【Native Speaker每日综合训练—29系列】【29-11】经管 - CEO

AceJ

Official Weibo: http://weibo.com/u/3476904471

各位小伙伴们，离开了大家三周，十分想念。本期小黑孩又回来啦~

我们始终坚信，每一次阅读，都应是一次美妙的旅程

而工作组的使命就是带领大家领略阅读中的极致美景

一起来领略这奇妙旅程的第二站—CEO

本期主题围绕CEO全年表现这个话题，主要调查来源于名列哈佛商业评论评选的50位世界级思考大师之一的Sydney Finkelstein的年度CEO调查报告，另外在Speaker部分是来自Facebook COO谢乐尔，桑德伯格的TED演讲为什么女性CEO如此少，Obtacle部分则是Sydney教授和其他两位教授共享的一篇著作：为何领导会做出错误的决策

Part I: Speaker

Article 1

Why We Have Too Few Woman Leaders

[Rephrase 1]

As the COO at the helm of Facebook, Sheryl Sandberg juggles the tasks of monetizing the world’s largest social networking site while keeping its users happy and engaged.

[Speech, 14:58]

Source: TED

http://www.ted.com/talks/sheryl_sandberg_why_we_have_too_few_women_leaders.html

AceJ

Part II: Speed

Article 2

The Best CEOs of 2013

[Time 2]
Every year around this time Sydney Finkelstein, professor of management and an associate dean at Dartmouth’s Tuck School of Business, produces his list of the Worst CEOs of the year. For the first time this year he's also adding a best list.
On Finkelstein's best CEO list: Jeff Bezos of Amazon (AMZN); Pony Ma of Tencent (TCEHY), John Idol of Michael Kors (KORS), Reed Hastings of Netflix (NFLX) and Akio Toyoda of Toyota (TM). He explains his picks in the video above and highlights below, and we've added some of our own analysis as well.
Bezos, Ma and Hastings have several traits in common: they all founded the companies they still head and their companies are Internet-based.

Jeff Bezos, CEO of Amazon
Bezos is "the magic man, the new Steve Jobs," says Finkelstein, referring to Apple's visionary founder. He says Bezos does whatever it takes to win: "an unbelievable focus on customers...[and] nonstop innovation" which has created a "big cloud business ... [and] the plumbing for ecommerce."
Those innovations could mean that Amazon "doesn't even have to make money selling books and a million other things," says Finkelstein though he suggests the companies move into fashion--"an industry ripe for disruption" could be big for Amazon. Fashion houses "are all trying to make ecommerce work, and there's no one better at it than Amazon," says Finkelstein. Indeed Amazon acquired Zappos, the online shoe seller, in 2009 and last year opened a large-scale fashion photo studio in Williamsburg, Brooklyn.
Since Amazon went public in mid May 1997, its stock price has increased by more than 220-fold.
[264 words]

[Time 3]
Reed Hastings, CEO of Netflix
Reed Hastings, was on Finkelstein's worst CEO two years ago following the company's decision to separate its DVD-by-mail business from Internet streaming and raise subscription prices. Subscribers screamed and the stock plummeted, reducing the company's market cap by more than $9 billion.
Then Reed reversed his decision, the stock rebounded--it's up almost 300% in the past year---and Netflix added original programming. It even made history at the 2013 Emmys as the first non-TV network to win an award--for David Fincher, director of its original program "House of Cards."
"I, like many others probably underestimated him," says Finkelstein, about Hastings. "Reed Hastings is one of those post-modern CEOs that has really figured out how to create an Internet company, how to energize people ... kind of a Jeff Bezos strategy ... nonstop innovation on every type of thing." And, says Finkelstein, Hastings has humility--"one of the best signs you can possibly look for" in a CEO.
Netflix stock is up 47-fold since it went public in May 2002 and has more than doubled in price since it reversed its Qwikstart subscription decision.

John Idol, CEO of Michael Kors
Another "post-modern leader" on Finkelstein's best list: John Idol, CEO of Michael Kors, who's credited with a hugely successful IPO. Shares have quadrupled in price since the IPO in late 2011.
Idol converted the "struggling company [of a] "fashion genius" into one that's makes moneym with stores opening up all over the world, says Finkelstein. He's a "world class manager" who uses "world class marketing techniques and best management techniques."
[264 words]

[Time 4]
Pony Ma, CEO of Tencent
Finkelstein says he looked globally to compile his list of the best CEOs for 2013 and found "as soon as you start to look you really see how much talent there is in other places."

