中歐國際工商學(xué)院院長（歐方）杜道明（Dominique Turpin），圖片由其本人提供
經(jīng)濟增長放緩的時候，降本增效成為大小企業(yè)的求生之道。裁員，也成為了企業(yè)拯救難看的財務(wù)報表最快捷的路徑。
曾經(jīng)職場人的成長的目標(biāo)，管理層，是“降本增效”這項議題中，首當(dāng)其沖的目標(biāo)。在企業(yè)的追逐盈利表現(xiàn)之下，很多時候，管理者成為了首要的犧牲品。
對于年長的管理者來說，職業(yè)的危機感已經(jīng)達(dá)到了一個前所未有的高度。
中歐國際工商學(xué)院院長（歐方）杜道明（Dominique Turpin）同樣認(rèn)為，新一代企業(yè)管理者面臨很多新的挑戰(zhàn)。
杜道明在近日與鈦媒體APP的對話中表示，曾經(jīng)的營銷、市場、財務(wù)、運營管理等硬核專業(yè)知識技能的重要性，已經(jīng)遠(yuǎn)遠(yuǎn)不及軟技能。而管理層的軟技能的核心，則涉及落地執(zhí)行戰(zhàn)略，以及在經(jīng)濟不確定的情況下，激發(fā)員工更多動能。
尤其是對于亞洲公司的管理者來說，管理好不同代際之間的員工的預(yù)期，對組織架構(gòu)和人員構(gòu)成繁雜的大公司來說，更加重要。
因為在亞洲的社會文化等因素影響之下，頂尖的管理者被認(rèn)為是無所不能，而年長的高層往往很難聽得到且聽得進(jìn)年輕一代的聲音。也因此，對亞洲的傳統(tǒng)大型企業(yè)來說，打造組織年齡代際的多元性，與美國企業(yè)管理中性別和種族等議題同樣重要。
自1991年來到中國教授管理學(xué)課程，杜道明見證了中國經(jīng)濟騰飛和創(chuàng)新企業(yè)迅猛發(fā)展的三十年。
“當(dāng)我最初來到中國執(zhí)教時，學(xué)生們曾問我，企業(yè)為何要追求利潤？”杜道明回憶起當(dāng)初的驚訝。然而，時至今日，已經(jīng)不再有學(xué)生會問這個問題。
他注意到，中國新一代的企業(yè)家和管理者們關(guān)注的焦點已經(jīng)轉(zhuǎn)移——他們現(xiàn)在更關(guān)心的是如何將產(chǎn)品推廣到全球市場，以及如何在國際舞臺上建立品牌。
杜道明在歐洲、拉丁美洲和亞洲的市場營銷和國際戰(zhàn)略領(lǐng)域擁有豐富的教學(xué)、咨詢與研究經(jīng)驗，尤其擅長品牌管理，客戶導(dǎo)向、營銷戰(zhàn)略、亞洲商業(yè)戰(zhàn)略等方面。2022年9月，他加入中歐國際工商學(xué)院并出任歐方院長。
這三十年同樣也是中歐國際工商學(xué)院從初創(chuàng)到成長的三十年。
1994年，中華人民共和國政府和歐洲聯(lián)盟委員會共同創(chuàng)立了中歐國際工商學(xué)院，雙方的辦學(xué)單位為上海交通大學(xué)和歐洲管理發(fā)展基金會（EFMD），已形成三大洲五地（中國上海、北京、深圳，瑞士蘇黎世和加納阿克拉）辦學(xué)的全球化格局。
目前，中歐已培養(yǎng)校友逾30000名，遍布全球90多個國家和地區(qū)，并累計為超過26萬人次的海內(nèi)外中高層管理人員提供管理培訓(xùn)。
10月14日，英國《金融時報》（Financial Times）公布了2024年全球EMBA課程百強榜單，中歐國際工商學(xué)院Global EMBA（GEMBA）課程取得歷史性突破，首次在這一國際權(quán)威榜單中榮登榜首。
獲得該項成績的一些主要因素，是其在生源質(zhì)量和賦能學(xué)生職業(yè)發(fā)展方面的相關(guān)指標(biāo)上保持了穩(wěn)定提升。
然而，全球管理教育正面臨艱巨挑戰(zhàn)。后疫情時代，無論是商學(xué)院還是學(xué)生群體，思維和心態(tài)都變得更加保守和自閉。
杜道明說，現(xiàn)在人們更多的擔(dān)心是，去了商學(xué)院之后，回到公司，工作崗位已經(jīng)沒有了。與此同時，近年來國際交流受阻，也一度嚴(yán)重沖擊了商學(xué)院教育的發(fā)展。
杜道明告訴鈦媒體APP，中歐受到哈佛大學(xué)商學(xué)院的案例教學(xué)法影響頗深，一度也與美國的商學(xué)院交流頻繁，但現(xiàn)在一些美國的商學(xué)院稱，迫于政府的壓力，不得不減少與中國的商學(xué)院的合作交流。
杜道明認(rèn)為，越是局勢緊張的時候，溝通與交流就變得更加重要。真正聰明的學(xué)生應(yīng)該是在危機的時候去學(xué)習(xí)，這樣的人通常也能夠得到更好的機會。
無論發(fā)生什么，從政治和經(jīng)濟角度看，中國仍是一個非常重要的國家。在全球的經(jīng)濟與商業(yè)合作的這一項議題上，中歐國際工商學(xué)院GEMBA校友成立了眾多活躍的俱樂部，如新成立的出海俱樂部，打造幫助中歐同學(xué)和校友企業(yè)“走出去”的平臺。
