Is Your C-Suite Equipped to Lead a Digital Transformation?

新冠疫情大大提升了各行各業(yè)技術(shù)采用的速度。根據(jù)一項(xiàng)調(diào)查，77%的CEO報(bào)稱，疫情加速了他們公司的數(shù)字化轉(zhuǎn)型計(jì)劃，正如微軟CEO薩蒂亞·納德拉（Satya Nadella）在危機(jī)初期所指出的：“我們?cè)趦蓚€(gè)月內(nèi)完成了原本需要兩年時(shí)間的數(shù)字化轉(zhuǎn)型。” Twilio公司開展的一項(xiàng)研究發(fā)現(xiàn)，新冠疫情讓企業(yè)的數(shù)字通信戰(zhàn)略平均提速了6年。 The Covid-19 pandemic dramatically accelerated technology adoption across all industries. According to one survey, 77% of CEOs reported that the pandemic?sped up their companies’ digital transformation plans, and as Microsoft CEO Satya Nadella?noted in the early days of the crisis

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“We’ve seen two years’ worth of digital transformation in two months.” A study conducted by Twilio found that Covid-19 accelerated companies’ digital communications strategies by an average of?six years. 從歷史上看，數(shù)字化轉(zhuǎn)型努力的成功率低得可憐。許多企業(yè)急切地增加人員和預(yù)算，聘請(qǐng)了有才華的工程師團(tuán)隊(duì)、數(shù)據(jù)科學(xué)家團(tuán)隊(duì)和網(wǎng)絡(luò)安全專家團(tuán)隊(duì)。 Historically, success rates for digital transformation efforts are dismally low. Many organizations rush to boost headcount and budget, hiring teams of talented engineers, data scientists, and cybersecurity experts. 然而，要想真正取得成功，轉(zhuǎn)型還需要在最高層進(jìn)行——要制定戰(zhàn)略和分配資源的人來(lái)參與。以達(dá)美樂(lè)（Domino’s）為例。身處一個(gè)成熟且競(jìng)爭(zhēng)激烈的行業(yè)，該公司的股價(jià)從2008年的3美元漲至2020年433美元的高位，原因在于一個(gè)相互協(xié)調(diào)的、深諳數(shù)字化知識(shí)的高層管理團(tuán)隊(duì)制定了一項(xiàng)戰(zhàn)略，利用數(shù)字驅(qū)動(dòng)的實(shí)驗(yàn)和決策來(lái)重新設(shè)計(jì)配送路線系統(tǒng)，將訂購(gòu)系統(tǒng)整合到各種平臺(tái)（包括短信和智能電視），并對(duì)公司的每一個(gè)方面進(jìn)行現(xiàn)代化。 But to truly succeed transformation also needs to happen at the very top – with the individuals who set strategy and allocate resources. Take Domino’s, for example. In a mature and competitive industry, the company moved its stock price from $3 in 2008 to a high of $433 in 2020 because an integrated, digitally savvy top management team created a strategy that used data-driven experiments and decisions to redesign delivery routing systems, integrate ordering systems into a myriad of platforms (including text and smart TVs), and modernize every facet of the company. 依我們的經(jīng)驗(yàn)來(lái)看，長(zhǎng)久以來(lái)，遴選高管的程序和標(biāo)準(zhǔn)都出了名地難以改變。對(duì)任何高管而言，財(cái)經(jīng)素養(yǎng)是最基本的資格條件；我們同樣需要考慮科技和數(shù)字素養(yǎng)。這些曾經(jīng)屬于有就不錯(cuò)的能力現(xiàn)在變成了必須擁有的東西：企業(yè)絕不可任用一名將云技術(shù)討論與閑聊天氣混為一談的高管。 In our experience, long-held processes and norms for selecting top executives are notoriously slow to change. Financial literacy is a baseline qualification for any top executive; we need to think about technological and digital literacy in the same way. These capabilities that used to be nice-to-haves are now must-haves: Companies can’t afford to have an executive who might confuse discussions about the cloud with small talk about the weather. 今天的高層團(tuán)隊(duì)是否具備著手進(jìn)行真正的數(shù)字化轉(zhuǎn)型的能力？為回答這一問(wèn)題，我們對(duì)各行各業(yè)中《財(cái)富》1000強(qiáng)企業(yè)最高管理職位的100多項(xiàng)物色指標(biāo)進(jìn)行了分析。（這些指標(biāo)項(xiàng)目發(fā)布于2016年1月至2020年6月之間。以下是關(guān)于這種方法的更多信息。） Do today’s top teams have the skills to undertake a true digital transformation? To answer this question, we conducted an analysis of more than 100 search specifications for C-suite positions in Fortune 1000 companies across a broad range of industries. (These listings were posted between January 2016 and June 2020. More on the methodology below.) 我們發(fā)現(xiàn)，對(duì)技術(shù)和數(shù)字專長(zhǎng)的物色早在疫情之前就呈上升之勢(shì)：59%的人才物色包括技術(shù)以及/或者數(shù)字專長(zhǎng)。（技術(shù)是一個(gè)廣義的詞匯，通常包括技術(shù)工藝、技能、系統(tǒng)、流程、硬件和軟件。數(shù)字可視為技術(shù)之下的分支，通常指的是無(wú)形資產(chǎn)而非實(shí)物資產(chǎn)。） We found that the search for tech and digital expertise has been on the rise since well before the pandemic: 59% of the searches included technological and/or digital expertise. (Tech is a broad term that typically encompasses technological techniques, skills, systems, processes, hardware, and software. Digital can be thought of as a subset of technology, typically referring to intangibles rather than physical assets.) 企業(yè)在各種各樣的職位上謀求這些能力，說(shuō)明許多公司在疫情之前就已經(jīng)為關(guān)鍵的領(lǐng)導(dǎo)職位找到了合適的人選，但在物色技術(shù)和數(shù)字專長(zhǎng)的過(guò)程中，某些工作崗位被忽視了。不出所料，在我們對(duì)首席信息官、首席營(yíng)銷官和首席技術(shù)官所分析的指標(biāo)中，100%都要求技術(shù)以及/或者數(shù)字能力，可是在首席人力資源官和首席會(huì)計(jì)官的任職指標(biāo)中，提及這些能力的還不到三分之一。居于其中的——40%-60%——?jiǎng)t是對(duì)CEO、董事會(huì)董事和首席財(cái)務(wù)官等職位的人才物色。 Companies sought these skills across a wide variety of roles, suggesting that many had already filled key leadership roles with the right people ahead of the pandemic, but some job roles were neglected in the search for technological and digital expertise. Not surprisingly, 100% of the specs we analyzed for chief information officers, chief marketing officers, and chief technology officers sought technological and/or digital skills. But fewer than a third of the specs for chief human resource officers and chief accounting officers mentioned these skills. Falling in between — at 40-60% — were searches for roles such as CEO, board director, and chief financial officer.

