【Native Speaker每日综合训练—35系列】【35-20】经管

AceJ

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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

35系列最后一期啦，坚持在路上的小伙伴们继续加油~~

Part I: Speaker

How Companies Can Embrace Speed?

Source: HBR Ideacast
http://blogs.hbr.org/2014/04/how-companies-can-embrace-speed/

For transcript, you can directly click hyperlink above, or you can download word document here


[Rephrase 1, 14:56]

AceJ

Part II: Speed

What the hell, I will give it a go
BY Neil Cassie | Apr 29, 2014

[Time 2]
A study by McKinsey a few years ago found that the 'tipping point' that indicated the potential success or failure of a change initiative came when a previously disaffected manager said, "what the hell, I'll give it a go" – or words to that effect.

This conclusion may at first shock in its simplicity. It is not something that can be put on a graph or bar chart and it certainly isn't a new 'magic bullet' process or philosophy.

But, in essence, it is the future.

Failure to get your pressurized, exhausted, confused, cynical and - at worst - lost managers to that point of intent means failure for your business and its ambitions.

However, success in getting to that simple but profound point indicates that you have transformed how your company is led, behaves and performs.

Too often though, leaders abandon responsibility for the outcome immediately they have come up with the new vision. 'Job done' seems to be the prevailing attitude without any question of the behavioral implications at the leadership level.

Then they wonder, "why they don't get it" as their people employ sophisticated and engrained tactics to resist change.

Pouring huge amounts of money into 'cascade' programmes, events and training (only to watch apparently enthusiastic employees dissolve into their old behavior on return to their desks) serves to compound leadership's sense of frustration.

This investment and crazed activity may provide the temporary benefit of making your leadership appear to be taking responsibility for the outcome. But in reality it is a diversionary tactic that sustains the existing hierarchy and operating model.

It is at worst, an investment in failure that allows the leadership to displace blame onto their HR, Training & Corporate Comms Managers – and ultimately onto their people. And this is where the cynicism that is so hard to overcome is bred.
[306 words]

[Time 3]
So, what is it that leaders must 'try' before they can be confident that their people will too?

Well, leaders must try to put their people first, not last.

Successful modern organizations are those that are managing the transition from 'push' to 'pull' economics.

They are thriving despite the shift from predictive to non-predictive demand. From an environment where top-down structure, centralized control & tightly managed procedures prevailed to one where interdependence, flexibility and decentralized decision making have become the norm.

The former is recognizable by being resource-centric with a focus on efficiency - the latter by being people-centric with a focus on innovation.

In other words, they are 'People First' organizations where the value and growth of each individual is inextricably linked with the value and growth of the organization.

And they define leadership responsibility not by the old functions or hierarchies. They manage by deploying a 'People First Matrix' *, which embraces the four key components of Environment, Ideas, Communities & Productivity.

The '10 Steps' that follow cover these four key components to effective leadership. If your attitude now is "what the hell, I'll give them a go" then this could be the first step towards speaking the same language as your employees and closing the gap between your vision and their behavior.

1. You must ensure that the culture of the organization is the beacon that guides the behavior of your people and impacts positively all your external relationships & contacts.

2. You must not rest until there is total understanding of, belief in and alignment with the vision of your business, its core purpose and the key strategies that will lead you there.

3. You must make the responsibility to fulfil the vision personal for everyone in your company and you must make accountability, remuneration & reward specific to each individual.

4. You must tear down the silos, fiefdoms and hierarchies that exist within your business and replace them with a flexible, interdependent, innovative organism.

5. You must create a free flowing, community based, market driven work environment where talent flows to where the customer need or value creation potential is greatest.
[356 words]

[Time 4]
6. You must invest in a multiplicity of means to capture, develop, invest in, deploy and celebrate the ideas of your people.

7. You must replace existing control systems with 'intuitive' systems that supply your human capital with the tools, skills & resources it needs to deliver value with optimal efficiency and impact.

8. You must become fanatical about capturing the knowledge gained from every phase of customer interaction and place equal importance on learning from failure and success.

9. You must speak the language of your employee and in their medium of choice in order to be heard. Now, in order to engage, you must enter into a conversation – a tacit dialogue rather than a formal broadcast.

10. You must replace experts with storytellers, answers with questions, bullet points with intelligence, e-mails with laughter, meetings with imagination and Power Point with respect & trust.