鈦媒體APP：中歐國際工商學(xué)院取得了英國《金融時報》全球EMBA排行歷史最高成績，也是有史以來中國的商學(xué)院取得的最佳成績。您認(rèn)為中歐國際工商學(xué)院能夠取得如此成就的關(guān)鍵原因是什么？
杜道明：我認(rèn)為有幾個因素。當(dāng)經(jīng)濟增長的時候，公司需要更多人才。這就是為什么經(jīng)濟增長時，商學(xué)院通常也會增長。這是第一個因素。第二個因素是，商學(xué)院領(lǐng)域的競爭非常激烈，甚至在中國內(nèi)部也是如此。但在某種程度上，這是好事，因為它提高了商學(xué)院的整體質(zhì)量。
商學(xué)院在思想交流、吸引頂尖學(xué)生和開發(fā)一流課程方面，存在著非常強的良性競爭。我認(rèn)為經(jīng)濟發(fā)展和競爭激烈是我們?nèi)〉眠@樣成績的原因。
鈦媒體APP：您觀察到近些年中國與海外的高管教育領(lǐng)域，分別都發(fā)生了哪些比較關(guān)鍵的變化與挑戰(zhàn)？
杜道明：我們觀察到學(xué)生和雇主希望我們教授的主題發(fā)生了變化。最初，重點放在會計、財務(wù)、市場營銷和運營管理等領(lǐng)域。然后，轉(zhuǎn)向了戰(zhàn)略思維和項目管理。如今，軟技能變得越來越重要。
軟技能包括在不可預(yù)測的世界中培養(yǎng)正確的公司文化、實施策略、有效溝通和激勵人員。因此，已經(jīng)從會計和財務(wù)等硬技能演變到戰(zhàn)略思維，現(xiàn)在又演變到專注于執(zhí)行的軟技能。
策略通常很直接，通常制定者和參與者，包括學(xué)生，感興趣的都是智力與戰(zhàn)略的挑戰(zhàn)。然而，真正的挑戰(zhàn)在于執(zhí)行——動員人員和管理細(xì)節(jié)。執(zhí)行可能被視為乏味，但它比僅僅制定策略更困難、更關(guān)鍵。
鈦媒體APP：入學(xué)中歐國際工商學(xué)院的新一代管理層和企業(yè)家呈現(xiàn)了哪些與以往群體不同的特征？學(xué)院有沒有因此做出教學(xué)或者課程上的調(diào)整？哪些調(diào)整在您看來是卓有成效的？哪些其實被驗證是不合適的？
杜道明：中國發(fā)生了顯著變化。我還記得1991年第一次在這里教書時，那是一個完全不同的中國。我曾記得有學(xué)生問為什么公司需要盈利。今天，沒有人會問這樣的問題了。學(xué)生們在成熟度上已經(jīng)有了重大轉(zhuǎn)變。
如今，隨著中國經(jīng)濟增速的放緩，許多人都在問：“我如何才能向世界其他地區(qū)銷售產(chǎn)品？我如何才能在中國之外建立品牌？”在國內(nèi)和國際同時取得成功的興趣日益增長。作為一名市場營銷和品牌建設(shè)教授，我看到越來越多的中國公司專注于在全球范圍內(nèi)建立品牌，這將非常重要。
在教學(xué)方法上，我們已經(jīng)超越了哈佛商學(xué)院影響下的案例教學(xué)法。今天，我們更加靈活，結(jié)合講座、游戲、模擬和案例研究來提升學(xué)生的學(xué)習(xí)體驗。
在最近一次有600名商學(xué)院院長參加的意大利會議上，我們討論了考試的未來——有人建議，與其進(jìn)行書面考試，不如與機器人進(jìn)行面對面的考試，因為機器人更少偏見，更加中立。
看到技術(shù)如何塑造教育將是一件有趣的事情，因為這是歷史上第一次技術(shù)在教育中扮演如此重要的角色。我們需要在利用技術(shù)和培養(yǎng)仍然必需的軟技能之間找到正確的平衡。
鈦媒體APP：青年人的交流歷來是國與國合作的重要窗口和風(fēng)向標(biāo)，就您看來，后疫情時代國際之間，青年人的交流發(fā)生了什么變化？
杜道明：這里存在一點悖論。在新冠疫情之前，人們對各種形式的溝通更加開放。疫情之后，一些人變得相較封閉，盡管我們正在看到緩慢的復(fù)蘇。學(xué)院教授在與學(xué)生交流的過程中也有注意到學(xué)生們在新冠疫情之前更加開放，而回到那種開放程度的過程一直很緩慢。
此外，政治不確定性也影響了國際合作。例如，我們過去與美國商學(xué)院有著廣泛的合作，但現(xiàn)在它們受到美國政府的壓力，要求減少與中國的接觸。這很不幸，因為當(dāng)緊張局勢升級時，更需要增加溝通。
來中國留學(xué)的外國學(xué)生數(shù)量顯著減少。我希望這是一種暫時的情況，因為無論政治發(fā)展如何，中國仍然是一個重要的國家。在緊張時期，增加溝通至關(guān)重要，我希望更多聰明、有才華的人會繼續(xù)選擇在中國學(xué)習(xí)。
