企业成功固然值得庆贺，不过，小心！别让成功将企业推向毁灭。

　　微软前首席运营官Bob Herbold在“Seduced by Success : How the Best Companies Survive the 9 Traps of Winning”一书中指出，成功是企业的致命弱点。它可以摧毁一个组织或一个人洞悉改变的能力，同时还会削弱打破现状的动力。组织和个人会被各种过往成功的做法与思维给绊住。这种成功的后遗症是个人及组织所面临的最严重问题。

　　这位曾在宝洁公司拥有26年资历的老手，通过对44家企业的检验与论证，提出每个成功组织都该引以为戒的九大陷阱：

　　陷阱一 疏忽：固守昨日的商业模式

　　陷阱二 傲慢：让产品过时

　　陷阱三 乏味：创新速度迟缓

　　陷阱四 复杂：坐视日益繁琐的流程

　　陷阱五 自大：为缓慢与迟钝找借口

　　陷阱六 平庸：让杰出员工凋零

　　陷阱七 了无生气：生于忧患，死于安乐

　　陷阱八 胆怯：无力招架竞争者

　　陷阱九 混淆：传递矛盾的讯息

　　为避开这些地雷，他建议企业：持续评估HTH与产品对于“已验证可行”的惯例；通过强力的领导保持速度与灵活；确保员工获得充分授权，而不是被官僚体系缚手绑脚；利用令人兴奋的新产品来彻底调整企业文化。

Does your company"s business model make it vulnerable?

Managers need to ask themselves other key questions too. Herbold says they need to know whether their business model makes the company vulnerable.

He stresses that you need to be constantly asking “What new and exciting things are we doing? How can we improve over the next 3-6 months? What are the bright ideas to make this place run better?” he says.

Herbold spent 26 years at Procter & Gamble Co before joining Microsoft. He says P&G has some terrific practices in place that continuously seek out and find unmet consumer needs and those practices have sustained their growth. “P&G has always been focused on satisfying consumers and that focus has enabled them to avoid the problems of pride and loss of sense of urgency.”

He believes Microsoft faces challenges as the world moves towards software as a service delivered online, but he says the company has constantly adapted and changed over time as technology has evolved.

The goal, he says, is for managers to “keep their eyes wide open for the success-induced traps, and be willing to acknowledge that you’re never done. You have to constantly tackle the future.”

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