破性理念。

新一代的父母正在把工作場所的一些解決方案帶到自己家中實踐,從工作職責清單到家庭使命研討,從靈活開飯時間到更有效的爭議處置,千家萬戶終於可以從數十年來“群體動力學”的重大研究成果中汲取營養,揭開打造幸福家庭全新而大膽的一頁新篇章。

調 查顯示,父母和孩子都把家庭壓力列為最大的困撓。這種壓力的主要來源是變化。孩子剛過換牙期,就開始變得喜歡亂發脾氣;父母剛剛不需要給他們洗澡,就需要 幫他們處理網絡欺凌。難怪心理學家薩爾瓦多•米紐慶(Salvador Minuchin)說過,家庭最重要的一個特點就是“快速適應能力”。那麼,我們該如何去適應呢?

1983年,傑夫•薩瑟蘭德(Jeff Sutherland)還是新英格蘭地區的一名技術人員,他開始注意到軟件開發是一個功能紊亂的過程。軟件企業遵循“瀑布模型”(waterfall model)的項目開發架構,由主管下達頗具挑戰性的任務目標,程序員則疲於奔命地應付這些需求,大多數軟件開發項目都以失敗告終。由此,薩瑟蘭德開始設 計一套更為敏捷的軟件項目開發體系,創意和目標不僅來源於自上而下的傳達,也來源於自下而上的滲透。如今,“敏捷開發”已在100個國家廣泛使用,並正在 改變整個的管理工具體系。

“敏捷開發”的粉絲必然會開始把這種方法應用到自己的家庭生活當中。薩瑟蘭德告訴我:“我逐漸看到不少人在家使用敏捷方法,尤其是在與子女的相處上。”相關的博客文章大量出現,敏捷方法的家庭應用指南也陸續出版。

敏 捷方法的核心要素是責任制。團隊使用“信息輻射器”(information radiator)來指導工作,那是一塊很大的書寫板,公開記錄每個人的工作進度。受此啟發,斯塔爾一家創建了一份清晨工作一覽表,每個孩子都有責任完成 自己份內的工作,然後在表上打勾。一天早上我造訪他們家,埃莉諾一邊喝咖啡,一邊討論今天的日程安排;與此同時,孩子們在準備午餐,把餐盤放進洗碗機,喂 狗吃東西。當我抱怨自己的女兒們從不這麼聽話時,埃莉諾回答:“我以前也這麼想,我對戴維說‘別把工作帶到廚房裡來。’但是,我錯了。”

在 我和妻子創建了自己家的清晨工作一覽表的那個星期,我們對孩子的吼叫次數減少了一半。不過,真正的突破是家庭會議。借鑒敏捷方法,我們模仿斯塔爾和其他家 庭的做法,在家庭會議上討論三個問題:一、這個星期我們家發生了什麼好事情?二、發生了什麼不好的事情?三、將採取什麼改進措施?每個家庭成員都提出自己 的意見,然後投票確定兩個需要著力解決的問題領域。

三年後,我們學到了什麼?

一個幸福之家的家庭結構
首先,賦予孩子權力。家庭會議的關鍵是讓孩子們自己選擇獎勵和懲罰。在這點上,我的女兒們專制得有點像小斯大林,以至於我們經常得給規矩鬆鬆綁。對人體腦部的重大研究成果也支持了這一策略:自己計劃時間、確定每周目標和評估自己成績的孩子們更具內在驅動力和自我控制能力。

其次,父母不是絕對的權威。為人父母的本能是塑造自己的高大形象,但大量研究顯示,這種俯視的領導風格並不是最好的辦法。一個有效的團隊靠的不是單個領導者的指手劃腳,而是每個成員的貢獻。因此,我們甚至要求孩子給我們提批評意見。

最後一點,保持靈活性。父母經常會制定一些總體原則,並加以堅持。這樣做就等於假設我們可以預期到任何問題的發生。但其實我們是做不到的。一個靈活的家庭經營理念應當充分適應現代家庭“持續變化”的特性,建立一套體系來適應每一個新的發展階段。

