Elephant

‫ﺧﻼﺻﻪ ﻛﺘﺎﺏ‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ‬ ‫ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟‬ ‫ﻟﻮﺋﻴﺲ ﮔﺮﺳﺘﻨﺮ‬

‫ﻣﺘﺮﺟﻢ‪ :‬ﻣﻬﻨﺪﺱ ﺍﻣﻴﺮ ﺗﻮﻓﻴﻘﻲ‬

‫ﺍﻧﺴﺘﻴﺘﻮ ﺍﻳﺰ ﺍﻳﺮﺍﻥ‬ ‫‪١٣٨٢‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟‬ ‫ﻣﻘﺪﻣﻪ‬ ‫ﺷﺮﻛﺖﻫﺎﻱ ﺑﺴﻴﺎﺭﻱ ﺑﻮﺩﻩﺍﻧﺪ ﻛﻪ ﺩﺭ ﻃﻮﻝ ﺗﺎﺭﻳﺦ ﺗﺎ ﻣﺮﺣﻠﻪ ﺳﻘﻮﻁ ﻭ ﻓﺮﻭﭘﺎﺷﻲ ﭘﻴﺶ ﺭﻓﺘﻪﺍﻧﺪ‪ .‬ﺑﺮﺧـﻲ ﺍﺯ ﺁﻧﻬـﺎ ﺑـﺎ‬ ‫ﻛﻮﺷﺶ ﺗﻴﻢﻫﺎﻱ ﻣﺪﻳﺮﻳﺘﻲ ﻧﻮﻳﻦ ﺑﻪ ﻃﺮﺯ ﻣﻌﺠﺰﻩﺁﺳﺎﻳﻲ ﺍﺯ ﻧﺎﺑﻮﺩﻱ ﻧﺠﺎﺕ ﻳﺎﻓﺘـﻪﺍﻧـﺪ‪ .‬ﺁﻱ ﺑـﻲ ﺍﻡ ﻳﻜـﻲ ﺍﺯ ﻫﻤـﻴﻦ‬ ‫ﺷﺮﻛﺖﻫﺎﺳﺖ‪.‬‬ ‫ﺩﺭ ﺳﺎﻝ ‪ ١٩٩٠‬ﺷﺮﻛﺖ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﺎ ‪ ٣‬ﻣﻴﻠﻴﺎﺭﺩ ﺩﻻﺭ ﺳﻮﺩ ﺧﺎﻟﺺ ﺑﺎﻻﺗﺮﻳﻦ ﺳﻮﺩ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺩﺳـﺖ ﺁﻭﺭﺩ ﻭﻟـﻲ‬ ‫ﻫﻤﻴﻦ ﺷﺮﻛﺖ ﺩﺭ ﺳﺎﻝ ‪ ١٩٩٣‬ﺑﺎ ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻥ ‪ ١٦‬ﻣﻴﻠﻴﺎﺭﺩ ﺩﻻﺭ ﺩﺭ ﻣﻌﺮﺽ ﻧﺎﺑﻮﺩﻱ ﻗﺮﺍﺭ ﮔﺮﻓﺖ‪ .‬ﻣﺪﻳﺮﻱ ﻻﻳـﻖ‬ ‫ﺑﻪ ﻧﺎﻡ ﻟﻮﺋﻴﺲ ﮔﺮﺳﺘﻨﺮ ﺩﺭ ﺭﺃﺱ ﺍﻳﻦ ﺷﺮﻛﺖ ﻗﺮﺍﺭ ﮔﺮﻓﺖ ﻭ ﺁﻥ ﺭﺍ ﺍﺯ ﺳﻘﻮﻁ ﻧﺠﺎﺕ ﺩﺍﺩ ﻭ ﻣﺘﺤﻮﻝ ﻛـﺮﺩ‪ .