声音简介
Or, in other words, he had the right processes to do the job.In expressing a preference for the more polished candidate,we biased ourselves toward resources over the processes.It is what I described in the previous chapter as something parents do, and it's an easy mistake to make. Even big companies get this wrong all the time.Take,for example,the story of Pandesic, an extraordinary collaboration between two of the world's technology giants,Intel and SAP.They made exactly the same mistake that my colleagues and I made in hiring the wrong VP-Operations at CPS Technologies—just on a much larger scale.
Pandesic was designed to create a more affordable version of SAP's enterprise resource-planning software, targeted at small and midsize companies.It was founded in 1997 with high hopes— and $100 million in funding. Intel and SAP both handpicked some of their most highly regarded people to lead this prominent joint venture.
当我们比较候选人的履历时,候选人A轻而易举地胜出。他有“天赋”——加在他身上的形容词把候选人B打得落花流水。但这并不意味着他适合我们。然而,如果我们在简历中寻找动词的过去式,候选人B会反而能轻而易举地胜出——因为简历上显示他在经验学校学习了正确的课程——好像是一个现场进行的“从实验室,通过试点规模,然后全面推广过程技术”的研讨会一样。他一直在努力解决我们其他人甚至不知道我们将要面对的问题。
或者,换句话说,他有正确的流程来完成工作。在对更完美的候选人的偏好时,我们偏向于资源而不是过程。这也是我在前一章中描述的父母做的事情,很容易犯这样的错误。即使是大公司也经常犯。以潘德西奇为例,这是一家世界科技巨头英特尔和SAP之间合作的公司。他们犯了我和我的同事一样的错误,在CPS科技公司时雇佣了错误的副总裁——只是他们的规模更大。
潘德西奇旨在创建一个更实惠的企业资源规划软件版本,面向中小型公司。它成立于1997年,对它抱着很高的期望,投资1亿美元。英特尔和SAP都亲自挑选了一些最受尊敬的人来领导这个著名的合资企业。
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