你经常采用务实、渐进的方式来改变世界。有时潜意识里的另一个我会想加入暴力又有破坏性的组织，直接

冲进实验室，用尽所有办法，放生所有动物。但这种做法不会起到任

何作用。

你是如何在理想和现实之间找到平衡的？

这挺难的。如果我在别人眼中是个“环保狂人”，那么我就很难

与决策者沟通。我选择了现在的中间路线，结果两边都对我大加批评。

所以我必须足够坚强，同时“坚持做真实的自己”（to thie ow self

be true，出自莎士比亚作品《哈姆雷特》——编者注）。

你是如何保持希望的？

如果不尽心栽培年轻人、让他们做得更出色，那么我们今天为拯

救黑猩猩和热带雨林所付出的一切努力都将付诸东流。年轻人能够做

得更好，实际上也已做出了出色的成绩。所以我的希望很大程度上是

寄托在他们身上。有人说人过了一定岁数后，就不会再变了，因为他

们的行为方式已经固化。但事实并非如此。如果你能找到好故事，让

他们放下戒心，认真思考，有时即便最固执的人也会改变。

本文原刊于《哈佛商业评论》英文版2010年4月刊。你经常采用务实、渐进的方式来改变世界。有时潜意识里的另一个我会想加入暴力又有破坏性的组织，直接

冲进实验室，用尽所有办法，放生所有动物。但这种做法不会起到任

何作用。

你是如何在理想和现实之间找到平衡的？

这挺难的。如果我在别人眼中是个“环保狂人”，那么我就很难

与决策者沟通。我选择了现在的中间路线，结果两边都对我大加批评。

所以我必须足够坚强，同时“坚持做真实的自己”（to thie ow self

be true，出自莎士比亚作品《哈姆雷特》——编者注）。

你是如何保持希望的？

如果不尽心栽培年轻人、让他们做得更出色，那么我们今天为拯

救黑猩猩和热带雨林所付出的一切努力都将付诸东流。年轻人能够做

得更好，实际上也已做出了出色的成绩。所以我的希望很大程度上是

寄托在他们身上。有人说人过了一定岁数后，就不会再变了，因为他

们的行为方式已经固化。但事实并非如此。如果你能找到好故事，让

他们放下戒心，认真思考，有时即便最固执的人也会改变。

本文原刊于《哈佛商业评论》英文版2010年4月刊。英文摘要 EXECUTIVE SUMMARIES AUGUST 2021

FEATURES

CHANGE MANAGEMENT

How Good Is Your Compay at Chage?

David Michels ad Kevi Murphy page 078

As they deal with a busiess lad-scape that is evolvig

costatly,rapidly, ad upredictably, execu-tives all over the world are

full of questios about chage: How much? How fast? How sustai-

able? Ad sometimes just How?

They ca’t hope to aswer those questios uless they 英文摘要 EXECUTIVE SUMMARIES AUGUST 2021

FEATURES

CHANGE MANAGEMENT

How Good Is Your Compay at Chage?

David Michels ad Kevi Murphy page 078

As they deal with a busiess lad-scape that is evolvig

costatly,rapidly, ad upredictably, execu-tives all over the world are

full of questios about chage: How much? How fast? How sustai-

able? Ad sometimes just How?

They ca’t hope to aswer those questios uless they uderstad their compaies’ capacity for chage—but they’ve lacked good tools for measurig that. To address this problem, Michels ad

Murphy, parters at Bai, devised a way of systematically measurig

what they call chage power. I this article they explai how they

devised their system, describe the ie mai factors that they believe

determie a compay’s chage power, ad preset data suggestig

that compaies that rak high o their chage power idex ted to

perform remarkably well fiacially ad have more-satisfied employees.

Most orgaizatios have a chage power profile that corre-spods

to oe of four arche types.Usig compay examples, the au-thors

suggest a specific approach to improvemet for each oe.

HBR Reprit R2104C

SUSTAINABILITY

The Circular Busiess Model

Atalay Atasu, Célie Dumas, ad Luk N. Va Wassehove page 088uderstad their compaies’ capacity for chage—but they’ve lacked good tools for measurig that. To address this problem, Michels ad

Murphy, parters at Bai, devised a way of systematically measurig

what they call chage power. I this article they explai how they

devised their system, describe the ie mai factors that they believe

determie a compay’s chage power, ad preset data suggestig

that compaies that rak high o their chage power idex ted to

perform remarkably well fiacially ad have more-satisfied employees.

Most orgaizatios have a chage power profile that corre-spods

to oe of four arche types.Usig compay examples, the au-thors

suggest a specific approach to improvemet for each oe.

HBR Reprit R2104C

SUSTAINABILITY

The Circular Busiess Model

Atalay Atasu, Célie Dumas, ad Luk N. Va Wassehove page 088More ad more maufacturig compaies are talkig about what’s

ofte called the circular ecoomy—i which busiesses ca create

supply chais that recover or recycle the resources used to create their

products. Shrikig their evirometal footprit,trimmig operatioal

waste, ad usig expesive resources more efficietly are certaily

appealig to CEOs. But creatig a circular busiess model is

challegig—ad takig the wrog approach ca be expesive.

The authors argue that success depeds o may factors, but

perhaps the most importat is choosig a strategy that aligs with the

compay’s capabilities ad resources—ad addresses the costraits

o its operatios.I this article they idetify the three basic strategies to

achieve circularity ad offer a tool to help maufacturers idetify which

is most likely to be ecoomically sustaiable. Their recommeda-tios

draw o decades of research ad cosultig with dozes of More ad more maufacturig compaies are talkig about what’s

ofte called the circular ecoomy—i which busiesses ca create

supply chais that recover or recycle the resources used to create their

products. Shrikig their evirometal footprit,trimmig operatioal

waste, ad usig expesive resources more efficietly are certaily

appealig to CEOs. But creatig a circular busiess model is

challegig—ad takig the wrog approach ca be expesive.

The authors argue that success depeds o may factors, but

perhaps the most importat is choosig a strategy that aligs with the

compay’s capabilities ad resources—ad addresses the costraits

o its operatios.I this article they idetify the three basic strategies to

achieve circularity ad offer a tool to help maufacturers idetify which

is most likely to be ecoomically sustaiable. Their recommeda-tios

draw o decades of research ad cosultig with dozes of maufacturers across the world.HBR Reprit R2104D

STRATEGY

Why Do So May Strategies Fail?

David J. Collis | page 098

Today it’s ot uusual for corpora-tios that have domiated their

markets for decades to be blid-sided by upstarts with radical ew

busiess models. A lot of youg vetures, o the other had, raise

vast sums of moey ad attract tes of millios of customers, oly to

collapse whe they ca’t figure out how to fed off imitators. I these

situatios ad may others,the uderlyig cause is ofte a failure to

take a holistic approach to strategy.maufacturers across the world.HBR Reprit R2104D

STRATEGY

Why Do So May Strategies Fail?

David J. Collis | page 098

Today it’s ot uusual for corpora-tios that have domiated their

markets for decades to be blid-sided by upstarts with radical ew

busiess models. A lot of youg vetures, o the other had, raise

vast sums of moey ad attract tes of millios of customers, oly to

collapse whe they ca’t figure out how to fed off imitators. I these

situatios ad may others,the uderlyig cause is ofte a failure to

take a holistic approach to strategy.