‬ﺩﺭ ﺍﻳـﻦ‬ ‫ﻛﺘﺎﺏ ﺍﻭ ﺩﺍﺳﺘﺎﻥ ﺍﻳﻦ ﺗﺤﻮﻝ ﺭﺍ ﺍﺯ ﺯﺑﺎﻥ ﺧﻮﺩ‪ ،‬ﻭ ﺑﺎ ﺑﻴﺎﻧﻲ ﺳﺎﺩﻩ ﻭ ﺭﻭﺍﻥ ﺗﺸﺮﻳﺢ ﻣﻲﻛﻨﺪ‪.‬‬ ‫ﻳﻜﻲ ﺍﺯ ﻣﻬﻢﺗﺮﻳﻦ ﻣﻄﺎﻟﺒﻲ ﻛﻪ ﺩﺭ ﺯﻧﺪﮔﻲ ﺻﻨﻌﺘﻲ ـ ﺗﺠﺎﺭﻱ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ ،‬ﺑﺤﺚ ﻫﻤﻜﺎﺭﻱ ﻭ ﻛﺎﺭ ﮔﺮﻭﻫـﻲ ﺩﺭ ﺍﻳـﻦ‬ ‫ﻧﻮﻉ ﺳﺎﺯﻣﺎﻥﻫﺎﺳﺖ‪ .‬ﻳﻚ ﻧﻔﺮ ﺑﺎﻳﺪ ﺯﻣﺎﻡ ﺍﻣﻮﺭ ﺭﺍ ﺩﺭ ﺩﺳﺖ ﺑﮕﻴﺮﺩ ﻭ ﻫﻤﺎﻫﻨﮕﻲ ﻻﺯﻡ ﺭﺍ ﺍﻳﺠـﺎﺩ ﻧﻤﺎﻳـﺪ ﻭ ﺷـﺮﺍﻳﻄﻲ‬ ‫ﭘﺪﻳﺪ ﺁﻭﺭﺩ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﺑﺘﻮﺍﻧﻨﺪ ﺑﻪﺭﺍﺣﺘﻲ ﺑﻪ ﻓﻌﺎﻟﻴﺖ ﺑﭙﺮﺩﺍﺯﻧﺪ ﻭ ﺍﻳﻦ ﻓﺮﺩ ﻫﻤﺎﻥ ﻛﺴﻲ ﺍﺳﺖ ﻛﻪ ﺍﻭ ﺭﺍ ﺑﻪ ﻧﺎﻡ ﻣﺪﻳﺮ‬ ‫ﻣﻲﺷﻨﺎﺳﻴﻢ‪ .‬ﺍﻣﺮﻭﺯﻩ ﺍﮔﺮ ﻣﺪﻳﺮ ﺍﻧﺪﻛﻲ ﻏﻔﻠﺖ ﻧﻤﺎﻳﺪ‪ ،‬ﺍﺯ ﮔﺮﺩﻭﻧﻪ ﺭﻗﺎﺑﺖ ﻛﻨﺎﺭ ﮔﺬﺍﺷﺘﻪ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﻣﻄـﺎﻟﺒﻲ ﻛـﻪ‬ ‫ﻣﺪﻳﺮ ﺍﻣﺮﻭﺯﻱ ﺑﺎﻳﺪ ﺑﺪﺍﻧﺪ‪ ،‬ﭼﻨﺪﻳﻦ ﺑﺮﺍﺑﺮ ﻣﻄﺎﻟﺒﻲ ﺍﺳﺖ ﻛﻪ ﻣﺪﻳﺮﺍﻥ ﺩﻫﻪﻫﺎﻱ ﮔﺬﺷﺘﻪ ﺑﺎﻳﺪ ﺍﺯ ﺁﻧﻬﺎ ﻣﻄﻠﻊ ﺑـﻮﺩﻩ ﻭ‬ ‫ﺑﻪ ﻛﺎﺭ ﻣﻲﮔﺮﻓﺘﻨﺪ‪.‬‬ ‫ﻣﻄﻠﺐ ﺩﻳﮕﺮﻱ ﻛﻪ ﺩﺭﺁﻣﻮﺯﺵ ﻣﺪﻳﺮﻳﺖ ﺑﺴﻴﺎﺭ ﺍﻫﻤﻴﺖ ﭘﻴﺪﺍ ﻛﺮﺩﻩ ﺍﻳﻦ ﺍﺳﺖ ﻛـﻪ ﺁﻣـﻮﺯﺵ ﻭ ﭘـﮋﻭﻫﺶ ﺩﺭ‬ ‫ﺣﻮﺯﻩ ﻣﺪﻳﺮﻳﺖ ﺍﺯ ﻓﺮﻡ ﺗﺠﻮﻳﺰﻱ ﺑﻪ ﺗﻮﺻﻴﻔﻲ ﺗﺒﺪﻳﻞ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺩﺭ ﺍﻳﻦ ﺭﻭﺵ ﺑﻪ ﺟﺎﻱ ﺁﻧﻜﻪ ﺑﻪ ﮔﻔﺘﻦ ﺭﻭﺵﻫـﺎ ﻭ‬ ‫ﺷﻴﻮﻩﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺍﻛﺘﻔﺎ ﺷﻮﺩ‪ ،‬ﺑﻪ ﺑﺮﺭﺳﻲ ﺭﻭﺵ ﻋﻤﻠﻜﺮﺩ ﻣﺪﻳﺮﺍﻥ ﻭ ﺭﻫﺒﺮﺍﻥ ﻣﻮﻓﻖ ﭘﺮﺩﺍﺧﺘﻪ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﻟﻮﺋﻴﺲ ﮔﺮﺳﺘﻨﺮ ﻳﻜﻲ ﺍﺯ ﺑﺰﺭﮒﺗﺮﻳﻦ ﻣﺪﻳﺮﺍﻥ ﺩﻫﻪﻫﺎﻱ ﮔﺬﺷﺘﻪ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﻃﻮﻝ ﺩﻭﺭﺍﻥ ﻛﺎﺭﻱ ﺧـﻮﺩﺵ ﺩﺭ‬ ‫ﺷﺮﻛﺖ ﻋﻈﻴﻢ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﺎ ﺭﻭﺵﻫﺎﻱ ﻧﻮﻳﻦ ﻣﺪﻳﺮﻳﺖ ﺧﻮﺩ ﺑﺎﻋﺚ ﺑﻪ ﻭﺟـﻮﺩ ﺁﻣـﺪﻥ ﺗﺤـﻮﻻﺕ ﻋﻈﻴﻤـﻲ ﺩﺭ ﺍﻳـﻦ‬ ‫ﺳﺎﺯﻣﺎﻥ ﮔﺮﺩﻳﺪ‪.‬‬ ‫ﺍﻭ ﻣﻲﮔﻮﻳﺪ ﺩﺭ ﻃﻮﻝ ﺩﻭﺭﺍﻥ ﻛﺴﺐﻭﻛﺎﺭﻱ ﺧﻮﺩﻡ ﻫﻤﻮﺍﺭﻩ ﺍﺯ ﺍﻳﻨﻜﻪ ﺑﻪ ﺩﻳﮕـﺮﺍﻥ ﺑﮕـﻮﻳﻢ ﻛـﻪ ﭼﮕﻮﻧـﻪ ﺑﺮﺍﺳـﺎﺱ‬ ‫ﺗﺠﺮﺑﻴﺎﺕ ﺷﺨﺼﻲ ﻣﻦ ﺳﺎﺯﻣﺎﻥ ﻳﺎ ﺗﺸﻜﻴﻼﺕ ﺧﻮﺩﺷﺎﻥ ﺭﺍ ﺍﺩﺍﺭﻩ ﻛﻨﻨﺪ‪ ،‬ﺑﻴﻢ ﺩﺍﺷﺘﻪ ﻭ ﺑﺴﻴﺎﺭ ﻣﺤﺘﺎﻁ ﻋﻤﻞ ﻣﻲﻛـﺮﺩﻡ‪.‬‬ ‫ﻣﻦ ﻫﻤﻮﺍﺭﻩ ﻋﻘﻴﺪﻩ ﺩﺍﺷﺘﻢ ﻛﻪ ﻫﻴﭽﻜﺲ ﻧﻤﻲﺗﻮﺍﻧﺪ ﺍﺯ ﭘﺸﺖ ﻣﻴﺰ‪ ،‬ﺳﺎﺯﻣﺎﻧﻲ ﻣﻮﻓـﻖ ﺭﺍ ﺑـﻪ ﺷـﻜﻠﻲ ﻣﻨﺎﺳـﺐ ﺍﺩﺍﺭﻩ‬ ‫ﻧﻤﺎﻳﺪ‪ .