演讲嘉宾Dr.Nandani Lynton简介

　　2007年4月5日至4月7日，由美国马里兰大学史密斯商学院和美国圣地亚哥大学主办的2007全球领导力峰会将在上海举行。主题旨是令各种关于领导力发展的理论和实践相互碰撞，最终实现更卓越的领导力这一共同目标。以下为演讲嘉宾Dr.Nandani Lynton简介：

　　Nandani Lynton

　　1. Copyright 2000-2007 by The McGraw-Hill Companies Inc. All rights reserved.

　　China's Innovation Barriers

　　Nandani Lynton of Thunderbird says the obstacles include a monolithic, hierarchical culture that frowns on boundary-breaking

　　by Nandani Lynton

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　　Innovation is the buzzword in China these days. The mainland overtook Japan this year to become the world's No. 2 investor in R&D after the U.S. The government has declared that by 2010, China will be an innovative society.

　　And the World Economic Forum's China Business Summit, held in Beijing this September, was stirring with talk of innovation, with panelists highlighting the sharp increase in Chinese patent applications, the strength of mainland companies such as Huawei, and 5,000 years of Chinese inventions.

　　But there were questions as well. In initial results of the WEF's own competitiveness survey, China languished in 48th place for innovation. The scores for education and health, higher education, and public institutions were also poor, hovering below 60th place.

　　These factors are not unrelated. WEF participants, representing a mix of private and public organizations, listed two areas that government and companies need to focus on to boost innovation in China: intellectual property rights and talent management.

　　Real innovation depends on several interlocking factors. It includes having talented people—not only scientists but also entrepreneurial thinkers—who are interconnected with companies, government, universities, suppliers, and customers, and able to work across disciplines, according to the Council on Competitiveness' 2005 National Innovation Survey and Going Global reports.

　　Communication for Innovation

　　These people also need supportive regulatory and legal frameworks, a good communications infrastructure, and capital. Finally, it is important to have manufacturing capability to fuel innovation.

　　In fact, in the U.S., manufacturing companies provide 75% of total industry R&D funding. While the mainland's legal and regulatory framework still needs work, it seems to have the other necessary factors covered. So why do so many doubt its ability to become an innovative society?

　　Innovation is about boundary spanning. A good example is GE's development of LCD terminals for cockpits. While these were never used in a plane, the idea led to digital imaging devices that are now used widely in place of X-rays. This kind of cross-fertilization cannot happen without communication across departments, business units, or national borders.

　　And the competition is high. Research is truly becoming globalized, with investment and labs going wherever they find the brightest people and the best conditions. This means that innovation will go where you find not just technological knowhow but also the skills needed for boundary-crossing: openness, complex communication, and creativity.

　　Exclusionary Tactics

　　The very structure of Chinese society has inherent barriers to innovation. The country's monolithic culture, growing from a predominantly Han-Chinese tradition, and a deep tendency toward strong hierarchies, does not encourage thinking in new ways or including outsiders. This makes it difficult to understand new markets, to think creatively, or to accept eccentrics.

　　Chinese have a strong group focus, and prefer to work, communicate, and share information with people they know and trust. They often exclude anyone from another department or division even within the same company or university, much less from outside the organization.

　　All these habits discourage appreciation of different types of thought, behavior, or people. That stifles the kind of cross-fertilization and cooperation that multinationals tap to boost innovation.

　　Big global companies benefit from spending the time needed to meet local requirements for cheaper, better, differently featured products. The lessons they learn in one country can then be spread to comparable markets around the world.

　　Breaking Through the Status Quo

　　What you see in China is a focus on the boss and on the "right" way of doing things. When you add to the equation the fact that manufacturing in China subsists on such tight margins, there is not much left for R&D. And even the best universities in China need to take creative energy and focus it straight into applications to turn a profit quickly, perhaps as a spin-out company, rather than offering space for experimentation.

　　2.