職位是如何演變的

How Roles Have Evolved

根據(jù)我們對(duì)人才物色要求的研究，多數(shù)企業(yè)在其數(shù)字化轉(zhuǎn)型的努力中只將關(guān)注度集中于一部分崗位，這表明許多企業(yè)在改進(jìn)其人才戰(zhàn)略時(shí)采取的方法并不足夠普遍。成功駕馭這種數(shù)字化提速需要轉(zhuǎn)變和擴(kuò)大企業(yè)上下所有崗位的職責(zé)。 Based on our study of search specs, most companies focused on just a subset of job roles in their digital transformation efforts, indicating that many had not been taking a broad enough approach in revamping their talent strategy. Successfully navigating this digital acceleration requires a shift and expansion of responsibilities across all roles throughout the organization.

首席技術(shù)官

Chief Technology Officer

過(guò)去，首席技術(shù)官（CTO）是新技術(shù)帶來(lái)的機(jī)遇與局限方面的常駐專家?，F(xiàn)在，CTO們正受到號(hào)召，要求他們領(lǐng)導(dǎo)全公司范圍的數(shù)字化轉(zhuǎn)型。他們不僅需要制定新的數(shù)字化戰(zhàn)略——通過(guò)新技術(shù)與企業(yè)其余業(yè)務(wù)之間的聯(lián)系來(lái)確定可以創(chuàng)造價(jià)值的領(lǐng)域——而且同樣重要的是，他們要在激勵(lì)和協(xié)調(diào)同事接受這些新舉措和技術(shù)方面發(fā)揮核心作用。在建設(shè)一種支持技術(shù)驅(qū)動(dòng)型戰(zhàn)略要?jiǎng)?wù)的文化方面，他們充當(dāng)了捍衛(wèi)者的角色。 In the past, CTOs were the resident experts in the?opportunities and limitations?presented by new technologies. Now, CTOs are being called upon to lead company-wide digital transformations. They not only need to formulate new digital strategies — identifying areas where value can be created through linkages between new technologies and the rest of the business — but equally important, they play a central role in motivating and aligning fellow employees to embrace these new initiatives and technologies. They serve as champions in building a culture that supports technology-driven strategic imperatives.