不過,如果敏捷方法能讓家庭變得更有適應力,那與此相對的另一方面怎麼辦:如何教育孩子正確的核心價值觀?同樣,商業世界的一個簡單做法可以給父母們指出一條清晰的路徑。

戴 維•基德爾(David Kidder)是一位連續創業家和作家,也是三個男孩的父親。基德爾對我說:“如果說我從創辦四家公司中學到了一點東西的話,那就是年輕企業的夭折,往往 是因為企業領導者很有個人魅力,有不少理想和信念,但這些東西很難轉化為整個企業的理念和信念。”

基德爾撰寫了一本企業經營指南,從宏觀 的組織目標一直到如何開會的細節都有闡述。在此過程中,他問自己:“為什麼不給我的家庭寫一本類似的指南?”基德爾家裡的信念白板上寫了這麼一句話:“我 們的生活意義在於貢獻自己獨特的、上帝賜予的天分,為他人的生活和整個世界帶來不同尋常的積極影響。”隨後白板上列出十幾個核心價值觀,從信念信仰到知識 追求不等。

《從優秀到卓越》(Good to Great)一書的作者吉姆•柯林斯(Jim Collins)曾經說過,一個偉大的組織能夠“保持核心理念並刺激進步。”柯林斯告訴我,這個原則也適用於家庭。一方面,你需要不斷引入新的想法;另一 方面,你要確定家庭信奉的基本準則。他說,做到這一點的一個方法就是向其他組織的做法學習:發布一個家庭使命宣言。

柯林斯手把手地指導我 如何創建家庭使命宣言。事實上,我們應用了現代的品牌化管理技巧來確定什麼對我們來說是最重要的。首先,我們和女兒們一起舉辦了一個類似於企業聚會的睡衣 派對,對一組核心價值觀進行投票。接下來,我們共同討論自己最喜歡這個家庭的哪些東西。最後,我們確定了10個核心價值觀。(如“我們是旅行者,而不是遊 客。”“我們不喜歡左右為難;我們喜歡解決方案。”)

擁有這樣一個使命宣言有何好處?近期研究的一個重要發現是,父母應該少花時間擔心自 己做錯了什麼,而應該多花時間關注自己做對了什麼。一個家庭使命宣言能夠清晰闡述這個家庭認為什麼是對的,也是檢驗實踐的試金石。當我的一個女兒與同學發 生口角時,我們問她這件事適用於哪一個家庭核心價值觀。她說:“我們要與別人親近?”突然之間,我們就有了一個很好的談話切入點。

小時候,我就幫忙打理家族生意。每個周六的早上,祖父會開車帶我來到位於一棟單層建築的辦公室,我在那裡學習打字、歸檔和收費。雖然這些技能日後被証明是很珍貴的,但我意識到,自己並沒有把這個傳統帶給下一代。

研究表明,父母很少對子女做金錢觀方面的教育,但這並不意味著父母的價值觀沒有傳遞給下一代。如果孩子看到父母比較看重錢或者物質享受,他們也會產生類似的感覺。如果他們看到父母責任心強,也會養成這種好習慣。

有一些富於創新精神的父母正在嘗試變革家庭內部處理金錢問題的方式。Tykoon和FamZoo這類網站致力於為19世紀發明的零花錢機制提供21世紀的管理工具,提供儲蓄、消費和捐贈的一條龍服務,並有意為之地把儲蓄利率設得很高。

FamZoo 網站的創始人比爾•德維特(Bill Dwight)曾在甲骨文公司(Oracle)擔任高管,他說這個網站旨在增強父母與子女之間的交流。“培養孩子的財務意識並不是問‘你知道股票是怎麼回 事嗎?’而是要理解財務約束的概念。我為新創企業提供多年的咨詢服務,這些企業之所以能夠創新的原因之一,就在於他們明白約束自己的邊界所在。”

家 庭理財顧問拜倫•特羅特(Byron Trott)同意這個說法。他是德同資本公司(DT Capital Partners)的執行合伙人,該公司為許多富有家庭提供咨詢服務,沃倫•巴菲特(Warren Buffett)稱他為“我唯一信任的銀行家”。特羅特告訴我,美國頂尖的商界領袖也經常在子女教育的簡單問題上跌跟頭。對此,他提出以下幾點建議:

1、告訴子女真相。特羅特表示,很多家庭過於依賴“潛移默化”的做法。“最近,我對美國最富有的一個女人說,她應該跟孩子們開誠布公地討論一些事情。她的本意是不想讓孩子因為真相而煩惱;然而,如果讓孩子因為無知而煩惱,則要糟糕得多。”

2、把自行車的輔助輪拆掉。特羅特責備我不給孩子們一些機會犯金錢上的錯誤。我問:“那他們真的把車騎到溝裡頭去怎麼辦?”特羅特答道:“就算騎到溝裡頭去,也只是帶著六美元的零花錢犯錯誤,總比今後帶著六萬美元的工資或600萬美元的遺產犯錯誤要好。”

3、 讓子女體驗工作。雖然在子女和金錢的問題上還有很多模棱兩可的觀點,但有一點是明確的:讓孩子打些零工很有好處。特羅特說:“我認識的最成功的成年人都是 在少年時期就開始參與商業經營。沃倫認為我是成功的,因為我小時候攢錢買割草機為別人割草賺錢,還開過一家服裝店。如果你真想提高女兒們的財商,那就讓她 們擺個賣檸檬水的小攤。”

每一個家庭都會發生爭執。善於處理爭執的家庭才更有可能成功。雖然斯波克博士(Dr. Spock)的育兒經大行其道,但如何化解家庭沖突並非一個專門的研究領域。好在整整一代的學者已經告訴我們許多解決對峙的新技巧,從削減核武公約到緩和 大罷工等等。這些技巧在決定哪個孩子本周能穿絨毛襪子時也具有指導意義。

威廉•尤裡(William Ury)是哈佛大學(Harvard)談判課程的共同發起人,也是《毫不退讓地贏得談判──哈佛談判法》(Getting to Yes)一書的作者之一。尤裡告訴我,現代家庭已不再呈現等級森嚴的結構,因此需要採取新規則來處理家庭事務。尤裡說:“我們這代人將是把家庭內部持續談 判視為常態的第一代人。”

尤裡的弟子喬什•維斯(Josh Weiss)在處理與三個女兒的沖突時應用了哈佛談判法的簡單版本。當爭端爆發時,他讓三個女兒暫時走開,平靜下來,想出一個替代的解決方案再回來。

維斯告訴我:“我認為這些策略在家庭爭端的處理上能夠發揮比在職場更大的作用。”他說,在工作場所,“你可以躲避沖突,但在家裡不行。一味逃避只會導致離婚或與子女失和”。

還有一些在工作場所驗証有效的問題解決技巧也能在家庭中發揮作用,尤其是在大家庭當中。我們家採用了幾個技巧來解決一些問題,如我母親是否應該購買長期健康保險,以及在哪裡舉辦家族團圓會等等。下面我給出一些乍聽起來有悖常理實際卻很管用的小竅門:

首先,盡量讓每個家庭成員都參與決策。“人多誤事”的傳統觀念是錯誤的。許多研究表明,小組(尤其是包括非專家成員的小組)決策比個人決策更有效。

第 二,先投票,後討論。心理學家丹尼爾•卡納曼(Daniel Kahneman)在《思考,快與慢》(Thinking Fast and Slow)一書中這樣寫道:“在有人開口說話之前,先讓每個人表達自己的態度,這樣能達成更明智的結論。否則的話,那些先開口說話的人就會對其他人產生過 多影響。”

最後,讓兩名女性參與進來。谷歌公司(Google)一位高管指點我去看卡內基梅隆大學(Carnegie Mellon)和麻省理工學院(MIT)的學者在2010年聯合發布的一份報告。其研究結果表明,女性比例較高的小組在決策方面更有效。對公司董事會和聯 邦法官的類似研究也驗証了這一結論。女性比例較高的小組對他人更具同情心,也能在談判中更快地達成妥協。

積極心理學(positive psychology)的一項重要發現是,幸福在很大程度上取決於和諧的關系。家庭是我們最基本的關系,但我們幾乎不投入任何時間來試圖改善家庭關系。正 如愛達荷州的埃莉諾•斯塔爾對我說的那樣:“你關心自己的工作,關心自己的花園,關心自己的愛好,但你的家庭也需要至少同樣程度的關心。”

如 今,我們擁有許多知識來讓工作變得更簡單,這些知識大多來源於美國頂尖企業的實踐,而為人父母的一項任務在於,找時間在家中嘗試這些知識。正如哈佛大學心 理學家泰勒•本-沙哈爾(Tal Ben-Shahar)在《更快樂》(Happier)一書中所說:“通往不快樂的道路很簡單:那就是什麼也不做。”反過來也可以這麼說,通往快樂的最簡 單路徑就是“做點什麼”。最後,讓我來問大家一個問題:幸福家庭的秘訣是什麼?

