创业指南创业与职业化管理文档格式.docx

创业指南创业与职业化管理文档格式.docx

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Contomichalos先生和大家共享了他在BMS公司以及新近创建的百润公司中获得的经验，且就职业经理人和创业企业家之间的差异阐释了自己的观点。

此外，他仍结合创造自身商业模式的过程，提供了一些相关性的建议，主要包括如何创建新企业，如何形成清晰的思路、建立强有力的团队、树立重视分析的意识等重要问题。

Entrepreneurvs.ProfessionalManager

（ExcerptsfromaspeechgivenatCEIBSbyPaulContomichalos.ContentrightsreservedbythespeakerandCEIBS.UseofthecontentmustbewiththepriorapprovalfromCEIBS.）

PaulContomichalos（Biography）

FormerChairman&

PresidentofBristol-MyersSquibb（BMS）China,Co-FounderandChairmanofProfexInc.

Sept.24,2003

Asweallknow,whenwe'

reinbusiness,it'

snotonlysuccessesbutthere'

relotsofexperiencesincludingsomefailurethatwecanlearnfrom.ButIwouldtalkaboutandelaborateaboutmyexperienceonthesubjectofEntrepreneurvs.ProfessionalManager.I'

vethoughtalotaboutthistopic.Letmestartbysaying,firstofall,I'

mverythrilledtobehere,becauseI'

veknownCEIBSstartedintheyearwhenIcametoChinain1994,right?

Soitwasanearlymoverasauniversity.That'

swhyyouhaveakindofgoodfacultyexperience,professionals,greatreputationwhichleadstogreatcareersandgreatjobs.Soyou'

reaspecialaudiencebecausefirstofallyou'

resmart,becauseyouchoseCEIBS.Andthoseofyouwhodidn'

tgotoCEIBSandarehere,youarealsosmart,becauseyouchosetocomethisafternoonorthisevening.IwanttowarnyousomethingthatIliketoaskquestions.EventhoughIhavetheseslides,Istillwanttoasksomequestions.SomeofyouIknow,soImaypickonyouifnoonewantstoanswermyquestion.Letmestartwiththisquestion-whofromtheaudienceknowsme?

Andby"

knows"

letmedefine-Imean,"

Haveweworkedtogether?

Orhadacoffeetogether,orhadadrinktogether?

Letmesee.Putyourhandsup.Nooneknowsme?

Howmanyareyou?

Letmecount.Ok,soquiteafewofyou.So,asPro.Zhangkindlymentioned,mynameisPaulContomichalos;

I'

moriginallyfromGreece;

BornandgrewupinAthensandthenwenttotheUnitedStatesforanMBAdegree.AndthencametoChina-I'

lltalkalittlebitaboutmyexperienceandcareer.

ThetopicI'

mgoingtobeaddressingisoneI'

vespentalotoftimethinkingabout.Andit'

sabigdecisiontomake-tomakethetransitionfromacorporatekindenvironmenttoamoreentrepreneurialenvironment.SowhatIwouldliketodoissharesomeofmyexperiencesovertime,whatIhavelearnedin…andalsohopefullywecanboth-yourselvesandme-learnfromtheprocessbecauseIliketoconstantlylearnandgainnewexperience.Solet'

sstartbyakindofdefinitionsowe'

llhavealittlebitofacommonlanguage,becausepeoplecanusedifferentdefinitions.Whatisaprofessionalmanagerandwhatisanentrepreneur?

ThewayI'

dliketolookatitisthattheprofessionalmanagerissomeonewithinanexisting,inmanycases,itcouldbeapubliccompany.Itdoesn'

tmatterwhatyourpositionis.Itcouldbeamanager,adirector,generalmanager,apresident,CEO…Itdoesn'

tmatter.Butit'

ssomeoneworkingwithinthisenvironment.Forthebalanceofmypresentation,Iwouldcallthiscompanymanager,thisperson.SowhenItalkaboutcompanymanagerIwilltalkaboutpeoplewithinanexistingcompanyandinmostcasespublic.Now,entrepreneurisnotonlysomeonewhostartsabusinessinmyopinion,oramemberofastart-upteam.Forexample,ifinanewcompany,youarethefirstholdingaposition,you'

reveryentrepreneurial.Soitcouldbeamemberofastart-upteam,eitherwithinabigcompanyorpossiblywithinasmallerorganisation.Sothat'

showIwillrefertothisandobviouslythatwouldbeanentrepreneur.Let'

slooknowattheroleandresponsibilityofacompanymanager.AcompanymanagercanbetheplantmanagerforIBM,orcanbethemarketingheadforL'

Oré

alorBristolMeyer.Entrepreneurisanyonewhoworksinanenvironmentoftheirown.SotheroleIseeasacompanymanageristodoeverythingwithinyourcontroltomaximisevaluetoshareholders,right?

Thatiswithintheareaofyourresponsibility.Soyouworkinateamwithothermembers.Andyouhaveadefinedareathatyouareresponsiblefor.Nowwhenyouareanentrepreneur,it'

squitedifferent.Becauseentrepreneursbuildbusinesstofulfillpersonalgoals.Thatisthereasontheycreatebusinesses.That'

squitedifferent.It'

snotgoodorbad,onlydifferent.Let'

slookatthescopeofacompanymanagervs.anentrepreneur.Forexample,let'

stake,whichcompany,let'

stakeDell,DellComputers,today.Thewaytheydefinetheirbusiness…ifyouareworkingforthemyou'

llseewhatbusinessisDellin-computers.Sotheyareinthecomputerbusiness.AndwhatisthecorecompetenceofDell?