Among his top CEO picks outside the U.S. is Pony Ma, who heads Tencent, China's largest Internet company, often ranked third largest in the world after Amazon and Google. Its valuation tops $100 billion and its "WeChat platform has the potential to go global," says Finkelstein. The growing popularity of WeChat has made Ma a billionaire and the second richest man in China, according to Bloomberg.

Akio Toyoda, CEO of Toyota
Finkelstein credits Akio Toyoda, the CEO of Toyota, with leading the automaker's recovery from several disasters: the PR mishandling of sudden acceleration complaints in 2009 and the supply disruption caused by the Japanese tsunami in March 2011. By the first half of 2013 it was once again the world's largest automaker--a title it lost in 2011.
[166 words]


Source: Yahoo Finance
http://finance.yahoo.com/blogs/daily-ticker/the-best-ceos-of-2013-125555120.html

Article 3

The Worst CEOs of 2013

[Time 5]
The best CEOs grow profits and market share, but those hired to transform a failing company have an even bigger job. When a CEO fails to turn a floundering company around they risk losing their jobs, which is exactly what happened to Ron Johnson, former CEO of J.C. Penney (JCP) and Thorsten Heins, former CEO of BlackBerry (BBRY).

They’re among The Worst CEOs of 2013, according to Sydney Finkelstein, professor of management and associate dean for executive education at Dartmouth’s Tuck School of Business. Finkelstein’s 5 Worst CEOs list also includes Eddie Lampert of Sears (SHLD), Brazilian commodities entrepreneur Eike Batista, once Brazil’s richest man, and Steve Ballmer of Microsoft (MSFT), who announced in August he would leaving the company within the year.

Finkelstein, also the author of Why Smart Executives Fail: And What You Can Learn from Their Mistakes, tells The Daily Ticker that he had a hard time coming up with a list of the worst CEOs because “it’s been an unbelievable year for the market and a lot of companies.”

Here are some highlights from Finkelstein’s interview with The Daily Ticker’s Aaron Task, which you can watch in the video above.

Ron Johnson, former CEO of J.C. Penney
Ron Johnson’s mistake was applying his winning strategy from Apple's retail stores, which he created with Apple founder Steve Jobs, to J.C. Penney, says Finkelstein. That included highly differentiated products, sleek and hip store designs and no discounts. “Someone told me ‘It’s almost as if he fired his customers,’" says Finkelstein.

“He thought he had the right solution… and didn’t question it. When he was asked why he didn’t, he said ‘We didn’t test anything at Apple.’" J. C. Penney Stock fell 50% during Johnson’s tenure.

Thorsten Heins, former CEO of BlackBerry
Heins made two major mistakes, says Finkelstein. He “kept pushing the same idea of phones,” but by the time new phone models came out, “customers had moved on.” And Heins “didn’t understand BBM--blackberry messenger-- an incredible app. It took him forever to release it as an independent app... There are a handful of platforms being formed where BBM was the platform to start…”

Blackberry stock, which was already in deep decline when Heins took the reins in January 2012, fell another 64% while he was CEO.
[382 words]

[Time 6]
Eddie Lampert, CEO of Sears
Unlike Johnson and Heins, Lampert is still in the job as CEO, but his hedge fund ESL Investments now owns less than 50% of Sears stock. ESL had to sell shares in order to meet investors’ redemptions.

Lampert ”is a hedge fund genius.... He’s applied a classic financial strategy to Sears—cut costs, sell off assets and then buy back stock,” says Finkelstein. “But the stock is 70% off its peak which means you’re buying stock as it keeps going down...buying high, selling low—not really what you’d think a hedge fund expert would be doing.” Finkelstein says Lampert has “no understanding of merchandising…of customers…of how to manage the stores.”

Steve Ballmer, Outgoing CEO of Microsoft
Ballmer was at Microsoft for 20 years before he became CEO 13 years ago. During his tenure the tech industry changed dramatically, from a focus on desktops—where Microsoft reigned supreme in terms of software—to mobile, where it didn’t.
“It’s never your fault that the world changes unless you’re the biggest company with the most power that can actually create what that future is, which, of course, they were,” says Finkelstein.  But Microsoft’s experiments with Zune for music, Window-based phones and Bing for search couldn't compete.
“In every one of these areas, they throw something out, like new windows releases, then they fix the bugs and go along," says Finkelstein. "[But] you can’t get away with that stuff when you have no market presence in that new segment and players like Google and Apple are living that and breathing that every day,” says Finkelstein.
During Ballmer's tenure as CEO, Microsoft stock fell about 35% while Apple shares soared about 1900 percent. (Google stock has gained 880% since it started trading in August 2004).

