内容简介

　　《组织制胜》提出，在越不确定的时代中，越需要学会去面对和拥抱不确定，最终的方向都是提升组织效能。

　　作者将应对挑战的“北极星”定义为“组织健康”，本书第一部分提出了组织健康的七个条件：

　　1.一个将使命置于利润之上的战略方向。

　　2.专注于创造一个共享的身份认同且适应性强的文化。

　　3.在智能计算机时代以人为本的敏捷领导力。

　　4.潜力被充分释放的人才。

　　5.围绕敏捷性和可持续性的组织设计。

　　6.建立于透明组织和归属感之上的公平性、包容性和多元化（equity，inclusion,and diversity,EID）。

　　7.要把员工福祉作为组织的优先事项。

　　任何类型和规模的企业，都可以通过满足这些条件来提升价值和实现增长。第二部分提出AI是让我们实现以上目标的关键。利用机器学习和量子计算等技术，公司可以监测和衡量改进措施，推断下一步行动，让AI协助领导者建立制胜未来的组织。在第三部分中，作者指出了投资者的心智模式（investor mindset）的重要性，它可以帮助领导者明智地投资并应用科技手段，确保组织脱颖而出。通过投资于组织健康、数字化战略和商业模式，企业就能在AI时代赢得竞争。

　　作者简介

　　【美】克劳迪·朱尔斯（Claudy Jules）

　　克劳迪·朱尔斯博士是麦肯锡公司华盛顿特区分公司的合伙人。他是麦肯锡组织管理业务的负责人，也是TMT（Technology,Media&Telecommunications，技术、媒体和通信）业务以及私募股权和机构投资者（Private Equity&Principal Investors）业务的核心成员。在加入麦肯锡之前，克劳迪·朱尔斯博士在谷歌工作并领导其“组织健康与变革卓越中心”（Center of Excellence on Organizational Health and Change）。他还担任过字母表公司（Alphabet）旗下的资产增长型私募股权投资机构CapitalG（前身为谷歌资本）的顾问。作为一位思想领袖，他在领导力和组织问题方面著述颇丰，并担任多部商业出版物的撰稿人。

　　译者简介

　　褚荣伟

　　复旦大学管理学院市场营销学系副教授、副系主任；复旦大学中国市场营销研究中心秘书长；麻省理工学院斯隆管理学院访问学者；加利福尼亚大学欧文分校中美商业与法律研究院梁氏学者。褚教授的教学和研究集中于中国市场结构和中国消费文化、新兴群体（如流动人口、低线城市消费者、零工等）在工作和消费场合中的行为决策与福祉，尤其是研究制度和技术如何影响商业。相关学术成果发表在《市场营销快报》（Marketing Letters）、《公共政策与营销杂志》（Journal of Public Policy&Marketing）、《消费者事务杂志》（Journal of Consumer Affairs）、《商业研究杂志》（Journal of Business Research）等SSCI国际期刊上。

　　闵彦冰

　　贝翰战略咨询首席执行官（CEO）；乔治·华盛顿大学硕士、埃默里大学硕士；复旦大学中国市场营销研究中心研究员；麻省理工学院华人创业者协会（MIT CEO）特约导师、耶鲁创投俱乐部（YVC）特约导师。曾作为顾问，为海航集团、宝马、工商银行、中金甲子、滴滴、周大福等大型企业提供咨询与培训。现担任多家中早期公司的常年战略顾问。曾就职于美联储、毕马威和一家历史悠久的央企的战略投资部。

Content introduction

"Organization Wins" proposes that in the more uncertain times, the more we need to learn to face and embrace uncertainty, and the ultimate direction is to improve organizational effectiveness.

The authors define the "North star" for meeting the challenge as "organizational health," and the first part of the book presents seven conditions for organizational health:

1. A strategic direction that puts mission above profit.

2. Focus on creating a culture of shared identity and resilience.

3. Agile, people-centered leadership in the age of intelligent computers.

4. Talents whose potential has been fully released.

5. Organizational design around agility and sustainability.

6. equity, inclusion,and diversity (EID) based on transparent organization and belonging.

7. Make employee well-being an organizational priority.

Businesses of any type and size can add value and grow by meeting these conditions. The second part proposes that AI is the key to getting us there. Using technologies like machine learning and quantum computing, companies can monitor and measure improvements and infer next steps, allowing AI to help leaders build the organizations of the winning future. In Part three, the author points out the importance of an investor mindset to help leaders invest wisely and apply technology to ensure their organizations stand out. By investing in organizational health, digital strategies, and business models, companies can compete in the AI era.

About the author

By Claudy Jules

Dr. Claudy Jules is a partner in the Washington, D.C. office of McKinsey & Company. He is a principal in McKinsey's organizational management practice and is also the head of TMT (Technology,Media&Telecommunications, A core member of the Technology, Media and Communications business and the Private Equity&Principal Investors business. Prior to joining McKinsey, Dr. Claudy Jules worked at Google and led its Center of Excellence on Organizational Health and Change. He also served as an advisor to Alphabet's asset-growth private equity arm CapitalG (formerly Google Capital). As a thought leader, he has written extensively on leadership and organizational issues and is a contributor to several business publications.

Translator's introduction

Chu Rongwei

Associate Professor and Deputy Head of Department of Marketing, School of Management, Fudan University; Secretary General, China Marketing Research Center, Fudan University; Visiting Scholar, MIT Sloan School of Management; Liang Scholar, Institute of Sino-American Business and Law, University of California, Irvine. Professor Chu's teaching and research focuses on the structure of the Chinese market and Chinese consumer culture, the behavioral decisions and well-being of emerging groups (e.g., migrants, lower-tier urban consumers, gig workers, etc.) in work and consumer Settings, and especially how institutions and technology affect business. Academic work has been published in Marketing Letters, the Journal of Public Policy&Marketing, and the Journal of Consumer Affairs Affairs, the Journal of Business Research and other SSCI international journals.

Min Yanbing

Chief Executive Officer (CEO), Berham Strategy Consulting; Master's degree from George Washington University and Emory University; Researcher, China Marketing Research Center, Fudan University; MIT Chinese Entrepreneurs Association (MIT CEO) guest mentor, Yale Venture Capital Club (YVC) guest mentor. As a consultant, he has provided consulting and training for large enterprises such as HNA Group, BMW, ICBC, CICC Jiazi, Didi and Chow Tai Fook. He is currently serving as a perennial strategic advisor to several mid - and early-stage companies. He has worked at the Federal Reserve, KPMG and the strategic investment department of a long-established state-owned enterprise.