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首页> 外文期刊>Business week >After Enron: The Ideal Corporation
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After Enron: The Ideal Corporation

机译：安然之后：理想公司

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Every summer for the past 10 years, Jack Stack has been going to Massachusetts Institute of Technology's Sloan School of Management to speak with young chief executives about the ideals and values of the engine manufacturing company he helped to make a management paragon. In the late 1980s, Stack's Springfield ReManufacturing Corp. emerged as a model for how management and labor could successfully work together in a culture of trust and ownership. Thousands of managers flocked to his company to hear his ideas while others gathered to hear him during his annual trek to MIT for its Birthing of Giants program for new CEOS. But as the dot-com era took hold in the late 1990s, Stack saw a change in the attitudes of the business leaders who showed up at MIT. They seemed far more ambitious for themselves than for their companies. They were building organizations to flip, not to last. They were more interested in the value of their stockholdings than the profits of their companies. They told him his ideas for tapping into the enthusiasm, intelligence, and creativity of working people were antiquated. And they said he was out of touch.
机译：在过去的10年中的每个夏天，杰克·斯塔克（Jack Stack）都会去麻省理工学院斯隆管理学院（Sloan School of Management），与年轻的首席执行官谈谈他帮助打造管理典范的发动机制造公司的理想和价值观。在1980年代后期，Stack的Springfield ReManufacturing Corp.诞生了，它是管理和劳力如何在信任和所有权文化中成功合作的典范。成千上万的管理人员蜂拥到他的公司来聆听他的想法，而其他人则聚集在他为麻省理工学院举办的新CEOS的“巨人诞生”计划的年度跋涉中。但是随着互联网时代在1990年代后期的盛行，Stack看到了出现在MIT的商业领袖的态度发生了变化。他们似乎对自己比对公司更有野心。他们正在建立组织，而不是持久。他们对股权的价值比对公司的利润更感兴趣。他们告诉他，他对于利用工人的热情，智力和创造力的想法过时了。他们说他没有联系。

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