2018年《財富》全球最偉大領袖榜中的商界領導者
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通過駕馭分拆的力量，使組織的效率成倍提高，已成為對優(yōu)秀領導者的最新要求。 分拆意味著將各種類型的企業(yè)分解開來，小到一家初創(chuàng)公司，大到一個國家。在商界，分拆意味著公司通過拆分變得更有價值，這也是惠普（Hewlett-Packard）曾經(jīng)做過的和其他公司（霍尼韋爾、濱特爾、陶氏杜邦等）正在做的事情。或者這也意味著將曾經(jīng)被視為對整個公司必不可少的職能委托給其他方，提高公司的價值；一個典型的例子就是蘋果將復雜的高科技生產(chǎn)外包，從而避免了這項業(yè)務的高資本要求。 技術進步使得分拆變成可能，甚至是不可避免的。數(shù)個世紀以來，更大的規(guī)模讓公司、國家和其他企業(yè)變得效率更高，更有成效。但這種情況正在慢慢發(fā)生變化。數(shù)字時代的到來，使業(yè)務外包以及生產(chǎn)、配給、研究和非受雇員工的協(xié)調變得容易實現(xiàn)，而且成本更低。最極端的例子是中國家電廠商海爾。現(xiàn)在的海爾不像是一家公司，更像是一個創(chuàng)業(yè)平臺，創(chuàng)業(yè)者在其生態(tài)系統(tǒng)內創(chuàng)建了數(shù)千家小微企業(yè)。有些瘋狂是嗎？當然不是。利用這種激進的分拆模式，海爾成為全球最大的家電品牌。 我曾問過海爾董事長張瑞敏，為什么其他商業(yè)領袖沒有效仿他的做法。作為這種模式的締造者，他回答說：“因為他們害怕放棄權力。”幾乎所有激勵因素都在鼓勵他們打造帝國。康奈爾大學薪酬研究所所長凱文·哈洛克表示：“公司規(guī)模越大，薪酬就越高。”所以，領導者怎么會想要拆分公司呢？ 今年的榜單中著重突出了巧妙解決了這一挑戰(zhàn)的領袖人物。針對公司領導人的評判標準之一是，評估他們?yōu)楣緞?chuàng)造的財富，而不是傳統(tǒng)的規(guī)模標準。 ? |
Though it seems unlikely, Tim Cook and Indira Jaising have something in common besides membership in Fortune’s 2018 ranking of the World’s Greatest Leaders. Cook (No. 14) is the wealthy CEO of Apple, the most valuable publicly traded company on earth; Jaising (No. 20) is an Indian lawyer who cofounded an NGO called Lawyers Collective, which promotes human rights issues. Yet they share this trait: Both have multiplied their organizations’ effectiveness by harnessing the power of unbundling. Following their example is a new imperative for the best leaders. Unbundling means disaggregating enterprises of all kinds, from the smallest startups to entire nations. In business it can mean making a company more valuable by splitting it up, as Hewlett-Packard did and other companies (Honeywell, Pentair, DowDuPont) are doing. Or it can mean increasing value by delegating functions once regarded as necessary parts of the whole; Apple’s outsourcing of complex, high-tech manufacturing, and the staggering capital requirements that go with it, is a dramatic example. Technology makes unbundling possible and often inevitable. For centuries, greater size made companies, nations, and other enterprises more efficient and effective. Increasingly, it doesn’t. Outsourcing and coordinating manufacturing, distribution, research, and nonemployee workers becomes easy and cheap in the digital era. The most extreme example is the Chinese appliance maker Haier, which is not so much a company as a platform that invites entrepreneurs to become one of thousands of microenterprises within its ecosystem. Crazy? Definitely not. Using this radically unbundled model, Haier has become the world’s largest appliance brand. I asked the architect of Haier’s model, chairman Zhang Ruimin (on our WGL list in 2014 and 2017), why more business leaders don’t follow his example. “They’re afraid of giving up power,” he replied. Nearly all their incentives