鈦媒體APP：您也提到了經(jīng)濟增長正在放緩，在經(jīng)濟下行的周期，當(dāng)前大眾開始對一些精英群體產(chǎn)生一種“祛魅”的心態(tài)，而降本增效的趨勢下，企業(yè)的管理層的危機感也到了一個新的高度，尤其是當(dāng)一些外企開始撤離中國。這時候，商學(xué)院的課程賦予管理人員的意義，有沒有發(fā)生一些變化？
杜道明： 情況已經(jīng)改變。這不僅僅是在中國，而是全世界都如此。在不確定的時期，人們猶豫是否要上商學(xué)院，擔(dān)心畢業(yè)后工作機會可能不再等待他們。
通常情況下，學(xué)生更傾向于在經(jīng)濟狀況良好時學(xué)習(xí)。然而，我認(rèn)為最聰明的人是那些選擇在危機時期學(xué)習(xí)的人，因為他們往往能在經(jīng)濟復(fù)蘇時獲得更好的機會。
鈦媒體APP：作為市場營銷專家，您如何看待AI大模型對市場營銷的影響？因為數(shù)字化轉(zhuǎn)型一直是營銷領(lǐng)域的重要課題，科技互聯(lián)網(wǎng)公司一直在重塑市場營銷的模式。AI大模型時代里，AI營銷也成為了一個熱門話題。大公司和創(chuàng)業(yè)公司各自應(yīng)該秉持什么應(yīng)對之道？
杜道明：人工智能是一種工具。市場營銷的目的，以及公司普遍的目標(biāo)，是為社會創(chuàng)造價值，而不僅僅是為股東。公司存在的目的是為了解決問題，使人們的生活變得更好、更便捷、更舒適。
電腦和手機幫助解決問題，就像數(shù)字工具如人工智能所做的那樣。關(guān)鍵是要避免被數(shù)據(jù)所淹沒，而應(yīng)該專注于你想要為社會或消費者解決的問題。
在執(zhí)行方面，許多公司存在代際差異。年輕員工理解技術(shù)，而年長的高管可能就不一定了。挑戰(zhàn)在于管理這些不同代際的員工，他們各自有不同的期望。
許多公司努力將技術(shù)知識轉(zhuǎn)化為商業(yè)創(chuàng)意。作為商學(xué)院，我們的目標(biāo)是培訓(xùn)年輕參與者，將技術(shù)知識轉(zhuǎn)化為商業(yè)行動。
這需要改變思維方式，特別是在亞洲，領(lǐng)導(dǎo)模式傳統(tǒng)上是等級制的。在新技術(shù)時代，領(lǐng)導(dǎo)者必須謙遜并愿意信任年輕一代。
初創(chuàng)公司面臨的挑戰(zhàn)不同，因為它們通常是由40歲以下的個人創(chuàng)立的。年輕的創(chuàng)業(yè)者往往更精通技術(shù)，更愿意冒險，而年長的人可能更傾向于規(guī)避風(fēng)險。
鈦媒體APP：所以在人工智能時代，您認(rèn)為它更有利于大公司還是創(chuàng)業(yè)公司的創(chuàng)新？
杜道明：我最近與字節(jié)跳動的一位副總裁交談，他提到隨著公司的發(fā)展，推動創(chuàng)新變得越來越困難。大公司需要流程和層級結(jié)構(gòu)，這可能會抑制創(chuàng)造力。在小公司里，人際關(guān)系更加非正式，這使得嘗試更加容易。隨著科技公司規(guī)模的擴大，這是一個重大挑戰(zhàn)——它們越來越難以創(chuàng)新。
TMTPOST: CEIBS has achieved its highest-ever ranking in the Financial Times Global EMBA 2024, marking the first time a Chinese business school has attained such impressive results. What do you believe are the key factors contributing to this accomplishment?
Dominique Turpin: There are several factors. When the economy grows, companies need more talent, and business schools also tend to grow as a result. That's the first factor. The second is the high level of competition in this region, even within China. In a way, this is positive because it elevates the overall quality of business schools.
There is a strong sense of healthy competition in attracting the best students and developing the best curriculum. So, economic growth and increased competition have been key reasons for our success.
