【观点】拉姆·查兰：数字时代，领导力该如何培养？

一、数字化领导者有什么特点？

相比过去，数字时代卓越领导者的显著特点是他们的认知、能力与心智模式，尤其是他们既能构想宏大格局，又能狠抓务实落地，还能在盈利模式、发展速度与财务安全之间找到恰当的平衡。

那么具体而言，数字化领导者有什么特点呢？下面的描述能给你带来直接的感受。

他们既有想象力又是实干家，不但能发现十倍、百倍的增量机会，还能克服万难，创造当下还不存在的全新市场。

他们痴迷于客户，能在深度研究客户的基础上，为其设计端到端的全新体验，从而进一步拓展市场空间。

他们能超越自身，从生态系统的角度出发，构建互利共赢的可持续盈利模式。面对初期的巨大投入和盈利压力。

他们能顶住资本质疑和短期诱惑，坚定着眼长远，以终为始，持续做大规模，做强生态，创造增量价值。

他们坚持实事求是，在数据分析的基础上提升认知、洞察趋势、把握战机，并在数据与直觉的加持下，持续迭代，动态调整。这样的底层支撑，给了他们大胆向前的底气和勇气。

他们思维活跃，思想开放，不但不会固执己见，反而主动寻求不同观点。在有些人看来，他们似乎总是变来变去，其实这是他们在不断否定自己，不断迭代升级。CXO UNION-CXO联盟（cxounion.cn）

他们的第一出发点，往往不是颠覆别人，而是创新创造。对他们而言，战略思考不是一年一次的，而是每时每刻的。如果贵司还在以一年一度的节奏做战略规划，不妨反思片刻。

他们好奇心强，求知欲强，渴望探索未知，持续创新创造。他们敢想敢干，追求速度，充满紧迫感，不断试验、不断调整是他们的日常状态。他们能敏锐洞察客户，发现尚未被满足的需求，并能迅速填补空白，并将之转化为新的收入来源。

他们不怕承认错误，不惧颠覆自己，当传统企业还在字斟句酌的时候，他们已经敢于在还没万事俱备的情况下，大胆出击。只要能为客户创造价值，他们就敢于尝试。他们有着独特的心智模式，对他们来说，探索、试验、学习、调整、必要时及时止损，就是家常便饭，没什么大不了的。

他们善于利用数据算法，但不会盲目依赖。他们深知借助人工智能及数据算法能解决很多常规性的复杂经营问题，能强有力地提升透明度及执行力；但在事关重大的业务决策方面，光看数据是不够的，还要有自己的思考与判断。

他们持续学习新知，尤其是在自己的短板领域。这样的学习让他们能够更快吸收、更快行动、更愿拥抱变化，不断刷新自己。

他们善于识人用人，能把合适的人放到合适的岗位上。一旦发现问题，也会快速调整。他们会确保尽可能授权一线，让离客户最近的人快速做出正确的决定；会通过数据指标体系及激励机制，明确责任，加强执行，做到放权但不放任。

自古以来，勇气就是领导力的标配。但数字时代要求的“勇气”，尤其是对那些传统企业出身、志在推动数字化转型的领导者，特别强调面对未知、不确定性和风险时的果敢与胆识。这绝不是匹夫之勇，而是基于持续吸收新知识、持续深度思考形成的独特认识。CXO UNION-CXO联盟（cxounion.cn）

二、数字化领导者该如何培养

数字时代对领导者的要求更高。有些通过传统路径成长起来的领导者，容易受制于原有的思维模式，习惯于通过涨价、并购等传统手段，推动渐进式增长；对指数级增长缺乏感觉，对创造全新市场的巨大机会缺乏前瞻性的洞见及探索突破的勇气；对数字技术及其他相关知识还有待学习，对风险的承受力也相对较弱。

回溯传统领导者的成长路径，他们对未来科技创新缺乏想象力，对推动指数级增长缺乏热情，是很容易理解的。在传统企业，晋升大多在单一条线中垂直发生，如运营、营销、财务，往往需要经过至少六个层级才能升到高管。

这样的职业发展路径导致他们在过程中缺乏直接接触用户的机会，没有见证过数字平台巨大的威力，没有与生态伙伴共生共赢的经验，很难培养全局视角。即便是业务一把手，也缺乏投融资经验、必要的现金流管理及资源配置能力，因此想要靠他们构想适合数字时代的全新模式，的确挑战重重。

