讀彼得管理兵法 看加拿大的企業管理

李洪德 2025年10月30日 

這是更新自2012年5月6日的文章。看看加拿大的企業大量倒閉的原因，對我國的企業發展，有借鑑意義。

彼得．德魯克管理大師的十大兵法 來源：中國營銷管理高層論壇

1．分權與授權，才能引發學習動機

  驗證：當今所有的國際大企業全都是依照“分權、授權”而壯大的。

2．用成效來管理，用目標來管理，而非用監督來管理

  驗證：“數據、e化、科學分析、考評稽核”已成為一切管理的基石。

3．不連續時代的現象：知識產業時代的來臨，全球經濟取代個別經濟，政府魅力式微

 　驗證：Bill Gates、Google……已替“全球知識經濟凌駕政府權力”做出批註。

4．不創新的風險，比創新高很多

 　驗證：創新已成為本世紀企業生存發展的馬達，墨守成規的公司縱使沒做錯事，也活不了。

5．顧客是企業存在的目的

  驗證：以客為尊，顧客至上，客人第一，以消費者為導師… 企業成功的第一信條。

6．管理者的三大使命：“達成目的、使工作者有成就感、履行社會責任”

  驗證：利己利人還有社會責任，是當今公益、環保、慈善、教育、文化等五大使命。

7．公司經營不能炒短線

　 驗證：“永續經營”是現代所有企業絞盡腦汁在追求的寶典。

8．化社會問題為商機

  驗證：化社會問題為商機，讓所有企業的領域創新，不但茁壯了自己，也方便了社會。

9．組織的目的不在管理人，而是領導人

  驗證：形而下是管理，形而上是領導，彼得杜拉克從實務的管理到組織的領導，都創立了典範。

10.家族企業妨礙企業進步

　 驗證：這是經營權與所有權分開的理論濫觴。這個兵法讓天下有才卻無財的能人，能夠找到發展舞台，創下榮景的二十一世紀。

   2009-10-08 15:32 編輯

管窺加拿大的企業管理

 風蕭蕭 2012年5月6日 於加拿大 

讀了《德魯克管理大師的十大兵法》，感覺是條條在理，絲絲入扣。

在加拿大，過去11年，有意到產品不同的企業工作，就是想學點好經驗。結果讓我很失望。

加拿大的很多本土企業，都是創業者自己當老闆，靠着幾個心腹來支撐。是典型的人治。很多企業都是在有好的產品和穩定的市場的情況下關門的。其原因就是違犯了彼得.德魯克的這些管理天條。

此外，加拿大的法律，對員工的保護過多，對企業家的保護少。因而，員工缺乏責任心，甚至敢故意搗亂。還有一個更重要的因素，就是分配機制，加拿大的企業多實行年薪或者時新再加年終獎。這種工資模式，與社會主義時期的社會主義國家的固定工資制類似，與員工的工作績效無聯繫。因而，員工缺乏工作熱情。

譬如，生產通訊設備Blackberry(黑莓) RIM（Research in Motion）公司，總部就在加拿大安大略省的滑鐵盧市，離我家很近，只有幾個街區的距離。公司一直由共同創辦人Mike Lazaridis與Jim Balsillie管理。因經營不善，今年初，二人下台。

我有機會到RIM工作，但是，需要每天工作12個小時，還要倒班。我覺得會毀了我的大腦。沒去。

我一直在想，為什麼設立這種班次。生產手機是個精細活。員工休息不好，注意力難以集中，出錯的幾率會增加。我雖然沒去RIM工作，但是，我還是通過適當的渠道了解它。為我提供信息的人，有基層的，也有中層的。他們都認為該公司的管理需要改善。而且，那位中層人士，還寫過合理化建議，但是，沒有得到反饋。他心灰意冷，再也不關心公司的事情。

由於上下溝通渠道不暢，有個員工以匿名的方式在Internet發了一封公開信，說：I have lost confidence。從信中可以感受到寫信人對RIM的愛心和衷心，情之切切，嘔心瀝血。可是，RIM的回覆卻讓人大跌眼鏡。不但沒有感謝，還說公開信是假的。這封公開信和RIM公司的回應，我都附在此文的後面。如果大家有興趣，可以看一看。

