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安然刚刚经历了一场生死历练。一次失败的改制把安然这个原本欣欣向荣的公司推到了生死存亡的边缘。安然老板刘润东在给经销商的一封信里,叙述了整个事情的原委:“2007年1月份,安然召开全国区域代表工作会议,会议决定于1月20日推行新的奖金制度。新制度执行不到3个月,安然公司的直销事业就被推到了生死存亡的地步……于是公司被迫又召开了4月13日全国各区域代表工作会议,再次进行改制……”在这封情真意切的信里,刘润东还特别提到:“双轨制、炒作式的制度是做不久的、走不通的,是不能永续经营的。”只是不知,安然如今的制度,成了什么样。我们无意于隔岸观火、幸灾乐祸,总结安然改制教训,只为给后来者以借鉴。
Enron has just experienced a life and death experience. A failed restructuring pushed Enron, a thriving company, to the brink of life and death. Enron boss Liu Rundong in a letter to the dealer, narrated the whole story: “January 2007, Enron held a national meeting of regional representatives, the meeting decided on January 20 to introduce a new bonus system. In less than 3 months, Enron’s direct selling business was pushed to the point of survival ... So the company was compelled to convene a working conference for representatives from all regions of the country on April 13 to reconstruct again ... ”In this truth In his letter, Liu Rundong also mentions in particular: “The double track system and the hype-type system are not to be done soon enough and are not sustainable.” I just did not know what Enron’s system has become. We have no intention of watching the other side of the river, gloating, summarizing the lesson of security reform, only to learn from those who later.