读彼得管理兵法 看加拿大的企业管理
读彼得管理兵法 看加拿大的企业管理
李洪德 2025年10月30日
https://blog.creaders.net/user_blog_diary.php?did=NTMwMjUw
这是更新自2012年5月6日的文章。看看加拿大的企业大量倒闭的原因，对我国的企业发展，有借鉴意义。
彼得．德鲁克管理大师的十大兵法 来源：中国营销管理高层论坛
1．分权与授权，才能引发学习动机
验证：当今所有的国际大企业全都是依照“分权、授权”而壮大的。
2．用成效来管理，用目标来管理，而非用监督来管理
验证：“数据、e化、科学分析、考评稽核”已成为一切管理的基石。
3．不连续时代的现象：知识产业时代的来临，全球经济取代个别经济，政府魅力式微
验证：Bill Gates、Google……已替“全球知识经济凌驾政府权力”做出批注。
4．不创新的风险，比创新高很多
验证：创新已成为本世纪企业生存发展的马达，墨守成规的公司纵使没做错事，也活不了。
5．顾客是企业存在的目的
验证：以客为尊，顾客至上，客人第一，以消费者为导师… 企业成功的第一信条。
6．管理者的三大使命：“达成目的、使工作者有成就感、履行社会责任”
验证：利己利人还有社会责任，是当今公益、环保、慈善、教育、文化等五大使命。
7．公司经营不能炒短线
验证：“永续经营”是现代所有企业绞尽脑汁在追求的宝典。
8．化社会问题为商机
验证：化社会问题为商机，让所有企业的领域创新，不但茁壮了自己，也方便了社会。
9．组织的目的不在管理人，而是领导人
验证：形而下是管理，形而上是领导，彼得杜拉克从实务的管理到组织的领导，都创立了典范。
10.家族企业妨碍企业进步
验证：这是经营权与所有权分开的理论滥觞。这个兵法让天下有才却无财的能人，能够找到发展舞台，创下荣景的二十一世纪。
2009-10-08 15:32 编辑
管窥加拿大的企业管理
风萧萧 2012年5月6日 于加拿大
读了《德鲁克管理大师的十大兵法》，感觉是条条在理，丝丝入扣。
在加拿大，过去11年，有意到产品不同的企业工作，就是想学点好经验。结果让我很失望。
加拿大的很多本土企业，都是创业者自己当老板，靠着几个心腹来支撑。是典型的人治。很多企业都是在有好的产品和稳定的市场的情况下关门的。其原因就是违犯了彼得.德鲁克的这些管理天条。
此外，加拿大的法律，对员工的保护过多，对企业家的保护少。因而，员工缺乏责任心，甚至敢故意捣乱。还有一个更重要的因素，就是分配机制，加拿大的企业多实行年薪或者时新再加年终奖。这种工资模式，与社会主义时期的社会主义国家的固定工资制类似，与员工的工作绩效无联系。因而，员工缺乏工作热情。
譬如，生产通讯设备Blackberry(黑莓) RIM（Research in Motion）公司，总部就在加拿大安大略省的滑铁卢市，离我家很近，只有几个街区的距离。公司一直由共同创办人Mike Lazaridis与Jim Balsillie管理。因经营不善，今年初，二人下台。
我有机会到RIM工作，但是，需要每天工作12个小时，还要倒班。我觉得会毁了我的大脑。没去。
我一直在想，为什么设立这种班次。生产手机是个精细活。员工休息不好，注意力难以集中，出错的几率会增加。我虽然没去RIM工作，但是，我还是通过适当的渠道了解它。为我提供信息的人，有基层的，也有中层的。他们都认为该公司的管理需要改善。而且，那位中层人士，还写过合理化建议，但是，没有得到反馈。他心灰意冷，再也不关心公司的事情。
由于上下沟通渠道不畅，有个员工以匿名的方式在Internet发了一封公开信，说：I have lost confidence。从信中可以感受到写信人对RIM的爱心和衷心，情之切切，呕心沥血。可是，RIM的回复却让人大跌眼镜。不但没有感谢，还说公开信是假的。这封公开信和RIM公司的回应，我都附在此文的后面。如果大家有兴趣，可以看一看。
从此次事件，可以看出，对于员工的建议，企业经营者，首先的反应，不是考虑建议对企业的益处。而是，考虑员工敢于蔑视自己，自尊心大伤。这在加拿大的企业中有某种程度的共性。我也有类似的体验。
当然，也有好的企业管理经验,我的文章《Canada's Corporate Management & Reducing Psychological Pressure in Workplace》就是介绍我的这段经历的。
Jan 27, 2014, The Fatal DNA failed RIM & Canadian Enterprises
Feb 16, 2014, Why German Economy Can Fly Against Economic Recession
还有我刚刚发现的文章《Employee buy-in is essential to develop a climate of continuous improvement》介绍Ghent Manufacturing公司的管理方法，让员工感觉自己是管理者，来促进企业的长足发展。
我觉得彼得.德鲁克的十大兵法有个很大的不足，那就是如何刺激普通员工的劳动热情。譬如，与企业效益挂钩的分配模式，德国企业鼓励员工提合理化建议并给与奖励，IBM鼓励员工发明创造并给与物资和金钱奖励，等等。以此来吸引员工积极参与企业的管理，关心企业的前途，增进凝聚力，就完美了。
否则，企业的上层再聪明，基层无工作动力，不出力，显然不行。而且，是大大的不行。
注：我是从大山的博客提供的连接进入中国营销管理高层论坛，发现这篇文章的。谢谢大山。
大山的博客 http://yzh1166.blog.163.com/
中国营销管理高层论坛 http://q.163.com/yzh1177/poster/9347223/
彼得．德鲁克的管理智慧 http://haoshigongsi.blog.163.com/
----风萧萧 2012年5月6日于加拿大
<<<<<<<<<>>>>>>>>
RIM员工给公司CEO的公开信：
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给公开信的回复：
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:
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.