In short, you must place inspiration at the heart & soul of your leadership.

As a leader, the greatest crime at this point would be to look at the list and change your mind.

Filing this under too difficult, or cherry picking those elements you feel most comfortable with is a step to failure, not success.

What lay behind the simplicity of the words identified by McKinsey was of course, their meaning.

It was the scale of the change and the overwhelming impact on all areas of working life that ensured that these few words were profound. Paralysis is the typical outcome of change of this scale followed by avoidance, which leads to regression.

It seems that - by starting with the attitude you wish your people to eventually embrace; by committing to the 10 Steps that lead to a 'People First' organization; by making the consistent, transparent & accountable behavior of the leadership team a priority; by ensuring that responsibility for the outcome is everyone's responsibility and by leading by example - you will close the gap between your vision and your people's behavior.

Now would not be a moment too soon to start on that journey.
[343 words]

Source: Management Issues
http://www.management-issues.com/opinion/3885/what-the-hell-ill-give-it-a-go/

How One New Social-Proof Technology is Increasing Website Conversions
BY Marie Dean | Apr 30, 2014

[Time 5]
When Sylvan Goldman invented the shopping cart in 1938, shoppers were extremely reluctant to use his new invention.  So Goldman decided to pay people to push his shopping cart around in stores for 2 years.

After implementing this simple social-proof strategy, his invention finally caught on. (When he passed away in 1984, he was worth $400 million). Fast forward to the 21st century and these tactics are still in place.   


Social proof is that nudge that helps people decide what they should do -- especially when they’re unsure. (It invokes the "If others are doing it, I should be too" mentality)

Listed as one of Dr. Robert Cialdini’s famous six principles of persuasion, social proof continues to be one of the most powerful methods for retailers to convince shoppers to purchase their products and services.

For instance, when online shoppers aren’t sure if they should buy those shoes on a website seeing that other people have makes them feel like they’re making a good choice.

Social proof is so potent that consulting firm McKinsey & Company states that 50 percent of buying decisions are driven by word-of-mouth and testimonials.  And digital-research company Econsultancy reports that purchases increase by 55 percent when products have high ratings.
[205 words]

[Time 6]
The reason being is shopping online can be a very isolated experience.  It lacks interaction with other shoppers and it’s nearly impossible to know what other visitors are doing on a site.  (It’s hard to tell if there are any other visitors shopping on the site at all.)

For ecommerce entrepreneurs looking to implement this social-proof concept into their shopping experience (with the hopes of gaining more customers and sales), there is an easy tool to help you.

Userstats has created a technology that displays the visitor activity occurring on your website so visitors can see what other people are doing on your site. This new form of social proof is accomplished by providing a display box that shows visitors that there are other people on your site.  It ultimately gives the sense of a bustling store or restaurant.

The tool can be customized to allow online retailers the ability to display only the stats they wish their visitors to see.  Visitors are able to see the latest number of downloads, subscription sign ups, bookings and purchases.  They can also see the number of other visitors that are viewing the page they are on. (Below is an example)
[198 words]

Source: Entrepreneur
http://www.entrepreneur.com/article/233503

AceJ

Part III: Obstacle

Danger zone
By Economist editor | Apr 26, 2014

[Paraphrase 7]
THE Pearl river delta in the southern province of Guangdong is no stranger to strikes, most of them small and quickly resolved. But a walk-out by workers at factories owned by a Taiwanese company, Yue Yuen, the world’s largest maker of branded sports shoes, including big names such as Nike and Reebok, has been remarkable for its scale and duration. It began on April 5th and has grown to involve tens of thousands of employees. On a sprawling industrial estate, angry workers watched by riot police rage about an issue few cared much about until recently: their pensions. For bosses and officials, this is a worrying sign of change.