　　多元文化正当时

　　Multi-culturalism at its best

　　琳敦博士 Dr. Nandani Lynton, President Of Lynton Executive Resources (Photo by Dr.Nandani Lyntoni)

　　琳敦博士饶有兴趣地发现这样一个事实，在中国工作，跨文化差异似乎不那么重要。“多元文化环境无处不在。”谈论商务活动中的多元文化关系，有谁比一个在印度长大，能够说一口纯正标准的美式英语的德国顾问更适合呢？棕色的长发、明亮的蓝眼睛，她的名字在印度是“快乐使者”的意思。虽然在美国学习、教学和从事研究工作多年，她仍然是一名常常引以为豪地称之“我们欧洲人”的德国人。

　　“我来中国完全是出于一种冒险的心理，结果误打误着。”那是在1993年。从那时起，她目睹了中国发生的巨大变化，而这些变化在咨询行业都有体现。她说：“需要提供咨询服务的领域大大扩大了。刚开始的情况是，一个人只要掌握了一点相关知识，就可以在这一行业找到工作，通过提供咨询服务赚钱。后来，一些知名品牌开始为人所知。现在咨询行业开始细化，有信息技术行业的顾问，有

零售业顾问，有人力资源顾问。顾问的人数也在中国急剧增长。”

　　据琳敦博士说，中国是一个十分独特且多姿多彩的从事商务活动的好地方。“在中国的任何一家外国公司，都不仅仅是德国人、法国人或

意大利人与中国人一起工作。通常是它们还会有来自其它欧洲国家的人，或者美国人、澳大利亚人或其它亚洲人。这对管理方式有何影响？我觉得去发掘这个问题十分有趣。这同树立一种新的态度有关。我可能会称其为一种后殖民化态度。许多初到中国的人和公司都会有这样一种想法，‘我们是来指点他们如何做事的。’这种态度就带有一种非常殖民化的色彩。许多中国人也有这种想法。当一个团队运作良好时，它意味着人们必须学会摒弃这种想法。不仅仅是乐于接受，而实际上是要超脱所有文化包括他们自己的文化束缚，并且找到一个可以共事的不同方式。”

　　在多元文化管理方面琳敦博士有几个成功的故事。“我曾与一个8人高级管理团队工作。8个人来自8个不同的国家。他们找到了我，因为他们觉得虽然他们对全公司的总体规划非常认同，但是他们认为这个规划并不太适合中国。他们在想，’我们在中国要怎么做？’我与他们在一起工作了两天。”琳敦博士说，“正是通过彼此互动的方式，他们相互尊重、交流看法，最后他们制定出了一个强有力的计划，一份得益于公司文化氛围变化的计划书。观察这样一个团队十分有趣。语言不是问题，文化也不是问题。”

　　琳敦博士认为在一些领域文化障碍仍然是一个挑战。在报告问题的时候，似乎中国商人比起他们的西方同行来有更多的保留。“我曾有过与一些极佳的团队愉快的共事经历。”她说，“团队里大部分是中国人，但总有一些来自其它国家的人。我感到我们配合得十分融洽。我们信任对方，一起玩，而且我们一起努力工作。但是当出现真正问题的时候，他们却不告诉我。我觉得很受伤害。我想，‘怎么了？那为什么我的中国同事不来告诉我是什么困扰着他们呢？’我发现这里面有一个规律。 如果有另一个外国专家时，有人会告诉那个外国人，而他会来告诉我。也有时候，他们会选出一个级别较高的中国人来告诉我。有意思的是，当面临压力的时候，老传统总会占上风。几年来，我曾经有过多次这样的经历。每次当这种情况发生时，我就怀疑，‘天哪，我还是干不好。’”

　　在不久的将来，琳敦博士准备写一本书，介绍在一个多元文化的工作环境里如何成功地创业。

　　Dr. Nandani Lynton is fascinated by the fact that, when working in China, cross-cultural differences become irrelevant. "It's always a multi-cultural situation. And who better to discuss multi-cultural relations in business than a German consultant, brought up in India who speaks English with a pure, unmistakably American accent? With long blonde hair, bright blue eyes, a first name that in India means bringer of Joy and a clear accent acquired from years of studying, teaching and researching in the US, she is still German enough to speak in terms of "We Europeans".

