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Face value: Triple therapy

机译：面值：三联疗法

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It is a rare company boss, let alone one who has just got the top job, that can get away with likening his firm's culture to a police state. But Andrew Witty, the new boss of Glaxo SmithKline (gsk), a British pharmaceuticals giant, somehow manages to pull it off. He invokes that analogy-tentatively, to be fair-to explain the cultural transformation he wants to see at gsk: away from today's excessively regimented, rule-based approach towards the "Utopia" of a simplified, values-based culture that trusts employees to do the right thing.rnMr Witty gets away with it in part because he is amiable. He is certainly very different from his abrasive predecessor, Jean-Pierre Gamier, who retired in May after a tumultuous term as chief executive. Mr Witty has already set the tone for a more open style of management. Whereas J.P., as his predecessor was known, often seemed arrogant, Mr Witty began his tenure with a listening tour. J.P. controversially insisted on living in Philadelphia; Mr Witty is not only based at gsk's headquarters in London, but he even plans to move his office next to the staff canteen so he can be more accessible.
机译：这是一个难得的公司老板，更不用说刚刚获得最高职位的老板了，他可以将公司的文化比喻成警察国家而摆脱困境。但是英国制药巨头葛兰素史克（Glaxo SmithKline）（gsk）的新老板安德鲁·威蒂（Andrew Witty）设法成功实现了这一目标。为了公平起见，他尝试援引类比，以公平地解释他希望在gsk看到的文化转变：远离当今过度规范，基于规则的方法，朝着简化的，基于价值的文化的“乌托邦”发展，这种文化使员工信任于做正确的事。维蒂先生之所以摆脱困境，部分原因是他很和。他当然与他的前任让·皮埃尔·加米尔（Jean-Pierre Gamier）截然不同，后者在担任首席执行官一职后曾于五月退休。维蒂先生已经为更加开放的管理风格定下了基调。约翰逊（J.P.）的前任通常被称为傲慢自大，而威蒂先生的任期始于一次聆听之旅。有争议的JP坚持要住在费城。 Witty先生不仅在gsk的伦敦总部工作，还计划将办公室搬到员工食堂旁边，这样他就可以更方便地进出。

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    《The economist》 |2008年第8593期|64|共1页
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