年末补一篇笔记。很不错的书，把业务分区管理，设定不同的策略和模式，给出的答案非常具有可操作性，是很值得学习的，特别是对于公司业务的转型安排等。照例做些摘要。
Zone management is about dividing and conquering, establishing independent zones, each with what at Salesforce we call a V2MOM—Vision, Values, Methods, Obstacles, and Measures. Disruptive innovation—incubating or scaling new products or business opportunities—must be segregated from sustaining innovation—making improvements to existing entities. And, revenue performance—financial commitments from the more established parts of the business—must be separated from enabling investments—funding and resourcing new product and businesses opportunities. The zones act in parallel and interoperate with each other, but not in lockstep.
孵化破坏性创新的新业务必须和现有的持续创新业务隔离开来；主要抓收入的业务要和正在投资培育的业务隔离开来。
Adding a new line of business to an existing portfolio creates a crisis of prioritization. Such efforts are easy to get started, but as momentum begins to build it becomes increasingly clear that there are not going to be enough resources to go around, so how are they going to get allocated?
At the core of this crisis of prioritization is a battle for resources in the go-to-market functions—sales, marketing, professional services, and partner development. To add a net new line of business to the portfolio, the enterprise has to stretch its go-to-market capacity dramatically to meet the needs of both its established businesses and its next-generation initiatives. It turns out, however, not only are there not enough resources to go around, there is no efficient way to expand them. Here’s why. Marketing, selling, servicing, and partnering in any emerging category are radically inefficient processes, especially when compared to established lines of business. For starters, prospective customers have no budget allocated for the new category of offering—it is simply too new.
增加新业务的核心问题其实是和现有业务在各类资源上的实际冲突。几乎无法调和。
First things first: When it comes to making a big bet on your next big thing, pick one. Not two, not three—one. This is the single most important job a CEO has. Choose one thing to be your enterprise’s next big thing, and then deliver on that future—to customers, to shareholders, to partners, to employees, and to your industry as a whole. If someone questions you putting all your eggs in one basket, just tell them, “In our company we like to lay eggs one at a time. By the way, we find most chickens do too.
If your company could catch a new wave just once in a decade, it would be world-class.
His core principle was: “We have one team working on one thing.” They were torn between funding the current business and backing the next big thing, and they did not want to put all their eggs in one basket. So they peanut-buttered their resource allocations, making sure every credible disruptive innovation got its fair share of support, but always with a tilt toward making the number on the back of the established lines of business. That by default is a kind of prioritization in its own right, but it is a painfully wasteful one, since it absolutely guarantees you will never catch the next wave, even as you spend all your scarce discretionary resources under the pretense that you can.
当有大机会来临的时候，CEO一定要选一个然后坚定执行下去，不要贪多。把鸡蛋放在一个篮子里，然后把母鸡盯紧。不孤注一掷，什么都想要，最终是注定要失败的。
In the interests of public safety and managerial sanity, let me share a secret with you: No established enterprise can reasonably expect to change its core business model, ever. All that stuff about how you have to learn to disrupt yourself—it’s baloney. It can’t be done.
To be frank, we have spent the last several decades acting out Einstein’s famous definition of insanity: doing the same thing over and over again and expecting a different result.
人类一直在做蠢事，企业管理上也是。
It is based on dividing enterprise management into four zones. Each zone has its own distinctive dynamics—one for revenue performance in the current year, one for productivity initiatives to foster and fuel that performance, one for incubating future innovations, and one for taking such innovations to scale.
The sustaining side of this model is the home of established franchises and their operating models, the return-on-investment focus being on Horizon 1. Their revenue performance obligation is to “make the number,” and they are supported in doing so by a variety of enabling investments in shared services. The disruptive side, by contrast, is the domain of emerging businesses. They are gestated as a set of enabling investments in Horizon 3, where fast failure is often a virtue. When it is time to choose one of these to bring to scale, however, management takes on a mission-critical obligation to generate revenue at a material level, nominally 10 percent or more of total enterprise top line, thereby embracing the challenge of Horizon 2.
The Performance Zone：The importance of maintaining the viability of the performance zone can hardly be overstated. It is the source of more than 90 percent of the enterprise’s revenues and well north of 100 percent of its profits. Its health is measured by financial operating ratios, resource allocation hurdles, performance metrics, and the like. The return-on-investment focus is always Horizon 1.
The Productivity Zone：The normal challenge for the productivity zone is to manage the tensions among its three core deliverables—compliance, efficiency, and effectiveness—without subordinating any one of them to the other two.
The Incubation Zone：Its charter is a simple one: Position the enterprise to catch the next wave. This is the domain of Horizon 3, where revenues for this zone’s portfolio are in aggregate no more than 1-2% of the enterprise’s total top line. It is important to take the time to secure buy-in to the situation at hand.
The transformation zone is the place in an established enterprise where a disruptive business model goes to be scaled to material size. It is primarily a tool for offense, the goal being to scale rapidly to a stable, material, net new line of business, one that constitutes 10% or more of the enterprise’s current revenues, on a growth trajectory that promises both increased size and superior profitability.
按连续性创新/破坏性创新、业绩表现/增强性投资两条线划分为：业绩区、效率区、过渡区、孵化区四个分区，业绩区专注现有业务的业绩，效率区专注现有业务的持续创新、加强投资来实现更好业务、过渡区是已经收入达到10%比例的新业务，重点规模化；孵化区是完全孵化破坏性创新的新业务。所以从收入上看，重点是加强现有业务的收入，也加强新业务收入；从投资上看，重点是孵化未来，也加强现有业务的效率。
Overall, the four zones should always be operating in harmony. During periods of stability, when the transformation zone is dormant, the performance zone is funding the entire operation, with help from the productivity zone, paving the way for the incubation zone, building up whatever reserves it can for the next transformation. During a zone offense, the transformation zone rules the roost, its priorities trumping all others, with the performance zone coming in second, the productivity zone third, and the incubation zone last.
优先级排序：过渡区代表未来，第一优先；业绩区第二，效率加强区第三，孵化区第四。
Each IOU is subject to a venture-funding discipline that requires meeting specific milestones in order to secure the next round, typically along the following lines: Initial seed round: Validate the technology；Series A round: Build a minimum viable product and validate the market；Series B round: Target a beachhead market, build a viable whole-product solution, and win a dominant share of new sales within that segment；Series C round: Scale into adjacent markets in preparation for an exit into the transformation zone.
种子轮验证技术原理，A轮建立MVP原型验证市场，B轮建立立足点，C轮扩大优势争取进入过渡区。
The CEO’s first task here is to pick one—and only one—business to scale. As we have said repeatedly, allowing two or more entities into the transformation zone at the same time is a showstopper.
Activate the productivity zone. All cost centers must continually fight the battle of the bulge, and the annual planning process is the place to start. This is where zero-based budgeting makes sense.
CEO要做出单一选择，不能多选。