外文文獻(xiàn)原文-聯(lián)邦快遞提供世界領(lǐng)先的航運(yùn)公司不斷創(chuàng)新和超越競爭對(duì)手

1、聯(lián)邦快遞提供:世界領(lǐng)先的航運(yùn)公司不斷創(chuàng)新和超越競爭對(duì)手Fedex Delivers: How The Worlds Leading Shipping Company Keeps Innovating And Outperforming The CompetitionPrefaceRarelycanapersonjoinanorganizationdestineddestinedforgreatnessintheearlydaysofitsdevelopmentdevelopmentandthenplayakeyroleinhelpingitfulfillthatdestiny.Iwaspres

2、entedwithsuchanopportunitywhenIjoinedFedEx*in1979.AfterIhadspentthebetterpartofmycareerhelpingFedExbecomeoneofthemostsuccessfulandadmiredadmiredcompaniesintheworld,IretiredthreeyearsagoanddecidedtosharesomeofthelessonslessonsIhadlearned.Sincethen,Ihaveaddressedbusinessgroupsacrossthecountryandhaveac

3、tedactedasanadvisorandbusinessconsultant.DuringDuringthisperiod,Ihavehadnumerousconversationsconversationswithtopexecutivesfromdozensofcompaniesaboutthefactorsthatmakeacompanycompanygrow.Inthesetalkswithleadersofbusinessesbusinessesbothlargeandsmall,Ihaveaskedthesamequestion: “Whatistheoneimprovemen

4、tthatwouldenableyoutorealizeyourrevenueandprofitgrowthgoals?”goals?”HerearesomeoftheresponsesIhaveheard:“Forustoachieveourtoplineandbottomlinetargetstargetsintodayshighlycompetitiveglobaleconomy,economy,wehavetoinnovate.Wecannotcontinuecontinuetodobusinessthewaywehavebeendoing.”doing.”“Tocontinuetog

5、rowintodayshighlycompetitivecompetitiveeconomywehavetooutthinkandoutperformoutperformthecompetition.Tohaveacompetitiveedge,wemusthaveaninnovationedge.”“Intodayseconomy,thereisnosuchthingasasustainablecompetitiveadvantage.Wemusttapintothecreativepotentialofeachemployeeandharnessittocreateaninnovation

6、culture.”ThecompaniesIhavevisitedrangefromhavingafewhundredemployeestohavingmorethan200,000,andshowrevenuesfrom$20millionto$20billionannually.Theirproductsandservicesincludefoods,transportation,biotechnology,financialfinancialadvice,healthcare,andorthopedicimplants.implants.Butnomatterthesizeorthepr

7、oduct,theseniorexecutivesofthesecompanieshaveonethingincommon:Theyallknowthattohaveaprofitablebusinessinthetwenty-firstcentury,theircompaniescannotrelyonwhattheyhavedonewellinthepastorevenwhattheyaredoingdoingwelltoday.Toenjoycontinuedgrowthandprosperity,businessesmustinnovate.Intodaysbusinessworld,

8、innovationisabuzzwordbuzzwordthatoftenleavesemployeesworried,confused,confused,andunabletomeetunclearexpectations.IhavewrittenthisbooktosharetheleadershippracticesandsupportsystemsthathelpedFedExbecomeoneofthemostsuccessfulandhigh-performancecompaniesofalltimes. FedExDeliverswillhelpyouunderstandnot

9、onlywhyinnovationisessential,butalsohowyoucanmakeitpartofyourcorporateculture.Ifitability.YouwilllearnhowtoadapttheFedExmodeltoyouruniqueenvironmentso

10、thatyouremployeeswillkeepasking:Whatnewthingscanwedoinourday-to-dayworklivestobetterserveourcustomers?Thebookpresentsastep-by-stepblueprintforbuildingandsustaininganinnovationandperformanceperformanceculture.Leadersandorganizationscanlearnhowtomakecreativethinkingapartoftheircompanysdesignandinfrast

11、ructureinsteadinsteadofstumblingonideasbychance.Inadditiontothemanagerswhousethisbooktobuildandsustainaninnovationandperformanceculture,corporatetrainerswillfindthatFedExDeliversisanidealresourcefortheirleadershipleadershipdevelopmentprograms.AcademicianscanuseFedExDeliversintheirclassesinleadership

12、,leadership,innovation,engineeringmanagement,internationalinternationalbusiness,andorganizationdevelopment.development.*Fromitsinceptionin1973until1994,thecompanycompanywasnamedFederalExpressbutwaspopularlypopularlyknownasFedEx.In1994,FedExwasofficiallyofficiallyadoptedasthecompanysname.FollowingFol

