创业指南创业与职业化管理文档格式.docx

1、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。Entrepreneur vs. Professional Manager（Excerpts from a speech given at CEIBS by Paul Contomichalos. Content rights reserved by the speaker and CEIBS. U

2、se of the content must be with the prior approval from CEIBS.） Paul Contomichalos （Biography）Former Chairman & President of Bristol-Myers Squibb（BMS） China, Co-Founder and Chairman of Profex Inc. Sept. 24, 2003As we all know, when were in business, its not only successes but therere lots of experien

3、ces including some failure that we can learn from. But I would talk about and elaborate about my experience on the subject of Entrepreneur vs. Professional Manager. Ive thought a lot about this topic. Let me start by saying, first of all, Im very thrilled to be here, because Ive known CEIBS started

4、in the year when I came to China in 1994, right? So it was an early mover as a university. Thats why you have a kind of good faculty experience, professionals, great reputation which leads to great careers and great jobs. So youre a special audience because first of all youre smart, because you chos

5、e CEIBS. And those of you who didnt go to CEIBS and are here, you are also smart, because you chose to come this afternoon or this evening. I want to warn you something that I like to ask questions. Even though I have these slides, I still want to ask some questions. Some of you I know, so I may pic

6、k on you if no one wants to answer my question. Let me start with this question - who from the audience knows me? And by knows let me define - I mean, Have we worked together? Or had a coffee together, or had a drink together? Let me see. Put your hands up. No one knows me? How many are you? Let me

7、count. Ok, so quite a few of you. So, as Pro. Zhang kindly mentioned, my name is Paul Contomichalos; Im originally from Greece; Born and grew up in Athens and then went to the United States for an MBA degree. And then came to China - Ill talk a little bit about my experience and career. The topic Im

8、 going to be addressing is one Ive spent a lot of time thinking about. And its a big decision to make - to make the transition from a corporate kind environment to a more entrepreneurial environment. So what I would like to do is share some of my experiences over time, what I have learned in and als

9、o hopefully we can both- yourselves and me - learn from the process because I like to constantly learn and gain new experience. So lets start by a kind of definition so well have a little bit of a common language, because people can use different definitions. What is a professional manager and what

10、is an entrepreneur? The way Id like to look at it is that the professional manager is someone within an existing, in many cases, it could be a public company. It doesnt matter what your position is. It could be a manager, a director, general manager, a president, CEO It doesnt matter. But its someon

11、e working within this environment. For the balance of my presentation, I would call this company manager, this person. So when I talk about company manager I will talk about people within an existing company and in most cases public. Now, entrepreneur is not only someone who starts a business in my

12、opinion, or a member of a start-up team. For example, if in a new company, you are the first holding a position, youre very entrepreneurial. So it could be a member of a start-up team, either within a big company or possibly within a smaller organisation. So thats how I will refer to this and obviou

13、sly that would be an entrepreneur. Lets look now at the role and responsibility of a company manager. A company manager can be the plant manager for IBM, or can be the marketing head for LOral or Bristol Meyer. Entrepreneur is anyone who works in an environment of their own. So the role I see as a c

14、ompany manager is to do everything within your control to maximise value to shareholders, right? That is within the area of your responsibility. So you work in a team with other members. And you have a defined area that you are responsible for. Now when you are an entrepreneur, its quite different.

15、Because entrepreneurs build business to fulfill personal goals. That is the reason they create businesses. Thats quite different. Its not good or bad, only different. Lets look at the scope of a company manager vs. an entrepreneur. For example, lets take, which company, lets take Dell, Dell Computer

16、s, today. The way they define their business if you are working for them youll see what business is Dell in - computers. So they are in the computer business. And what is the core competence of Dell? Supply chain? Anything else? Service? OK So if you are working in China for Dell, you work within th

17、is environment, this pre-defined framework or parameters. If you are working for Dell in China, you have an idea of creating an Internet coffee using Dell computers, do you think headquarters would buy this idea?m not picking on Dell. But its very, very difficult because you work within a defined fr

18、amework which has been set by the corporation youre working with. And thats your own. When Michael Dell started Dell, he was an entrepreneur. In fact, he was quintessential entrepreneur. And at that time he defined what the company would look like, what capabilities the company will have and so on.

19、I dont know Michael Dell, But he probably thought at that time, what business do we want to be in? Because these was an unlimited opportunity of businesses for them to be in - and subsequently, what capabilities do we like to develop? Those are the questions the entrepreneur asks which are quite dif

20、ferent form the questions a company manager will ask. And again for the entrepreneur the options, think about it, are vast. Because you are creating something from scratch. So the options as to where we want to play, what are the key competencies we want to develop are unlimited. And thats why it is

21、 overwhelming sometimes, because the most difficult thing to do is to decide what not to do, not what to do, because the opportunities are vast, so sometimes deciding what not to do is most difficult to do. In a new company being focusing and insuring the success of the things we do is the most impo

22、rtant.Lets look a little bit more in depth at each of these two areas. Lets start with the company manager. And I have spent 15 years with Bristol Meyer Squibb, had different positions with them, but with one company working in different countries with different jobs. I have seen a lot of types of p

23、eople within one company. Ive seen bureaucrats. What is a bureaucrat? Bureaucrat is someone who whatever you tell them, they say it cant be done, right? Or, can not find the way to do it. So we have a lot of bureaucrats. We have people who say its not my job. You try to do something and they only lo

24、ok at their job description very, very strictly and they do not want to go even a step beyond that. Because maybe its risky, maybe they do not want to take that risk, or maybe they are lazy. So we have those types of people. What are the other people we have? We have those who want to keep the boss

25、happy. So they anticipate what the boss want, so I give them what they want. So we have those people too. It gets better I guess. We have efficient managers. What are the efficient managers? They are people that do things in the right way. When they have a task, they will do it well, and they will d

26、o it in the right way. And those are absolutely crucial to any organisation. We also have seen that we have business builders - people that find new ways that create businesses within big companies and obviously if youre working in China and youre the first one in China starting a business is easier

27、, but again we have people we have the mindset of building or creating businesses. And we also have pioneers and people who are very entrepreneurial within big companies or small companies but anyway corporation. We have people with an entrepreneurial mind and a pioneering kind of spirit. So we can

28、see all kinds of people. And I guess if you are sitting in the audience you think you are towards the left of this, never think about becoming an entrepreneur stay with a big company, because at least maybe there is a way to survive. But if youre on the right, you like to build things, you like to c

29、reate, you like to innovate, maybe at some point of your career, its a right thing to look at an entrepreneurial kind of job - starting a company or being part of the start-up team. Obviously, we all know - a lot of you have put up your hands and youre working with big companies - the benefit that w

30、e have can be quite lucrative and also rewarding. So, we have generally package salary compensation. If were doing good, our career development is usually quite good. We can get promotion, because corporations or big companies have a lot of businesses that we can get promoted in. And there is relati

31、ve job security. I put the word relative because there is no such thing as job security. But at least if you are working with a 20-billion dollar company, chances are they will be around. You never know. So there is lower risk. There is generally very good training, exposure to new areas, its presti

32、ge, image working for a good company no doubt. And then very, very important, we have access to a lot of resources of the corporation. That is probably for those of you who have ventured out to become entrepreneurs, or those of you who will one day, youll find that is something sometime we underestimate the corporate resources and the system