‬ﺑﻪ ﻫﻤﻴﻦ ﺩﻟﻴﻞ‪ ،‬ﺩﺭ ﻃﻮﻝ ‪ ٩‬ﺳﺎﻟﻲ ﻛﻪ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺁﻱ ﺑﻲ ﺍﻡ ﻣﺸﻐﻮﻝ ﺑﻪ ﻛﺎﺭ ﺑﻮﺩﻡ‪ ،‬ﺑـﻴﺶ ﺍﺯ ﻳـﻚ‬ ‫ﻣﻴﻠﻴﻮﻥ ﻣﺎﻳﻞ ﭘﺮﻭﺍﺯ ﻧﻤﻮﺩﻡ ﻭ ﺑﺎ ﻫﺰﺍﺭﺍﻥ ﻧﻔﺮ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺷﺮﻛﺎﻱ ﻛﺴﺐﻭﻛﺎﺭﻱ ﻭ ﻛﺎﺭﻣﻨـﺪﺍﻥ ﺁﻱ ﺑـﻲ ﺍﻡ ﻣﻼﻗـﺎﺕ‬ ‫ﻧﻤﻮﺩﻡ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺑﺨﺶ ﻧﺨﺴﺖ‬

‫ﺗﺴﻠﻂ ﭘﻴﺪﺍ ﻛﺮﺩﻥ‬ ‫ﺩﺭ ﭼﻬﺎﺭﺩﻫﻢ ﺩﺳﺎﻣﺒﺮ ﺳﺎﻝ ‪ ١٩٩٢‬ﺗﻮﺳﻂ ﺁﻗﺎﻱ ﺟﻴﻢ ﺑﻮﺭﻙ ﻛﻪ ﺳﻮﺍﺑﻖ ﺭﻫﺒﺮﻱ ﺩﺭ ﺷﺮﻛﺖ" ﺟﺎﻧﺴﻮﻥ ﺍﻧﺪ ﺟﺎﻧﺴﻮﻥ"‬ ‫ﺩﺍﺷﺘﻪ ﻭ ﻧﻴﺰ ﻫﻤﺴﺎﻳﻪ ﻣﻦ ﺑﻮﺩ ﭘﻴﺸﻨﻬﺎﺩ ﻣﺪﻳﺮﻋﺎﻣﻠﻲ ﺷﺮﻛﺖ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻪ ﻣﻦ ﺩﺍﺩﻩ ﺷﺪﻩ‪ .‬ﺩﺭ ﺍﻳﻦ ﺯﻣﺎﻥ ﺗﺼـﻤﻴﻢ‬ ‫ﺩﺍﺷﺘﻢ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺩﺭ ﺷﺮﻛﺖ ﺍﻣﺮﻳﻜﻦ ﺍﻛﺴﭙﺮﺱ ﻣﺸﻐﻮﻝ ﺑﻪ ﻛﺎﺭ ﺷﻮﻡ‪ ،‬ﺍﻣﺎ ﺍﻭ ﻣﺮﺍ ﺑﻪ ﭼﺎﻟﺸﻲ ﺑﺰﺭﮒﺗـﺮ‬ ‫ﺩﻋﻮﺕ ﻛﺮﺩ‪ .‬ﺑﻪ ﺍﻭ ﮔﻔﺘﻢ ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﻳﻦ ﻛﻪ ﺳﻮﺍﺑﻖ ﻓﻨﻲ ﺧﻮﺑﻲ ﻧﺪﺍﺭﻡ‪ ،‬ﻓﻜﺮ ﻧﻤﻲﻛﻨﻢ ﻗﺎﺩﺭ ﺑﺎﺷﻢ ﺷﺮﻛﺖ ﺁﻱ ﺑﻲ ﺍﻡ‬ ‫ﺭﺍ ﺍﺩﺍﺭﻩ ﻛﻨﻢ‪.