encourage empire building. “Bigger firms pay more, way more,” says Kevin Hallock, director of Cornell University’s Institute for Compensation Studies. The same is true among nonprofits and labor unions, he finds. Why would any leader want to unbundle? This year’s list puts an emphasis on leaders who are navigating this challenge deftly. (That has meant sidelining some perennially worthy figures, from Pope Francis to Jeff Bezos; to see past years’ lists, visit Fortune.com.) At companies, one solution is to evaluate leaders on wealth creation rather than size as conventionally measured. Leaders of mission-driven nonprofits may face fewer disincentives. Indira Jaising’s little NGO punches far above its weight because it can outsource staff and infrastructure; the Internet lets it communicate widely at low cost and enables volunteers to pitch in from around the world. |
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比爾及梅琳達·蓋茨 蓋茨基金會聯(lián)合創(chuàng)始人 當科學研究似乎已經(jīng)將瘧疾消滅的時候，這種疾病卻又有了死灰復燃的跡象。幸虧比爾及梅琳達·蓋茨基金會（Bill & Melinda Gates Foundation）是這種疾病頑固的死對頭。近幾年，全球瘧疾感染率再次攀升，因此蓋茨夫婦在創(chuàng)新性病媒控制協(xié)會（Innovative Vector Control Consortium，IVCC）投入了大量資源，該公司合伙機構旨在開發(fā)更有效的殺蟲劑。另外，蓋茨夫婦開始更加積極地倡導男女平等；他們的基金會目前是投資基金Aspect Ventures的主要融資合伙人。該基金致力于消除科技行業(yè)的性別歧視。 |
Bill and Melinda Gates Cofounders, Gates Foundation The scourge of malaria has a way of rising from the mat just when science seems to have knocked it out. Fortunately, the disease has a tenacious foe in the Bill & Melinda Gates Foundation. As the global rate of infection has crept upward again in recent years, the Gateses have committed resources to the Innovative Vector Control Consortium (IVCC), a public-private partnership devoted to developing better insecticides. The couple have also taken an increasingly impassioned stand for gender equity; their foundation is now a key financial partner in Aspect Ventures, an investment fund focused on combating sexual discrimination in tech. |
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肯尼斯·福維澤 默沙東制藥CEO 我們可能早已忘記，去年5月份，白人民族主義者集會演變成暴力事件時，美國總統(tǒng)特朗普反應平淡，當時商界并沒有立刻表示抗議。而弗雷澤不懼風險，率先表達不滿并宣布辭去特朗普顧問的職務，之后其他商界人物才紛紛效仿。他在默沙東制藥（Merck）取得的成功，提高了他的可信度：自2011年上臺以來，該制藥業(yè)巨頭在治療多種癌癥方面接連取得進展，公司股票跑贏了標準普爾500指數(shù)。 拉里·芬克 貝萊德CEO 貝萊德（BlackRock）作為全球最大的資產(chǎn)管理公司，管理的資產(chǎn)規(guī)模達到6.28萬億美元。作為該公司的領導人，芬克很清楚如何付諸行動。今年1月份，貝萊德聯(lián)合創(chuàng)始人在一年一度的致CEO的信中，呼吁各家公司不止要關注財務業(yè)績，“還要展示如何為社會做出積極貢獻”。芬克提出的要求代表了貝萊德經(jīng)營策略背后的理念 — 即如果公司今天忽視更廣泛的社會問題，從長遠來看，股東必將蒙受損失。作為稅收改革的長期支持者，芬克還警告各公司在被激進投資者“逼宮”之前，明確如何利用稅收改革帶來的“意外之財”，“創(chuàng)造長期價值”。貝萊德如何踐行這一理念？最令人信服的例子是二月份佛羅里達州帕克蘭發(fā)生校園槍擊案之后貝萊德所采取的措施。貝萊德不僅要求旗下的槍械零售商和制造商（部分公司后來修改了政策）回答有關暴力預防措施的問題，并在4月份推出了一個新基金，允許投資者徹底擺脫這些公司的股票。正如芬克對CEO們所說的那樣：“社會要求上市公司和私人公司，承擔起社會責任。” |
