苹果结构体系不匹配_OD视角 | 苹果帝国重新崛起的秘密

苹果公司作为全球最成功的企业之一至今已经42岁了，步入不惑的苹果公司从1976年的诞生，1977年的锋芒初露，1980年的苹果上市，1993年的跌倒谷底，1997年乔布斯回归，再到2001年以后的迅速崛起，苹果公司创造过奇迹，也曾跌落尘埃，最终却能再造神话。

As one of the most successful companies in the world, Apple is now 42 years old since its birth in 1976. It was first introduced in 1977 and went public in 1980, then hit rock bottom in 1993. In 1997, Steve Jobs returned and Apple rapidly rose to the top around 2001. Apple is where miracles, as well severe failures, could happen but it brought itself back to the top again.

究其原因，大多数人都归功于乔布斯个人——成名于年少，因为自负很快陷入低谷，经历坎坷与成长最终实现王者归来，改变了世界。然而，再伟大的灵魂人物背后也需要一个强大的企业组织发展来支撑，才能把伟大灵魂的潜力真正释放出来！

Regarding the reason, most people attributed it to Steve Jobs personally. He became famous at a young age, then experienced some tough times because of his arrogance but returned with absolute power and changed the world. However, behind this great soul, there was a strong enterprise organization that needed to be in place, in order to support and truly release its leader’s potential!

其实在企业发展的过程中，无论是航母级企业亦或是名不见经传的中小微企业，都经常被诸如人才战略不匹配、业务流程不顺，组织效率低下、组织架构设置不适用、组织激励不到位、无法形成合力等问题而困扰，那么在VUCA时代，作为管理者以及企业人力资源部门，我们将如何避免诸如苹果公司曾经掉过的坑呢？让我们从组织发展，Organization Development （简称OD）的角度看看标准答案是什么吧。

In fact, during the development of an enterprise, whether it is large-scale enterprise or a micro/small to medium-sized enterprise, all have experienced talent strategy mismatch, unsmooth business procedures, low organizational efficiency, unsuitable organizational structure, organizational incentives are not in place, and/or no synergy between departments.As a manager and corporate human resources department, how can we avoid some of the failures that Apple used to make in the VUCA era? Let's take a look at the standard answer from the OD perspective.

为了适应科技、市场、环境的快速变迁，组织必须改变组织成员的认知、态度、价值观及组织本身的结构，以适应新挑战。近年，OD这个特定岗位应运而生，然而，组织发展的有效推动，上至总裁，下至员工，并非能靠一己之力解决整个系统问题。

In order to adapt to the rapid changes in technology, market and environment; organizations must change their own structure and members’ understanding, attitudes and values. Therefore, in recent years, the specific position of OD came along to serve under this social and business background. However, to promote effective organizational development is a systematic action that cannot be done by one person but needs the synergy from CEO to employees.

OD的重点是“发展”，是一整套关于打造优秀组织系统，使企业走向成功的科学方法论体系。落实到具体的实践工作，关键在于办好如下三件事：

The key to OD is “development,” which is a set of scientific methodology systems for building leading organizations and making them successful. To the implement this methodology in your daily practice, the keys are the following three points:

一、体系建设 System Building

•搭建公司流程体系，推动业务单元、各个群体管理体系的个性化设计，更注重发展体系的建设，关注大数据、人才管理系统在管理中的运用。

• Establish a company business procedure; promote the individualized design of business units and various group management systems. Also, the company needs to focus on system building, taking advantage of the use of big data and talent management systems.

二、人才管理 Talent Management

•更加关注公司前15%的核心团队，通过人才盘点等测评手段，让核心人才具有清晰的自我认知。承认人的禀赋差异，发扬长处，灵活配置；运用教练技术，个性化辅导，发展核心员工领导力。

• Pay more attention to the top 15% of the company's core teams, and let core talents have a clear self-awareness through talent assessment in order to recognize differences in people's talent and ability, then develop their own strengths. The company can also have a better idea of where to position themselves, as well as using coaching techniques to do individualized coaching and develop core employee leadership.

三、组织管理 Organization Management

•参与甚至主导公司战略升级， 以总裁及核心团队为重点，共创透明和共享的组织文化，实现“上下同欲，左右同步”，让组织形态更有柔性，边界更模糊，最终提升组织绩效，成为领军企业。

• OD involves engaging or even leading the company's strategic upgrade, starting from focus on CEO and the core management team to create a transparent and shared organizational culture; Even so, OD needs to result in everyone having the same goal and synchronize together. Last but not least, OD will help the organizational structure become more flexible and the boundaries become more blurred in order to create synergy. As a consequence, the company will realize the ultimate improvement of organizational performance and start its transformation into a leading company!