從此次事件，可以看出，對於員工的建議，企業經營者，首先的反應，不是考慮建議對企業的益處。而是，考慮員工敢於蔑視自己，自尊心大傷。這在加拿大的企業中有某種程度的共性。我也有類似的體驗。

當然，也有好的企業管理經驗。我的文章《Reducing   Psychological Pressure in Workplace》就是介紹我的這段經歷的。

還有我剛剛發現的文章《Employee buy-in is essential to develop a climate of continuous improvement》介紹 Ghent Manufacturing 公司的管理方法，讓員工感覺自己是管理者，來促進企業的長足發展。

我覺得彼得.德魯克的十大兵法有個很大的不足，那就是如何刺激普通員工的勞動熱情。譬如，與企業效益掛鈎的分配模式，德國企業鼓勵員工提合理化建議並給與獎勵，IBM鼓勵員工發明創造並給與物資和金錢獎勵，等等。以此來吸引員工積極參與企業的管理，關心企業的前途，增進凝聚力，就完美了。

否則，企業的上層再聰明，基層無工作動力，不出力，顯然不行。而且，是大大的不行。

註：我是從大山的博客提供的連接進入中國營銷管理高層論壇，發現這篇文章的。謝謝大山。

大山的博客      http://yzh1166.blog.163.com/

中國營銷管理高層論壇 http://q.163.com/yzh1177/poster/9347223/

彼得．德魯克的管理智慧http://haoshigongsi.blog.163.com/

------ 風蕭蕭  2012年5月6日 於加拿大 

<<<<<<<<<>>>>>>>> 

RIM員工給公司CEO的公開信：

RIM Employee To CEOs: "I Have Lost Confidence"

http://techcrunch.com/2011/06/30/rim-employee-to-ceos-i-have-lost-confidence/

To the RIM Senior Management Team:

I have lost confidence.

While I hide it at work, my passion has been sapped. I know I am not alone — the sentiment is widespread and it includes people within your own teams.

Mike and Jim, please take the time to really absorb and digest the content of this letter because it reflects the feeling across a huge percentage of your employee base. You have many smart employees, many that have great ideas for the future, but unfortunately the culture at RIM does not allow us to speak openly without having to worry about the career-limiting effects.

Before I get into the meat of the matter, I will say I am not part of a large group of bitter employees wishing to embarrass us. Rather, I believe these points need to be heard and I desperately want RIM to regain its position as a successful industry leader. Our carriers, distributors, alliance partners, enterprise customers, and our loyal end users all want the same thing… for BlackBerry to once again be leading the pack.

We are in the middle of major “transition” and things have never been more chaotic. Almost every project is falling further and further behind schedule at a time when we absolutely must deliver great, solid products on time. We urge you to make bold decisions about our organisational structure, about our culture and most importantly our products.

While we anxiously wait to see the details of the streamlining plan, here are some suggestions:

1) Focus on the End User experience

Let’s obsess about what is best for the end user. We often make product decisions based on strategic alignment, partner requests or even legal advice — the end user doesn’t care. We simply have to admit that Apple is nailing this and it is one of the reasons they have people lining up overnight at stores around the world, and products sold out for months. These people aren’t hypnotized zombies, they simply love beautifully designed products that are user centric and work how they are supposed to work. Android has a major weakness — it will always lack the simplicity and elegance that comes with end-to-end device software, middleware and hardware control. We really have a great opportunity to build something new and “uniquely BlackBerry” with the QNX platform.

Let’s start an internal innovation revival with teams focused on what users will love instead of chasing “feature parity” and feature differentiation for no good reason (Adobe Flash being a major example). When was the last time we pushed out a significant new experience or feature that wasn’t already on other platforms?

Rather than constantly mocking iPhone and Android, we should encourage key decision makers across the board to use these products as their primary device for a week or so at a time — yes, on Exchange! This way we can understand why our users are switching and get inspiration as to how we can build our next-gen products even better! It’s incomprehensible that our top software engineers and executives aren’t using or deeply familiar with our competitor’s products.