Kenneth Frazier CEO, Merck It’s easy to forget that last May, after President Trump’s tepid response to a white nationalist rally that turned violent, outcry from the business community was not immediate. Frazier took a risk by becoming the first of Trump’s advisers to speak out and step down, enabling others to follow suit. His success at Merck only bolsters his credibility: Since he took over in 2011, the pharma giant has made strides in treating several cancers, while its stock beat the S&P 500. Larry Fink CEO, BlackRock As leader of the world’s biggest asset manager, overseeing $6.28 trillion, Fink knows how to put his money where his mouth is. In his annual missive to CEOs in January, the BlackRock cofounder called for each company to not just perform financially “but also show how it makes a positive contribution to society.” Fink’s mandate mirrors the philosophy that has lately driven BlackRock’s strategy—which is that shareholders will lose in the long run if companies ignore broader social concerns today. A longtime advocate for tax reform, Fink also warned companies to figure out what they’re going to do with their tax windfalls “to create long-term value”—before activist investors force their hand. But the most potent example of how BlackRock is practicing its principles came after February’s school shooting in Parkland, Fla. Not only did BlackRock seek answers on violence prevention measures by gun retailers and manufacturers it owns—several of which subsequently changed their policies—but in April it unveiled new funds that allow investors to divest from those stocks entirely. As Fink told CEOs, “Society is demanding that companies, both public and private, serve a social purpose.” |
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瑪麗·巴拉 通用汽車CEO 任何一位女性經(jīng)營的公司，在收入規(guī)模方面，都無法與瑪麗·巴拉經(jīng)營的公司相提并論。如今，汽車初創(chuàng)公司占據(jù)了媒體頭條，但有著109年歷史的通用汽車（GM）卻在以可靠的方式低調地生產(chǎn)深受用戶喜愛的量產(chǎn)型全電動汽車。通用汽車的雪佛蘭（Chevrolet）Bolt EV汽車在特斯拉（Tesla）的Modle 3之前上市，之后一直銷售穩(wěn)定。在致命的點火裝置缺陷丑聞之后，巴拉全面改造了通用汽車的公司文化，并通過大規(guī)模收購，加快步入自動駕駛的未來。明年的新產(chǎn)品？沒有方向盤的Chevy Bolt。 蒂姆·庫克 蘋果公司CEO 庫克的工作可以看作是在一家9,000億美元的公司內維持平衡之道。擔任CEO近七年來，庫克證明了他并不是史蒂夫·喬布斯離開之后的過渡時期的傀儡。在庫克的領導下，蘋果依舊是一部賺錢機器，并且沒有犧牲創(chuàng)新。一方面他小心翼翼地與中國政府打交道，另一方面，他又發(fā)起了蘋果的隱私保護改革。如果蘋果的市值達到1萬億美元，他在領導者名人堂當中的地位將不可動搖。 |
Mary Barra CEO, General Motors No woman on earth runs a bigger company, in revenue terms, than Barra. And in an era in which automotive startups capture all the headlines, 109-year-old GM has quietly, reliably been producing crowd-pleasing, mass-market, all-electric cars. GM beat Tesla’s Model 3 to market with the Chevrolet Bolt EV—and has been selling it steadily since then. Barra has revamped GM’s corporate culture following a scandal involving fatal ignition defects, and is racing into the future with major acquisitions in autonomous driving. Coming up next year? A Chevy Bolt without a steering wheel. Tim Cook CEO, Apple Think of Cook’s job as a $900 billion balancing act. After nearly seven years as CEO, he has proved to be far more than a transitional figurehead after Steve Jobs. Cook has maintained Apple as a cash-generating machine without sacrificing innovation. He engages -gingerly with China, even as he leads -Apple’s pro-privacy -crusade. Should Apple ever be worth $1 trillion, his place in the leadership pantheon will be forever secure. |