‬‬ ‫ﺩﺭ ‪ ٢٦‬ﮊﺍﻧﻮﻳﻪ ﺳﺎﻝ ‪ ١٩٩٣‬ﺁﻱ ﺑﻲ ﺍﻡ ﺍﻋﻼﻡ ﻧﻤﻮﺩ ﻛﻪ ﻣﺪﻳﺮﻋﺎﻣﻞ‪ ،‬ﺟﺎﻥ ﺍﻛﺮﺯ‪ ،‬ﺗﺼﻤﻴﻢ ﮔﺮﻓﺘﻪ ﺍﺳﺖ ﺍﺳﺘﻌﻔﺎ ﺩﻫـﺪ‬ ‫ﻭ ﻛﻤﻴﺘﻪ ﺟﺴﺖﻭﺟﻮ ﺗﺸﻜﻴﻞ ﺷﺪﻩ ﺍﺳﺖ ﺗﺎ ﺻﻼﺣﻴﺖ ﻛﺎﻧﺪﻳﺪﺍﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻭ ﺧﺎﺭﺟﻲ ﺭﺍ ﺑﺮﺭﺳﻲ ﻛﻨﺪ‪ .‬ﺭﻳﺎﺳـﺖ ﺍﻳـﻦ‬ ‫ﻛﻤﻴﺘﻪ ﺭﺍ ﺟﻴﻢ ﺑﻮﺭﻙ ﺑﺮﻋﻬﺪﻩ ﺩﺍﺷﺖ‪ .‬ﺯﻣﺎﻥ ﺯﻳﺎﺩﻱ ﻃﻮﻝ ﻧﻜﺸﻴﺪ ﻛﻪ ﺍﻭ ﺑﺎ ﻣﻦ ﺗﻤﺎﺱ ﮔﺮﻓﺖ‪ .‬ﻣﻦ ﺩﺭ ﮊﺍﻧﻮﻳـﻪ ﻫـﻢ‬ ‫ﻫﻤﺎﻥ ﺟﻮﺍﺑﻲ ﺭﺍ ﺑﻪ ﺟﻴﻢ ﺩﺍﺩﻡ ﻛﻪ ﺩﺭ ﺩﺳﺎﻣﺒﺮ ﺩﺍﺩﻩ ﺑﻮﺩﻡ‪ .‬ﺩﺭ ﻣﺎﻩ ﻓﻮﺭﻳﻪ ﻣﺠﺪﺩﺍ ﺑﺎ ﺑﻮﺭﻙ ﻣﻼﻗـﺎﺕ ﻛـﺮﺩﻡ ﺍﻭ ﺑـﺎ‬ ‫ﺗﺄﻛﻴﺪ ﻓﺮﺍﻭﺍﻥ ﺑﻪ ﻣﻦ ﮔﻔﺖ ﻛﻪ ﮔﺮﻭﻩ ﺍﻭ ﺑﻪ ﺩﻧﺒﺎﻝ ﭘﻴﺪﺍ ﻛﺮﺩﻥ ﻣﺘﺨﺼﺺ ﻣﺴﺎﺋﻞ ﻓﻨﻲ ﻧﻴﺴﺖ‪ ،‬ﺑﻠﻜـﻪ ﺁﻧﻬـﺎ ﺭﻫﺒـﺮﻱ‬ ‫ﻣﻲﺧﻮﺍﻫﻨﺪ ﻛﻪ ﺑﺘﻮﺍﻧﺪ ﺣﺎﻣﻲ ﺗﻐﻴﻴﺮﺍﺕ ﺑﺎﺷﺪ ﻭ ﺗﻐﻴﻴﺮﺍﺕ ﻋﻈﻴﻤﻲ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭَﺭَﺩ‪ .‬ﻳﻚ ﺑﺎﺭ ﺩﻳﮕﺮ ﺑﻪ ﺑﻮﺭﻙ ﮔﻔﺘﻢ ﻛـﻪ‬ ‫ﻭﺍﻗﻌﺎﹰ ﻓﻜﺮ ﻧﻤﻲﻛﻨﻢ ﺻﻼﺣﻴﺖ ﻻﺯﻡ ﺭﺍ ﺑﺮﺍﻱ ﻛﺴﺐ ﺍﻳﻦ ﻋﻨﻮﺍﻥ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻢ ﻭ ﻫﻴﭻ ﺗﻤﺎﻳﻠﻲ ﻫﻢ ﻧﺪﺍﺭﻡ ﻛـﻪ ﺑـﻴﺶ ﺍﺯ‬ ‫ﺍﻳﻦ ﺩﺭ ﺍﻳﻦ ﻓﺮﺍﻳﻨﺪ ﺩﺭﮔﻴﺮ ﺷﻮﻡ‪.‬‬ ‫ﻧﻘﻄﻪ ﻋﻄﻒ ﺗﻔﻜﺮﺍﺕ ﻣﻦ ﺩﺭ ﻣﻮﺭﺩ ﭘﺬﻳﺮﺵ ﺍﻳﻦ ﭘﺴﺖ ﺩﺭ ﭘﺎﻳﺎﻥ ﻣﺎﻩ ﻓﻮﺭﻳﻪ ﺁﻥ ﺳـﺎﻝ ﺍﺗﻔـﺎﻕ ﺍﻓﺘـﺎﺩ‪ .