首席營(yíng)銷官

Chief Marketing Officer

首席營(yíng)銷官（CMOs）傳統(tǒng)上的工作重點(diǎn)是制定并執(zhí)行企業(yè)的總體營(yíng)銷策略，其中包括市場(chǎng)研究、定價(jià)決策、廣告策略和公共關(guān)系?，F(xiàn)在，CMO必須預(yù)測(cè)未來(lái)的發(fā)展并調(diào)整他們的戰(zhàn)略，以應(yīng)對(duì)持續(xù)不斷的發(fā)展變化，從大眾營(yíng)銷轉(zhuǎn)向針對(duì)性愈強(qiáng)的數(shù)據(jù)驅(qū)動(dòng)型營(yíng)銷。在內(nèi)部，CMO們需要落實(shí)技術(shù)體系來(lái)實(shí)時(shí)跟蹤關(guān)鍵業(yè)績(jī)指標(biāo)（KPIs），實(shí)現(xiàn)報(bào)告自動(dòng)化并加快決策速度。在外部，交流平臺(tái)和在線直接分銷渠道的迅速激增使得CMO必須確保在各種渠道發(fā)布信息的一致性，并努力處理“社交媒體顯微鏡”下不斷、即時(shí)反饋出來(lái)的問(wèn)題。 CMOs have traditionally focused on developing and implementing their organizations’ overall marketing strategy. This encompassed market research, pricing decisions, advertising strategy, and public relations. Now, CMOs must forecast future developments and adapt their strategies to contend with the ongoing evolution away from mass marketing and toward increasingly?targeted and data-driven marketing. Internally, CMOs need to implement technological systems to track KPIs in real time, automate reports, and accelerate decision-making. Externally, the rapid?proliferation of communication platforms?and online direct distribution channels makes it imperative for CMOs to ensure consistency in messaging across channels and to grapple with constant, immediate feedback from being under the “social media microscope.”

首席執(zhí)行官

Chief Executive Officer

CEO長(zhǎng)久以來(lái)一直負(fù)責(zé)制定和指導(dǎo)公司戰(zhàn)略，制定公司重大決策，引領(lǐng)企業(yè)愿景與企業(yè)文化，并擔(dān)任企業(yè)的代言人。CEO們?nèi)缃裥枰诳焖僮兓谋尘碍h(huán)境下應(yīng)對(duì)這一系列重大責(zé)任。他們需要制定新的經(jīng)營(yíng)指標(biāo)和目的，確保各職能領(lǐng)域與相關(guān)利害關(guān)系人之間的協(xié)調(diào)一致。當(dāng)出現(xiàn)大規(guī)模數(shù)字化轉(zhuǎn)型之需時(shí)，成功將取決于CEO是否有能力在企業(yè)內(nèi)部以及向外部涉眾清楚表明變革理由、傳達(dá)前瞻性戰(zhàn)略以及樹立能夠推動(dòng)轉(zhuǎn)型的文化榜樣。 The CEO has long been in charge of setting and directing company strategy, making major corporate decisions, leading the vision and culture of the organization, and serving as the public face of the company. CEOs today need to manage this hefty set of responsibilities within the context of a rapidly changing landscape. They need to develop new business targets and goals and ensure alignment between functional areas and relevant stakeholders. And when a large-scale digital transformation is needed, success will hinge on the CEO’s ability to articulate the case for change, communicate a forward-looking strategy both within the firm and to external constituents, and role model a culture that can drive the transformation.

董事會(huì)

