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INSPIRING & MOTIVATING, 1.11 (V) 01.08 - How Must We Act to Ensure Success (2)

1.11 (V) 01.08 - How Must We Act to Ensure Success (2)

Ultimately, what the leadership of Johnson & Johnson did is they pulled every single bottle of Tylenol off the shelf. They recalled every single bottle. Was it free? No, it cost the north of one hundred million U.S. dollars. But that's a stockholder concern. Their first priority was to the people who use the product, thus resulting to recall the product or pull the product of the shelf. The financial implication, the stock price dropped over 17% in one week. Earnings estimates dropped 35% immediately. Wall Street certainly was penalizing the company. Their market share in the category dropped from 37% to 4% in as little as one week. Again, the financial implications were enormous. And for a company, a public company, that is responsible to its shareholders, this was a pretty risky move some might say. But if you have the credo if you have a very clear understanding of how do we have to act? What are the values that we have to act on in order for our company to be successful? And in the case of Johnson & Johnson and not to say that their credo is right for every organization. But in there case, they had articulated for themselves their values and their priorities that were gonna guide choices. And these were the choices they were making. Now remember, the second priority in that credo is to the employees of Johnson & Johnson. If you take that big of a financial hit due to this crisis many companies would respond by laying off employees who come from that organization. Johnson & Johnson saw it as their responsibility to keep all of those title and all employees. So they redeployed them to other product lines and so on, until they figured out what actually happened. Ultimately once Tylenol, the business was back up and running, they deployed those employees back to the Tylenol business. They ultimately, relaunched Tylenol. With what we now know today as that tamper-proof packaging, the seal that is at the top of any pill bottle. So ultimately, this crisis turned into an innovation, that we now all benefit from. Interestingly, they continued with their first priority being the customer, which is providing the customer a coupon for essentially free Tylenol, or free Johnson & Johnson products. And they did all of that within a 10 week period. But again, without this credo what choices would they make? It could go many different directions. In this case, they had very clear guidelines about in this time of crisis how are we gonna act in order to be successful? And that in many ways is attributed back to that clear statement of values in the credo. Let me share with you one more example and then I'll have you reflect on your values your teams values and how those serve as a guideline for choices and behavior. Here's a statement from a company that we all know today. We believe that we're on the face of the Earth to make great products and that's not changing. We are constantly focusing on innovating. We believe in the simple not the complex. But now pay attention to the next words. We believe that we need to own and control the primary technologies behind the products that we make, and participate only in markets where we can make a significant contribution. That is a value statement. That is a statement about how we must act. We must make tough choices in order to be successful. One tough choice is we're gonna own and control the technologies behind our products. Another tough choice is we're only going to engage in markets where we know that we can make a significant contribution. But again, this provides a set of guidelines, guide post for making tough choices. We believe in saying no to thousands of projects so that we can really focus on the few that are truly important. As my friend Adam Grant once said to me, you have to say no to many things, so you can say yes to the things that really matter in life. And this organization is embracing that value. As part of its company's vision. Ultimately, this company is one that we've talked about already in this course, Apple. And in this case, this is Tim Cook's articulation of the values that are embedded in this company. So we have our three questions. Why do we do what we do? What does success look like? And how must we act, to ensure success? I'd like to pause now and have you reflect on this third question. Have you clearly articulated for your team the values that are gonna shape and guide the choices that people make and the behaviors that they engage in. Take a few minutes on your own and write down what you see as the values and have you clearly articulated those.

1.11 (V) 01.08 - How Must We Act to Ensure Success (2) 1.11 (V) 01.08 - Jak musimy działać, aby zapewnić sukces (2)

