F****n
发帖数: 438 | 1 http://www.bloomberg.com/news/2014-02-05/why-microsoft-and-ever
Why Microsoft and Everyone Else Loves Indian CEOs
from Bloomberg
列出的有：MICROSOFT，Pepsi, Deutsche Bank, MasterCard, Adobe Systems, Diageo
，Reckitt Benckiser，GlobalFoundries，M没列出的还有mckinsey，CITI。
总结一下，和大家平时的观察基本一致，不过都是很正面的评价。老中真的落后许多了
，真心感觉对老中应该很有启发。
１，人际关系，能够上下级通吃，处理事情圆滑，会表现也会收拢人心。
２，社交关系网，感情交流，传帮带。
３，志向远大，想做管理。
４，坚持在一个公司持续发展。
想想自己，特别不会和上级SOCIAL。不是不想，是那种特意的感觉令自己非常不舒服，
就不去做了。不过，我就是这种性格，留在国内也一样，和语言无关。
虽然对我们的孩子们，我们希望他们健健康康，快快乐乐就好了。但对一个总族而言，
希望有有朝一日，老中也能在美国做到顶级的管理者。
With the appointment of Satya Nadella as chief executive officer, Microsoft
has joined a growing club of multinational corporations run by Indian-born
managers. The list includes Pepsi, Deutsche Bank, MasterCard, Adobe Systems,
Diageo, London-traded consumer goods giant Reckitt Benckiser and
semiconductor maker GlobalFoundries.
At first glance, the commonalities among Indian CEOs are not particularly
informative. They're all in their late 40s and early 50s, the age when a
successful manager's career can be expected to peak. All graduated from U.S.
or U.K. universities in addition to their Indian schools -- no surprise,
since all of them were immigrants who needed a stepping stone into a new
culture. Those of them who had management experience in India started out
with global corporations, which is logical given that it would have been
harder to make the leap to global prominence from one of the family-owned
companies that comprise about two thirds of Indian businesses. At least
three -- Nadella, Adobe CEO Shantanu Narayen and Prem Watsa, who runs
Fairfax Financial, the would-be savior of Blackberry -- went to the same
public school in Hyderabad, which experienced a technological boom around
the turn of the century that included the establishment of Microsoft's first
development center outside the U.S. By the time the boom developed, however
, all three were long gone from their hometown.
In other ways, the executives' backgrounds diverge significantly. They come
from different parts of India -- Jaipur, where Deutsche co-CEO Anshu Jain
was born, is 1,300 miles away from Chennai, the birthplace of Pepsi's Indra
Nooyi. A few of the CEOs -- Nooyi, Ajay Banga of Mastercard, Ivan Menezes of
Diageo -- went to the Indian Institutes of Management, business schools set
up by the Indian government since the 1960s to create a local management
elite. Most did not. Some, like Nooyi, Narayen, Benckiser's Rakesh Kapoor
and Nadella, studied engineering. Others, like Jain, Menezes and MasterCard
chief Ajay Banga, are economics and business graduates.
Yet there must be a reason why so many Indians, and not, say, Brazilians,
Russians or Chinese, have made stellar corporate careers. The answer might
be found in studies of the Indian management culture.
According to research from St. Gallen University in Switzerland, Indian
executives are inclined toward participative management and building
meaningful relationships with subordinates. "The leadership style
traditionally employed in India fostered an emotional bond between superiors
and subordinates," the 2004 study said. "The feeling that the company
genuinely cares for its employees, provided a strong bond of loyalty that
went beyond financial rewards."
In the "Indian club," there are no executives known for a dictatorial
management style. Nooyi says: "You need to look at the employee and say, 'I
value you as a person. I know that you have a life beyond PepsiCo, and I'm
going to respect you for your entire life, not just treat you as employee
number 4,567.'"
When Nadella replaced Steve Ballmer at the helm of Microsoft, his high
standing with the company's rank-and-file was cited as a major reason for
his promotion.
A 2007 study by researchers at Southern New Hampshire University, which
compared Indian managers to U.S. ones, found the South Asians more humble.
It is not by chance that Nadella started his first e-mail to Microsoft
employees as chief executive by saying, "This is a very humbling day for me."
The study also found Indians to be particularly future-oriented, focused on
long-term strategies. Narayen of Adobe says: "If you can connect all the
dots between what you see today and where you want to go, then it’s
probably not ambitious enough or aspirational enough".
In his email, Nadella paraphrased an Oscar Wilde quote on the same point: "
We need to believe in the impossible and remove the improbable."
Perhaps most importantly, the Indian managers get to the top because they
persevere. Most of those I mentioned had the patience to rise through the
ranks at their companies, learning their business thoroughly from every
angle. Nooyi joined Pepsi in 1994, Jain took his first job at Deutsche Bank
a year later, Menezes has been with Diageo since 1997, Narayen was hired by
Adobe in 1998, and Nadella's appointment crowns a 22-year career with
Microsoft.
There is nothing specifically Indian about empathy, humility, patience and
an ability to dream. Yet it is these qualities that appear to have created
the "Indian club" of overachievers in global business.
(Leonid Bershidsky writes on Russia, Europe and technology for Bloomberg
View. Follow him onTwitter.)
To contact the writer of this article: Leonid Bershidsky at lbershidsky@
bloomberg.net | j******o
发帖数: 1788 | 2 烙印能毁多少公司，让我们拭目以待
Diageo
【在 F****n 的大作中提到】
: http://www.bloomberg.com/news/2014-02-05/why-microsoft-and-ever
: Why Microsoft and Everyone Else Loves Indian CEOs
: from Bloomberg
: 列出的有：MICROSOFT，Pepsi, Deutsche Bank, MasterCard, Adobe Systems, Diageo
: ，Reckitt Benckiser，GlobalFoundries，M没列出的还有mckinsey，CITI。
: 总结一下，和大家平时的观察基本一致，不过都是很正面的评价。老中真的落后许多了
: ，真心感觉对老中应该很有启发。
: １，人际关系，能够上下级通吃，处理事情圆滑，会表现也会收拢人心。
: ２，社交关系网，感情交流，传帮带。
: ３，志向远大，想做管理。
| C*****E
发帖数: 2679 | 3 You should also read the comments underneath the article. | F****n
发帖数: 438 | 4 读了一些，没有全读。
我共事过一些烙印，有些真的很令人讨厌。不过，能做到顶级的,我认为都很厉害，不
是光靠吹牛能行的。
他们的社区建设尤其真的值得称赞。我们镇，每年都有所有烙印的聚会。中国人没有人
出头组织。如果没有中文学校，老中就更是基本上三五各自为政了。
我呢，也只是说说，现实中也不会去真正组织一下，知易行难。性格原因，我相信许多
同胞和我一样。主要的是，我们这一代又多多少少会影响下一代，整个种族的互帮互代
的风气就淡化下来。
【在 C*****E 的大作中提到】
: You should also read the comments underneath the article.
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