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当王雷接手改造某企业一个事业部的任务时,这个事业部共有5个部门,其中4个盈利,一个亏损。亏损部门耗费王雷20%的精力和时间,却只能为事业部带来2%的收入。事实上,2009年之前,这个部门一直处于亏损状态,只在2009年王雷接手时才有些起色。尽管公司的一些领导和这个部门的员工一样,竭力想要保留这个部门,王雷却认为最快提高公司总收益的方法不是专注于改善各部门的情况,而是甩掉这“第五个部门”。于是王雷建议把第五个部门卖掉。这给正在致力改善部门盈利的员工们泼了一盆冷水,他们无法接受——为何在部门上下士气高涨并已经改善了部门盈利状况的时候,领导却完全改变了方向,把员工们的努力付之一炬?
When Wang Lei took over the task of transforming a business unit in a certain enterprise, the division had a total of 5 departments, of which 4 were profitable and one was losing money. Losers spend 20% of Wang Lei energy and time, but only for the business unit to bring 2% of revenue. In fact, until 2009, this sector has been at a loss, only some improvement in 2009 when Wang Lei took over. Although some of the company’s leaders are struggling to retain this department just like their counterparts in this department, Wang Lei believes that the fastest way to raise the company’s total revenue is not to focus on improving the departments but to drop the fifth department". So Wang Lei proposed to sell the fifth department. It poured cold water on employees who were trying to improve the profitability of the unit, and they could not accept why leaders at the time of the morale upgrowth had improved the profitability of the sector, completely changed the direction and put the hard work of the staff at their helm ?