TMTPOST: What main changes and challenges have you observed in the field of executive education in Mainland China and overseas in recent years?
Dominique Turpin: What we've observed is a shift in the topics students and employers want us to teach. Initially, the focus was on areas like accounting, finance, marketing, and operations management. Then, there was a move toward strategic thinking and project management. Today, soft skills have become increasingly important.
Soft skills include developing the right company culture, implementing strategies, communicating effectively, and motivating people in an unpredictable world. So, there's been an evolution from hard skills like accounting and finance to strategic thinking, and now, to soft skills focused on execution.
Strategy is often straightforward, and many executives and students are drawn to its intellectual challenges. However, the real challenge lies in execution — mobilizing people and managing the details. Execution can be perceived as tedious, but it is more difficult and crucial than simply formulating strategy.
TMTPOST: Compared to previous students, what are the distinct characteristics of the new generation of managers and entrepreneurs who have enrolled at CEIBS in recent years? Has CEIBS made any adjustments to its teaching methods or curriculum to cater to this new generation? Among these adjustments, which have you found to be effective? Which, if any, have proven to be unsuitable
Dominique Turpin: There have been significant changes in China. When I first taught here in 1991, it was a very different China. I recall one student asking why companies needed to make a profit. Today, no one would ask that question. There's been a major shift in maturity.
Now, with the slowdown in the Chinese economy, many are asking, "How can I sell to the rest of the world? How can I build a brand outside of China?" There is growing interest in being successful both domestically and internationally. As a marketing and branding specialist, I see more Chinese companies focusing on building brands globally, which will be very important.
