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奥迪为什么能够这么成功?它为什么能够在短时间内迅速从大多数庸庸碌碌的豪华品牌堆里升腾出来,成为已经可以超越奔驰和宝马的最主流豪华品牌?《汽车商业评论》通过此书或许可以给你一个寻找答案的线索。自2009年在德国上市以来,《如何避免变革管理中的七宗错》已经重印一次,作为主要作者的威力波特·施罗约特博士正准备为中国读者改写这本书。威力波特·施罗约特长期在奥迪的研发部门工作,现在还是奥迪的员工,阅读这本书你就知道,奥迪的成功在于它有了使其成功的理念,这位先生就将这些理念总结成了变革管理中的7大错误。比如不谈论自己的缺点是许多企业的管理之道。作者认为,开放文化和直言不讳是变革的必要条件;比如许多企业经常将变革的希望寄托在外来专家身上,请他们对公司流程进行再造,作者认为自己的问题必须自己解决,变革不能外包;比如许多企业喜欢和风细雨,但是作者认为革新不会在和风细雨中产生,一个公司需要有种创造性的烦躁不安的环境。等等。改变管理就能够改变公司,这个想法不仅适用于汽车业,同样也适用于其他各种各样的公司。《汽车商业评论》征得作者同意,从本期开始通过施罗约特自己在奥迪的故事为读者讲述这七宗错。
Why is Audi so successful? Why can it quickly rise from most of the most sought-after luxury brands in a short period of time to become the most dominant luxury brand that can already surpass Mercedes-Benz and BMW? Automotive Business Review Can give you a clue to find answers. Since the IPO in Germany in 2009, “How to Avoid Seven Wrongs in Change Management” has been reprinted once and the power of the lead author Dr. Porter Schroeder is preparing to rewrite the book for Chinese readers. Power Porter Schroeter has long been working in Audi’s R & D department and is now an Audi employee. As you read this book, you know that Audi’s success lies in its philosophy that it succeeded. Summarized into seven major changes in the management error. For example, not talking about their own shortcomings is the management of many companies. The author believes that open culture and outspokenness are necessary conditions for change; for example, many enterprises often pin their hope of change on foreign experts and ask them to reengineer the company’s processes. The author believes that their problems must be solved by themselves and that change can not be outsourced. For example, Many businesses like tyranny, but the author believes that innovation will not happen in style, a company needs a creative irritable environment. and many more. Change management can change the company, the idea applies not only to the automotive industry, the same also applies to a variety of other companies. The Automotive Business Review, with the author’s consent, tells the reader about the seven mistakes from this issue through Schröodit’s own story in Audi.