员工培训-字幕-中英对照
It is illegal to upload, copy or broadcast this program 上传、复制或传播本节目是非法行为。 To inquire about streaming this content please contact Kantola Productions 如需了解更多内容请联系砍托拉制片公司 Stanford Video 斯坦福视频Stanford Executive Briefings 斯坦福行政管理简要汇报Rapid Transformation 快速转型Behnam Tabrizi 赫南 塔布利兹 Professor, Management Science & Engineering 管理学教授 Stanford University 斯坦福大学What I believe, our ten guiding principles of successful Transformation. 我所信赖的企业成功转型的十项领导原则。Ann Livermore 安 丽芙摩尔 Executive Vice President 行政副总裁 Hewlett-Packard Company 惠普公司Ratio, 70% of vice 30% on innovation the other way aroundSafra Catz 萨夫拉 卡茨 President &CEO 总裁兼首席执行官 Oracle Corporation 甲骨文公司Because the sanit is the most direct way to tell your team what is really important.With an introduction by Tom Kosnik 由汤姆 考斯尼克作开场介绍： Thank you guys make my day, this is great. I wanna tell you the some things about Behnam Tabrizi. First of all hes always been a great writer. I have also got a copy of his latest book, its world reading putting into practice. 感谢大家今天来到这里。在赫南上台之前我想先透露有关他的几件事情。第一件事，赫南一直是 一位优秀的作家。我这里现在就有一份他最新出版的书，在这本书里他把他学富五车的的渊博知 识付诸于实践。 Second, I have been teaching business since 1985, and in that time I have privilege work with thousands of students, and watch thousands of teachers, apply their craft. And I can say without any hesitation its been to Behnam Tabrizi is a great teacher. He has won awards here for many times. And I watched his students adore him. 第二件事，我自从 1985 年开始教书以来，教授了数千名学生，我为此感到很荣幸，同时我也看到 了数千名教师是怎样教授他们的学生的。所以我可以毫不犹豫的告诉大家赫南是一位了不起的教 师，他已经获得了很多奖项，而且我曾经看到他的学生是多么的崇拜他。 Third, Behnam Tabrizi is a great coach. We have some audience here especially work with him in that way. His coach to leaders to go through transformations. Some of that in the book. 第三件有关赫南的事，他是一位很好的教练。在现场我们就有一些观众与他共事，对此深有感触。 他训练领导们怎样操作企业转型。在他新出的这本书中就有一些案例。 And finally, Behnam Tabrizi is a very good man, a loving father, a loyal son, and a devoted dad, and a very dear friend to those who have the privilege to be friends with him. 最后一条，赫南是以为非常好的人，一位慈爱的父亲、孝顺的儿子、乐于奉献爸爸、友好的朋友- -对于那些非常幸运的可以成为他朋友的人。 So I encourage you to get ready to enjoy this breakfast briefing, prepare to be educated, to be entertained, perhaps to be inspired. And if you choose to do so, prepare to move, because Behnam cant motivate you. What he can do is create the environment where your spirit will rise. So enjoy your morning and have fun. Behnam. 所以我在此鼓励大家做好准备开始享受这份早餐似的简报。准备学习、享受、或被激发，当然这 个决定权在你，看你是否准备行动，因为赫南不能给你动机和欲望，他可以为你提供的是创造一 个使你振奋精神的环境。所以请大家享受这个美好的早晨。有请赫南。(Plause) （掌声）Behnam Tabrizi: 赫南 塔布利兹开始讲课： Im delighted that so many of you could be with us today. Give our current, economic and political challenges that no topic more profound than transformation. 今天很高兴看到大家来此听课。面临当前的经济和政治挑战没有什么其他课题能比企业转型更深 刻的了。 黑板上的内容： Guiding Principles of Successful Rapid Transformation Based on a study of over 500 companies 企业成功快速转型的领导原则 基于超过五百家公司的调查研究Over 80% of US boarders believe that the country is on the wrong track, and needs major change. During the national conventional speeches, our democratic and republican presidential nominee used the word change and reform 95 and 58 time respectively. Never the less, research after research shows that well over 70% of change was failed. I begin with the result of my large scales research on rapid transformation and then will be joining two distinguish changes in the fortune one hundred companies, and Ann Livermore of Hewlett-Packard , Safra Catz, of Oracle who will sharing their successive stories. 在美国，超过百分之八十的公司董事们认为美国正走在一个错误的轨道上，需要大的变革。在国 家新总统选举的演说中，民主党和共和党的总统候选人用了“变革”这个词 95 次，用“改革”这个词 58 次。但是，一次次的研究告诉我们，超过百分之七十的变革以失败告终。我将以我的大量研究 得出的结论作为开头向大家介绍企业的快速转型，之后，将由来自惠普公司的安 丽芙摩尔和来自 甲骨文公司的萨夫拉 卡茨和我们分享她们的请也成功转型经验，这是财富杂志一百强公司的 两个杰出案例。 Let me begin and know that we are not talking about incremental and revolutionary change. Incremental change is a job of everyone in the organization. As Alan G lafley CEO of Procter & Gamble, through years of incremental change people get used to play rather than win it. Organizations often require a fundamental transformation, to significantly improve their performance, and that is the critical issue we are talking here. 请允许我首先说明我们不是要讲稳步增长或革命性的变革。稳步的增长是组织里每个人的劳动和 努力。宝洁公司（ P&G）的总裁兼首席执行官雷富礼（ Alan G Lafley）的经验告诉我们，经过多年的平稳发展，员工已习惯于玩，而不是赢。这时一个组织往往需要一个根本性的转型，来显 著地提高业绩，而这就是我们今天要探讨的关键问题。 Let me however today talk about what I believe our ten guiding principles of successful transformations. First is Crisis. 今天我们主要讨论的是在我看来十个企业成功转型的领导性原则。第一个原则是危机。黑板上的内容： 1. Crisis 一、危机 Let me start say organization is like Organisms. And through time, they built strong antibodies to this change. As the first step it is very important is to bring outside in through benchmarking to our customers feedback. 在我看来组织就像一个有机体。随着时间的推移，里面不断的产生抗体，发生着变化。那么第一 步首先要做的是根据客户的反馈为这个机体注入新的活力，这是极为重要的。 Many leaders proactively create and immediate compelling sense of urgency and crisis, for example, 60 days after David L House, chairman and CEO of a Bay networks, the most