答案簡單而又雋永:嘗試。

(本文改 編自布魯斯•費勒(Bruce Feiler)的《幸福家庭的秘密:不一樣的清晨、家庭晚餐、更聰明的爭執、外出玩耍及更多》(The Secrets of Happy Families: Improve Your Mornings, Rethink Family Dinner, Fight Smarter, Go Out and Play, and Much More)。該書已於2013年2月19日出版。費勒之前的著作包括《父親委員會》(The Council of Dads)和《聖地蹤跡》(Walking the Bible)等。)

製鞋大王 托馬斯•巴塔(Thomas Bata) 的商業哲學


製鞋大王的商業哲學多倫多約克大學舒立克商學院院長德索•郝瓦斯為英國《金融時報》撰稿

托馬斯•巴塔(Thomas Bata)於2008年逝世,享年93歲。他不僅重新開辦了他父親於1894年在奧匈帝國創立的製鞋企業,而且還將其發展為全球領先的鞋類零售商和製造商,生產基地遍布三十多個國家,擁有三萬多名員工。然而,對管理者俱有啟發意義的不僅是他的成就,還有他的做事方式。
起初,湯姆(“托馬斯”的暱稱)決定“走向全球”,儘管當時的世界似乎執意要逆向而行。 1939年納粹入侵捷克斯洛伐克之後,他搬到了加拿大,給家族企業Bata開了一家分號。 1945年,身在加拿大的湯姆得知總公司被國有化和沒收,其時他的家族已經把Bata發展成一家頗具實力的國際性企業。當時捷克斯洛伐克受到斯大林領導下的蘇聯的影響,湯姆無法回國,他於是就以多倫多附近的一個小鎮作為新基地,重新創辦了Bata。如今這個小鎮仍以他的名字命名。
在他的領導下,Bata 延續他父親開創的在全球市場擴張的傳統,打進了亞洲、拉美、中東和非洲等地。湯姆將業務擴展至全球的各個角落,這些地方沒有人想去,有時歷盡艱難,環境往往並不有利。但他第一個去了,並且長期堅守,最終打造起了一個贏得一代又一代客戶和員工忠誠的強大品牌。據估計,在湯姆的一生中,他的公司總共銷售了逾200億雙鞋子。
湯姆之所以能夠做到這一切,在很大程度上是因為他是為處於社會金字塔中下層的客戶服務的,而很久以後這種理念才流行開。
對湯姆而言,為貧窮大眾製造和銷售物美價廉的產品是公司的核心原則之一。他不僅僅是向客戶銷售產品,他還會創造新的客戶。
湯姆喜歡講述準備去非洲擴張時的故事。他派了一位高級管理人員去考察,大約一周後,這位經理向湯姆報告:“我們到底為什麼要來非洲?這裡沒有人穿鞋。”湯姆回答道:“這正是我們要去那裡的原因。”這種擴大客戶基礎的開創性想法,與Bata公司注重在新興市場擴張是密切相關的。湯姆在這兩方面顯然都是超前的。
但湯姆不僅僅注重客戶。他曾經說過:“企業的真正作用是提供一種服務,通過製造和銷售產品滿足社會的需要和需求,成為一個與社區和政府合作、關懷社會的組織。”我不知道有哪家商學院的教材比這句話更好地描述了企業的使命。
把這些想法轉化為行動,讓湯姆及其公司贏得了僱員、供應商、客戶以及其他利益相關者持久的尊敬和忠誠。
為了紀念這種商業理念,湯姆的家族開辦了“托馬斯•J•巴塔系列講座:關於負責任的資本主義”(Thomas J. Bata Lecture Series on Responsible Capitalism)。這是緬懷一個相信企業是一種公共信託、企業應該為所在社區福祉做出貢獻的人的最佳方式。系列講座在多倫多約克大學舒立克商學院(Schulich School of Business at York University)和Zlin鎮的托馬斯•巴塔大學(Tomas Bata University)輪流舉辦。 Zlin是捷克共和國的一個小鎮,Bata商業帝國就發源於此。首次講座由志趣相投的商界先驅、巴塔家族的老朋友——印度實業家拉丹•塔塔(Ratan Tata)主講。
湯姆是我的朋友、導師和值得信賴的顧問,他曾經擔任過舒立克商學院國際顧問委員會主席。我們最後一次見面是在一場商務午餐會上。當時他92歲,但他的握手仍然有力(這是第十代製鞋匠的握法),他的樂觀情緒富有感染力。在他逝世幾個月後,經濟危機給商業領域帶來了巨大變化,但早在數年前,湯姆在接受一家雜誌採訪時就警告稱,資本主義變得過於“貪婪”和“過於自信”了事實證明,他的預言準確無比,但更重要的是,在經濟危機之後,湯姆•巴塔最早推崇並付諸實踐的商業哲學重新流行起來,並且具有實用意義。
-------------------------------------------
本文作者是多倫多約克大學舒立克商學院院長兼戰略管理學Tanna H. Schulich講席教授
譯者/鄒策





