Knut Haanaes: Two reasons companies fail -- and how to avoid them
克努‧哈恩奈斯: 公司失敗的兩個原因——要如何避免
Knut Haanaes believes that the secret to creating lasting, impactful companies is to find a balance between doing what you're good at and looking for new challenges to take on. Full bio
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solution to quality growth
between two activities:
製造商 Facit 公司,
mechanical calculators in the world.
最好的機械式計算機。
the electronic calculator came along?
Facit 做了什麼改變?
from maximum revenue ...
最高營業額一路下滑,
electronic calculators in Japan
their calculators.
a European biotech company.
to diagnose, even cure,
creating something new.
"When we only get it right,"
「我們不只要把事情做對,
and exploitation about 15 years ago,
這兩種不同的概念,
擔任客座學者時。
scholar at Stanford University.
is its practicality.
最厲害的地方是,它相當實用。
coming up with what's new.
who have done exploration:
and they deserve to be.
而且他們夠資格被稱為探索者。
the knowledge we have
our trains run on time.
faster and cheaper.
of the famous pop groups
again and again,
周而復始地唱,
or even pathetic.
perspective, we explore.
我們要探索,
perspective, we exploit.
more knowledge to exploit on.
就越來越少探索了。
by nature, less innovative
a big worry to CEOs.
是令他們相當擔心的事情。
phrased in different ways.
and reinvent my company?"
並重新改造我的公司?」
before we become obsolete
已做好了改變呢?」
並把兩項都做好根本就是一門藝術。
are able to effectively explore
有能力同時進行有效的探索和開發。
Nespresso 膠囊咖啡機,
and the benefits are huge.
也都帶來很大的利益。
because there are so many traps
but there are many.
但其實還有很多。
the perpetual search trap.
「不斷搜索」這個陷阱。
or the persistence
we create something new.
而不是去深入研究它。
but being frustrated.
的惡性循環中。
當然,就是全錄公司了。
of effective reform of education,
醫療照顧、甚至國防上
the future in their hands,
at making what they loved doing,
it's difficult to change.
想改變就變困難了。
we cannot fail."
and I think they apply to us.
可以讓我們學習
get ahead of the crisis.
先做好打算。
an insurance in the future.
have been content
早期的通路經銷,
they will always --
whatever it takes."
在下個週期的創新中贏得勝利」。
of the company,
for only about 30 percent.
「一個年度表現」的時候,
on the same company --
拉長到「十年」來看,
to renew account for 70 percent.
and lead the long term.
才能長期領先。
在探索和開發之間尋找到平衡。
and exploitation by ourselves.
is being open to be challenged,
就是一間卓越公司的標誌。
is to constructively challenge.
則是優秀董事會成員的標誌。
good parenting is about.
該有的標準一樣。
at the old triumph marches in Rome,
whispering in their ear,
and we need to be conscious.
that I think are useful.
looking at your own company:
that the company is at the risk
what you already know,
你所知道的事情,
is in the balance.
ABOUT THE SPEAKER
Knut Haanaes - StrategistKnut Haanaes believes that the secret to creating lasting, impactful companies is to find a balance between doing what you're good at and looking for new challenges to take on.
Why you should listen
What strategy traps repeatedly entice well-meaning companies? Sweet words that lure with a sense of promise and growth, but ultimately fail to deliver again and again? How do we balance exploration and exploitation without falling fully into either ditch?
Knut Haanaes is Dean of the Global Leadership Institute at the World Economic Forum and professor of strategy and international management at IMD, formerly senior partner and global leader of BCG's strategy practice. Through his work with clients, Haanaes has accumulated extensive experience in a number of industries on issues of strategy. He holds a Master's Degree in Economics from the Norwegian School of Economics, a PhD in Strategy from the Copenhagen Business School and has been a visiting scholar at Scancor, Stanford University.
In 2015, together with Martin Reeves and Janmejaya Sinha from BCG, Haanaes published the book Your Strategy Needs a Strategy. The book has been translated into a number of languages.
Knut Haanaes | Speaker | TED.com