2) Recruit Senior SW Leaders & enable decision-making

I’m going to say what everyone is thinking… We need some heavy hitters at RIM when it comes to software management. Teams still aren’t talking together properly, no one is making or can make critical decisions, all the while everyone is working crazy hours and still far behind. We are demotivated. Just look at who our major competitors are: Apple, Google & Microsoft. These are three of the biggest and most talented software companies on the planet. Then take a look at our software leadership teams in terms of what they have delivered and their past experience prior to RIM… It says everything.

3) Cut projects to the bone.

There is a serious need to consolidate our focus to just a handful of projects. Period.

We need to be disciplined here. We can’t afford any more initiatives based on carrier requests to squeeze out slightly more volume. Again, back to point #1, focus on the end users. They are the ones making both consumer & enterprise purchase decisions.

Strategy is often in the things you decide not to do.

On that note, we simply must stop shipping incomplete products that aren’t ready for the end user. It is hurting our brand tremendously. It takes guts to not allow a product to launch that may be 90% ready with a quarter end in sight, but it will pay off in the long term.

Look at Apple in 1997 for tips here. I really want you to watch this video because it has never been more relevant. It is our friend Steve Jobs in 97 and it may as well be you speaking to RIM employees and partners today. https://www.youtube.com/watch?v=3LEXae1j6EY

4) Developers, not Carriers can now make or break us

We urgently need to invest like we never have before in becoming developer friendly. The return will be worth every cent. There is no polite way to say this, but it’s true — BlackBerry smartphone apps suck. Even PlayBook, with all its glorious power, looks like a Fisher Price toy with its Adobe AIR/Flash apps.

Developing for BlackBerry is painful, and despite what you’ve been told, things haven’t really changed that much since Jamie Murai’s letter. Our SDK / development platform is like a rundown 1990′s Ford Explorer. Then there’s Apple, which has a shiny new BMW M3… just such a pleasure to drive. Developers want and need quality tools.

If we create great tools, we will see great work. Offer shit tools and we shouldn’t be surprised when we see shit apps.

The truth is, no one in RIM dares to tell management how bad our tools still are. Even our closest dev partners do their best to say it politely, but they will never bite the hand that feeds them. The solution? Recruit serious talent, buy SDK/API specialist companies, throw a truckload of money at it… Let’s do whatever it takes, and quickly!

5) Need for serious marketing punch to create end user desire

25 million iPad users don’t care that it doesn’t have Flash or true multitasking, so why make that a focus in our campaigns? I’ll answer that for you: it’s because that’s all that differentiates our products and its lazy marketing. I’ve never seen someone buy product B because it has something product A doesn’t have. People buy product B because they want and lust after product B.

Also an important note regarding our marketing: a product’s technical superiority does not equal desire, and therefore sales… How many Linux laptops are getting sold? How did Betamax go? My mother wants an iPad and iPhone because it is simple and appeals to her. Powerful multitasking doesn’t.

BlackBerry Messenger has been our standout, yet we wasted our marketing on strange stories from a barber shop to a horse wrangler. I promise you, this did nothing to help us in the mind of the average consumer.

We need an inventive and engaging campaign that focuses on what we are about. People buy into a brand / product not just because of features, but because of what it stands for and what it delivers to them. People don’t buy “what you do,” people buy “why you do it.” Take 3 minutes to watch the this video starting from the 2min mark: http://youtu.be/qp0HIF3SfI4

6) No Accountability – Canadians are too nice

RIM has a lot of people who underperform but still stay in their roles. No one is accountable. Where is the guy responsible for the 9530 software? Still with us, still running some important software initiative. We will never achieve excellence with this culture. Just because someone may have been a loyal RIM employee for 7 years, it doesn’t mean they are the best Manager / Director / VP for that role. It’s time to change the culture to deliver or move on and get out. We have far too many people in critical roles that fit this description. I can hear the cheers of my fellow employees now.