Supplychain?

Anythingelse?

Service?

OKSoifyouareworkinginChinaforDell,youworkwithinthisenvironment,thispre-definedframeworkorparameters.IfyouareworkingforDellinChina,youhaveanideaofcreatinganInternetcoffeeusingDellcomputers,doyouthinkheadquarterswouldbuythisidea?

mnotpickingonDell.Butit'

svery,verydifficultbecauseyouworkwithinadefinedframeworkwhichhasbeensetbythecorporationyou'

reworkingwith.Andthat'

syourown.WhenMichaelDellstartedDell,hewasanentrepreneur.Infact,hewasquintessentialentrepreneur.Andatthattimehedefinedwhatthecompanywouldlooklike,whatcapabilitiesthecompanywillhaveandsoon.Idon'

tknowMichaelDell,Butheprobablythoughtatthattime,whatbusinessdowewanttobein?

Becausethesewasanunlimitedopportunityofbusinessesforthemtobein--andsubsequently,whatcapabilitiesdoweliketodevelop?

Thosearethequestionstheentrepreneuraskswhicharequitedifferentformthequestionsacompanymanagerwillask.Andagainfortheentrepreneurtheoptions,thinkaboutit,arevast.Becauseyouarecreatingsomethingfromscratch.Sotheoptionsastowherewewanttoplay,whatarethekeycompetencieswewanttodevelopareunlimited.Andthat'

swhyitisoverwhelmingsometimes,becausethemostdifficultthingtodoistodecidewhatnottodo,notwhattodo,becausetheopportunitiesarevast,sosometimesdecidingwhatnottodoismostdifficulttodo.Inanewcompanybeingfocusingandinsuringthesuccessofthethingswedoisthemostimportant.

Let'

slookalittlebitmoreindepthateachofthesetwoareas.Let'

sstartwiththecompanymanager.AndIhavespent15yearswithBristolMeyerSquibb,haddifferentpositionswiththem,butwithonecompanyworkingindifferentcountrieswithdifferentjobs.Ihaveseenalotoftypesofpeoplewithinonecompany.I'

veseenbureaucrats.Whatisabureaucrat?

Bureaucratissomeonewhowhateveryoutellthem,theysayitcan'

tbedone,right?

Or,cannotfindthewaytodoit.Sowehavealotofbureaucrats.Wehavepeoplewhosayit'

snotmyjob.Youtrytodosomethingandtheyonlylookattheirjobdescriptionvery,verystrictlyandtheydonotwanttogoevenastepbeyondthat.Becausemaybeit'

srisky,maybetheydonotwanttotakethatrisk,ormaybetheyarelazy.Sowehavethosetypesofpeople.Whataretheotherpeoplewehave?

Wehavethosewhowanttokeepthebosshappy.Sotheyanticipatewhatthebosswant,soIgivethemwhattheywant.Sowehavethosepeopletoo.ItgetsbetterIguess.Wehaveefficientmanagers.Whataretheefficientmanagers?

Theyarepeoplethatdothingsintherightway.Whentheyhaveatask,theywilldoitwell,andtheywilldoitintherightway.Andthoseareabsolutelycrucialtoanyorganisation.Wealsohaveseenthatwehavebusinessbuilders-peoplethatfindnewwaysthatcreatebusinesseswithinbigcompaniesandobviouslyifyou'

reworkinginChinaandyou'

rethefirstoneinChinastartingabusinessiseasier,butagainwehavepeoplewehavethemindsetofbuildingorcreatingbusinesses.Andwealsohavepioneersandpeoplewhoareveryentrepreneurialwithinbigcompaniesorsmallcompaniesbutanywaycorporation.Wehavepeoplewithanentrepreneurialmindandapioneeringkindofspirit.Sowecanseeallkindsofpeople.AndIguessifyouaresittingintheaudienceyouthinkyouaretowardstheleftofthis,neverthinkaboutbecominganentrepreneur…staywithabigcompany,becauseatleast…maybethereisawaytosurvive.Butifyou'

reontheright,youliketobuildthings,youliketocreate,youliketoinnovate,maybeatsomepointofyourcareer,it'

sarightthingtolookatanentrepreneurialkindofjob--startingacompanyorbeingpartofthestart-upteam.Obviously,weallknow-alotofyouhaveputupyourhandsandyou'

reworkingwithbigcompanies-thebenefitthatwehavecanbequitelucrativeandalsorewarding.So,wehavegenerallypackagesalarycompensation.Ifwe'

redoinggood,ourcareerdevelopmentisusuallyquitegood.Wecangetpromotion,becausecorporationsorbigcompanieshavealotofbusinessesthatwecangetpromotedin.Andthereisrelativejobsecurity.Iputtheword"

relative"

becausethereisnosuchthingasjobsecurity.Butatleastifyouareworkingwitha20-billiondollarcompany,chancesaretheywillbearound.Youneverknow.Sothereislowerrisk.Thereisgenerallyverygoodtraining,exposuretonewareas,itsprestige,imageworkingforagoodcompanynodoubt.Andthenvery,veryimportant,wehaveaccesstoalotofresourcesofthecorporation.Thatisprobablyforthoseofyouwhohaveventuredouttobecomeentrepreneurs,orthoseofyouwhowilloneday,you'

llfindthatissomethingsometimeweunderestimatethecorporateresourcesandthesystem