13、lowingtheacquisitionofCaliberSystemsin1998,theparentcompanyFDXwascreated.In2000,FDXwasrenamedFedExCorporation,andtheoriginalcompanyhandlingtheexpressshipmentswasnamedFedExExpress.Allofmyexperience,from1979through2001,waswiththeoriginalcompany,stillbyfarthelargestoperatingoperatingcompanyintheFedExfa

14、mily.Alltheexamplesexamplesinthebookarebasedonmyexperienceattheoriginalcompany.ToavoidconfusionconfusionbyusingFederalExpress,FedEx,andFedExExpress,Isimplyusethename“FedEx.” AcknowledgmentsIwanttoexpressdeepappreciationtothepeoplewhoseencouragementandsupportmadethisbookpossible.First,IwanttothankMik

15、eGlenn,ExecutiveVicePresident,MarketDevelopmentandCorporateCommunications;andRobCarter,ExecutiveVicePresidentandChiefInformationOfficer;Officer;bothkeydriversofinnovationatFedEx,forconfirmingthewisdomandutilityoftheinnovationinnovationandperformanceculturemodelonwhichthisbookisbased.Then,ImustthankS

16、heilaEdmundsonRedickforherpatienceinreading,rereading,andrefiningthematerialfromthefirstbookproposaltothefinalfinalmanuscript.IalsothankEdHirschforhisvaluablevaluablecritiqueandconceptualadvice.MysincerethankstothefollowingcolleaguesforbeingsogenerouswiththeirtimeinsharingtheirFedExexperiences:Roger

17、Albee,ShawnAllison, HenryBartosch,MarcoChan,KayCoop,HarryDalton,Dalton,MattDiGiovanna,KewalGupta,DonHardy,ArunKulkarni,ArunKumar,BonnieMcKeever,MikeMoss,KarenOMalley,JimPetrie,StevePriddy,Priddy,JackRoberts,GloriaSangster-Fort,SteveStapleton,Stapleton,MikeStaunton,NormWilcox,andLindaWolowicz.BobBenn

18、ett,KirkBobo,ArunKumtha,SarahMeyerrose,Meyerrose,LarryPapasan,RobinRobinson,andGayleRosetooktimefromtheirbusyschedulestoreadchapterdraftsandprovidevaluablesuggestions.suggestions.RodneyMcElroyprovidedhelpwiththegraphics.JohnWillig,myliteraryagent,deservesspecialthanksforhiscounselatcriticalstepsduri

19、ngthedevelopmentofthebook.MattHoltandShannonVargoatJohnWiley&Sons,Inc.gavemetheirabove-and-beyondeditorialsupport.Shannonsinsightfulcommentshavebeenveryhelpfulin makingthematerialflowsmoothly.Finally,IconveymydeepestappreciationtoFredSmith,founderandCEOofFedEx,forhavingthecouragetopursuehisvisionthr

20、oughdifficulttimesinthecompanysearlydays.Hecreatedanopportunityforthousandsofpeoplelikemetobepartofagreatglobalbusinesssuccessstory.We,theveteransofFedEx,proudlyshareourexperiencesexperienceswithfuturegenerations. AbouttheAuthorMadanBirlaisaveteranofthe“hard”sideofbusiness.business.Inhis22yearsatFed

21、Ex,hewasManagingDirectorofSystemFormEngineering(Long-RangeOperationsandFacilitiesPlanning)andMaterialsandResourcePlanningbeforebeingnamedManagingDirectorandPreceptorinthecompanysLeadershipInstitute.ForeightyearsasamemberoftheLong-RangePlanningCommittee,Committee,heworkedcloselywithFredSmithandthesen

22、iormanagementteaminevaluatingstrategicstrategicwhat-ifs.AttheFedExLeadershipInstitute,Institute,hewasafacilitatorofInnovation,Leadership,Leadership,andLifeBalancecoursesforalllevelsofmanagementthroughouttheworld.Forthepastthreeyears,hehasbeenadvisingexecutivesonhowtoencourageemployeecreativityandcom

23、mitmentcommitmenttobuildacultureofinnovationandperformance.performance. Hislifeexperiencesintworichcultures,EastandWest,andhisbroadeducationalbackgroundhavepreparedhimtomeldideasfromengineering,engineering,business,andpsychologytodevelopcomprehensiveLeadingforInnovationmodels.Hecompletedhisundergrad

24、uateworkinmechanicalmechanicalengineeringattheBirlaInstituteofTechnologyTechnologyandScienceinPilani,India.Followingthat,heenrolledattheIllinoisInstituteofTechnologyTechnology(IIT)inChicago,Illinois,wherehereceivedreceivedhismasterofsciencedegreeinindustrialengineering.Aftergraduating,hejoinedRCARec

25、ordsinIndianapolis,Indiana.WhileinIndianapolis,Indianapolis,hedidgraduateworkinbusinessatButlerUniversity.AftermovingtoMemphistojoinFedEx,hereceivedamasterofsciencedegreedegreeincounselingfromtheUniversityofMemphis.Memphis.Author(Left)ReceivingHisSecondFiveStarAward,theHighestRecognitionforLeadershi