Board of Directors

董事會(huì)的傳統(tǒng)職責(zé)包括督察監(jiān)管與合規(guī)問(wèn)題、檢查財(cái)務(wù)報(bào)表、為公司戰(zhàn)略提供建議、制定CEO薪酬、聘用和解聘CEO以及任命新董事。如今，董事會(huì)的職責(zé)逐漸擴(kuò)大到要求管理層對(duì)更大范圍的目標(biāo)和指標(biāo)負(fù)起責(zé)任，包括長(zhǎng)期的創(chuàng)新和投資，而不僅僅限于短期的財(cái)務(wù)業(yè)績(jī)。在當(dāng)今世界，諳熟數(shù)字化知識(shí)的董事會(huì)之必要是因?yàn)樗粌H關(guān)乎對(duì)未來(lái)機(jī)會(huì)的利用，而且涉及減少新的風(fēng)險(xiǎn)源。一個(gè)由精于技術(shù)的董事組成的董事會(huì)能夠有效提供技術(shù)投資方面的建議，針對(duì)未來(lái)需求選擇合適的CEO，并在必要時(shí)通過(guò)新董事招聘和系列培訓(xùn)來(lái)管理他們自己的學(xué)習(xí)和進(jìn)修，從而為公司的長(zhǎng)遠(yuǎn)成功做好準(zhǔn)備。 Traditional responsibilities for boards include oversight of regulatory and compliance issues, monitoring financial statements, advising on company strategy, setting CEO compensation, hiring and firing the CEO, and nominating new directors. Now, the board’s responsibilities are expanding to hold management accountable to a?wider range of goals and targets?that involve long-term innovation and investment, not just short-term financial performance. In today’s world, the need for a digitally savvy board isn’t just about taking advantage of future opportunities; it is also about mitigating new sources of risk. A board with directors who are technologically sophisticated will better prepare the firm for long-term success by being able to effectively advise on technological investments, select the right CEO for future needs, and manage their own learning and refreshment through new director recruitment and training sessions as needed.

首席財(cái)務(wù)官

Chief Financial Officer

首席財(cái)務(wù)官（CFO）的慣常職責(zé)包括財(cái)務(wù)預(yù)測(cè)、預(yù)算以及發(fā)布財(cái)報(bào)、確定損益投資計(jì)劃、管理股東行動(dòng)主義及投資者關(guān)系。如今，成功的CFO還必須利用新技術(shù)來(lái)實(shí)現(xiàn)財(cái)務(wù)報(bào)告流程與分析的自動(dòng)化，并提高其效率。在收入流和成本結(jié)構(gòu)發(fā)生根本性改變的環(huán)境中進(jìn)行預(yù)測(cè)時(shí)，他們需要保持進(jìn)取的態(tài)度。作為戰(zhàn)略規(guī)劃與分析所需大量數(shù)據(jù)的把關(guān)者，CFO們?cè)谠u(píng)估技術(shù)投資的成本與收益、確定整個(gè)公司的新增長(zhǎng)領(lǐng)域及其他機(jī)會(huì)方面可以發(fā)揮核心作用。 The CFO’s?customary responsibilities?include financial forecasting, budgeting, and reporting, defining P&L investment plans, and managing shareholder activism and investor relations. Now, successful CFOs must also leverage new technologies to automate and streamline financial reporting processes and analyses. They need to maintain a progressive outlook when forecasting in an environment where revenue streams and cost structures are fundamentally changing. As the?gatekeepers of much of the data?needed for strategic planning and analysis, CFOs can play a central role in evaluating the costs and benefits of technological investments, and in identifying new growth areas and other opportunities for the entire firm.

首席人力資源官

Chief Human Resources Officer

多年來(lái)，出色的首席人力資源官（CHROs）明確表達(dá)并執(zhí)行了與企業(yè)戰(zhàn)略相一致的人事安排。他們目前在工作未來(lái)與未來(lái)人才戰(zhàn)略方面發(fā)揮著關(guān)鍵作用。雖然技術(shù)和數(shù)字專長(zhǎng)在許多CHRO人才物色中并非考慮的重點(diǎn)，但是今天有遠(yuǎn)見的CHRO越來(lái)越多地將人力資源系統(tǒng)聯(lián)機(jī)上網(wǎng)，并促進(jìn)員工提高自助服務(wù)的能力。他們正在落實(shí)人力資源數(shù)據(jù)分析系統(tǒng)，在他們的人才管理戰(zhàn)略中尋找利用數(shù)據(jù)的辦法。前進(jìn)途中的一個(gè)主要挑戰(zhàn)就是如何招聘和留用具有關(guān)鍵技術(shù)與數(shù)字能力的人，并根據(jù)技術(shù)進(jìn)步的情況管理內(nèi)部人才梯隊(duì)。在最理想的狀態(tài)下，CHRO們是變革計(jì)劃和文化轉(zhuǎn)型的合作伙伴，目的在于促進(jìn)創(chuàng)新和敏捷度。 For years, standout CHROs articulated and executed a?people agenda?that aligned with the business strategy. They are also currently playing a key role in the future of work and future talent strategies. Although tech and digital expertise is not a primary focus in many CHRO searches, today’s forward-thinking CHROs are increasingly taking HR systems online and facilitating greater employee self-service capabilities. They’re implementing HR data analytics systems and finding ways to?leverage data?in their talent management strategy. A major challenge moving forward will be the recruitment and retention of individuals with critical technological and digital skills, and managing the internal talent pipeline?in light of technological advancements. At their best, CHROs serve as a partner in change initiatives and culture transformations to foster innovation and agility.