Ultimately, what the leadership of Johnson & Johnson did is they pulled every single bottle of Tylenol off the shelf. 結局のところ、ジョンソン・エンド・ジョンソンのリーダーシップがしたことは、彼らがすべての単一ボトルのボトルを引き出したことです。 They recalled every single bottle. 彼らはすべてのシングルボトルを思い出しました。 Was it free? それは無料でしたか? No, it cost the north of one hundred million U.S. いいえ、1億米ドルの費用がかかります dollars. But that's a stockholder concern. しかし、それは株主の懸念です。 Their first priority was to the people who use the product, thus resulting to recall the product or pull the product of the shelf. 彼らの最優先事項は、製品を使用する人々にあったため、製品を回収したり、棚の製品を引っ張ったりしていました。 The financial implication, the stock price dropped over 17% in one week. 財務的な意味合いでは、株価は1週間で17%を下回った。 Earnings estimates dropped 35% immediately. 利益見積もりは直ちに35%減少しました。 Wall Street certainly was penalizing the company. ウォールストリートは確かに会社にペナルティを与えていた。 Their market share in the category dropped from 37% to 4% in as little as one week. このカテゴリーの市場シェアは、わずか1週間で37%から4%に低下しました。 Again, the financial implications were enormous. やはり、財政的な影響は大きかった。 And for a company, a public company, that is responsible to its shareholders, this was a pretty risky move some might say. そして、株主の責任を負う公企業で​​ある会社にとって、これはかなり危険な動きでした。 But if you have the credo if you have a very clear understanding of how do we have to act? しかし、あなたが信条を持っていれば、私たちはどのように行動しなければならないのかをはっきりと理解していますか? What are the values that we have to act on in order for our company to be successful? 私たちの会社が成功するために行動しなければならない価値は何ですか? And in the case of Johnson & Johnson and not to say that their credo is right for every organization. ジョンソン・アンド・ジョンソンの場合では、彼らの信条がすべての組織にとって正しかったと言っているわけではありません。 But in there case, they had articulated for themselves their values and their priorities that were gonna guide choices. しかし、その場合、彼らは自分たちの価値観と選択肢を導く優先度を明示していました。 And these were the choices they were making. そして、これは彼らが作り出した選択でした。 Now remember, the second priority in that credo is to the employees of Johnson & Johnson. If you take that big of a financial hit due to this crisis many companies would respond by laying off employees who come from that organization. この危機のために大規模な財務的打撃を受けた場合、多くの企業はその組織から来た従業員を雇うことによって対応します。 Johnson & Johnson saw it as their responsibility to keep all of those title and all employees. ジョンソン・エンド・ジョンソンは、これらのタイトルと全従業員をすべて守る責任を負っていました。 So they redeployed them to other product lines and so on, until they figured out what actually happened. そこで、彼らは実際に何が起こったかを理解するまで、他の製品ラインにそれらを再展開しました。 Ultimately once Tylenol, the business was back up and running, they deployed those employees back to the Tylenol business. 結局のところ、タイレノール社は事業が復活して稼働していたので、その従業員をタイレノール事業に配備しました。 They ultimately, relaunched Tylenol. With what we now know today as that tamper-proof packaging, the seal that is at the top of any pill bottle. 私たちが今日知っていることは、その耐タンパーな包装として、丸薬の上にあるシールです。 So ultimately, this crisis turned into an innovation, that we now all benefit from. 究極的に、この危機は革新に変わりました。 Interestingly, they continued with their first priority being the customer, which is providing the customer a coupon for essentially free Tylenol, or free Johnson & Johnson products. 興味深いことに、彼らは顧客であることが最優先であり続けました。顧客は本質的に無料のタイレノールまたは無料のJohnson&Johnson製品のクーポンを提供しています。 And they did all of that within a 10 week period. そして、彼らは10週間以内にそのすべてをしました。 But again, without this credo what choices would they make? しかし、この信条がなければ、彼らはどのような選択をするだろうか? It could go many different directions. それは多くの異なる方向に行くことができます。 In this case, they had very clear guidelines about in this time of crisis how are we gonna act in order to be successful? And that in many ways is attributed back to that clear statement of values in the credo. Let me share with you one more example and then I'll have you reflect on your values your teams values and how those serve as a guideline for choices and behavior. もう一つの事例をお話したいと思いますが、あなたのチームが価値を感じる価値観や、その選択肢や行動の指針となるものをどのように反映させるかを考えてみましょう。 Here's a statement from a company that we all know today. ここに、私たちが今日知っている会社の声明があります。 We believe that we're on the face of the Earth to make great products and that's not changing. 私たちは、地球の目の前で素晴らしい製品を作ることができていると考えています。それは変わりがありません。 We are constantly focusing on innovating. We believe in the simple not the complex. 私たちは複雑なものではなく、単純なものを信じています。 But now pay attention to the next words. しかし今、次の言葉に注意を払う。 We believe that we need to own and control the primary technologies behind the products that we make, and participate only in markets where we can make a significant contribution. 私たちは、私たちが作る製品の背後にある主要な技術を所有し、管理し、重要な貢献をすることができる市場にのみ参加する必要があると考えています。 That is a value statement. それは価値ステートメントです。 That is a statement about how we must act. それは私たちがどのように行動しなければならないかについての声明です。 We must make tough choices in order to be successful. 我々は成功するために厳しい選択をしなければならない。 One tough choice is we're gonna own and control the technologies behind our products. 厳しい選択肢の1つは、当社製品の背後にあるテクノロジーを所有して管理することです。 Another tough choice is we're only going to engage in markets where we know that we can make a significant contribution. もう一つの厳しい選択肢は、重要な貢献をすることができることを知っている市場にのみ関与することです。 But again, this provides a set of guidelines, guide post for making tough choices. しかし、これはまた、厳しい選択肢を作るためのガイド・ポストを提供します。 We believe in saying no to thousands of projects so that we can really focus on the few that are truly important. 我々は本当に重要な数に焦点を当てることができるように、何千ものプロジェクトにノーと言います。 As my friend Adam Grant once said to me, you have to say no to many things, so you can say yes to the things that really matter in life. And this organization is embracing that value. そして、この組織はその価値を受け入れています。 As part of its company's vision. 同社のビジョンの一環として。 Ultimately, this company is one that we've talked about already in this course, Apple. 結局のところ、この会社はすでにAppleがこのコースで話してきたものです。 And in this case, this is Tim Cook's articulation of the values that are embedded in this company. この場合、これはTim Cookがこの会社に組み込まれている価値を明確に表現したものです。 So we have our three questions. だから3つの質問があります。 Why do we do what we do? What does success look like? And how must we act, to ensure success? 成功を確実にするためには、どうすれば行動しなければなりませんか? I'd like to pause now and have you reflect on this third question. Have you clearly articulated for your team the values that are gonna shape and guide the choices that people make and the behaviors that they engage in. あなたのチームのために、人々が作る選択肢と彼らが関与する行動を形作り、指導する価値を明確に明示しましたか? Take a few minutes on your own and write down what you see as the values and have you clearly articulated those. あなた自身で数分を取って、あなたが見ているものを価値として書き留め、それらを明確に明示してください。