藍色巨人領導者的秘密

????問：在IBM公司擔任領導者需要具備哪些特質？

????答：我們對執行力的追求近乎極致。如果你說能完成任務，那就要負起責任，說到做到。領導者還需要創造一種創造和創新的氛圍。我想我們做到了這一點。很多人來我們公司就職并選擇留下，那是因為我們從事的事業與眾不同。公司提出的“智慧地球”戰略令世人關注。我們正在開發的科技將會讓這個世界變得更加智能：智能電網、智能交通、智能環保以及人們所能想到的任何方方面面。

????IBM認為自己注重價值而非個性。那么IBM的價值何在？

????對IBM人來說，最重要的不是產品線，不是職責，不是團隊，不是個人，而是我們的企業。這種價值觀的核心是我們的客戶、圍繞公司及社會所進行的創新、彼此的信任及個人責任感，以及我們對待彼此的方式。

????未來的IMB領袖擁有哪些標志性特點？

????首先，也是最重要的一點，他必須通曉業務。第二，我們想要的人才必須有進取心，能積極創新，不落俗套而又善于合作。我們需要他們具備情感和智力方面的耐久性。當今世界的商業領袖必須做到24小時連軸轉。他們是否愿意這么做？他們是否有勇氣提出自己的觀點？他們是否能始終如一？我們在早期就會考察這些態度方面的因素。

????過去人們對IBM的刻板印象是一位身穿藍色制服的文化巨人。現在有什么變化嗎？

????我們都是IBM人，這一點從未改變，我們因此而與眾不同，我們為此深感自豪。從人力資源的角度出發，我們公司曾經在雇傭保障、工作保障、工資福利和其他方面具有領先優勢。然而這些不得不隨著當今世界的發展而變化。我們的確發生了改變；但同時，我們也在遠距離辦公、彈性工作安排以及雇用模式方面占據了領先地位。

????公司的人員流動率怎么樣？

????據我所知，我們公司的人員流動率在高科技行業內是最低的。最近幾年我們進行了大量收購，尤其是在軟件和服務領域。經常閱讀報刊雜志的人就會知道，收購常常導致員工流動率，尤其是管理層的流動率提高。但是，我們留住了被收購公司的大約92%的人才，這非常罕見。對于我們來說，收購不止是為了獲得產品，還有被收購企業員工們未被開發的天賦和領導力。

????Q: What does it take to lead at IBM?

????A: There's a maniacal focus on execution. If you say you're going to deliver, you're held accountable. Leaders also need to create an atmosphere of creativity and innovation, and I think we do that here. We find that a lot of people come here and stay because we do unique things. Our Smarter Planet strategy makes a very interesting statement. The technology that we're creating will help the world become smarter: smarter grids, smarter transportation, green -- whatever examples you want to use.

????IBM says it's a company of values, not personalities. What are those values?

????Being an IBMer (IBM) is not about a line of business, it's not about a function, it's not about a team, it's not about you. It's about the enterprise. Those values are built around the client, around innovation for both the company and society, around trust and personal responsibility and the way we treat each other.

????What are the signs of a future IBM leader?

????First and foremost, you've got to understand the business. Two, we look for people who are aggressive in wanting to create new things and do different things and collaborate. We need people with emotional and intellectual stamina. Being a business leader in this world today is 24/7. Do people aspire to that? Do they have a sense of courage about their point of view? Are they persistent? Those are attitudinal things that we see early on.

????In the old days IBM was stereotyped as a cultural monolith, the man in the blue suit. What's changed?

????What hasn't changed is that we're all IBMers. There's a sense of pride and of being able to distinguish yourself based on that. In the old days we were also known as leading edge, from an HR standpoint, in employment security, job security, paying benefits, and all that. Those things had to change as the world evolved. We changed, but we became leading edge as it related to things like telecommuting, flexible work arrangements, and employment models.

????What kind of turnover do you have?

????To the best of my knowledge we have the lowest turnover in the tech industry. We've been acquisitive in recent years, especially in software and sometimes in services. If you read most journals, you'll find that acquisitions tend to create a lot of turnover, especially at the leadership level. We retain about 92% of the talent that we acquire. That's unheard of. We acquire not only for the product, but also for the raw talent and leadership that people bring.