填補(bǔ)技能缺口

Filling the Skills Gap

工作職責(zé)上的這種巨大轉(zhuǎn)變?cè)谠S多企業(yè)的領(lǐng)導(dǎo)梯隊(duì)中造成了技能缺口，這就有必要對(duì)人才戰(zhàn)略做出重大改變。為找到合適的人選，企業(yè)可能需要重新考慮傳統(tǒng)的升職途徑。比如，在遴選新CEO時(shí)，物色一名深諳數(shù)據(jù)知識(shí)的CEO可能意味著從企業(yè)等級(jí)體系的更下層任命一位候選人，而不是提拔總裁或首席運(yùn)營(yíng)官（COO）（人稱“越級(jí)提升”的現(xiàn)象）。我們已經(jīng)在微軟的薩蒂亞·納德拉和思科（Cisco）的查克·羅賓斯（Chuck Robbins）身上見證了這樣的事情。他們之所以入選，部分原因是因?yàn)樗麄冊(cè)谖磥?lái)如何使用技術(shù)的問(wèn)題上具有眼光。納德拉從微軟的云與企業(yè)集團(tuán)得到升職，這幫助他策劃了讓微軟從傳統(tǒng)的商業(yè)產(chǎn)品轉(zhuǎn)向服務(wù)的發(fā)展道路。羅賓斯是從銷售主管提拔為CEO的。雖然銷售通常不被認(rèn)為是技術(shù)和數(shù)字專長(zhǎng)的培養(yǎng)基地，但是這一職位幫助他通過(guò)與客戶建立親密關(guān)系而緊跟新的潮流。 This dramatic shift in job responsibilities is creating a skills gap in many companies’ leadership pipelines that necessitates major changes to talent strategy. To find the right candidates, companies may need to rethink traditional promotion pathways. For example, rather than promoting the?president or COO?when selecting a new CEO, the search for a digitally savvy CEO might mean appointing a candidate from further down in the organizational hierarchy (a phenomenon called “CEO leapfrogging”). We’ve already witnessed this with Microsoft’s?Satya Nadella?and Cisco’s?Chuck Robbins, who were selected, in part, for their visions of how technology will be used in the future. Nadella rose up through Microsoft’s cloud and enterprise group, helping him chart Microsoft’s evolution away from its traditional business products and into services. Robbins was promoted from head of sales to CEO. While sales is not typically thought of as a training ground for tech and digital expertise, this role helped him stay on top of new trends through close relationships with customers. 工作輪換也可以在建設(shè)強(qiáng)有力的、為未來(lái)做好準(zhǔn)備的領(lǐng)導(dǎo)梯隊(duì)方面發(fā)揮重要作用。雖然運(yùn)營(yíng)職位在傳統(tǒng)上被認(rèn)為是通往企業(yè)最高層的跳板，但是如今的高潛質(zhì)人員不僅可以通過(guò)在負(fù)有損益職責(zé)的崗位間輪換而從中獲益，而且還可以通過(guò)技術(shù)部門的輪崗而獲益。在過(guò)去，輪換到技術(shù)崗位通常令高管們尋思：“我為何受到處罰？”然而，IT遠(yuǎn)不止是一個(gè)保障部門；現(xiàn)在，這些崗位可以提供領(lǐng)導(dǎo)企業(yè)走向未來(lái)的關(guān)鍵技能與經(jīng)歷。 Job rotations can also play an important role in building a robust, future-ready leadership pipeline. Although?operational roles?are traditionally thought of as stepping stones to the highest corporate echelons, today’s high potentials can benefit not just from rotations through jobs with P&L responsibilities, but also through tech functions. In the past, rotations into tech roles often left executives thinking, “Why am I being punished?” But IT is much more than just a support function; now, these roles can provide critical skills and experiences for leading into the future. 當(dāng)公司內(nèi)部沒有合適的人選時(shí)，企業(yè)需要求助于外部的勞動(dòng)力市場(chǎng)。不過(guò)，他們需要準(zhǔn)備好支付高額的費(fèi)用；具備技術(shù)和數(shù)字能力的人在許多企業(yè)炙手可熱。這一趨勢(shì)對(duì)那些在技術(shù)上具有長(zhǎng)期優(yōu)勢(shì)的企業(yè)也產(chǎn)生了影響，它們可能會(huì)發(fā)現(xiàn)自己的人才被搶走。企業(yè)需要采取積極主動(dòng)的措施來(lái)挽留最優(yōu)秀的員工。 When the right candidates don’t exist in-house, companies will need to turn to the external labor market. But they’ll need to prepare to pay a premium; individuals with tech and digital skills are in-demand by many companies. This trend also has implications for firms with longstanding strengths in technology, which may find themselves being raided for talent. Companies will need to take proactive steps to retain their top employees. 我們看到董事會(huì)中也出現(xiàn)了類似的技能缺口。在我們對(duì)董事會(huì)進(jìn)行的一項(xiàng)全球調(diào)查中，超過(guò)三分之一的受訪者表示，他們個(gè)人很難駕馭風(fēng)險(xiǎn)、安全問(wèn)題和新技術(shù)。此外，只有13%的董事會(huì)在最近的董事人選物色中提出技術(shù)專長(zhǎng)要求。用一位調(diào)查受訪者的話說(shuō)，這造成了“具有財(cái)務(wù)及綜合管理能力的董事受到過(guò)度重視，而且數(shù)量過(guò)?！?。董事會(huì)的人員流動(dòng)率通常很低，分期分級(jí)董事會(huì)的任期意味著改變董事會(huì)的構(gòu)成需要很長(zhǎng)時(shí)間。董事會(huì)需要重新考慮涉及董事會(huì)任期的固有規(guī)范，同時(shí)在現(xiàn)任董事會(huì)成員適應(yīng)商業(yè)環(huán)境的過(guò)程中花時(shí)間為他們提供培訓(xùn)和學(xué)習(xí)機(jī)會(huì)。 We see a similar skills gap emerging in boardrooms. In a global survey we conducted of board directors, more than a third of respondents indicated that they personally?struggle to stay on top of risk and security issues and new technologies. Further, just 13% of boards sought technological expertise with their most recent director search. In the words of one survey respondent, this has resulted in “an over-emphasis and over-abundance of directors with financial and general management skills.” Board turnover is typically low and staggered board terms mean that changes to board composition take a long time. Boards need to rethink ingrained norms around board tenure and also spend time on training and learning opportunities for current board members as they adapt to the business environment.