制鞋大王的商业哲学


 
托马斯•巴塔(Thomas Bata)于2008年逝世,享年93岁。他不仅重新开办了他父亲于1894年在奥匈帝国创立的制鞋企业,而且还将其发展为全球领先的鞋类零售商和制造 商,生产基地遍布三十多个国家,拥有三万多名员工。然而,对管理者具有启发意义的不仅是他的成就,还有他的做事方式。
起初,汤姆(“托马斯”的昵称)决定“走向全球”,尽管当时的世界似乎执意要逆向而行。1939年纳粹入侵捷克斯洛伐克之后,他搬到了加拿大,给家 族企业Bata开了一家分号。1945年,身在加拿大的汤姆得知总公司被国有化和没收,其时他的家族已经把Bata发展成一家颇具实力的国际性企业。当时 捷克斯洛伐克受到斯大林领导下的苏联的影响,汤姆无法回国,他于是就以多伦多附近的一个小镇作为新基地,重新创办了Bata。如今这个小镇仍以他的名字命 名。
在他的领导下,Bata延续他父亲开创的在全球市场扩张的传统,打进了亚洲、拉美、中东和非洲等地。汤姆将业务扩展至全球的各个角落,这些地方没有 人想去,有时历尽艰难,环境往往并不有利。但他第一个去了,并且长期坚守,最终打造起了一个赢得一代又一代客户和员工忠诚的强大品牌。据估计,在汤姆的一 生中,他的公司总共销售了逾200亿双鞋子。
汤姆之所以能够做到这一切,在很大程度上是因为他是为处于社会金字塔中下层的客户服务的,而很久以后这种理念才流行开。
对汤姆而言,为贫穷大众制造和销售物美价廉的产品是公司的核心原则之一。他不仅仅是向客户销售产品,他还会创造新的客户。
汤姆喜欢讲述准备去非洲扩张时的故事。他派了一位高级管理人员去考察,大约一周后,这位经理向汤姆报告:“我们到底为什么要来非洲?这里没有人穿 鞋。”汤姆回答道:“这正是我们要去那里的原因。”这种扩大客户基础的开创性想法,与Bata公司注重在新兴市场扩张是密切相关的。汤姆在这两方面显然都 是超前的。
但汤姆不仅仅注重客户。他曾经说过:“企业的真正作用是提供一种服务,通过制造和销售产品满足社会的需要和需求,成为一个与社区和政府合作、关怀社会的组织。”我不知道有哪家商学院的教材比这句话更好地描述了企业的使命。
把这些想法转化为行动,让汤姆及其公司赢得了雇员、供应商、客户以及其他利益相关者持久的尊敬和忠诚。
为了纪念这种商业理念,汤姆的家族开办了“托马斯•J•巴塔系列讲座:关于负责任的资本主义”(Thomas J. Bata Lecture Series on Responsible Capitalism)。这是缅怀一个相信企业是一种公共信托、企业应该为所在社区福祉做出贡献的人的最佳方式。系列讲座在多伦多约克大学舒立克商学院 (Schulich School of Business at York University)和Zlin镇的托马斯•巴塔大学(Tomas Bata University)轮流举办。Zlin是捷克共和国的一个小镇,Bata商业帝国就发源于此。首次讲座由志趣相投的商界先驱、巴塔家族的老朋友——印 度实业家拉丹•塔塔(Ratan Tata)主讲。
汤姆是我的朋友、导师和值得信赖的顾问,他曾经担任过舒立克商学院国际顾问委员会主席。我们最后一次见面是在一场商务午餐会上。当时他92岁,但他 的握手仍然有力(这是第十代制鞋匠的握法),他的乐观情绪富有感染力。在他逝世几个月后,经济危机给商业领域带来了巨大变化,但早在数年前,汤姆在接受一 家杂志采访时就警告称,资本主义变得过于“贪婪”和“过于自信”了。事实证明,他的预言准确无比,但更重要的是,在经济危机之后,汤姆•巴塔最早推崇并付 诸实践的商业哲学重新流行起来,并且具有实用意义。
-------------------------------------------
本文作者是多伦多约克大学舒立克商学院院长兼战略管理学Tanna H. Schulich讲席教授
译者/邹策

