How to leverage the most out of the West and best of the East?
如何整合东西方的优势？
We invested in a technical services company that serves the oil companies in China. To prepare this company for a public listing outside China, we introduced many Western management practices into this typical China company. First, we held monthly reviews to get all the managers updated on the various departments’ performance and developments. They were encouraged to present and talk about their business. The boss was advised to refrain from giving specific instructions on what the managers should do. The CEO’s role was to get as many views and options as possible and then ask the managers how they would decide. After getting the managers’ input and their choice of options, the CEO made his decision using a set of defined criteria and guidelines set by the board of directors.
我们投资了中国一家技术服务公司，为石油公司提供各种服务。为筹备这家公司海外上市，我们为这家典型的中国企业引进了西方管理经验。首先，我们花了几个月反复让经理人适应各部门的业绩和发展，鼓励他们提出对公司的建议，建议老板不要对经理们发号施令要求他们做这做那。CEO的任务就是获取尽可能多的建议和意见，知道经理们的想法是什么，让经理人大胆直言后，CEO再根据董事会制定的标准和指导方针做出决策。
The CEO even commented that he felt uncomfortable with such a process as he was used to making decisions all by himself and simply gave instructions for people to execute. He rewarded those staff that made it in a low-key manner. There was little or no sharing of such sorts on a structured basis. It was very new to them.
CEO甚至评价这样的工作方法让他感到不舒服，他习惯于过去自己做决定，只需给出指令让员工执行，奖励那些处事低调的员工。这种组织架构几乎没有任何经验可供借鉴，这一切对他们来说是件新鲜事。
As foreign partners, we asked questions like the number of people and assets deployed at a particular location; their production output, value add per worker, return on assets, internal rate of returns, cash flow and stock balance, contingent liabilities, possible risks and their quantifiable financial damage and so on. The CEO and the managers were puzzled by such quantitative analysis. They were getting the first taste of what fund managers, research analysts, stock market media specialists, bankers, shareholders and stock exchanges would ask them. These queries are typical of Western management analysts who try to get the most out of everything.
作为外国投资伙伴，我们喜欢提问，如员工人数、特别区域的资产配置、产量、每位工人的附加值、资产回报、内部收益率、现金流、库存、临时负债、可能风险、可以计量的损失等等。CEO和经理人会被这定量分析弄得头晕脑胀的。
他们开始知道什么是基金经理、调查分析、......More↓↓↓
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