為未來(lái)做好準(zhǔn)備

Preparing Yourself for Future Success

我們認(rèn)為，許多最高管理層職位在未來(lái)幾年會(huì)發(fā)生一場(chǎng)革命。疫情讓那些無(wú)法勝任技術(shù)快速轉(zhuǎn)變挑戰(zhàn)的高管暴露無(wú)遺。在某些情況下，在位者明顯是不合適的領(lǐng)導(dǎo)，而換人的唯一障礙是缺乏合適的繼任者。一旦董事會(huì)和最高層團(tuán)隊(duì)有時(shí)間物色新的人選，一旦年度分紅發(fā)放后更多候選人涌入外部市場(chǎng)，我們可能就會(huì)看到巨大的人員流動(dòng)數(shù)量和一個(gè)波濤洶涌的環(huán)境，這將凸顯深諳數(shù)字知識(shí)的富人與傳統(tǒng)貧民之間的巨大差別。 We think the next few years will see a revolution for many top management roles. The pandemic has exposed the executives who were not up to the challenge of a rapid technological pivot. In some cases, it has become clear that the wrong leaders are in place, and the only thing standing in the way of replacement is the lack of a suitable successor. Once boards and top teams have time to search for new candidates and more candidates are unleashed into the external market after annual bonuses are disbursed, we will likely see tremendous amounts of turnover and a very turbulent environment that will highlight the chasm between the digitally savvy haves and the traditional have-nots. 隨著對(duì)技術(shù)能力的需求變得愈加迫切，你如何作為才能與時(shí)俱進(jìn)？我們提供以下建議。 As the need for technological skills become more pressing, what can you do to stay current? We offer the following advice.

