yangb@sem.tsinghua.edu.cn

()

Working handsX-Y()Its simple but not easy.

Fred Fayol ()

Henry Mintzberg ()

10

technical human conceptual 17.9% 42.7% 39.4%

34.8% 42.4% 22.8%

50.3% 37.7% 12.0%

(Robert Katz)

/

/

55

19731IBMMBAIBMIBM

IBMIBMIBM

Jeff ImmeltFortune---Jeff Immelt7100626-283Jeff Immelt5730%30%30%10%

(CEO)

1/8,

The role of Strategic Thinking is to seek innovation and imagine new and very different futures that may lead the company to redefine its core strategies and even its industry.

Whats your business

What is your business?// / /

IBMSelling Computers()Provide Computing Service()Solutions Provider()On-Demand Solutions Provider()

whats your businessNIKErunning shoes(function, )just do it(fashion, )Starbuckstaste coffee(product, )third place relax(experience, )meet THERE(, )AppleApple Computer CompanyApple Company

()A severe depression like that of 1920-1921 is outside the range of probability --Harvard Econ. Society Weekly Letter, Nov. 16, 1929

With over 50 foreign cars already on sale here, the Japanese auto industry isnt likely to carve out a big slice of the U.S. market for itself --Business Week, August 2, 1968

There is no reason anyone would want a computer in their home --Ken Olson, DEC founder, 1977

()Scenario Thinking(recipes)()(business-as-usual); (fragmentation)(group think)(business idea)

What ifStrategic Inertia(too good to be true)

PEST WTO __

()()()()()()

()Why?

()Whats your businessZARA

1971618 Love Field737 LUV 737 451 31000

/

11

8

10.5

4.5

15

35

1

3

100,000

200,000

70

50

81

130

2,443

840

()()

2/8,

CEOIBMIBM50IBM

Lenses()Too much information, too many competing demands, too few resources and too little time. /

1

2

10

13

Insight by Sense-making

3/8,

John P. Kotter

ABABA(ABAB)

FrenchRaven

Position PowerCentralityCriticality (Uniqueness)FlexibilityVisibilityRelevance

4/8,

A

()

A()B, BZ

B

ownershipproactivecreativity

02

attitudefeelingaction, thinking

DWYSYWDINTEGRITY()

: ? : ?? ?

()Identify relevant currencies theirs, yoursDealing with relationshipsClarify your goals and priorities()Diagnose the world of the other personAssume all are potential alliesInfluence through give and take The Cohen-Bradford IWA ModelRevised by Yang Bin

5/8,

198035

Roberto GoizuetaCEO44641312

livingdyingStuds Terkel,

Whats the meaning ofYour job/roleYour product/serviceYour team/companyYour familyYour history/lifeYour 2010

5 Fears1) Fear of death - and the resulting need for security.2) Fear of the outsider and the resulting need for community.3) Fear of the future and the resulting need for clarity4) Fear of chaos and the resulting need for authority.5) Fear of insignificance and the resulting need for respect.

18631119

(Visioning)

*

6/8,

-1. 2. 3. 4. 5. 6. 7. 8.

R2A2Quick win, milestone, celebration, IN or OUT

appreciative inquiry

supportive confrontation

KITA

Tough Love

7/8,

11999234

?

,, .

,

, .

(Quick Win)

EVEN WORSE

8/8,

20057.11 6.27 6.24 6.20 6.15 6.14 QS6.9 6.8 6.8 6.7 6.6

200567835(66)()

200567

2005672003ERP60%10%30%

65610613 6767620

67

The Power Of Public Opinion / Media control in China has been very tight./ Though, things are changing.What are changing? / Self-interest, individual right / Negative news HOT! / Diversified media, untied mediaBloody or Greedy / New media, new world, distributed media, Web 2.0

: Leading In Crisis: 8 MustsFFFPPPSASWCTTTOOOKISSPASS

FFFFirst person, First time, First place

Case: Exxon, 1989-03-24, CEO, Lawrence Rawl Coca-Cola, 1999-07-15, CEO, Douglas Ivester

Most crises have a scapegoat. Who?

PPPPeople, People, People!Saving/ people rather than saving money/goods.Caring

Case: SARS

The Princess of Wales Died1997831 / August, 31, 1997 VOLVOVOLVO / If she was in a VOLVO car / Queen Elizabeth IIThe Queen and the Prince of Wales are deeply shocked and distressed by this news.

SASSee And Seen()Let public be aware of your crisis management activities, especially let them know your corporate leaders are engaged.

Case: DuPont Teflon

WCWe Care

1999 / In June 1999, Coca-Cola, mismanaged one of the biggest crises in its history. Belgium, Poland Europe / Press Kits

1999629The Wall Street Journal, June 29, 1999That a company so expert in advertising and marketing should be so poor in communicating on this matter is astonishing. Bernard Kouchner, French Health Minister()I told them, I dont negotiate, I decide.Luc Van den Bossche, Belgium health minister()

TTTTell The Truth.

Son, always tell the truth. Then youll never have to remember what you have said last time. Sam Rayburn

Sam Rayburn

OOOOnly One Speaks Out!/ The company is the only reliable information source. / Dont create multiple information sources!/ Remove all company identity (e.g., logo) if the media event is not organized by the company./ Set up a special information release team and make sure all media queries go to this team./ Make early announcement of the media briefing events in order to reduce the volume of queries.

No One Dare To Ignore The Media!/ People understand the world through us, or lets say they only know the world described by us./ A reporter

/ Public opinion can not always be manipulated, but it can be influenced.

Three Questions Asked In Every Crisis/ What happened?/ How did it happen?/ Will it happen again in the future? / What are you going to do to insure it never happens again?/ Incredible opportunity, please DWYSYWD.

KISSKeep It Simple, Short.In media management, facts are better than I suppose; No jargons; No pass the buck

Case: Intel, 1994, Christmas. 1994

PASSPartner All Shareholders & Stake-holders/ Who are the stakeholders?/ Understand who are against you and their plans./ Invite organizations representing justice and honesty to help, in order to convey trusts to the public./ Understand the attitude of different stakeholders and align with the supportive ones.

COACHINGMENTORINGROTATIONCOMPETITIONEXPATRIATE

3A2HAbundance, Asia, Automation () ()()High Concept, High Touch

(6 Senses)DesignStorySymphonyEmpathyPlayMeaning

648190

99013906690

ZengerFolkman

McCallLombardo

:

HungerImmersionExperiencedSophisticatedMuji

*******1*-1AB0-1010C0-1010D0-1010E0-1010F2 Q & A

*12 Q & A

*