\u5e74\u672b\u8865\u4e00\u7bc7\u7b14\u8bb0\u3002\u5f88\u4e0d\u9519\u7684\u4e66\uff0c\u628a\u4e1a\u52a1\u5206\u533a\u7ba1\u7406\uff0c\u8bbe\u5b9a\u4e0d\u540c\u7684\u7b56\u7565\u548c\u6a21\u5f0f\uff0c\u7ed9\u51fa\u7684\u7b54\u6848\u975e\u5e38\u5177\u6709\u53ef\u64cd\u4f5c\u6027\uff0c\u662f\u5f88\u503c\u5f97\u5b66\u4e60\u7684\uff0c\u7279\u522b\u662f\u5bf9\u4e8e\u516c\u53f8\u4e1a\u52a1\u7684\u8f6c\u578b\u5b89\u6392\u7b49\u3002\u7167\u4f8b\u505a\u4e9b\u6458\u8981\u3002<\/p>\n\n\n\n
Zone management is about dividing and conquering, establishing independent zones, each with what at Salesforce we call a V2MOM\u2014Vision, Values, Methods, Obstacles, and Measures<\/strong>. Disruptive innovation\u2014incubating or scaling new products or business opportunities\u2014must be segregated from sustaining innovation\u2014making improvements to existing entities. And, revenue performance\u2014financial commitments from the more established parts of the business\u2014must be separated from enabling investments\u2014funding and resourcing new product and businesses opportunities. The zones act in parallel and interoperate with each other, but not in lockstep.<\/p><\/blockquote>\n\n\n\n
\u5b75\u5316\u7834\u574f\u6027\u521b\u65b0\u7684\u65b0\u4e1a\u52a1\u5fc5\u987b\u548c\u73b0\u6709\u7684\u6301\u7eed\u521b\u65b0\u4e1a\u52a1\u9694\u79bb\u5f00\u6765\uff1b\u4e3b\u8981\u6293\u6536\u5165\u7684\u4e1a\u52a1\u8981\u548c\u6b63\u5728\u6295\u8d44\u57f9\u80b2\u7684\u4e1a\u52a1\u9694\u79bb\u5f00\u6765\u3002<\/p>\n\n\n\n
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? <\/p>
At the core of this crisis of prioritization is a battle for resources in the go-to-market functions\u2014sales, 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\u2019s 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\u2014it is simply too new.<\/p><\/blockquote>\n\n\n\n
\u589e\u52a0\u65b0\u4e1a\u52a1\u7684\u6838\u5fc3\u95ee\u9898\u5176\u5b9e\u662f\u548c\u73b0\u6709\u4e1a\u52a1\u5728\u5404\u7c7b\u8d44\u6e90\u4e0a\u7684\u5b9e\u9645\u51b2\u7a81\u3002\u51e0\u4e4e\u65e0\u6cd5\u8c03\u548c\u3002<\/p>\n\n\n\n
First things first: When it comes to making a big bet on your next big thing, pick one. Not two, not three\u2014one. This is the single most important job a CEO has. Choose one thing to be your enterprise\u2019s next big thing, and then deliver on that future\u2014to 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, \u201cIn our company we like to lay eggs one at a time. By the way, we find most chickens do too.<\/p>
If your company could catch a new wave just once in a decade, it would be world-class.<\/p>
His core principle was: \u201cWe have one team working on one thing.\u201d 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.<\/p><\/blockquote>\n\n\n\n
\u5f53\u6709\u5927\u673a\u4f1a\u6765\u4e34\u7684\u65f6\u5019\uff0cCEO\u4e00\u5b9a\u8981\u9009\u4e00\u4e2a\u7136\u540e\u575a\u5b9a\u6267\u884c\u4e0b\u53bb\uff0c\u4e0d\u8981\u8d2a\u591a\u3002\u628a\u9e21\u86cb\u653e\u5728\u4e00\u4e2a\u7bee\u5b50\u91cc\uff0c\u7136\u540e\u628a\u6bcd\u9e21\u76ef\u7d27\u3002\u4e0d\u5b64\u6ce8\u4e00\u63b7\uff0c\u4ec0\u4e48\u90fd\u60f3\u8981\uff0c\u6700\u7ec8\u662f\u6ce8\u5b9a\u8981\u5931\u8d25\u7684\u3002<\/p>\n\n\n\n
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\u2014it\u2019s baloney. It can\u2019t be done. <\/p>
To be frank, we have spent the last several decades acting out Einstein\u2019s famous definition of insanity<\/strong>: doing the same thing over and over again and expecting a different result<\/strong>.<\/p><\/blockquote>\n\n\n\n