給CEO的建議

For CEOs

● 你不必認(rèn)為自己是身處前沿的專家。既具備必要的領(lǐng)導(dǎo)能力又處于技術(shù)水平最前沿，這樣的事少之又少。相反，要努力培養(yǎng)領(lǐng)導(dǎo)企業(yè)變革所需的領(lǐng)域知識(shí)，圍繞明確的戰(zhàn)略讓最高層團(tuán)隊(duì)協(xié)調(diào)行動(dòng)，確保各職能部門和工作群體的一致性。 ● You don’t need to think of yourself as the expert on the leading edge. Having both the requisite leadership abilities and being at the forefront of technical proficiency is?quite rare. Instead, endeavor to build the domain knowledge needed to lead organizational change, align the top team around a clear strategy, and ensure coherence across functional areas and work groups. ● 文化是任何變革舉措的重要方面，不能忽視。你在引領(lǐng)創(chuàng)新型和創(chuàng)造型文化方面扮演著重要角色，這種文化可以加強(qiáng)技術(shù)驅(qū)動(dòng)型的戰(zhàn)略轉(zhuǎn)變。 ● Culture is an important facet of any change initiative and cannot be neglected. You play an important role in leading an?innovative and creative culture?that can reinforce technology-driven strategic shifts. ● 讓合適的團(tuán)隊(duì)團(tuán)結(jié)在你周圍：在企業(yè)中找到具有重要專業(yè)知識(shí)的人，在桌子旁邊為他們?cè)O(shè)立一個(gè)座位，確保他們的聲音能讓人聽到。你可能需要改變企業(yè)架構(gòu)，以充分實(shí)施你的數(shù)字化轉(zhuǎn)型。 ● Surround yourself with the right team: Identify people in the organization that have vital expertise, create a seat for them around the table, and ensure that their voices are heard. You might need to change organizational structure to fully execute on your digital transformation. ● 另一方面，如果現(xiàn)任高管和經(jīng)理們沒有做好迎接未來(lái)的準(zhǔn)備，你可能還需要在走馬換將問(wèn)題上做出痛苦的決定。一項(xiàng)研究發(fā)現(xiàn)，70%的數(shù)字化轉(zhuǎn)型努力沒有實(shí)現(xiàn)目標(biāo)，而管理層的阻力是主要原因。如果領(lǐng)導(dǎo)者不能同舟共濟(jì)，或許是時(shí)候讓他們走人了。 ● On the other side of the coin, you might also need to make painful decisions about switching out other roles if current executives and managers are not prepared for what’s to come. One study found that 70% of digital transformation efforts do not achieve their objectives and?managerial resistance?is a leading reason. If leaders cannot get on board, it may be time for them to go.

對(duì)高層領(lǐng)導(dǎo)和董事會(huì)成員的建議

For senior leaders and board members

● 始終努力不脫節(jié)，努力學(xué)習(xí)和適應(yīng)——堅(jiān)持不懈地培養(yǎng)技能是避免落后的關(guān)鍵。 ● Always strive to stay relevant, learn, and adapt – continuously developing skills is critical to avoid falling behind. ● 考慮一下你如何才能采用數(shù)據(jù)驅(qū)動(dòng)的方法來(lái)處理你所做的所有工作。過(guò)去助你成功的東西可能不再是最好的辦法。努力對(duì)做事的方式保持開放的心態(tài)。抵觸新的工作方式是企業(yè)充分挖掘數(shù)字化潛力的主要障礙。 ● Consider how you can adopt a?data-driven approach?to?

all

?of the work you do. Things that have helped you succeed in the past may not be the best way any longer. Work to remain open-minded about how things are done.?Resistance to new ways of working?is a major barrier to companies reaching their full digital potential. ● 向領(lǐng)先于你和落后于你（“反向教導(dǎo)”）的人學(xué)習(xí)。從那些最接近新技術(shù)的人和客戶身上可以學(xué)到很多東西。 ● Learn from the people who are ahead?

and

?the people who are behind you (“reverse mentoring”). There is much to learn from the people who are closest to new technologies and customers. ● 緊跟最新的技術(shù)潮流對(duì)于激發(fā)你團(tuán)隊(duì)對(duì)你的信心和尊重至關(guān)重要。如果你失去了他們對(duì)你能力的信任，他們會(huì)選擇離開，甚至可能取代你。 ● Staying up-to-date on technological trends is critical in?inspiring your team’s confidence and respect?in you. If you lose their trust in your capabilities, they will choose to leave, or may even replace you.

