從很大意義來(lái)說，全世界或許有成千上萬(wàn)，甚至幾百萬(wàn)企業(yè)家都在經(jīng)歷福特汽車公司CEO馬克?菲爾茨正在經(jīng)歷的一切。但從菲爾茨身上，我們能夠更加清晰，更加銳利地提煉出他們都在面臨的所有這些問題的實(shí)質(zhì)。就這一點(diǎn)來(lái)說，就連一位好萊塢編劇恐怕也不能做得更好。

先說一些基本要素：他正在經(jīng)營(yíng)一家歷史悠久的大型成功企業(yè)，它所處的是一個(gè)堪稱20世紀(jì)最成功的行業(yè)。幾十年來(lái)，福特很清楚自己的競(jìng)爭(zhēng)對(duì)手是誰(shuí)。但現(xiàn)在，汽車行業(yè)突然冒出一些令人難以想象的公司，而競(jìng)爭(zhēng)的戰(zhàn)場(chǎng)也正在從這家公司此前胸有成竹的問題，轉(zhuǎn)移到一些原本對(duì)于汽車行業(yè)并不重要，甚或聞所未聞的問題。

菲爾茨必須帶領(lǐng)公司從舊時(shí)代過渡到新時(shí)代，同時(shí)他還要繼續(xù)給股東帶來(lái)利益——當(dāng)然，其中最著名的一位，就是那位代表福特家族的常務(wù)董事長(zhǎng)。

正如好萊塢常說的一句話，這真是一個(gè)“強(qiáng)場(chǎng)景”，不是嗎？

我很喜歡菲爾茨正在做的事。為了節(jié)約你的時(shí)間，請(qǐng)查閱我們近期發(fā)表的多篇報(bào)道。一個(gè)重點(diǎn)是，相較于其他主要汽車制造商的掌門人，他正在以更大的熱情，推動(dòng)福特公司進(jìn)入未知的未來(lái)。他似乎已經(jīng)接受了汽車行業(yè)正在進(jìn)行根本性轉(zhuǎn)型這一事實(shí)。比如，他剛剛推出一款名叫FordPass的免費(fèi)移動(dòng)應(yīng)用。這款應(yīng)用可以幫助你在外出時(shí)租借車輛，找地方付費(fèi)泊車，以及預(yù)約服務(wù)等等——不管你是不是福特的車主。

他這樣做的原因在于，如果這款應(yīng)用真的火起來(lái)了（當(dāng)然這還是一個(gè)大大的未知數(shù)），福特就能夠掌握大量關(guān)于消費(fèi)者用車行為和偏好的數(shù)據(jù)。你想與6個(gè)朋友一起租車嗎？福特公司剛剛推出一個(gè)類似計(jì)劃，目前正利用聯(lián)網(wǎng)自行車進(jìn)行試驗(yàn)。所有這些舉措乍一看非常詭異，除非這是一家正在深入反思業(yè)務(wù)轉(zhuǎn)型的公司。

菲爾茨正在做的事情還有很多，但這些例子至少能夠顯示他的改革方向。這些舉措說起來(lái)容易，做起來(lái)難。他正在尋求的轉(zhuǎn)型，首先需要一場(chǎng)文化變革，而對(duì)于一家大型工業(yè)公司來(lái)說，這顯然是個(gè)巨大的挑戰(zhàn)。另外，它還需要福特更加明智地分配資本。所有這些東西都不是免費(fèi)的，都需要付出一定代價(jià)。此外，在籌謀未來(lái)的同時(shí)，菲爾茨還需要在當(dāng)下就拿出績(jī)效。而他也正是這樣做的：上周二，福特宣布公司斬獲創(chuàng)紀(jì)錄的利潤(rùn)水平，并計(jì)劃在正常分紅之外，另拿出10億美元，作為回饋給股東的特別分紅。

菲爾茨的故事之所以格外引人關(guān)注，還因?yàn)槲覀兩胁恢浪霓D(zhuǎn)型大計(jì)能否成功。目前看來(lái)，他做的每件事似乎都是正確的，但正確不代表成功。真實(shí)的世界畢竟沒有那么簡(jiǎn)單。菲爾茨的故事很適合拍成電影，但我們還不知道，這部電影是否會(huì)有個(gè)好萊塢式的完美結(jié)局。（財(cái)富中文網(wǎng)）

譯者：樸成奎

審校：任文科

Thousands, or perhaps even millions, of business leaders around the world are, in a large sense, going through what Ford F -5.06% CEO Mark Fields is going through. But we could not have a clearer, sharper distillation of the issues they’re all facing than what we get in the person of Fields. A Hollywood script writer couldn’t do better.

Here are the essential elements: He’s running a big, old, successful company in an industry that was arguably the most important one of the 20thcentury. For decades, his company knew who its competitors were, but now it’s under threat by companies that no one ever dared to imagine were in the car business, and the competitive battlefield is shifting from issues that his company had utterly mastered to issues that were mostly insignificant or unheard-of in the industry.

Fields has to lead this company from the old era into the new while continuing to deliver for his shareholders, the most prominent of which is represented by an executive chairman whose last name is Ford.

As they used to say in Hollywood, a strong scenario, no?

I like what Fields is doing. For an efficient rundown, check our recent coverage here, here, and here. The big picture is that he’s pushing Ford into an unknowable future more enthusiastically than any other big automaker’s chief. He seems to embrace the reality that his business is being fundamentally transformed. For example, he just introduced a free mobile app called FordPass, which helps you borrow and share vehicles while traveling, find and pay for a place to park, schedule service, and more—regardless of whether you’re a Ford customer.

Why would he do that? Because if the app catches on—a big if—think of all that Ford will learn about driver behavior and preferences. Want to lease a car with six friends? Ford just introduced a plan for that. It’s experimenting with Internet-connected bicycles. All this is decidedly weird unless a company is deeply rethinking its business.

Fields is doing a great deal more, but these examples at least convey his direction. His actions are easy to talk about and hard to do. The transformation he’s attempting requires above all a culture change that’s hugely challenging in a big industrial company. It also requires wise capital allocation; none of this stuff is free, and Fields has to deliver performance today while preparing for the day after tomorrow. He’s doing it: On Tuesday, Ford announced record profits and said it will send shareholders a special dividend of $1 billion on top of its normal dividend.

What makes Fields’ story especially gripping is that we have no idea how it will turn out. He seems to be doing everything right; if only that meant it will work. Real life isn’t like that. The Fields story is made for the movies, but we just don’t know if it will have a Hollywood ending.