7) The press and analysts are pissing you off. Don’t snap. Now is the time for humility with a dash of paranoia.

The public’s questions about dual-CEOs are warranted. The partnership is not broken, but on the ground level, it is not efficient. Maybe we need our Eric Schmidt reign period.

Yes, four years ago we beat Microsoft when everyone said Windows Mobile with Direct Push in Exchange would kill us. It didn’t… in fact we grew stronger.

However, overconfidence clouds good decision-making. We missed not boldly reacting to the threat of iPhone when we saw it in January over four years ago. We laughed and said they are trying to put a computer on a phone, that it won’t work. We should have made the QNX-like transition then. We are now 3-4 years too late. That is the painful truth… it was a major strategic oversight and we know who is responsible.

Jim, in referring to our current transition recently said: “No other technology company other than Apple has successfully transitioned their platform. It’s almost never done, and it’s way harder than you realize. This transition is where tech companies go to die.”

To avoid this death, perhaps it is time to seriously consider a new, fresh thinking, experienced CEO. There is no shame in no longer being a CEO. Mike, you could focus on innovation. Jim, you could focus on our carriers/customers… They are our lifeblood.

8) Democratise. Engage and interact with your employees — please!

Reach out to all employees asking them on how we can make RIM better. Encourage input from ground-level teams—without repercussions—to seek out honest feedback and really absorb it.

Lastly, we’re all reading the news and many are extremely nervous, especially when we see people get fired. We need an injection of confidence: share your strategy and ask us for support. The headhunters have already started circling and we are at risk of losing our best people.

Now would be a great time to internally re-brand and re-energize the workplace. For example, rename the company to just “BlackBerry” to signify our new focus on one QNX product line. We should also address issues surrounding making RIM an enjoyable workplace. Some of our offices feel like Soviet-era government workplaces.

The timing is perfect to seriously evaluate at our position and make these major changes. We can do it!

Sincerely,

A RIM Employee

<<<<<<<<>>>>>>> 

RIM給公開信的回覆：

In response to this morning’s Open Letter from a purportedly “high level” RIM employee addressed to the co-CEOs of the company, RIM sent over the following statement:

http://techcrunch.com/2011/06/30/rim-responds-to-the-open-letter-from-an-employee-doubts-its-authenticity/

An “Open Letter” to RIM’s senior management was published anonymously on the web today and it was attributed to an unnamed person described as a “’high level employee”. It is obviously difficult to address anonymous commentary and it is particularly difficult to believe that a “high level employee” in good standing with the company would choose to anonymously publish a letter on the web rather than engage their fellow executives in a constructive manner, but regardless of whether the letter is real, fake, exaggerated or written with ulterior motivations, it is fair to say that the senior management team at RIM is nonetheless fully aware of and aggressively addressing both the company’s challenges and its opportunities.

RIM recently confirmed that it is nearing the end of a major business and technology transition. Although this transition has taken longer than anticipated, there is much excitement and optimism within the company about the new products that are lined up for the coming months. There is a fundamental business reality however that following an extended period of hyper growth (during which RIM nearly quadrupled in size over the past 5 years alone), it has become necessary for the company to streamline its operations in order to allow it to grow its business profitably while pursuing newer strategic opportunities. Again, RIM’s management team takes these challenges seriously and is actively addressing the situation. The company is thankfully in a solid business and financial position to tackle the opportunities ahead with a solid balance sheet (nearly $3 billion in cash and no debt), strong profitability (RIM’s net income last quarter was $695 million) and substantial international growth (international revenue in Q1 grew 67% over the same quarter last year). In fact, while growth has slowed in the US, RIM still shipped 13.2 million BlackBerry smartphones last quarter (which is about 100 smartphones per minute, 24 hours per day) and RIM is more committed than ever to serving its loyal customers and partners around the world.

Comment who was forwarding postings:

Interesting that RIM so openly suggests that the letter is a fake — especially considering that the Boy Genius claims to have verified the “high level” identity of the source himself. If there’s any company wherein one generally need not question BGR’s sources, it’s RIM.