创业指南创业与职业化管理.docx

创业指南创业与职业化管理.docx

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创业指南创业与职业化管理

（创业指南）2020年创业与职业化管理

（创业指南）2020年创业与职业化管理

创业和职业化管理

PaulContomichalos[简介]

百时美施贵宝公司前任董事长兼总裁、百润公司联合创始人及董事长

9月24日

通过MBA课程的学习，我们懂得了如何高效地运作一个组织，但却且一定能够充分了解如何创业和实施组织创新。

而这正是百时美施贵宝公司前任董事长兼总裁、百润公司联合创始人及董事长PaulContomichalos先生在2003年9月24日中欧管理论坛上的演讲主旨。

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'OréalorBristolMeyer.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?

I'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