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伊莎貝拉·高珊 恩基公司CEO 在短短兩年內，高珊就帶領恩基（Engie，原名GDF Suez）進入了未來發(fā)展的軌道。該傳統(tǒng)石油天然氣公司現(xiàn)在將重點放在了可再生能源與脫碳領域；出售了價值150億美元的“污染性”資產(chǎn)，并投資清潔資產(chǎn)。高珊是法國CAC 40指數(shù)公司當中唯一的女性CEO。她最近提高了恩基的股息，并宣布公司在兩年之后終于恢復盈利。 |
Isabelle Kocher CEO, Engie In just two years, Kocher has pulled Engie, the energy giant formerly known as GDF Suez, into the future. The legacy oil and gas ?company now focuses on renewables and decarbonization; it has sold $15 billion worth of “dirty” assets and reinvested in cleaner ones. Kocher, the only woman CEO among France’s CAC 40 companies, recently boosted Engie’s dividend and reported its return to profitability after a two-year absence. |
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馬化騰 騰訊CEO 46歲的企業(yè)家馬化騰和由他參與創(chuàng)立并擔任CEO的中國科技業(yè)巨頭騰訊（Tencent），總是會得到許多最高的贊譽。馬化騰是中國首富，凈身價400億美元。騰訊的市值接近五千萬美元。騰訊微信的用戶數(shù)量最近突破了10億，就像是一條條的絲線，編織出數(shù)字化中國的藍圖。微信對今天中國人的交流至關重要，因此許多人認為它對智能手機的重要性將會超過操作系統(tǒng)，使騰訊可以占據(jù)強大的商業(yè)和技術優(yōu)勢，盡管騰訊本身并不生產(chǎn)手機。 工程師出身的馬化騰性格溫和，在西方，他并不像曾經(jīng)做過英語老師、能言善辯的阿里巴巴（Alibaba）領導人馬云那樣知名。馬云與馬化騰之間并沒有關系。但馬化騰的影響力已經(jīng)開始從中國逐漸延伸到全世界。騰訊一直在加大對外投資，在Snapchat的所有者Snap、特斯拉和多家初創(chuàng)公司投資了數(shù)十億美元。而在癡迷智能手機的國內市場，微信支付正在與阿里巴巴爭奪支付領域的支配地位。 馬克·貝尼奧夫 賽富時CEO 有些領導人特立獨行。古怪固執(zhí)、愛幻想、苛刻的賽富時（Salesforce）創(chuàng)始人兼CEO貝尼奧夫就是其中之一。企業(yè)界很少出現(xiàn)像他這樣的領導者。他用滑稽熱情的手段來推廣產(chǎn)品，例如派對、搖滾樂隊、電子卡通吉祥物和用糖果裝飾公司標識等等。他的事業(yè)同樣多姿多彩：倡議男女同工同酬，進步政治，注重心靈的工作環(huán)境，企業(yè)慈善活動，以及全公司一家人或“Ohana”的文化。但如果貝尼奧夫沒有帶領公司穩(wěn)步前進的能力，這一切都沒有意義。他很早就認識到，企業(yè)軟件的購買者將使用在線程序，而不是將它們存放在自己的數(shù)據(jù)中心當中。他通過社交工具對消費者進行了試驗，并很快意識到公司也會愿意使用在線程序。最近，貝尼奧夫意識到人工智能將是下一個關鍵的商業(yè)工具，并積極在該領域進行投資。 |
Huateng “Pony” Ma CEO, Tencent Superlatives attach themselves to Pony Ma and Tencent, the Chinese technology juggernaut the 46-year-old entrepreneur cofounded and leads as CEO. Ma is China’s richest man, with a net worth north of $40 billion. His company’s valuation hovers near the half-a-?trillion-dollar mark. And Tencent’s WeChat messaging service recently crossed the 1-billion-account threshold, cementing its role as the electronic thread that stitches together the fabric of digital China. So central is WeChat to how Chinese people communicate that many believe it has become a more important ingredient to a smartphone than its operating system—enabling Tencent to occupy a powerful commercial and technological position without having to physically make phones. A soft-spoken engineer, Ma is