\u4eba\u7c7b\u4e00\u76f4\u5728\u505a\u8822\u4e8b\uff0c\u4f01\u4e1a\u7ba1\u7406\u4e0a\u4e5f\u662f\u3002<\/p>\n\n\n\n
It is based on dividing enterprise management into four zones. Each zone has its own distinctive dynamics\u2014one 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. <\/p>
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 \u201cmake the number,\u201d 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.<\/p>
The Performance Zone\uff1aThe 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\u2019s revenues and well north of 100 percent of its profits. Its health is measured by financial operating ratios<\/strong>, resource allocation hurdles, performance metrics, and the like. The return-on-investment focus <\/strong>is always Horizon 1.<\/p>
The Productivity Zone\uff1aThe normal challenge for the productivity zone is to manage the tensions among its three core deliverables\u2014compliance, efficiency, and effectiveness<\/strong>\u2014without subordinating any one of them to the other two.<\/p>
The Incubation Zone\uff1aIts charter is a simple one: Position the enterprise to catch the next wave<\/strong>. This is the domain of Horizon 3, where revenues for this zone\u2019s portfolio are in aggregate no more than 1-2% of the enterprise\u2019s total top line. It is important to take the time to secure buy-in to the situation at hand.<\/p>
The transformation zone is the place in an established enterprise where a disruptive business model goes to be scaled to material size<\/strong>. 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\u2019s current revenues, on a growth trajectory that promises both increased size and superior profitability. <\/p><\/blockquote>\n\n\n\n
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Overall, the four zones should always be operating in harmony. During periods of stability, when the transformation zone is dormant, the performance zone<\/strong> is funding the entire operation, with help from the productivity zone, paving the way for the incubation zone<\/strong>, 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. <\/strong><\/p><\/blockquote>\n\n\n\n
\u4f18\u5148\u7ea7\u6392\u5e8f\uff1a\u8fc7\u6e21\u533a\u4ee3\u8868\u672a\u6765\uff0c\u7b2c\u4e00\u4f18\u5148\uff1b\u4e1a\u7ee9\u533a\u7b2c\u4e8c\uff0c\u6548\u7387\u52a0\u5f3a\u533a\u7b2c\u4e09\uff0c\u5b75\u5316\u533a\u7b2c\u56db\u3002<\/p>\n\n\n\n
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\uff1bSeries A round: Build a minimum viable product and validate the market\uff1bSeries B round: Target a beachhead market, build a viable whole-product solution, and win a dominant share of new sales within that segment<\/span>\uff1bSeries C round: Scale into adjacent markets in preparation for an exit into the transformation zone.<\/p><\/blockquote>\n\n\n\n
\u79cd\u5b50\u8f6e\u9a8c\u8bc1\u6280\u672f\u539f\u7406\uff0cA\u8f6e\u5efa\u7acbMVP\u539f\u578b\u9a8c\u8bc1\u5e02\u573a\uff0cB\u8f6e\u5efa\u7acb\u7acb\u8db3\u70b9\uff0cC\u8f6e\u6269\u5927\u4f18\u52bf\u4e89\u53d6\u8fdb\u5165\u8fc7\u6e21\u533a\u3002<\/p>\n\n\n\n
The CEO\u2019s first task here is to pick one\u2014and only one\u2014business to scale. As we have said repeatedly, allowing two or more entities into the transformation zone at the same time is a showstopper.<\/p>
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. <\/p><\/blockquote>\n\n\n\n
CEO\u8981\u505a\u51fa\u5355\u4e00\u9009\u62e9\uff0c\u4e0d\u80fd\u591a\u9009\u3002<\/p>\n","protected":false},"excerpt":{"rendered":"
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