　　"I really landed here by mistake, out of a sense of adventure. That was in 1993. Since then, she has seen drastic changes in China, all of which are mirrored in the area of consulting. "The areas in which consulting is being offered have vastly increased. Before, it used to be that anyone who had any knowledge could find something, and probably get paid some amount to tell people how to do it. And then, the brand names began to be known. Now, there are so many specialists. There are specialists for IT consulting, there are specialists in the retail area, there are specialists in Human Resources. As a result, there has also been a huge explosion in the number of Chinese consultants, she says.

　　China is a very unique and colorful place to do business. According to Dr. Lynton "any foreign company in China, never has only Germans, French or Italians working there with the Chinese. Chances are they'll have other Europeans, perhaps an American, or Australian or other Asians. And what I find fascinating is trying to discover what that means for management style. I think it has something to do with developing a new attitude. I'm going to maybe call it a post-colonial attitude. Many people and companies came to China thinking 'We're going to show them how to do something. That was a very colonial attitude [and] many Chinese had it too. But when you get this mix working well together, it means people have learned to go beyond that. Not just to be accepting, but to actually step away from all the cultures including their own. And find a different way to work together."

　　Dr. Lynton has several success stories about multicultural management. "I was working with a team of eight people, top management, from eight different countries. They wanted some assistance because they felt that the whole company had a vision that they agreed with, but they thought it wasn't very relevant to China. They were thinking, 'What are we going to do in China?' I was with them for two days,?Dr. Lynton says, "and just by the way that they interacted with each other, respected each other and exchanged views, and that by the end they had come up with such a powerful programme, and a statement of a total roll-out of a company culture change. It was amazing, watching a team like that. The language wasn't a problem, the culture wasn't a problem."

　　There are still some areas in which Dr. Lynton believes cultural barriers remain a challenge. It seems that when it comes to reporting problems, Chinese business people are more reticent than their western counterparts. "I have a great time working with wonderful teams? she says, "mostly Chinese, always a few people from other countries, and I feel that we worked together well, we trusted each other, we had fun together and we tried hard. But when there was a real problem, people wouldn't tell me, and it hurt me. I thought, 'What's wrong? Why won't my Chinese colleagues just come and tell me what's bothering them?". I found there are patterns. When there was another foreign consultant, somebody would tell that person, and he would eventually tell me. There were times when there were no resident foreigners and then one of the more senior Chinese would be elected to come and tell me. What I find interesting is, when there is pressure, old traditions override the new behavior. Over the years, every time it happens, I feel like, 'Man, I haven't quite made it.'"

　　In the near future, she intends to write a book about how to successfully build a business in a multi-cultural working environment.

　　“不仅仅是乐于接受，而实际上是要超脱所有文化包括他们自己的文化束缚，并且找到一个可以共事的不同方式。

　　”"Not just to be accepting, but to actually step away from all the cultures including their own. And find a different way to work together.

　　3. Copyright 2005-2010 安阳市文峰区人民政府All Rights Reserved

　　美国雷鸟国际工商管理学院亚太区副院长琳敦简介

　　琳敦(Nandani Lynton) 博士现为美国雷鸟国际工商管理学院亚太区高级管理教育副院长、美国雷鸟国际工商管理学院环球商业管理教授。

　　在加入雷鸟之前，Lynton博士是睿创管理咨询有限公司的创始人和执行总裁。这家位于北京的公司主要提供组织机构和人力资源方面的咨询服务。该公司于2000年10月与德国的Haarmann Hemmelrath 管理咨询公司合并，Lynton博士出任新公司的高级合伙人至2004年。

　　Lynton博士1993年来到中国，拥有12年为公司和国际企业提供国际咨询服务的经验，长于组织发展，变化管理，人力资源系统及跨文化管理。在欧洲、美洲和亚洲，Lynton 博士为世界财富

　　

500强的跨国公司及合资企业提供咨询。

　　除了为公司提供咨询外，Lynton博士在国家政府部门的成就包括帮助德国联邦政府、研究机构和多边融资机构设计和实施项目。她还在康奈尔大学、Cologne 大学和杜塞尔多夫大学任教和做研究。 她与上海交通大学管理学院的教授和研究生们一起为合资企业设计培训课程。Lynton博士是Chapel-Hill 的北卡罗莱纳州大学的助理教授，负责该校和北京联合医科大学为期5年多方位的访问 学者项目的管理培训。

