声音简介
In the end, we decided on Candidate A,and spent about $250,000 helping him relocate from Tokyo to Boston. He was a nice man,but he badly managed the ramp-up of the process and the plant.We had to ask him to resign within eighteen months.By that time,Candidate B had taken another job,so we had to initiate yet another search.
At the time,we didn't have McCall's theory to guide us-but I sure wish we had.Candidate A had presided over a massive operation,but one that was in a steady state.He had never started and built anything before— and as a consequence, he knew nothing of the problems that one encounters when starting up a new factory and scaling production of a new process. Furthermore, because of the scale of his operation, Candidate A had a large group of direct reports.He managed through them,rather than working shoulder by shoulder with them.
我们公司的高管倾向于指甲很脏的那个人。但董事会中的两位风险投资人强烈支持候选人A。他们对CPS科技寄予厚望,而候选人A是一家公司的高管,我们希望我们公司能够像那家公司那样发展壮大。他对一家全球性公司如何在材料领域的高科技端运作了如指掌。候选人A负责全球近20亿美元的销售额。我们的风投人看不起候选人B,因为他的技术背景低。候选人B的公司是家族企业,通常只能创造3000万美元的收入。
最终,我们选择了候选人A,并花了25万美元帮助他从东京搬到波士顿。他是一个好人,但他对生产和工厂的管理都很糟糕。18个月后,我们不得不要求他辞职。那时,候选人B已经找到了另一份工作,所以我们不得不开始另一次搜索。
当时,我们没有麦考尔的理论来指导——但我真希望我们有。候选人A掌管大的运营,运营处于稳定状态。他以前从未启动和建造过任何东西——因此,他对启动新工厂和扩大新工艺生产时遇到的问题一无所知。此外,由于候选人A以前的经营规模很大,所以他有一大群下属。他对他们进行管理,而不是与他们并肩工作。
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