Eike Batista, Founder of EBX
Finkelstein writes that the entrepreneur who made his fortune in gold mines and was once Brazil's richest man lost 99% of his wealth when his OGX (OGXPY) and OSX oil and gas exploration companies filed for bankruptcy. Batista is an “incredible salesman…but ultimately spent more time generating interest for the project than executing it,” says Finkelstein.
[356 words]


Source: Yahoo Finance
http://finance.yahoo.com/blogs/daily-ticker/the-worst-ceos-of-2013--according-to-dartmouth-business-professor-sydney-finkelstein-145035471.html;_ylt=A2KJ3CUpSrBSYEkAIpqTmYlQ

AceJ

Part III: Obstacle

Article 4

Why Good Leaders Make Bad Decisions

By Andrew Campbell, Jo Whitehead, and Sydney Finkelstein

[Paraphrase 7]
Decision making lies at the heart of our personal and professional lives. Every day we make decisions. Some are small, domestic, and innocuous. Others are more important, affecting people’s lives, livelihoods, and well-being. Inevitably, we make mistakes along the way. The daunting reality is that enormously important decisions made by intelligent, responsible people with the best information and intentions are sometimes hopelessly flawed.

Consider Jürgen Schrempp, CEO of Daimler-Benz. He led the merger of Chrysler and Daimler against internal opposition. Nine years later, Daimler was forced to virtually give Chrysler away in a private equity deal. Steve Russell, chief executive of Boots, the UK drugstore chain, launched a health care strategy designed to differentiate the stores from competitors and grow through new health care services such as dentistry. It turned out, though, that Boots managers did not have the skills needed to succeed in health care services, and many of these markets offered little profit potential. The strategy contributed to Russell’s early departure from the top job. Brigadier General Matthew Broderick, chief of the Homeland Security Operations Center, who was responsible for alerting President Bush and other senior government officials if Hurricane Katrina breached the levees in New Orleans, went home on Monday, August 29, 2005, after reporting that they seemed to be holding, despite multiple reports of breaches.

All these executives were highly qualified for their jobs, and yet they made decisions that soon seemed clearly wrong. Why? And more important, how can we avoid making similar mistakes? This is the topic we’ve been exploring for the past four years, and the journey has taken us deep into a field called decision neuroscience. We began by assembling a database of 83 decisions that we felt were flawed at the time they were made. From our analysis of these cases, we concluded that flawed decisions start with errors of judgment made by influential individuals. Hence we needed to understand how these errors of judgment occur.

In the following pages, we will describe the conditions that promote errors of judgment and explore ways organizations can build protections into the decision-making process to reduce the risk of mistakes. We’ll conclude by showing how two leading companies applied the approach we describe. To put all this in context, however, we first need to understand just how the human brain forms its judgments.

How the Brain Trips Up
We depend primarily on two hardwired processes for decision making. Our brains assess what’s going on using pattern recognition, and we react to that information—or ignore it—because of emotional tags that are stored in our memories. Both of these processes are normally reliable; they are part of our evolutionary advantage. But in certain circumstances, both can let us down.

Pattern recognition is a complex process that integrates information from as many as 30 different parts of the brain. Faced with a new situation, we make assumptions based on prior experiences and judgments. Thus a chess master can assess a chess game and choose a high-quality move in as little as six seconds by drawing on patterns he or she has seen before. But pattern recognition can also mislead us. When we’re dealing with seemingly familiar situations, our brains can cause us to think we understand them when we don’t.

What happened to Matthew Broderick during Hurricane Katrina is instructive. Broderick had been involved in operations centers in Vietnam and in other military engagements, and he had led the Homeland Security Operations Center during previous hurricanes. These experiences had taught him that early reports surrounding a major event are often false: It’s better to wait for the “ground truth” from a reliable source before acting. Unfortunately, he had no experience with a hurricane hitting a city built below sea level.