2013年3月1日 星期五

Yahoo Orders Home Workers Into the Office

 

Yahoo Orders Home Workers Into the Office

雅虎叫停在家辦公為創新?

Damian Dovarganes/Associated Press
公司人力資源部的一份備忘錄說,員工間面對面的交流有助於培養合作的文化。

自從擔任雅虎(Yahoo)首席執行官之後,瑪麗莎·梅耶爾(Marissa Mayer)就一直努力使這家互聯網先鋒公司起死回生,再次成為一個創新者。
她首先學習前任僱主公司谷歌(Google),給每一位員工提供免費食物以及新智能手機,畢竟去年以前梅耶爾一直在谷歌工作。但是,雅虎現在卻做出驚人之舉:廢除了在家工作的政策,讓每個員工回到辦公室上班。
該公司人力資源部的一份備忘錄對這項政策的解釋稱,員工之間面對面交流可以培養更加合作的文化。而這正是谷歌運作方式的特點。
為了東山再起,雅虎正在着手處理美國職場最大的問題之一:在家工作以及其他一些能夠吸引並留住員工的靈活安排,是會帶來更大的生產力,還是會抑制創新和合作。
分析人士稱,員工,特別是年輕一點的員工希望能遠程工作。而且現在所有的趨勢是工作地點的靈活性越來越大。但是,像美國銀行(Bank of America)這樣採納了一個頗受歡迎的遠程工作計劃的公司,也在去年決定,要求擔任特定職務的員工回到辦公室來工作。
經營着一家人力資源顧問公司的舊金山州立大學(San Francisco State University)管理專業教授約翰·沙利文(John Sullivan)稱,研究顯示,在家工作的員工有着大得多的生產力,但創新能力卻較低。
他說,“如果需要創新,就要互動。如果需要生產力,就讓員工在家工作。”
雅虎的這一政策變化反映了這些對立情況,並引發了來自支持工作地點靈活化的人們的大量批評,他們稱,這是一個退步,尤其是對那些要在工作時間外照顧 老人和孩子的人來說。而且,他們曾希望今年懷上了第一個孩子的37歲的梅耶爾在出任首席執行官後,能讓職場環境變得對有孩子的員工更加友善,為此,他們感 覺更加失望。
加利福尼亞大學(University of California)女性史榮譽教授魯斯·羅森(Ruth Rosen)稱,“具有諷刺意味的是,她打破了玻璃天花板,但似乎卻不願意讓其他女性過上平衡的生活,在專心發展技能和職業的同時照顧好家庭。”
然而,工作地點靈活化的受益人並非只有女性員工。根據美國勞工統計局(Bureau of Labor Statistics)的數據,遠程工作的男性數量幾乎與女性一樣多。
勞工統計局稱,24%的美國員工稱自己在家工作,或者至少每周在家工作一段時間。研究工作地點變化的非營利性組織,家庭與工作協會 (Families and Work Institute)的一項研究稱,有63%的僱主稱,去年他們允許員工在家工作,而2005年只有34%的僱主這麼做。
從視頻聊天到即時消息等硅谷研發的技術,已經可以讓美國各地的員工遠程工作。但是,很多像雅虎這樣的技術公司認為,在固定地點上班會驅動創新能力。
雅虎一名女發言人薩拉·戈爾曼(Sara Gorman)拒絕對此發表評論,只是稱該公司不公開談論內部事務。
雅虎的備忘錄是由人力資源部總監雅姬·雷塞斯(Jackie Reses)起草的,並被發表在了數碼科技博客All Things D上面,備忘錄稱:“一些最好的決定和看法通常來自走廊和餐廳里的交談、接觸新人和即興團隊會議。在家工作往往會犧牲速度和質量。”