The government has imposed a virtual news blackout on the unrest in the city of Dongguan, a place synonymous with the delta’s manufacturing heft (nearly 80% of its 8.3m people have moved there from other parts of China over the past three decades, or are the children of such migrants). Foreign journalists have been allowed onto Yue Yuen’s main estate in Gaobu township, a Dongguan suburb, but strikers complain that Chinese media are kept away. This contrasts with a relatively free rein given to Chinese reporters in 2010 to report on a large strike over pay by workers at a factory owned by Honda in Foshan, another delta city. That incident involved putting pressure on a Japanese company, an uncontroversial target for most Chinese. This latest, bigger strike (one of the largest in years involving a non-state enterprise in China) has touched a more sensitive government nerve.
The workers accuse Yue Yuen of failing for years to make due contributions to their pensions, which are administered by the local government. Lax application of social-security laws is common, since local authorities do not want to drive away business. “The government is corrupt,” calls out one man among a group of strikers who have gathered near a row of factories. Such comments—directed at local officialdom, not Beijing—are almost as commonly heard as tirades against Yue Yuen itself. Workers fume at the heavy deployment of police, and the beating of some of the thousands of strikers who have been marching through nearby streets, most recently on April 18th (see picture).

Many employees say they are now too afraid to march again. Their protest has become a silent one: they clock in each morning, but then leave the factory and do no work, coming back to clock out when their shift is supposed to end. Workers say all 40,000 employees at Yue Yuen’s seven factories in Gaobu are on strike. A member of Gaobu’s Communist Party committee, Su Huiying, says 40% of them are at work and the rest are only on a “go-slow”. Her assertion appears unconvincing.

A Taiwanese manager at the company says “progress” is being made towards settling the strike. Yue Yuen has offered to make up social-security contributions that it has failed to pay; it has also agreed to start making full contributions from May 1st. But as they listen to repeated broadcasts of the company’s offer through loudspeakers, strikers respond with howls of derision. They also tear up copies of a letter from the government-backed trade union which is mediating in the dispute. The missive calls on workers to go back to work and acknowledge the company’s “sincerity”. “The unions aren’t like the ones in the West,” says one worker. “Here they just represent the government.”

Such anxieties about pension provision among a workforce in Guangdong mostly made up of young migrants may sound surprising. But they are becoming increasingly common as factories try to cope with a growing shortage of young workers from the countryside by retaining employees for longer. Many of Yue Yuen’s workers are in their 30s or even 40s, and many say they have been with the company for a decade or more. Geoffrey Crothall of the Hong Kong-based China Labour Bulletin says this has been the largest strike in a non-state factory over social-security payments, but protests over such issues are becoming more common.

A whole new stage

Workers at labour-intensive factories like Yue Yuen’s know that times are changing. Production is moving to countries with cheaper labour, such as neighbouring Vietnam. Low-skilled workers entering middle-age are getting increasingly nervous. Without decent pensions, they complain, life back in their villages will be tough. Some of the strikers wear Nike-lookalike shoes. They admit they are cheap knock-offs, made elsewhere, and guffaw at the notion that people like them could afford the real thing.
[749 words]

Source: Economists
http://www.economist.com/news/china/21601291-huge-strike-southern-china-shows-migrant-workers-are-starting-demand-more-just

疏离无罪

沙发2连击~~~~~~~~~~~
Speaker:World is more faster and things are more complicated.All these are driven by tech evolution and globalization.Anybody who want to run a business need to be comfronted with this problem.Now there is a new way to run firms:inter-departmental task forces.Based on a new newwork system,two or more separete system can work together.But different rules are needed to apply in different department.And education is needed to help people understand the problem and opportunity.And this system also make people want to do the work and make their work life more exciting and meaningful.An example was given to illsutrate this idea clearly.

01:21
the potential success or failure of a change initiative came when a previously disaffected manager said, "what the hell, I'll give it a go" – or words to that effect.Failure is more often,since most managers do not change the old operating model while the business has changed.

01:46
In the change,the leader should put the people at first and let them be confident of the future.10 steps was given.Culture of the organization,total understanding of your business,make sure for every person,replace your hierarchies with a fleible one and creat a market driven working environment.

01:34
In short,you must place inspiration at the heart & soul of your leadership.And ensure that responsibility for the outcome is everyone's responsibility.

01:12
Social proof is a kind of way that helps people decide what they should do.And now social proof becomes one of the most powerful methods for retailers to convince shoppers to purchase their products and services.

01:03
A new tech that can make vistors see what other people are doing on this website,which is a kind of social proof and really help ecommerces in their business.