對(duì)嶄露頭角的專業(yè)人士的建議

For up-and-coming professionals

● 尋找發(fā)展和輪崗的機(jī)會(huì)，以培養(yǎng)你已有的數(shù)字和領(lǐng)導(dǎo)能力，甘于接受平級(jí)調(diào)動(dòng)，以培養(yǎng)新能力。即使這些變動(dòng)并不能讓你立即獲得提拔，它們也會(huì)提供寶貴的經(jīng)驗(yàn)，從而充實(shí)你的資歷。（許多引人關(guān)注的候選人都有多個(gè)學(xué)科的經(jīng)驗(yàn)，其職業(yè)軌跡是非線性的，包括在不同行業(yè)和職能部門之間轉(zhuǎn)換和工作一段時(shí)間。） ● Seek out development and rotation opportunities to build out your existing digital and leadership capabilities, and be willing to take lateral moves to develop new ones. Even if these changes do not provide an immediate promotion, they will offer valuable experience that will round out your qualifications. (Many compelling candidates have experience in multiple disciplines, with career trajectories that are?non-linear?and involve shifts and stints across different industries and functions.) ● 仔細(xì)考慮你為之效力的公司類型。你與之關(guān)聯(lián)的公司會(huì)決定你的形象。人們甚至在看你的具體資質(zhì)之前會(huì)根據(jù)你的公司來(lái)推斷你的技術(shù)悟性。（比如，一家正在物色具有軟件經(jīng)驗(yàn)的新COO的軟件公司會(huì)把搜尋的重點(diǎn)集中在其他軟件公司的高管身上，屢屢排除來(lái)自硬件公司的候選人，甚至都還沒有看他們的資質(zhì)。） ● Carefully consider the types of companies you work for. The company you are associated with will define your brand. People will make inferences about your tech savviness based on your firm, even before looking at your specific qualifications. (For example, a software company looking for a new COO with software experience centered their search around executives from other software companies, frequently ruling out candidates from hardware companies, even before looking at their qualifications.) ● 成為自己經(jīng)歷組合的締造者：這可以就在一家公司，也可以跨多家公司。要注意的是，在當(dāng)今不斷演變的世界中，導(dǎo)師和其他高管所采取的職業(yè)步驟可能不再是在公司層級(jí)中升職的途徑。 ● Become an architect of your own portfolio of experiences: This could be at one company or across multiple companies. Be mindful that the career steps taken by mentors and other senior executives may no longer be the way up the corporate hierarchy in today’s evolving world. 新冠疫情將技術(shù)從外圍轉(zhuǎn)移到了中心，而且會(huì)在此常駐。雖然技術(shù)和數(shù)字潮流并沒有千篇一律地影響到今天的所有工作，但我們認(rèn)為，這些技能在所有領(lǐng)域成為基本資質(zhì)只是一個(gè)時(shí)間問(wèn)題?，F(xiàn)在就投資于這些技能會(huì)提升你的市場(chǎng)開拓能力，讓你做好準(zhǔn)備面對(duì)我們不斷演變的商業(yè)世界現(xiàn)實(shí)。 Covid-19 moved tech from the periphery into the center, and it is here to stay. Although tech and digital trends do not uniformly affect all jobs today, we believe it is only a matter of time before these skills become baseline qualifications across the board. Investing in these skills now will enhance your marketability and prepare you for the realities of our evolving business world. 鄭又嘉是達(dá)頓商學(xué)院戰(zhàn)略、倫理和創(chuàng)業(yè)精神領(lǐng)域的工商管理助理教授?？ㄉ５吕じヌm戈斯是高管獵頭和領(lǐng)導(dǎo)力咨詢公司Spencer Stuart的領(lǐng)導(dǎo)力咨詢服務(wù)及CEO業(yè)務(wù)部的成員，著有《破解最高管理層密碼：成功的領(lǐng)導(dǎo)如何登上頂峰》（Crack the C-Suite Code: How Successful Leaders Make It to the Top）一書。鮑里斯·格羅伊斯伯格是哈佛商學(xué)院的工商管理學(xué)Richard P. Chapman教授，哈佛商學(xué)院性別計(jì)劃項(xiàng)目（HBS Gender Initiative）的兼職研究員，與科琳·安默曼（Colleen Ammerman）合著有《半碎的玻璃：打破依然在工作中阻礙女性的障礙》（Glass Half-Broken: Shattering the Barriers That Still Hold Women Back at Work）（哈佛商業(yè)評(píng)論出版社，2021年）。 鄭又嘉（J. Yo-Jud Cheng，音譯） 卡桑德拉·弗蘭戈斯（Cassandra Frangos） 鮑里斯·格羅伊斯伯格（Boris Groysberg）| 文 永年 | 譯??時(shí)青靖 | 編校