less well known in the West than the outspoken former-English-teacher leader of Alibaba, Jack Ma, who is no relation. Yet Pony Ma’s influence has begun to be felt as much globally as it already is in China. Tencent has been on an investment tear, pumping billions of dollars into the likes of Snapchat owner Snap, Tesla, and countless startups. Closer to home, WeChat Pay—money zapped via WeChat—vies with Alibaba for payment dominance in a smartphone-crazed country. Marc Benioff CEO, Salesforce Some leaders are sui generis. Benioff, the quirky, opinionated, visionary, and demanding founder and CEO of Salesforce, is one of them. The corporate world hasn’t quite seen the likes of him before. He pushes product with zany zeal: Parties, rock bands, animatronic mascots, and candy emblazoned with his company’s logo all are part of his repertoire. So are his causes: gender parity in compensation, progressive politics, mindful work environments, corporate philanthropy, and a sense of companywide family, or “Ohana.” None of this would matter if Benioff didn’t also have a knack for repeatedly leading his company to its next act. He saw early on that business software buyers would use online programs rather than storing them in their own data centers. He experimented with social tools aimed at consumers and quickly realized businesses would use them too. And most recently Benioff recognized—and has invested aggressively in—artificial intelligence as the next critical business tool. |
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凱瑟琳·麥克勞夫林 沃爾瑪首席可持續(xù)發(fā)展官 麥克勞夫林負責確保全球最大的公司沃爾瑪（Walmart），能夠實現(xiàn)其雄心勃勃的環(huán)境目標，包括到2025年，由可再生能源滿足一半能源需求；減少家庭清潔用品等產(chǎn)品的化學品足跡；要求供應商減少溫室氣體排放等。這些目標不止會令沃爾瑪受益：該零售業(yè)巨頭的創(chuàng)舉已經(jīng)鼓勵許多競爭對手紛紛效仿。 穆克什·安巴尼 信實工業(yè)公司董事長兼總經(jīng)理 在不到兩年時間內，這位印度首富便給大眾帶來了移動數(shù)據(jù) — 并徹底顛覆了印度的電信市場。安巴尼是信實工業(yè)公司（Reliance Industries）的領導人，該公司的市值達到470億美元。自2016年9月安巴尼創(chuàng)立Jio以來，公司的用戶數(shù)量達到了令人震驚的1.68億。Jio是全世界第一家完全基于IP的移動網(wǎng)絡。Jio吸引用戶的秘訣是什么？提供價格極低的數(shù)據(jù)和免費通話（并投入數(shù)十億美元建設數(shù)據(jù)傳輸基礎設施）。這樣做迫使印度價格更高的運營商紛紛降價（以避免破產(chǎn)），并使印度每月的數(shù)據(jù)消費增長了1,100%，這種效應又被稱作“Jio的生態(tài)閉環(huán)”。 奧普拉·溫弗里 OWN公司CEO 媒體大亨。慈善家。女演員。還有什么是溫弗里做不到的呢？事實上，在1月份金球獎頒獎典禮上，溫弗里受到#MeToo運動的鼓舞，發(fā)表了一則強有力的演講，之后許多粉絲希望這位前脫口秀主持人在她的個人履歷中加上一條“美國總統(tǒng)”。之后，64歲的溫弗里一直否認有意參選，但她繼續(xù)在CBS《60分鐘》節(jié)目中，宣傳她作為一名記者所從事的社會事業(yè)。另外，她還大力宣傳健康生活方式，是Weight Watchers公司的股東兼董事會成員；雖然她在三月份賣掉了25%的股份（據(jù)媒體報道，售價是其認購價格的八到九倍），但她表示會繼續(xù)在該公司任職。 杰米·戴蒙 摩根大通CEO 戴蒙多年來一直在呼吁稅收改革，最終的新稅收法案中采納了他的部分提議，因此戴蒙決定花掉節(jié)約的稅費，以示慶祝。特朗普總統(tǒng)將稅改提案簽署為法律后不到一個月，摩根大通（JPMorgan Chase）便宣布將在五年內投入200億美元，提高員工工資，減少員工醫(yī)療保險自費部分，并將為400家新分支機構增加招聘4,000人。 |