　　自1995年以来，Lynton 博士创办了北京培训师网络并任主席，组织了北京人力资源论坛，并且在北京的“美国商会“，“

　　澳大利亚商会”和Rotary 俱乐部的董事会和委员会任职。她的公司于1998年获得China Staff / Euro Money的最佳中国人力资源咨询公司称号，而她自己也于1999年获得该组织的特殊荣誉：中国人力资源杰出贡献奖。

　　Lynton博士获得康奈尔大学的人类学和组织行为学的硕士学位和博士学位。她的国际经验包括印度、美国、洪都拉斯、德国和中国。Lynton 博士能讲流利的英语和德语，并能用汉语交谈。她经常就组织和管理问题在亚洲、欧洲和美国发表演讲和文章。

　　4. From Sina

　　Nandani Lynton：跨区并购重要是找到核心业务

　　新浪财经

　　Nandani Lynton：

　　我知道从跨区的角度来讲，跨区的并购与任何意义上的并购都是一样的，从我这个角度来讲，最重要的是你必须找到核心业务所在，从传统意义来讲，我们只是注重一些软件，比如说金融层面的，特别注重一些整合、还有分销、定价、市场等等，我们关注的只是软环境，这个是环境在并购过程中的作用，如果看企业层面的作用，我们看到的就是本土文化和异域文化的不协调，所以从这个角度来讲，会有一些异域文化的抵抗，会有很多的冲突，许多文化方面的冲突。

　　还有一个是跨区并购非常难的一点就是，你必须要得到当地运营机构的支持，这个支持一定要和总部进行协调，对一些单一型的企业来讲，当地企业的支持是非常重要的。比如说在进行并购的时候，通常会忘记掉，当地的并购企业都是非常失望的，员工也失去了工作的积极性。我给大家一个例子，一个德国公司在中国并购了三家公司，他们并购完以后，德国的决策流程，包括工程流程都是非常严格的，而且整个流程非常难和复杂，而且成本也特别的搞，证明这个并购是失败的。后来一个美国企业并购了一个中国本土制造型的企业，他们非常的担心。他们采用的方法就是使用原来的产品，然后通过技术进行检测再投入到市场，这样就发现购买的认不是特别的合格，所以在并购之前，一定要对并购做一下研究。

　　这个不仅仅是中国公司和外国公司的并购，西方公司的并购也有这样的问题，比如说ABB并购外国公司的时候，德国人从来没有想到，美国的管理人员会给他们这么高的收入，这样就可能破坏他们在经济方面的表现。

　　还有一些企业是购买了美国的一些产品，但是他们对美国本土市场的份额这一块儿来讲，不是特别的了解，尤其对异域文化也不是很了解的。对中国企业来讲，从我的专业层面来看，我觉得有两个非常重要的结果我们一定要注意，第一个就是你必须要花时间来分析一下本土文化和当地文化，因为大家都知道，异域文化可以有很多的工具，这样我们可以告诉工程师当地文化是非常重要的。

　　第二个非常重要的就是你必须要对并购企业进行一个整合，成为一个具有统一性的整体，你要对流程进行整合，从实际角度来说，你一定要有一个相应的模式，对并购企业的组织架构是怎么样，一定要非常清楚。

　　来自HBR的同事告诉大家，在并购中国企业的时候，哪些是非常重要的，他也提到了文化的重要性，这个问题就是同一性的文化转入到多元性的文化的时候，一定要了解当地的文化。比如说你以前习惯和以前的同事一块儿工作，你必须了解到并购以后和你工作的中国同事和以前同事是完全不一样的，你一定要记住这一点。然后你要记住思维的多元性，你要鼓励人们去思考，在一些有异域文化色彩过程运作的时候，一定要注意。还有一点就是你的行为是不是有创意性。

　　还有一个是和第一条有关系的，很多的中国高管都说我们必须要把这个责任下放，如果不下放，员工就比较有一些创造性的活动，但是中国的活动是非常分等级的，有的时候中国人非常注重等级，他花大量的时间去了解领导的心思，而不是了解自己的工作职责。