而且在传统企业的管理体制中，即便是新提拔的领导者也必须遵循既有的丛林法则，争夺资源、经营人脉，按照业绩指标要求交付成果。常见的业绩指标，即便与客户满意度强相关——比如净推荐值(NPS)，也主要是回溯过去，很少有发挥想象力、创造未来的机会。

有些企业领导者来自咨询公司，非常擅长行业分析、综合对比内外部信息和全面分析企业经营情况。其中，有些人失败是因为缺乏搭建高管团队和管理大型组织的能力；有些人则是性格使然，自恃专业、聪明，看不起别人，听不进意见，无法凝聚团队、带动组织。

因此，传统企业高层可能会出现一波更新换代。有些思维惯性强、路径依赖度高的一把手及高管，难以快速完成理念转变与能力升级，无法担纲带领企业完成数字化转型的重任。如果是这样，就要考虑从外部引进人才，比如亚马逊，已成为数字化领导人才的黄埔军校。

与此同时，传统企业不应忽略组织内部的精兵强将。不少传统企业数字化转型背后的灵魂人物，就是内部培养的高潜领导人才。CXO UNION-CXO联盟（cxounion.cn）

这些高潜领导人才通常对算法有基本了解，以客户为中心，擅长业务经营，而且敢想敢干，既有丰富的相象力又有强大的执行力，还能做出正确的判断与决策。

持续学习、主动变革，永远不晚。有些传统企业的核心高管正在如饥似渴地学习新知识，理解并分析数据、算法及平台的巨大威力。其中有些已完成了自我刷新，拓展了视野，激活了想象。

原来他们不相信还有十倍、百倍的市场机会，但现在他们坚信放眼未来，以七年或更长的时间倒推回来，通过创造全新的客户体验，完全有可能实现量级性的突破和指数级的增长。

这些实干派已经开始实验试点，因为他们深知数字时代竞争永不落幕，只有接受过程中不可避免的各种失败，以更快的速度迭代向前，才能赢得先机。

千禧一代的年轻人也让人充满期待。他们是数字时代的原住民，不少人熟悉编程，了解并参与过App及平台开发。但他们也有短板，尤其是人际交往能力相对较弱。

有些人习惯理性思维，对事非黑即白，对人缺乏同理心，不擅长与人打交道。有这种待人接物的风格的人，在提倡团队作战的数字组织中，很难真正融入，更不要说带队伍、打胜仗了。好在，这些能力是可以通过教练辅导来改善和提升的。相比之下，与其让缺乏数字时代

必备的理念、能力及心智模式的传统领导者长期占据高位，还不如给这些年轻人机会，在用人所长的同时，帮助他们持续成长，逐渐夯实他们在团队及组织管理方面的能力和经验。

传统企业正面临着数字化转型的压力，数字化头部企业也并非高枕无忧。能成为头部企业，已然是凤毛麟角，全球也就二十来家。它们通常在创业初期，把握住了时代的机会，开拓出了全新的市场，并在竞争尚未白热化时，就牢牢占据了王者地位。然而成绩只能说明过去，未来依然充满挑战。

是继续探索开拓，还是屈从于来自资本市场的短期盈利压力？积累多年的客户基础和品牌地位、打磨多年的业务模式的平台生态，在群雄环伺和创新频出的背景之下还能持续多久，会不会被突然颠覆？创业草莽，源于初期的强势文化，在备受关注与质疑的舆论环境下，是否需要迭代刷新？政府监管是否会对数字巨头，加强有形之手的引导？

无论是传统企业还是数字组织，这个时代都对它们的领导者提出了更高的要求。我相信，更高的要求、更大的挑战，会催生出一代更强的领导者。

俗话说，英雄不问出处，各路都有豪杰。我们要明确选人标准，为其扫清障碍，促其更快成长。在选人用人时，切忌因循守旧、求全责备。要时刻提醒自己，当今时代对领导人才的要求已有别以往，不能用老眼光看人。

选对人，用好人，加速培养人，事关重大。做好了，便是数字时代企业的关键竞争优势。

翻译：

Ram Charan: How to develop leadership in the digital age

What are the characteristics of digital leaders?

More than in the past, the defining characteristics of great leaders in the digital age are their perceptions, abilities, and mental models, especially their ability to conceive big ideas, focus on practical implementation, and find the right balance between profit model, growth speed, and financial security.