Kathleen McLaughlin Chief sustainability officer, Walmart McLaughlin is responsible for ensuring that Walmart, the world’s largest company, meets its ambitious environmental goals. Those include deriving half its energy needs from renewable sources by 2025; reducing the chemical footprint of products like household cleaners; and getting suppliers to cut their greenhouse-gas emissions. The benefits extend beyond Walmart’s walls: The retail giant’s clout has prompted many rivals to follow suit. Mukesh Ambani Chairman and managing director, Reliance Industries In less than two years, India’s richest man has brought mobile data to the masses—and completely upended the country’s telecom market. Since Ambani, chief of the $47 billion conglomerate Reliance Industries, launched Jio—the first mobile network in the world to be entirely IP-based—in September 2016, the company has signed up a staggering 168 million subscribers. The secret? Offering dirt-cheap data and free calls (and plowing billions of dollars into the infrastructure that transmits them). The effect, dubbed “Jio-fication,” has driven India’s higher-price carriers to drop costs (if not run them out of business), and it fueled a 1,100% rise in India’s monthly data consumption. Oprah Winfrey CEO, OWN Media mogul. Philanthropist. Actress. Is there anything Oprah can’t do? It turns out many fans hope to see the former talk show host add “U.S. President” to her résumé, after her powerful speech—heavily inspired by the #MeToo movement—at the Golden Globes in January. Winfrey, 64, has since denied interest in running, but she continues to spotlight social causes as a frequent correspondent on CBS’s 60 Minutes. She has also doubled down on healthy-living advocacy as a shareholder and board member at Weight Watchers; though she sold 25% of her shares in March—reportedly at eight to nine times what she paid for them—she has said she plans to stick around. Jamie Dimon CEO, JPMorgan Chase After years of beating the tax-reform drum, Dimon celebrated the inclusion of several of his proposals in the new tax bill by passing along some of the savings. Less than a month after President Trump signed the overhaul into law, JPMorgan Chaseannounced it would spend $20 billion over five years to increase wages and lower health insurance deductibles for employees, while also hiring as many as 4,000 more to staff 400 new Chase branches. |
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丹尼爾·賽爾維特耶·蒙圖爾 賓堡集團CEO 全球最大面包生產(chǎn)商賓堡集團（Grupo Bimbo）生產(chǎn)Sara Lee蛋糕、Thomas’s英式松餅和多款麥當勞（McDonald’s）小圓面包。該公司是墨西哥和其他多個新興市場最大的雇主之一。擁有斯坦福大學MBA學位的賽爾維特耶，首要任務是保證賓堡產(chǎn)品不能超出低收入家庭的預算。同時，他也在使公司變得更加環(huán)保；4月份，賓堡達成了一份協(xié)議，通過購買風電信用額度，抵消其美國業(yè)務使用的所有能源。 巴沙爾·馬斯里 拉瓦比的創(chuàng)建者 巴勒斯坦建國前景并不明朗，但在約旦河西岸出生的創(chuàng)業(yè)者馬斯里，卻在拉瓦比打造了一個巴勒斯坦國的未來愿景。拉瓦比是該區(qū)域第一座由巴勒斯坦人規(guī)劃建造供巴勒斯坦人居住的城市。這座新建成的山地城市現(xiàn)有4,000居民，一個科技中心，以及高檔購物中心和可容納15,000人的圓形劇場等便利設施。當?shù)厮饺瞬块T投資有限，因此拉瓦比便成為約旦河西岸最大的私人就業(yè)創(chuàng)造者，也成為一種可能性的象征。 |
