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德鲁克曾经说,一家企业必须要能区分错误的增长和正确的增长,区分肌肉、脂肪和肿瘤。区分的原则很简单:能在短期内促使企业资源的总体生产力得到提高的任何增长都是健康的。只能导致规模扩大却不能在相对短的时间内促进总体生产力提高的增长,就是脂肪。任何导致生产力下降的规模增长,就是肿瘤,应该迅速而彻底地通过手术切除。朗盛的变革经历,是一个经典的去除脂肪、增加肌肉、切割肿瘤的案例。变革之前的朗盛,机构复杂、行动迟缓,直接导致竞争力削弱、反应迟钝。变革之后的朗盛,
Drucker once said that a business must be able to distinguish between false growth and correct growth, the distinction between muscle, fat and cancer. The principle of differentiation is simple: any growth that can boost the overall productivity of an enterprise’s resources in a short period of time is healthy. Fat, which can only lead to an increase in scale but not an increase in overall productivity in a relatively short period of time. Any increase in scale that leads to a decline in productivity is a tumor that should be swiftly and thoroughly surgically removed. LANXESS change experience is a classic case of fat removal, muscle growth, tumor cutting. Prior to the change, LANXESS had complex institutions and slow operations, which led directly to weaker competitiveness and unresponsiveness. After the change LANXESS,