組織若想作業行動都聰明有效，就必先具備清楚明確的理念。企業領導人必須先指出方向，或營造休戚與共的氛圍，才能善加運用眾人的才能與技術，向前邁進。除非能讓日常營運和生存相互呼應，否則便無法創造強大的前進動力。

組織理念包含下列3項元素：

1 健全的策略概念──詳述組織成立宗旨和期望達成的目標，有時只需一句簡潔、適當的使命宣言即可。例如迪士尼的策略概念是，「在戲劇性的環境中，提供顧客充滿樂趣、幻想的豐富經驗。」為了切合現況，每年都該進行系統性的評估、更新策略概念，以反映新的趨勢、威脅或機會。

2 切實可行的價值主張──或是組織把提供給顧客的附加價值轉換成收益的方法。價值主張是組織對市場的承諾。

3 良好的商業模式──為價值主張提供基礎建設，讓價值主張能繼續執行下去。

合作的企業就是靠人脈來運作，也就是成員跳脫所有正式組織層級所形成的非正式工作關係。要促進合作，就要善用現存的非正式人脈關係。 有6項人脈法則可用以促進合作：

1 往外經營，不要局限於內部──要跟公司其他單位以及公司以外的人建立關係，不要只跟你已經每天在共事的人來往。

2 人脈的組成要多元，不要光是追求人數──人脈成員的專業能力、專業知識和科技知識，最好能和你互補。努力拓展能用跟自己不同的角度來克服各種挑戰的人脈。

3 就人脈經營來說，弱連結竟能勝過強連結──認識許多不常聯絡的人，會好過只認識少數熟稔又時常聯繫的密友。弱連結對你會有幫助，因為弱連結會形成中介管道，讓你接觸到一般無法取得的資源，而強連結接觸的往往是你已知的領域。

4 要努力開發中介管道──所謂中介管道，就是指特別懂得透過個人的人脈，幫其他人找到所需資源的人。他們會和各方建立良好的人際關係，也可以為你建立必要的人際關係。

5 一定要設法匯聚你人脈的力量──在拜會顧客進行提案時，要提及所有你認識並有往來的重要人士。訴諸你跟那些重要人士的關係，並運用這些關係強化你的說服力。如果你的人脈很健全，就等於成為許多人的代表，也因此善用了他們的影響力。

6 知道何時該轉換到強連結──在進行複雜工作的時候，遲早必須結束表面的事務，開始深入處理核心的細節。如果你繼續跟只有粗略了解的對象往來，就會產生問題。你必須把範圍縮小到那些能處理細節的人，讓他們合力把事情做好。

計分卡是落後指標，因為它記錄的是事後的結果。領先指標是預測的──它衡量你現在可以做並影響未來結果的事。它們可以執行，而且包括一些透過不同做法可以造成影響的事，而不是你無法控制的情況。理想的領先指標應該可以讓大家知道：「這就是我們現在的處境，這就是我們必須達到的狀況──所以，讓我們各就各位，努力實現它吧。」

換句話說，領先指標可以讓大家一眼就明白現在的勝負情形，理想的領先指標有2個特點：

1 領先指標必須可預測
確定你的領先指標與結果直接相關。農民或許知道下雨會帶來好收成，但他或她無法造雨。下雨可以預測但不能控制。影響土壤品質的施肥頻率才是農民較好的領先指標。

2 先指標必須可影響
多數領導者執迷於落後指標，卻無力改變它們。你必須要有領先指標，可以在今天甚至接下來幾分鐘立刻採取行動。否則，你便是看著後視鏡開車上路。

For an organization to act intelligently, first and foremost it must have a clear and unambiguous sense of purpose. The leaders of the enterprise have to provide direction or a sense of destiny before they can harness the collective talents and skills of everyone to move forward. And unless that reason for existing resonates with the rank-and-file, not much forward momentum will be created.

An organization's sense of purpose has three distinct elements:

1 A sound strategic concept – which details why the organization has been formed and what it is hoped it will achieve. This may be articulated in a simple mission statement, which is succinct and applicable. For example, Disney's strategic concept is: "To deliver a rich customer experience which is full of fun and fantasy delivered in a theatrical environment". To retain its relevance, the strategic concept should be systematically evaluated each year and updated to reflect new trends, threats or opportunities.

2 A workable value proposition – or a means by which the organization will convert the value it adds for customers into revenue. The value proposition is the organization's promise to the marketplace.

3 A good business model – which will provide the infrastructure by which the value proposition will be executed week-in and week-out.

Collaborative companies run on networks—the informal working relationships people form that cut across all formal lines of reporting. To get more collaboration happening, harness the informal network that exists. There are six network rules that apply from a collaboration perspective.

1 Build outward, not inward – build connections to other parts of your company and to the outside world, and not just to those you already work with on a day-to-day basis.

2 Build a diverse network and not merely a large network – you're far better off having a network that includes people with different expertise, additional know-how and knowledge of technologies you're not at all familiar with. Try to add contacts who can attack challenges from a different perspective than yours.

3 Networking is a case where weak ties are surprisingly better than strong ties – you're better placed if you know lots of people you contact infrequently than if you have just a few close friends you know well and talk with all the time. Weak ties are good because they form bridges to resources you don't often access. Strong ties tend to be to worlds you already know.

4 Work hard to develop bridges – people who are uniquely positioned to help others find what they need through the strength of their networks. They develop good contacts all over the place and can make the needed connections for you.

5 Always try to swarm your target – in other words, when you meet with someone to make a proposal, mention all the influencers you know and network with. Invoke the common links you have with those people and use those various linkages to be more persuasive. When you have a good network, you speak for lots of other people as well, so make their influence felt.

6 Know when it's time to switch to your strong ties – when you're working on something complex, sooner or later you have to stop dealing with superficial matters and get down to the nitty-gritty details. If you keep dealing with people who have only cursory knowledge, problems can arise. You have to narrow down to those who go into the details and get them working together to make the right things happen.

Scorecards are lag measures because they record how you have performed after the event. Lead measures are predictive-they measure something which you can do now to infuence your result in the future. They are also actionable and consist of something you can infuence by acting differently rather than a facet which is beyond your control. A good lead measure should tell everyone: “Here's where we are now and here's where we need to be-so let's get to work and make it happen."

In other words, a lead measure tells everyone whether you're winning or losing at a glance. Good lead measures will have two traits:

1 Lead measures must be predictive
Make certain your lead measure connects directly to results. A farmer may know rainfall leads to a good harvest but he or she cannot make it rain. Rainfall is predictive but not infuenceable. Measures like soil quality of fertilization rates would be better lead measures for a farmer.

2 Lead measures must be infuenceable
Most leaders obsess over lag measures but have no ability to move them. You must have lead measures which can be actioned today or even in the next few minutes. Otherwise, you're trying to drive the car by looking in the rear-view mirror.

推薦書單

NO.53 天才型組織
The Power of Minds at Work: Organizational Intelligence in Action
by 卡爾．阿爾布萊特（Karl Albrecht）

NO.346 合作要恰到好處
Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results
by 莫頓．韓森（Morten Hansen）

NO.442 要命任務，四步達陣！
The 4 Disciplines of Execution: Achieving Your Wildly Important Goals
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中文版：《執行力的修練 》（天下雜誌，2017）