Daniel Servitje Montull CEO, Grupo Bimbo Grupo Bimbo, the world’s biggest baker, makes Sara Lee cakes, Thomas’s English muffins, and many McDonald’s buns. It’s one of the biggest employers in Mexico and several other emerging markets. Servitje, a Stanford MBA grad, has prioritized keeping Bimbo’s products within a low-income family’s budget. He has also made it greener; in April, Bimbo struck a deal to buy wind-power credits to offset all the energy used in its U.S. operations. Bashar Masri Founder, Rawabi Little is clear about the future of a Palestinian state, but Masri, a West Bank–born entrepreneur, built a vision for it in Rawabi—the territories’ first-ever planned city, built for and by Palestinians. The newly completed hillside city now has 4,000 residents, a tech hub, and amenities like a luxury mall and a 15,000-person amphitheater. And in a place where private sector investment is limited, it has become the West Bank’s largest private job creator—and a symbol of possibility. |
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格溫·肖特韋爾 SpaceX總裁兼首席運營官 2002年，肖特韋爾加入SpaceX公司，是該公司的第11名員工。SpaceX旨在降低太空旅行的成本，實現(xiàn)向其他星球移民。今天，SpaceX的員工超過6,000人，合同價值120億美元。肖特韋爾負責公司的日常運營和客戶關系，但她的官方頭銜或許應該叫“造雨人”。她將公司CEO埃隆·穆斯克那些似乎異想天開的想法（和理想主義的時間線）變成了現(xiàn)實：她所取得的成就包括在2月份成功發(fā)射SpaceX功能強大、可回收使用的獵鷹重型火箭。接下來的任務：通過衛(wèi)星提供高帶寬互聯(lián)網(wǎng)；開發(fā)下一代火箭BFR，這款火箭可向火星運送宇航員和貨物，并可在一個小時內抵達地球上任何一個城市。 |
Gwynne Shotwell President and chief operating officer, SpaceX Shotwell was employee No. 11 in 2002 when she joined SpaceX, a company founded to lower the cost of space travel and enable the colonization of other planets. Today, SpaceX has grown to more than 6,000 employees and contracts valued at $12 billion. Shotwell runs day-to-day operations and customer relationships, but her official title might as well be rainmaker. She takes CEO Elon Musk’s seemingly outlandish ideas (and idealistic timelines) and makes them happen: Achievements include the successful launch in February of SpaceX’s powerful, reusable Falcon Heavy rocket. Next up: a project to deliver high-bandwidth Internet via satellites; and the BFR, a next-generation rocket designed to whisk crew and cargo to Mars and reach any city on Earth in under an hour. |
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謝白曼 皇家帝斯曼集團CEO 皇家帝斯曼集團（DSM）成立于1902年，當時名為荷蘭國家礦業(yè)公司（Dutch State Mines），其現(xiàn)在的名稱代表的含義是“做有意義的事”。過去十年，謝白曼對皇家帝斯曼進行了改革，將重心轉移到可以改善人類生活或地球環(huán)境的業(yè)務，包括生產(chǎn)微量元素，幫助世界糧食計劃（World Food Programme）每年為8,000萬人提供食物。作為碳定價領導聯(lián)盟（Carbon Pricing Leadership Coalition）等組織的聯(lián)合領導人，謝白曼證明了他尤其擅長鼓舞下屬士氣。 |
Feike Sijbesma CEO,DSM It was founded in 1902 as Dutch State Mines, but Sijbesma says DSM now stands for “Do Something Meaningful.” Over the past decade, he has overhauled DSM to focus on businesses that better the lives of people or the planet. That includes producing micronutrients that help the World Food Programme feed 80 million people a year. As cochair of groups such as the Carbon Pricing Leadership Coalition, Sijbesma has proved particularly effective at rallying fellow executives. |
