Organizational Learning — The Key to Management Innovation

Organizational Learning — The Key to Management Innovation

FOR MORE THAN fifteen years, Analog Devices grew consistently at a rate of about 25 percent per year. Then for the first time, between 1982 and 1987, we missed our five-year goals — and by a country mile. True enough, like other semiconductor companies we were affected by the malaise in the U.S. electronics industry and by the strong dollar. But the external environment was only part of the problem: something was also wrong internally, and it had to be fixed.

超過十五年，ADI公司在每年25％左右的速度持續增長。

第一次，1982年和1987年之間，我們錯過了我們的五年目標 - 一個國家英里。

 的確，與其他半導體公司一樣，我們在美國電子行業的萎靡，受強勢美元。

但是，外部環境只是問題的一部分：東西也是錯誤的內部，它有固定的。

But what was the problem? We had the largest share of our niche market in high-performance linear integrated circuits. We had the best designers and technologists in our business. We had excellent relations with a highly motivated workforce. We were not guilty of underinvestment, nor of managing for short-term profits. The only conclusion was that there was something about the way we were managing the company that was not good enough. So I set about to understand what was wrong and how to make it better.

但究竟是什麼問題呢？

我們有我們的利基市場的最大份額，高性能線性積體電路。

在我們的業務，我們有最優秀的設計師和技術。

良好的關係，我們有一個非常積極的勞動力。

我們不認罪的投資不足，也不是短期利潤的管理。

唯一的結論是，有一些關於管理的方式，我們的公司，是不夠好。

所以，我明白什麼是錯的，如何使其更好地設置。