05:34
Main Idea1: A large strike happened in Dongguan
Majority of workers of Yue Yuen are having a strike for their pensions.Althoug foreign meidas allowed to enter,chinese medias are kept away.
This strike is touching more sensitive government nerve.
Workers accuse the company fails to due contributions to their pensions.And the governments is corrupt.
Although the company has given out a process to solve the problem.Workers do not trust the company and the worker union.This strike is the largest one in recent years.And it may be common in the future.
It's time to change for many companies.

hysteries

这样占座会被菌菌找的QAQ

-------------------------

【Speed】
Time 2 02:16
Time 3 02:36
Time 4 02:15
Time 5 01:10
Time 6 01:10

【Obstacle】
00:04:17.67

wangweiyi5332

前排抢座。。哈哈哈！！！！！！！！
Timer2 2:26
When managers said what the hell ,i will get it a go ,it is the beginning of the potential  success or the failure . But in most time ,the manager will got failure because the company got a new program which company invest a lot money and effort  while the people of company still keep on a old working style.
Timer3 3:15
centralized control structure could not have the biggest productivity while the flexible  structure would help employees make innovations. Many ways to help the leader improve the environment.
Timer4 2:27
following those steps will close the gap between your vision and your people's behaviors .
Timer5 1:12
social proof is that nudge that helps people decide what they should do—especially when people could not decide whether to buy. Social proof is so potent as to drive up the buying decisions.
Timer6 1:01
Because shopping online is isolated and lacks interactions with other shoppers , ecommerce  entrepreneurs use a tool called Usestats which can displays the visitor activity occurring on your website so that  visitors can see what other people are doing on your site.
Obstale5:35
Main idea: A large strike that workers worry about their pensions happend in Guandong .
the government has imposed a virtual news blackout on the unrest because this bigger strike has touched the more sensitive government nerve.
many workers claim that the government is corrupt  and fumes at  the heavy deployment of police.
Their strike is a silent one : they clock in the morning ,leave the factory and do no work ,coming back to clock out when their shift is supposed to end.

ieveline

首页
谢谢楼主！
Speaker
Does things really go faster?
Yes,technology evolution and globalizaiton makes changing faster.
The competetions are tough, company needs to be innovative to standout
interdeparmental task forces are becoming standard to reduce risk
new way to run a buisness is beginning.
two operation things to work together, one for reliability and efficiency, the other for agility and speed.
example of southamerican airline
principle1.people are very active work together.
principle2.people do work because they want to
principle3.people see the logic of the business case
Speed
1--01:56
Lost manager will initiative the potiential failure.
Investment and activitiy may prodive the temporary benefit,bu tit is a diversionary tacttic in reality?
Investment failure allows leadership blame other people.
2--02:16
Success model is putting people first, managing the ransition from push to pull econmoics.
people first organization linded value and growth of each person with the onese of the organization.
People first matrix embraces the four key components of Environment, Ideas, Communities and productivities.
10 steps to achieve
1. make culture of the organization guides people to behave and impacts positively all external relationship and contacts
2.line vision of buinsess with core purpose and key strategies
3.make accoutability, remuneration and reward spercific to everyone
4.replace silos, fiefdome and hierarchies with flexible, interdependent, innovative organism
5.create free flowing, communitiy beased, market driven work enviroment
3--01:59
other five steps
start the change with closing he gap between vision and people's behavior
4--01:17
social proof isone of the six principles of ersuasion for retailers to convince shoopers to purshase
5--00:58
For ecommenerce, creating displays that shows visitors what other people are doing can give the feeling of reality shopping.
Obstacle--05:25
Yue Yuen had a big strick, in which thens of thousands of employee argued about their pensions.
The government has blackouted the news about this strick, and stand along with the company.
Many employees are too afraid to march, but go-slow.
The negoiation did not goes well.
This kind of protest are becoming more common because low-skilled workers areentering middle-age, producting moving to cheaper labour outside chnia and home life would be tough.

菜农人民

Time2 3:05
Time3 2:49
Time4 2:53
Time5 2:13
Time6 2:22

Yvonne52585

占座！明早做作业！

铁板神猴

Speaker

How Companies Can Embrace Speed?

Faster and more complicated?
Complain is legitimate, not just work done, challenge faster a lot more.

? if too much attention, drop,
New ways successful people

Smart people tag on, variety of inventions, to increase quality
Network system, entrepreneur would recognize, pioneers build details extraordinary

Problems for you, when doing it’s an education, opportunity in changing
Not just business, but for everybody.
Network system of entrepreneurs.
Examples? Clients

……
Principle 2, people need to want to do it.
3, 10% more money
Keep going, when see double market share, impressing others, …, new system keep track, small wins.