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安娜·博廷 西班牙國際銀行集團執(zhí)行董事長 2014年，博廷的父親突然去世，博廷接手了歐元區(qū)第二大銀行西班牙國際銀行集團（Banco Santander），當時她的任務異常艱巨，而且還要面對任人唯親的流言蜚語。但事實證明她的表現(xiàn)非常出色：自上任以來，她提高了該銀行的利潤和資本比率。另外，她去年以象征性的1歐元的價格，收購了另一家西班牙銀行寶培拉銀行（Popular），這或許是西班牙國際銀行集團最劃算的一筆交易。破產(chǎn)的寶培拉銀行所帶來的資產(chǎn)，使西班牙國際銀行在國內占據(jù)優(yōu)勢。 |
Ana Botìn Group executive chairman, Banco Santander Botín had big shoes to fill, not to mention whisperings of nepotism to dispel, when she took over Banco Santander, the eurozone’s second-largest bank, after the sudden death of her father in 2014. The shoes fit fine: Since then, she has steered the bank to higher profits and capital ratios. And her takeover last year of Popular—a failing Spanish bank whose assets gave Santander a home-?market edge—for a price of just one euro may be her company’s best deal ever. |
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愛德華·巴斯蒂安 達美航空CEO 2月份佛羅里達州帕克蘭市一所高中發(fā)生槍擊案之后，雖然有許多公司都修改了政策，但只有達美航空（Delta Air Lines）幾乎立即采取了經(jīng)濟報復。達美航空先是取消了為美國全國步槍協(xié)會（National Rifle Associatio）提供的折扣，幾天之后，喬治亞州議員取消了達美航空的燃油稅減免。達美航空總部位于亞特蘭大，每年可獲得4,000萬美元稅收減免。該州議員指責達美航空攻擊保守主義者甚至第二修正案。 達美航空CEO愛德華·巴斯蒂安在寫給員工的信中解釋了當時的決定，稱公司在控槍辯論中不會站隊。他澄清道，公司取消折扣是為了消除對全國步槍協(xié)會的任何隱含的支持，因為該組織在槍擊案之后發(fā)表的公共聲明已經(jīng)超出了民眾辯論的范圍。巴斯蒂安寫道：“我們做出決定并非出于經(jīng)濟利益考慮，而且我們的價值觀是無價的。我們正在評估取消對所有政治分裂性組織的集體折扣。”這并不是一份號召一代積極分子行動起來的強有力的聲明，但卻為公司領導者在分裂的世界里如何保持有理有據(jù)，提供了一個模板。（財富中文網(wǎng)） 譯者：劉進龍/汪皓 |
Ed Bastian CEO, Delta Air Lines Several companies changed their policies in reaction to the shootings at a high school in Parkland, Fla., in February; only Delta Air Lines saw almost immediate economic retaliation. Days after Delta rescinded a discount it had offered to National Rifle Association members, Georgia legislators scrapped a jet-fuel tax exemption that could have provided Delta, which is headquartered in Atlanta, with a $40 million annual tax break. Lawmakers accused the airline of attacking conservatives and even the Second Amendment itself. In a letter to employees explaining the decision, CEO Ed Bastian argued that the airline wasn’t taking sides in the gun-control debate. It ended the discount, he made clear, to eliminate any implied endorsement of the NRA, a group whose public statements in the wake of the shootings had gone far outside the bounds of civil debate. “Our decision was not made for economic gain, and our values are not for sale,” Bastian wrote. “We are in the process of a review to end group discounts for any group of a politically divisive nature.” It wasn’t the kind of ringing statement that rallies a generation of activists—but it was a template for well-?reasoned business leadership in a fragmented world. |