So what are the characteristics of digital leaders, specifically? The following description will give you a direct feeling.CXO UNION-CXO联盟（cxounion.cn）

They are both imaginative and doers who can not only find 10 or 100 times the incremental opportunities, but also overcome the difficulties to create new markets that do not exist today.

They are obsessed with customers and can design end-to-end new experiences for them on the basis of in-depth research, thus further expanding the market space.

They can go beyond themselves and build sustainable profit models that are mutually beneficial from an ecosystem perspective. Faced with huge initial investment and profit pressure.

They can resist capital doubts and short-term temptations, firmly focus on the long-term, start with the end, continue to do large-scale, strengthen the ecology, and create incremental value.

They insist on seeking truth from facts, improve cognition, insight into trends, grasp aircraft on the basis of data analysis, and continue to iterate and dynamically adjust under the support of data and intuition. Such bottom support has given them the confidence and courage to move forward boldly.

They are active and open-minded, and instead of being opinionated, they actively seek out different points of view. In the eyes of some people, they seem to always change, in fact, they are constantly denying themselves, constantly iterating and upgrading.

Their first starting point is often not to disrupt others, but to innovate and create. For them, strategic thinking doesn’t happen once a year, it happens all the time. If your company is still doing strategic planning on an annual basis, take a moment to reflect.

They are curious, eager to learn, eager to explore the unknown, continuous innovation and creation. They dare to think and do, the pursuit of speed, full of urgency, constantly experimenting, constantly adjusting is their daily state. They have a keen insight into their customers, identify unmet needs, and can quickly fill gaps and turn them into new revenue streams.

They are not afraid to admit mistakes, are not afraid to subvert themselves, and when traditional enterprises are still weighing their words, they have dared to boldly attack when everything is not ready. As long as they can create value for customers, they dare to try. They have a unique mental model, and for them, exploring, experimenting, learning, adjusting, and cutting your losses when necessary are routine, no big deal.CXO UNION-CXO联盟（cxounion.cn）

They are good at using data algorithms, but they don’t rely on them blindly.

They understand that using artificial intelligence and data algorithms can solve many routine and complex business problems, which can greatly improve transparency and execution; But when it comes to high-stakes business decisions, it’s not enough to just look at the data, but also to think and judge.

They are constantly learning new things, especially in areas where they are weak. This kind of learning allows them to absorb faster, move faster, embrace change more willingly, and constantly refresh themselves.

They are good at identifying people and putting the right people in the right positions. When problems are found, they are quickly adjusted. They make sure to empower the front line as much as possible so that the person closest to the customer can make the right decision quickly; Through the data index system and incentive mechanism, we will clarify responsibilities, strengthen implementation, and delegate power but not laissez-faire.

Courage has been the hallmark of leadership since time immemorial. But the “courage” required by the digital age, especially for those leaders from traditional enterprises who aim to drive digital transformation, emphasizes the courage and courage in the face of the unknown, uncertainty and risk. This is not a single act of courage, but a unique understanding based on continuous absorption of new knowledge and continuous deep thinking.CXO UNION-CXO联盟（cxounion.cn）

Second, how to cultivate digital leaders

The digital age demands more from leaders. Some leaders who have grown up through the traditional path are easily constrained by the original mode of thinking and are accustomed to promoting gradual growth through traditional means such as price increases and mergers and acquisitions. A lack of sense of exponential growth, foresight and the courage to explore breakthroughs in the huge opportunities to create new markets; I still need to learn digital technology and other related knowledge, and I am relatively weak in risk tolerance.

Looking back at the growth path of traditional leaders, it is easy to understand their lack of imagination for future technological innovation and enthusiasm for driving exponential growth. In traditional companies, promotions mostly occur vertically in a single line, such as operations, marketing, and finance, often requiring at least six levels to reach the top.

Such career development path leads to a lack of direct contact with users in the process, no witness to the enormous power of digital platforms, no experience with ecological partners symbiosis and win-win, it is difficult to cultivate a global perspective. Even business leaders lack the investment and financing experience, the necessary cash flow management and resource allocation skills, so it is challenging for them to conceive of a new model suitable for the digital age.

