Company’s Management

Riporto in calce un interessante passaggio di un articolo di Burkhard Schwenker, CEO di Roland Berger & Partner, che mi trova pienamente concorde.
L’articolo è molto ampio e riflette sulla situazione economica globale e sulle aspettative di crescita nel breve e medio termine. Fra le quattro aree che Burkhard evidenzia come prioritarie sulle quali focalizzarsi per sfruttare al massimo le nostre forze e le possibilità offerte dalla eventuale ripresa economica, ce n’è una relativa all’approccio manageriale nella gestione delle Aziende.

Ecco il testo integrale di questo passaggio, dove ho sottolineato i punti di maggior interesse, almeno per me:

FOURTH: we need to rethink how we run companies. As we have experienced, trends are no longer reliable. For that reason, we need new instruments and we have to say good-bye to the paradigm of wanting to (and being able to) quantify every plan to the last cent.

We need more entrepreneurial courage in decision making and leadership again – and the right values to convince and enthuse the people within the company. In this regard, Europe can draw strengths that we have neglected up to now or not sufficiently valued: our long-term orientation, particularly with regard to employment (short term employment in Germany is a prime example), having our companies more firmly anchored in Society, supported by a strong mid-sized business structure, and our broader understanding of business success.

The fact that the philosophy of Germany’s commercial code, which until recently was considered boring and old-fashioned, is once again garnering interest is proof positive of that. The high performance of European companies is the most convincing piece of evidence, however. We examined the success patterns of the world’s 3.000 most successful business for the lengthy period f 1998 to 2008, with a particular focus on Europe, and found impressive results: the European Companies in this top group grew faster – more than 10% per year, compared with less than 9% for the US, and only 3% for the Japanese – and above all more profitable, with a 13% Cagr, compared with 7% for the others.

Thus, Europe has long stood for profitable growth, and now we have the opportunity to transform our values and capabilities into a superior model of European corporate leadership.
This will provide a counterpoint to the American model, which dominated the business world for decades – and came crashing down in large parts during the crisis!
… omissis…..”



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