By late on August 29, some 12 hours after Katrina hit New Orleans, Broderick had received 17 reports of major flooding and levee breaches. But he also had gotten conflicting information. The Army Corps of Engineers had reported that it had no evidence of levee breaches, and a late afternoon CNN report from Bourbon Street in the French Quarter had shown city dwellers partying and claiming they had dodged the bullet. Broderick’s pattern-recognition process told him that these contrary reports were the ground truth he was looking for. So before going home for the night, he issued a situation report stating that the levees had not been breached, although he did add that further assessment would be needed the next day.

Idea in Brief
l  Leaders make decisions largely through unconscious processes that neuroscientists call pattern recognition and emotional tagging. These processes usually make for quick, effective decisions, but they can be distorted by self-interest, emotional attachments, or misleading memories.
l  Managers need to find systematic ways to recognize the sources of bias—what the authors call “red flag conditions”—and then design safeguards that introduce more analysis, greater debate, or stronger governance.
l  By using the approach described in this article, companies will avoid many flawed decisions that are caused by the way our brains operate
[842 words]

Source: Harvard Business Review
http://hbr.org/2009/02/why-good-leaders-make-bad-decisions/ar/1

苏错

沙发咩？  谢谢AceJ~ 终于面试啥的个整完了，回归小分队~~

Speed:

Time2:1’19

Time3:1’19

Time4:0’42

Time5:1’39

Time6:1’59

Obstacle：4’30

Some decisions areflawed—

examples of CEO--

How to avoid those mistakes?—

understand the human brain—

Ideasin brief –……

sherlock1992

好久不见了， AceJ, welcome!             这期的TED有种似曾相识的赶脚~

Speaker:
For women, what u need to know if u do want to stay in the workforce: 1) sit at table. 2) make your partner a real partner. 3) don't leave before u leave.

Speed:
T2-1'49''
List of the Best & Worst CEOs of the year 2013:
Best#1: Jeff Bezos. title: Amazon, Innovation, e-commerce giant.
T3-1'48''
Best#2: Reed Hastings. title: Netflix, an impressive reversed decision, House of Cards.
#3: JI. title: MK, an impressive IPO, world-class manager.
T4-1'01''
#4: Pony Ma. title: Tecent, size: 1st Internet company in China, 3rd in the world, wechat platform, 2nd richest man in China.
#5: Akio Toyoda. title: AT lead the automaker's recovery from several disasters, 1st automaker in the world in 2013.
T5-2'38''
5 Worst CEOs:
#1: RJ, former CEO of JCP, strategy mistake.
#2: TH, former CEO of Blackberry. he just cannot figure out the market demand.
T6-2'29''
#3: EL, Sears, stock-buying mistake.
#4: Steve Ballmer, MS, a tragedy stragetic shift.
#5: EB, EBX, a legend man.

Obstacle-6'04''
how we avoid mistakes when making important decisions.

疏离无罪

占~~~~~欢迎回来ACEJ
越障感觉没写完。。去原网址一看果然如此，后续是要收费么。

Speaker:Women do not in the top.Women facing dilemma in career and family.Keeping women in the workforce may be a solution.
1.sit at the table 2 make your partner your real partner 3 don't leave before you leave.  Women underestimated their ability.Women negotiate less.
似曾相识的内容

01:42
Bes ceo in this year.
Jeff Bezos, CEO of Amazon,made many innovations in ecommerce for amazon.

01:31
Reed Hastings, CEO of Netflix,made a wrong decision,then reversed it.
John Idol, CEO of Michael Kors,made a successful IPO.

00:49
Pony Ma, CEO of Tencent, the success of WeChat platform
Akio Toyoda, CEO of Toyota,lead the recovery of automaker industry.

01:40
Worst CEOs in this year
Ron Johnson, former CEO of J.C. Penney,just copy the apple story strategy.
Thorsten Heins, former CEO of BlackBerry,kept old ideas and didn't understand BBM.

01:56
Eddie Lampert, CEO of Sears,applied a classic financial strategy to Sears,which seems to be wrong.
Steve Ballmer, Outgoing CEO of Microsoft,can't fit the change of the world.
Eike Batista, Founder of EBX,spent more time generating interest for the project than executing it.

05:26
Main Idea:Why good leaders make wrong decision.
Decision making lies in everyone's life.Some are important and some are not.
Show some examples that high qualified leaders make wrong decisions.
To answer how can we avoid making wrong decisions,we need to the process of decesion making.
Most wrong decisions strat from errors of judgement.To build protection from this,we need to know how our brain form its judgement.1 pattern recognation 2 emotianal tags in memory.
Our brain use our former memories and experience to access current situation,however this process is unconscious.So decisions may be misleaded.An example in Hurricane Katrina was showed.

