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不久前,罗兰·贝格国际管理咨询公司启动了一项高端的创新访谈,他们访谈了九大极具创新精神的公司CEO--博世、基因科技、Infosys、诺基亚、RIM、SAP、3M、丰田、联合利华,发现了CEO驱动“创新飞轮”的关键力量:CEO必须成为创新领袖。作为创新领袖,CEO们列举了创新领导的三个本质特点:积极的鼓励,宽容对待失败和耐心。创新文化至关重要。基于创新文化而建立的创新体系,才会是保持创新可持续竞争力的有机体。鼓励年轻人保持挑战者的精神。与年轻人的热情密切相关的是挑战者的能量和动力。但在中国企业中,年轻人往往因为级别和流程被桎梏。勇斗“创新大敌”。官僚作风和特权阶级,以及执行限制、设法向生产过度、研发资金不持续都是大的创新阻碍。
Not long ago, Roland Berger International Management Consultants launched a high-end, innovative interview with interviews with nine of the most innovative CEOs Bosch, Genentech, Infosys, Nokia, RIM, SAP, 3M, Toyota , Unilever, found the key force behind CEO drive “Innovation Flywheel”: CEO must become an innovation leader. As innovation leaders, CEOs cite three essential characteristics of innovation leadership: positive encouragement, tolerance and failure. Innovative culture is crucial. An innovation system based on a culture of innovation can be an organism that sustains innovation sustainably. Encourage young people to maintain the spirit of challengers. Closely related to the passion of young people is the challenger’s energy and motivation. But in Chinese businesses, young people are often shunned by grades and processes. Yong Dou “innovation enemy ”. Bureaucratic and privileged classes, as well as implementation restrictions, overproduction, and non-ongoing funding for research and development, are major innovation barriers.