26、pExcellence cellenceatFedEx,fromFredSmith,FounderandCEOofFedExHehasreceivedmanyawards,includingmembershipmembershipinAlphaPiMu,theIndustrialEngineeringEngineeringHonorSociety;hewasnamedasanHonoraryCitizenofthecityofIndianapolisforhiscommunityinvolvement;andhereceivedFiveStarAwards,thehighestrecognit

27、ionforLeadershipLeadershipExcellenceatFedEx. HeisaregularspeakeratprofessionalandbusinessbusinessgroupmeetingsincludingtheSocietyofHumanHumanResourceManagement(SHRM)GlobalHumanHumanResourceForumsinNewYorkandMonterey,Monterey,California;AllianceofWork/LifeProfessionals,Professionals,annualconferencei

28、nNewOrleans,andchaptermeetingsinChicago,St.Louis,andSantaBarbara;AmericanManagementAssociation,Association,ExecutiveForumsinNewYork,Chicago,Chicago,andSanFrancisco;TennesseeLeadershipConferenceandLeadershipAcademy,IllinoisInstituteInstituteofTechnology,Chicago,Illinois.Heisactivelyinvolvedinvoluntee

29、rworkforthecommunity.HeledtheefforttoestablishtheIndianIndianCommunityFundforGreaterMemphis,whichfundedtheGandhiexhibitattheNationalCivilRightsMuseuminMemphisand“WindowstotheWorld,”aninteractiveeducationalexhibitattheChildrensMuseumofMemphis,amongotherprojects.Hedevelopedlong-rangeplans fortheChurch

30、HealthCenter(servingworkingpoor),FriendsforLife(servingtheHIV/AIDSaffectedaffectedpopulation),andtheTiptonCountyCommissionCommissiononAging(servingseniors).HeliveswithhiswifeShashiinCollierville,Tennessee,andhastwogrownchildrenwholiveinNewYorkandChicago. IntroductionFedExDelivers:HowtheWorldsLeading

31、ShippingShippingCompanyKeepsInnovatingandOutperformingOutperformingtheCompetitionexploresindetailtheleadershipphilosophyandpracticesresponsibleforFedExsphenomenalgrowth.ThisbooksuniquelyuniquelypracticalapproachgivesreaderstheprocessesprocessesandtoolsthatFedExhasusedtobecomeamarketleader.Chapter1ta

32、kesthemysteryoutofinnovationbybreakingitdownintothreestepsgeneration,acceptance,acceptance,andimplementationofideas.Typically,employeesthinkofinnovationonlyintermsofthefirststepcomingupwithauniqueidea.Oncetheyunderstandthatacceptanceandimplementationimplementationarealsoessential,theyrealizethatthei

33、rcontributioninthosestepsisequallyimportant.important.Thesecondchapterexploresthepremisethatinnovation novationisnotsomethingapersonorcompanydoesjustonce.Tosustainacompetitiveadvantage,advantage,businessesmustmaintainanenvironmentenvironmentthatencouragesnewideas.FredSmithhadanewconceptwhenhelaunche

34、dthecompany,butheachievedlastingsuccessbecausebecausethebusinesscontinuedtoadapttothechangingbusinessenvironment.Buildingandsustaininganinnovationcultureisajourney.Thethirdchapterasksthequestion,“Ifbusinessleadersrecognizetheneedforinnovation,whyisitthatonlyafewsucceedinthatquest?”Whatexactlyexactly

35、aretheroadblockstoinnovation?Thefivemostcommonobstaclesarediscussed.Chapter4developsamentalmodelofinnovationbyexploringwhenthemindisinthebestpositionpositiontogenerate,accept,andimplementcreativecreativeideas.Forthisprocesstoflourish,themindmustbeengaged,growing,secure,collaborative, andcommitted.Th

36、ischapterdefinesthefiveleadershipleadershipresponsibilitiesassociatedwithcreatingtheseconditions.Theremainingchaptersofthebookdiscussindetaildetailthepracticesandorganizationalsupportsystemssystemsneededtofulfilleachofthefiveleadershipresponsibilities.Eachpracticeisillustratedbyfirsthandexamplesfrom

37、FedEx.Chapter5describesdescribesthefourleadershippracticesusedatFedExtoengageandinvolvealltheiremployees.Althoughacarenginemayberunning,thecarwillnotmoveforwardunlesstheengineisengaged.engaged.Similarly,foranorganizationtogrowandmoveforward,employeeshavetobeengagedintheenterprise.Thefourleadershippr

