????就我們的全球員工而言，我們認(rèn)識(shí)到有必要建立共同的文化，以確保整個(gè)公司有統(tǒng)一的價(jià)值觀，無論我們的員工在何處工作（這正是全球整合企業(yè)中“整合”一詞的含義）。為此，我們?cè)谌具M(jìn)行調(diào)查（即我們所說的“ValuesJam”），使IBM所有員工都有機(jī)會(huì)暢所欲言，探討公司應(yīng)該主張什么，以及公司員工應(yīng)當(dāng)如何運(yùn)作。調(diào)查最終產(chǎn)生出一套不斷更新的價(jià)值觀，成為聯(lián)系全球IBM員工的紐帶。

????一家公司要成為全球整合企業(yè)，其領(lǐng)導(dǎo)者必須懷有一種特定的心態(tài)，我在IBM擔(dān)任首席執(zhí)行官時(shí)，致力于向我的同事們灌輸這種心態(tài)。這種心態(tài)關(guān)注的重點(diǎn)是，企業(yè)如何作為單獨(dú)的有機(jī)整體實(shí)現(xiàn)無縫運(yùn)營：通過橫向并在全球范圍內(nèi)整合內(nèi)部操作，與外部合作伙伴協(xié)作，在全球最佳地點(diǎn)經(jīng)營，以便從全球視角最大限度地創(chuàng)造價(jià)值。

????采取了全球整合企業(yè)關(guān)鍵原則和做法的，遠(yuǎn)不止IBM一家公司。來自不同國家、不同行業(yè)的許多企業(yè)都實(shí)施了與IBM所采取的做法類似的措施。這些企業(yè)包括水泥及其它建材龍頭企業(yè)墨西哥水泥集團(tuán)（Cemex）、全球最具活力手機(jī)供應(yīng)商之一印度巴帝電信（Bharti Airtel）、以及正憑借創(chuàng)新性產(chǎn)品和管理在全球汽車行業(yè)風(fēng)生水起的中國吉利汽車（Geely）。這些企業(yè)所采取的措施，都是自身經(jīng)驗(yàn)的副產(chǎn)品，它們由此得出了與IBM同樣的結(jié)論：公司要保持競(jìng)爭(zhēng)力，必須全球化，但在全球化的同時(shí)，必須緊跟客戶，同時(shí)強(qiáng)調(diào)促進(jìn)靈活、創(chuàng)新以及生產(chǎn)力的價(jià)值觀和原則。

????全球整合企業(yè)以及企業(yè)面對(duì)的新全球化時(shí)代，是我目前工作的重心。我在今年早些時(shí)候發(fā)表了名為《重新思考：未來之路》（Re-Think: A Path to the Future）的書作。這些領(lǐng)域代表了全球企業(yè)中心（Center for Global Enterprise）工作的基礎(chǔ)。全球企業(yè)中心是我在去年創(chuàng)建的一家研究機(jī)構(gòu)，致力于解讀我們生活的這個(gè)時(shí)代，同時(shí)記錄新的管理科學(xué)如何興起，領(lǐng)導(dǎo)者如何運(yùn)用該科學(xué)，以及所有利益相關(guān)方應(yīng)如何努力使其效益最大化。

????彭明盛曾擔(dān)任IBM董事長(zhǎng)、總裁以及首席執(zhí)行官，目前為全球企業(yè)中心董事長(zhǎng)。（財(cái)富中文網(wǎng)）

????譯者：Hunter

????審校：Lina

????In connection with our global workforce, we recognized the need to create a common culture that would ensure consistent values throughout the company, regardless of where our employees were working (that’s the “integrated” part of GIE). To that end, we conducted a company-wide survey – what we called a “ValuesJam” – that gave anyone working for IBM the opportunity to weigh in on what the company should stand for and how our employees should operate. That exercise culminated with an updated set of values that became the connective tissue for IBMers throughout the world.

????For a company to become a GIE, its leaders must embrace a particular frame of mind – one that I worked to imbue in my colleagues while I was CEO of IBM. This frame of mind is focused on how to operate seamlessly as a single organic entity – by integrating internal operations horizontally and globally, collaborating with external partners, and operating at the best location in the world, to maximize value creation from a global point of view.

????IBM is far from the only company that has adopted key GIE principles and practices. A number of companies, operating across a diverse set of countries and industries, have implemented measures that resemble those we adopted at IBM. They include CemexCX -0.16% of Mexico, a leading producer of cement and other building materials; Bharti Airtel of India, one of the world’s most dynamic cellular telephone providers; and Geely of China, which is making major inroads in the global car industry thanks to innovative products and management. The measures they’ve implemented are a byproduct of their own experiences, which led them to reach the same conclusions we did at IBM: that companies need to be global in order to stay competitive, but need to do so in ways that keep them close to their customers while also emphasizing values and principles that foster agility, innovation, and productivity.

????The GIE, and the new global era for business, are at the center of my current work. My book, Re-Think: A Path to the Future, was published earlier this year. These areas represent the foundation of work being undertaken by the Center for Global Enterprise (CGE), which is a research organization I launched last year. Its work is being devoted to explaining the age in which we are living, while also documenting how a new management science is emerging, how leaders can apply it, and how all stakeholders should strive to maximize its benefits.

????Sam Palmisano is the former chairman, president, and chief executive officer of IBM and currently serves as chairman of the Center for Global Enterprise.