BGC Partners公司的分析師科林·吉利斯(Colin Gillis)表示,從某種程度來說,這份備忘錄似乎想把谷歌的精神帶到了雅虎。BGC的研究範圍包括谷歌和雅虎。
“瑪麗莎試圖增加公司的能量與產出,並改變公司文化,”他說。“她把谷歌的經驗教訓都搬了過來,而谷歌非常注意讓你的生活繞着他們的辦公地點運轉,這樣你就可以把大量的時間花在工作上。”
但是,谷歌和Facebook還是會根據具體情況允許員工遠程辦公。而且這兩家公司非常強調人際合作。
像提供免費食物的餐廳、班車、健身館、雪糕店和乾洗店等標準的硅谷員工福利,不僅會讓員工的生活更加輕鬆,而且還能保證他們整天都在公司活動,並促進員工之間的交流。在幾乎所有的科技公司,辦公桌都被緊密地擺放在一起,中間沒有隔斷牆,它們的公共工作區也都有沙發和豆袋。
亞馬遜(Amazon.com)旗下的電子商務公司Zappos曾允許一些客服代表在家辦公,但現在制定了一條反對遠程辦公的規定。公司把辦公室所 有的門都鎖上,只留下其中一扇,這樣員工在出去的時候就會被迫碰見更多人,公司為每名員工安排的空間不足100平方英尺(約合9.3平方米),而標準空間 為120平方英尺及以上。
“這是為了將無意間的美好邂逅的機會最大化,”該公司負責工作地點發展的扎克·韋爾(Zach Ware)說。“公司的成功建立在我們的文化之上,而我們認為根本無法通過電子郵件做到這一點。”
有些科技行業之外的公司也在重新衡量靈活的工作安排。除美國銀行以外,醫療和金融等處理敏感客戶信息的一些行業對遠程辦公有更多限制。
然而,也有更多公司對這種靈活性表示歡迎。如今,美國安泰保險金融集團(Aetna)有47%的員工都在遠程辦公,2005年這個比例僅為9%。公 司為員工提供安全的網絡和電話連接,帶鎖的文件櫃和碎紙機。公司的女發言人蘇珊·米勒里克(Susan Millerick)說,該政策在這段時期為公司在辦公場所方面節省了7800萬美元(約合4.9億元人民幣)的開支。
博思艾倫諮詢公司(Booz Allen)的員工既可以在家辦公,也可以通過登記,在另一家分支機構的辦公室辦公,這種做法叫做“旅館式辦公”(“hoteling”)。博思艾倫人力 資源方面的資深合伙人克里斯托弗·卡爾森(Christopher Carlson)說,這項政策對於留住員工至關重要。為了照顧年邁的父母,他從華盛頓特區搬到了佛羅里達州,然後在家辦公。
“這種政策使我能夠將工作和生活結合起來,並在兩方面都取得成功,”卡爾森說。“我的油錢也少了。”
翻譯:張亮亮、陳柳



Since Marissa Mayer became chief executive of Yahoo, she has been working hard to get the Internet pioneer off its deathbed and make it an innovator once again.
She started with free food and new smartphones for every employee, borrowing from the playbook of Google, her employer until last year. Now, though, Yahoo has made a surprise move: abolishing its work-at-home policy and ordering everyone to work in the office.