38、acticesandorganizationalsupportsystemsthathelpemployeesupdateandexpandtheirknowledgebasesarepresentedinChapter6.Themindgeneratescreativeideasbymakingconnectionsbetweenseeminglyunrelatedunrelatedvariables.Thecreativeimpulserestsonseeingnewpossibilitiesandnewcombinations.Forthemindtogeneratecreativeid

39、eas,itmusteithereitherconnectexistingdots(onesknowledgebase)innewwaysoracquireandconnectnewdots.Chapter7focusesonthefourleadershippracticespracticesusedatFedExtocreateasecureenvironmentenvironmentfortheexpressionandacceptanceofideas.Creativethoughtsarerarelyrefinedandreadytoimplementattheoutset.They

40、needtobedeveloped.Formany,sharingarawideaisunnerving:unnerving:Whatwillmanagementthink?CouldIbereprimandedifmysuggestiondoesntmeshwithmysupervisors?Isitstupid?Thesequestionsandfearsareallveryrealintodaysbusinessculture,culture,leadingmanyemployeestokeeptheirideastothemselvesamajorhurdleinthequestfor

41、innovation.innovation.Employeeshavetofeelsecuretoexpresstheirideas.Managershavetofeelsecuretoacceptnewideas,especiallyonesthataredifferentdifferentfromtheirownviews.Beforeanycreativeideacanbeimplemented,itmustbemadepalatabletothemanypeopleitwillaffect.Dependingonitsscope,anideaandtheresultingchangem

42、ayaffectmultipledepartmentsdepartmentsintheorganization.Therefore,completecompletedevelopmentandrefinementoftherawideademandactivecollaborationthroughoutalltheaffectedareas.Chapter8includesfourleadershippracticesthatencouragecollaborationacrossdepartmentsanddisciplines.Activecollaborationnotonlyensu

43、resensuresfullevaluationanddevelopmentoftheideabutalsopositionstheorganizationtosuccessfullysuccessfullyimplementit.Whenpeoplefromdifferentdifferentbackgrounds,departments,andperspectivesperspectivesworktogethertorefineanewidea,the resultislikelytobefarbetterthanwhatanyoneofthemwouldhavecomeupwithal

44、one.Chapter9presentsprovenleadershippracticesfortappingemployeescommitment,amustforsuccessfulimplementationofdevelopedideas.SinceSinceanythingtrulycreativeresultsinchange,thispersonalcommitmenthelpsovercomeemployeesemployeesnaturalreluctancetoembracenewideas.Itistheemployeescommitmentatalllevelsleve

45、lsoftheorganizationthathasmadeitpossibleforFedExtodeliverday-inandday-outonitspromisetocustomersaroundtheworld. Chapter1InnovatingandOutperformingtheCompetitionOurvastprogressintransportation,pastandfuture,isonlyasymboloftheprogressthatispossiblebyconstantlystrivingtowardnewhorizonsineveryhumanactiv

46、ity.Whocansaywhatnewhorizonsliebeforeusifwecanbutmaintaintheinitiativeanddeveloptheimaginationtopenetratethemtotheendthatgreaterdegreesofwellbeingmaybeenjoyedenjoyedbyeveryone,everywhere.AlfredP.SloanJr.CREATINGANEWINDUSTRY.OnFedExsfirstnightofoperation,April17,1973,asmallgroupofpeoplestoodaroundama

47、keshiftsystemandsorted186packages.Theythenloadedthemonto14smallplanesthatpromptlytookofffor25citiesacrosstheUnitedStates.Onthatnight,FedExbecamethefirsttransportationtransportationcompanydedicatedtoovernightexpressexpresspackagedelivery.Thirty-twoyearslater,FedExhandlesoverfivemillionpackageseveryda

48、yserving215countriesaroundtheglobe.FedExsrevenuegrewfromjust$6millionin1973toover$24billionin2004.In1983,itwasthefirstcompanytogrowto$1billionwithinthefirst10yearsofitsexistence,withoutacquisitions.acquisitions.Duringthefirstthreeyearsofitsoperationoperation(19731975),FedExlostover$29millionasitbuil

49、fit.Forthepastthreeyears(20022004),itsnetincomeincomehasbeenover$2.3billion.TodaysFedEx,whichhasconstantlyevolvedtomeetcustomerneeds,consistsoffouroperatingcompaniesconnectingtheglobaleconomywithafullrangeoftransportat

50、ion,information,and supplychainservices.Thischangeandgrowthdidnothappenovernight.ThefactorsthatcontributedcontributedtoFedExsphenomenalsuccessincludedincludeddevelopingcustomizedbusinesssolutions.solutions.OneexampleisFedExsrelationshipwithHewlett-Packard.Inthefast-changingcomputerindustrywithnewmodelscomingouteverymonth,HPrealizedthatanycomputerstoredinawarehouserunstheriskofbecomingobsolete.FedExandHewlett-Packardworked