小鱼上树

终于回来啦，等你很久了！谢谢ace的文，选题太棒了，读的那叫一个神清气爽啊！

29-11

Speaker

We are in a world where women have basic civil rights. Womenhave hard choice between career achievement and personal fulfillment. How tofix-keep women in the work force-what we need to do as individuals-what is themessages-stay at the table-make your partner a real partner-don’t leave before youleave-like someone’s accomplishment

2 264 1min14

A professor in Tuck will list the worst CEOs at the end ofeach year, for the first time, he adds the list of best CEOs. CEO ofAmazon-focus on customers and never stop innovate, gain great profit when thecompany go public.

3 264 1min37

Reed Hastings, CEO of Netflix-save the company from some baddecisions, turn the company around, post-modem leader, know how to motivatepeople and always innovate for the best. John Idol, CEO of Michael Kors-save abrand by using world class leadership and management skills.

4 166 48s

Pony Ma, CEO of Tencent-shining ceo outside the US, 3rdlargest following amazon and google, wechat has the potential to go global. AkioToyoda, CEO of Toyota-save the company from disasters.

5 382 1min52

Good CEOs help the company make profit and get bigger, whilebad CEOs make the wrong decisions and have a risk to lose their own jobs. RonJohnson, former CEO of J.C. Penney-try to apply the same strategy succeed inApple retail store to JCP which have totally different products and service,didn’t even question it when it is not working. Thorsten Heins, former CEO ofBlackBerry-failed to keep up with the new type of phones and didn’t realize theoutstanding app they have, lost the perfect timing to make use of it.

6  356 2min10

Eddie Lampert, CEO of Sears-no understanding ofmerchandising…of customers…of how to manage the stores. Steve Ballmer, OutgoingCEO of Microsoft-20 years of working and 13 years of CEO didn’t help himunderstand the world is changing so quick, people are shifting focus fromlaptop to mobiles, being a huge company he has the power to lead the market buthe didn’t open the eyes and failed to do so. Eike Batista, Founder of EBX-spentmore time generating interest for the project than executing it

Obstacle 842 4min42

roxlv

speaker:
keeping woman in the work force.
1.sit at the the table.(women attribute their success to others,negotiate for yourself)
2.make your partner real partner.
3.stay in your position.
这个实在太零碎，速度就不总结了...
time2 1'56
time3 1'43
time4 0'59
time5 2'07
time6 2'09

obstacle 6'11
the reason why genius people made wrong decisions.
-->the study of neuroscience shows that the decision making process is affected by two factors:pattern recognition and emotional tagging.
-->in order to avoid making more mistakes,we need to control those two parts,find sound evidence for our argument.

kimwang53

谢谢AceJ

speed
2.16
SF make a life of worst ceos every year but this year he add a new list about the best ceos.
the best ceos have several travels in commen: founded the companies, still head, and their companies are internet-based.
Jeff Bezos, ceo of amezon.
new steve jobs=>innovation
2.01
SH, ceo of netflex
stock fall=>stock raise=>innovation
JI, ceo of MK
successful ipo
1.22
PM, eco of tencent
Wechat him millionair
AT,ceo of toyota.
leading the recovery of disaster
2,57
F, make a list of five worst ecos.
he is the wirter of "why smart executives fail"
RJ, ceo of Penney
he didn't do his job as good as he did in apple
it's like he fired his customers=>stock fall
th, ceo of blackberry
two fault: keep pushing the same idea of phones; didn't understand BBM, an app=>stockstock fall
2.43
e, eco of sears
still head=>buy stock when it is falling
S, outgoing ceo of microsoft
didn't create the future while having power.
m's stock falls when apple's rise
eb, eco of ebx
once the richest man in brazil while running his gold mines=> lot 99$ of his wealth=>oil company go to bancrupcy

miyini

哦                   首页没了  

2013-12-21 29-11

Speaker   sit on a table, to really have a good relationship with your partner, do not leave when it has to leave

2  264  1’47  

3  264  1’46

4  166  0’50

5  382  2’28

6  356  2’05

7  842  5’59  why smart and qualified people make so easy decision a failure.