A memo explaining the policy change, from the company’s human resources department, says face-to-face interaction among employees fosters a more collaborative culture — a hallmark of Google’s approach to its business.
In trying to get back on track, Yahoo is taking on one of the country’s biggest workplace issues: whether the ability to work from home, and other flexible arrangements that help attract and retain employees, leads to greater productivity or inhibits innovation and collaboration.
Employees, especially younger ones, expect to be able to work remotely, analysts say. And over all the trend is toward greater workplace flexibility. But Bank of America, for example, which had a popular program for working remotely, decided late last year to require employees in certain roles to come back to the office.
Studies show that people who work at home are significantly more productive but less innovative, said John Sullivan, a professor of management at San Francisco State University who runs a human resource advisory firm.
“If you want innovation, then you need interaction,” he said. “If you want productivity, then you want people working from home.”
Reflecting these tensions, Yahoo’s policy change has unleashed a storm of criticism from advocates for workplace flexibility who say it is a retrograde approach, particularly for those who care for young children or aging parents outside of work. Their dismay is heightened by the fact that they hoped Ms. Mayer, who became chief executive at 37 while pregnant with her first child, would make the business world more hospitable for working parents.
“The irony is that she has broken the glass ceiling, but seems unwilling for other women to lead a balanced life in which they care for their families and still concentrate on developing their skills and career,” said Ruth Rosen, a professor emerita of women’s history at the University of California.
But not only women take advantage of workplace flexibility policies. According to the Bureau of Labor Statistics, nearly as many men telecommute.
The bureau says 24 percent of employed Americans report working from home at least some hours each week. And 63 percent of employers said last year that they allowed employees to work remotely, up from 34 percent in 2005, according to a study by the Families and Work Institute, a nonprofit group studying the changing work force.
Technologies developed in Silicon Valley, from video chat to instant messaging, have made it possible for employees across America to work remotely. Yet like Yahoo, many tech companies believe that working in the same physical space drives innovation.
A Yahoo spokeswoman, Sara Gorman, declined to comment, saying only that the company did not publicly discuss internal matters.
The company’s memo, written by Jackie Reses, director of human resources at Yahoo, and published on All Things D, a blog on digital issues, said: “Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people and impromptu team meetings. Speed and quality are often sacrificed when we work from home.”
In part, the memo looks like an effort to bring a Google spirit to Yahoo, said Colin Gillis, an analyst at BGC Partners who covers both companies.
“Marissa’s trying to increase the energy and output and change the culture of the company,” he said. “She brings all the Google lessons to the table, and Google is very focused on having your life revolve around their campus so you can spend a significantly larger chunk of time at work.”
Still, Google, as well as Facebook, does allow people to work remotely on a case-by-case basis. But both companies also strongly stress in-person collaboration.
Standard Silicon Valley perks like cafeterias with free food, shuttle buses, gyms, ice cream parlors and dry cleaners not only make employees’ lives easier, but keep them on campus during the day and promote contact with other employees. Nearly all tech companies have desks packed tightly together without walls and communal work areas with sofas and beanbags.
Zappos, the e-commerce company owned by Amazon.com, previously allowed some customer service agents to work from home, but now has a rule against working remotely. The company locks all office doors except one so employees are forced to run into more people on the way out, and budgets fewer than 100 square feet per employee, versus the standard 120 square feet or more.
“It’s to maximize those serendipitous encounters,” said Zach Ware, who oversees campus development at the company. “The success of our company is built on our culture, and our perspective is you can’t really do that on e-mail.”
Some companies outside the tech industry are also re-evaluating flexible work arrangements. In addition to Bank of America, certain industries that deal with sensitive client information, like health care and finance, have more restrictions on working remotely.
Yet more companies embrace flexibility. At Aetna, 47 percent of workers telecommute, up from 9 percent in 2005. The company provides secure Internet and phone connections, locked file cabinets and shredders. During that period, the policy has saved the company $78 million in real estate costs, said Susan Millerick, an Aetna spokeswoman.
At Booz Allen, employees can work at home or sign up to work at a desk in another branch, called “hoteling.” The policy has been vital to employee retention, said Christopher Carlson, a senior associate in human resources at Booz Allen. He works from his home in Florida, where he moved from the Washington, D.C., region to care for his aging parents.
“It allows me to integrate my work and life and be successful at both,” Mr. Carlson said. “And I spend less money on gas.”

網誌存檔