Moreover, in the management system of traditional enterprises, even newly promoted leaders must follow the existing law of the jungle, compete for resources, manage contacts, and deliver results according to performance indicators. Common performance metrics, even those strongly related to customer satisfaction – such as net referrals (NPS) – are largely retrospective, with little opportunity for imagination and future creation.CXO UNION-CXO联盟（cxounion.cn）

Some business leaders come from consulting firms and are very good at industry analysis, comprehensive comparison of internal and external information and comprehensive analysis of business operations.

Some fail because they lack the ability to build executive teams and manage large organizations. Some people are driven by personality, relying on professionalism, intelligence, looking down on others, listening to opinions, unable to unite the team and drive the organization.

As a result, there may be a wave of replacement at the top of traditional companies. Some leaders and executives with strong inertia and high path dependence are difficult to quickly complete concept changes and ability upgrades. And cannot take on the task of leading enterprises to complete digital transformation. If so, consider bringing in talent from outside, such as Amazon, which has become the Whampoa Military Academy for digital leadership.

At the same time, traditional enterprises should not ignore the elite soldiers within the organization. The soul behind the digital transformation of many traditional enterprises is the internally cultivated high-potential leadership talents.

These high-potential leaders usually have a basic understanding of algorithms, are customer-centric, are good at business operations. And dare to think and do, have rich imagery and strong execution, and can make correct judgments and decisions.CXO UNION-CXO联盟（cxounion.cn）

It’s never too late to keep learning and take the initiative to change. Some core executives at traditional companies are eager to learn new things and understand and analyze the power of data, algorithms and platforms. Some of them have completed their own self-renewal, expanding the horizon, activating the imagination.

They didn’t believe there was a ten-fold, hundred-fold market opportunity. But now they believe that by looking ahead and working backwards in seven years or more. It is entirely possible to achieve magnitude breakthroughs and exponential growth by creating new customer experiences.

These doers have begun to experiment because they know that the competition in the digital age will never end

These doers have begun to experiment because they know that the competition in the digital age will never end. And only by accepting the inevitable failures in the process and iterating forward at a faster pace can they win the opportunity.

The millennial generation is also full of expectations. They are natives of the digital age, and many of them are familiar with programming, understanding and participating in App and platform development. But they also have weaknesses, especially their relatively weak interpersonal skills.

Some people are used to rational thinking, black and white to things, lack empathy for people. And are not good at dealing with people. People with this kind of interpersonal style, in the promotion of team combat in the digital organization. It is difficult to really integrate, let alone lead the team, to win the battle. Fortunately, these skills can be improved through coaching. By contrast, rather than let the lack of digital ageCXO UNION-CXO联盟（cxounion.cn）

Traditional leaders with the necessary ideas, abilities, and mental models have long held the top positions. And it is better to give these young people the opportunity to use their strengths while helping them to continue to grow and gradually strengthen their ability and experience in team and organizational management.

Traditional enterprises are facing the pressure of digital transformation, and digital head enterprises are not relaxed. Can become the head of the enterprise, is already rare, there are only 20 in the world. They usually seize the opportunities of The Times in the early days of entrepreneurship, open up new markets. And firmly occupy the king position when the competition is not yet white-hot. However, achievements can only reflect the past, and the future is still full of challenges.

Should we continue to explore and develop, or succumb to the short-term profit pressure from the capital market?

The platform ecology, which has accumulated many years of customer base and brand status and polished business model for many years, can continue for how long under the background of a group of dominant forces and frequent innovation, and will it be suddenly subverted? Entrepreneurship is a rough, strong culture from the early stage. In the public opinion environment of concern and doubt, do we need to iterate and refresh? Will government regulation strengthen the visible hand of digital giants?

Whether it is a traditional business or a digital organization, this era puts higher demands on their leaders. I believe that higher requirements and greater challenges will lead to a stronger generation of leaders.CXO UNION-CXO联盟（cxounion.cn）

As the saying goes, heroes don’t ask where they come from, there are heroes everywhere. We need to clarify the selection criteria, remove obstacles for them, and promote their faster growth. In selecting and employing people, we should avoid being conformist and seeking perfection. We should always remind ourselves that the requirements for leadership in today’s era have changed from the past. And we can’t look at people with old eyes.

Choosing the right people, using the right people, developing people faster, it matters a lot. Getting it right is a key competitive advantage for businesses in the digital age.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于认识管理,作者：拉姆·查兰；编辑/翻译：CXO UNIONCXO联盟小O。

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