Regarding teaching methods, we have moved beyond the case method, influenced by Harvard Business School. Today, we are more flexible, combining lectures, games, simulations, and case studies to enhance the student experience.
With the rise of AI, at a recent conference in Italy with 600 business school deans, there was discussion about the future of exams—some suggested that, instead of written exams, we might conduct face-to-face exams with robots, as robots are less biased and more neutral.
It will be interesting to see how technology shapes education, as it's the first time in human history that technology is playing such a significant role in learning. We need to find the right balance between leveraging technology and nurturing the soft skills that are still essential.
TMTPOST: Young people's communication has always been an important window and indicator of cooperation between different countries. In your observation, what changes have occurred in international communication and education among young people in the post-epidemic era?
Dominique Turpin: There is a bit of a paradox here. Before COVID, people were more open to various forms of communication. After the pandemic, some people became more closed-off, although we're seeing a slow recovery.
Some professors at CEIBS have noticed that students were more open-minded before COVID, and it’s been slow to return to that level of openness.
Additionally, political uncertainty has impacted international cooperation. For instance, we used to collaborate extensively with American business schools, but they are now under pressure from the U.S. government to reduce their engagements with China.This is unfortunate because when tensions rise, more communication is needed.
The number of foreign students coming to China has decreased significantly. I hope this is a temporary situation because, regardless of political developments, China remains an important country. Increased communication is critical in times of tension, and I hope more smart, talented people will continue to study in China.
TMTPOST: As you mentioned, the economy is slow down, during economic downturns, there is a growing disenchantment with the elite. Against the backdrop of cost reduction and efficiency enhancement, the sense of crisis among senior management has reached new heights, especially as some international companies withdraw from China. In this context, has the significance of attending business school changed?
Dominique Turpin: The situation has changed. It's not just in China but worldwide. People hesitate to attend business school during uncertain times, fearing that their job may not be waiting for them afterward.
Typically, students prefer to study when the economy is doing well. However, I believe that the smartest individuals are those who choose to study during crises, as they tend to secure better opportunities when the economy recovers.
TMTPOST: As a marketing expert, what is your view on the impact of AI Large Language Models on marketing? Nowadays digital transformation has always been a key topic in the marketing field, with technology companies reshaping the marketing business model. With the advent of the AI Large Language Models era, AI marketing has become a hot topic. In your opinion, how should large enterprises and startups address these challenges differently?
Dominique Turpin: AI is a tool. The purpose of marketing, and of companies in general, is to create value for society, not just for shareholders. Companies exist to solve problems, to make life better, faster, and more comfortable for people.
Computers and phones help solve problems, just as digital tools like AI do. The key is to avoid becoming overwhelmed by data and instead focus on what problems you want to solve for society or consumers.
In terms of execution, there is a generational gap in many companies. Younger employees understand technology, while older executives may not. The challenge lies in managing these diverse generations, each with different expectations.
Many companies struggle to turn technological knowledge into business ideas. As business schools, we aim to train young participants to translate technical knowledge into business action.
This requires a change in mindset, especially in Asia, where leadership models have traditionally been hierarchical. In the age of new technology, leaders must be humble and willing to trust younger generations.
Startups face different challenges, as they are typically founded by individuals under 40. Younger entrepreneurs tend to be more tech-savvy and willing to take risks, whereas older individuals may be more risk-averse.
TMTPOST: So, is it easier for large companies or startups to innovate in the AI era?
Dominique Turpin: I recently spoke with a vice president at ByteDance who mentioned that as the company grows, it becomes harder to drive innovation. Large companies need processes and hierarchies, which can stifle creativity. In smaller companies, relationships are more informal, allowing for easier experimentation. This is a significant challenge as tech companies grow larger—it becomes harder for them to innovate.（本文獨家首發(fā)于鈦媒體APP，作者｜李程程，編輯｜胡潤峰）
快報
根據(jù)《網(wǎng)絡(luò)安全法》實名制要求，請綁定手機號后發(fā)表評論
全球管理教育正面臨艱巨挑戰(zhàn)
局勢越緊張，溝通就越重要
政治壓力會阻礙交流合作