‬ﺩﺭ ﺍﻳـﻦ‬ ‫ﻫﻨﮕﺎﻡ ﻣﺘﻮﺟﻪ ﺷﺪﻡ ﻛﻪ ﻣﻲﺑﺎﻳﺪ ﻧﺤﻮﻩ ﺗﻔﻜﺮ ﺧﻮﺩﻡ ﺭﺍ ﻋﻮﺽ ﻛﻨﻢ ﻭ ﺑﻪ ﺷﻜﻞ ﺩﻳﮕﺮﻱ ﻣﻮﻗﻌﻴﺖ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺍ ﺑﺮﺭﺳﻲ‬ ‫ﻛﻨﻢ‪ .‬ﻓﻜﺮ ﻣﻲﻛﻨﻢ ﺩﻟﻴﻞ ﺩﻳﮕﺮﻱ ﻫﻢ ﺑﺮﺍﻱ ﺗﻐﻴﻴﺮ ﻋﻘﻴﺪﻩ ﻣﻦ ﻭﺟﻮﺩ ﺩﺍﺷﺖ‪ .‬ﻣـﻦ ﻫﻤـﻮﺍﺭﻩ ﻛﺸـﺶ ﻭ ﮔﺮﺍﻳﺸـﻲ ﺑـﻪ‬ ‫ﺳﻤﺖ ﭼﺎﻟﺶ ﻭ ﺩﺭﮔﻴﺮﻱ ﻓﻜﺮﻱ ﺩﺭ ﺧﻮﺩﻡ ﺍﺣﺴﺎﺱ ﻣﻲﻛﺮﺩﻡ‪ .‬ﭘﻴﺸـﻨﻬﺎﺩ ﺁﻱ ﺑـﻲ ﺍﻡ ﺍﺯ ﻳـﻚ ﻃـﺮﻑ ﺩﻟﻬـﺮﻩﺁﻭﺭ ﻭ‬ ‫ﺗﺮﺳﻨﺎﻙ ﻭ ﺍﺯ ﻃﺮﻓﻲ ﻫﻢ ﺗﺤﺮﻳﻚﻛﻨﻨﺪﻩ ﺑﻮﺩ‪.‬‬ ‫ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺑﻮﺭﻙ ﺩﺭ ﺍﻭﺍﺧﺮ ﻫﻔﺘﻪ ﺑﺎ ﻣﻦ ﺗﻤﺎﺱ ﮔﺮﻓﺖ‪ ،‬ﺑﻪ ﺍﻭ ﮔﻔﺘﻢ ﻣﺎﻳﻠﻢ ﺗﺎ ﻧﮕـﺎﻫﻲ ﺑـﻪ ﭘﻴﺸـﻨﻬﺎﺩ ﺁﻱ ﺑـﻲ ﺍﻡ‬ ‫ﺑﻴﻨﺪﺍﺯﻡ ﻭ ﺍﻳﻦ ﻣﺴﺌﻠﻪ ﺭﺍ ﺑﺮﺭﺳﻲ ﻛﻨﻢ‪ .‬ﻣﻦ ﺑﻪ ﺍﻭ ﮔﻔﺘﻢ ﻣﻤﻜﻦ ﺍﺳﺖ ﺑﻪ ﺍﻃﻼﻋﺎﺕ ﺧﻴﻠﻲ ﺑﻴﺸﺘﺮﻱ ﻧﻴﺎﺯ ﺩﺍﺷﺘﻪ ﺑﺎﺷـﻢ‬ ‫ﺑﻪ ﺧﺼﻮﺹ ﺩﺭ ﻣﻮﺭﺩ ﺩﻭﺭﻧﻤﺎﻱ ﻛﻮﺗﺎﻩ ﻭ ﻣﻴﺎﻥﻣﺪﺕ ﺷﺮﻛﺖ ﻛﻪ ﺑﺎﻋﺚ ﻧﮕﺮﺍﻧﻲ ﻣﻦ ﺷﺪﻩ ﺑﻮﺩ‪ .‬ﺍﻳﻦ ﺍﻃﻼﻋﺎﺕ ﻧﺸﺎﻥ‬ ‫ﻣﻲﺩﺍﺩ ﻛﻪ ﻣﻴﺰﺍﻥ ﻓﺮﻭﺵ ﻭ ﻣﻨﺎﻓﻊ ﺷﺮﻛﺖ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻪ ﺷﻜﻠﻲ ﻫﺸﺪﺍﺭﺩﻫﻨﺪﻩ ﺭﻭ ﺑﻪ ﻧﻘﺼﺎﻥ ﺑﻮﺩ ﻭ ﻣﻴﺰﺍﻥ ﺩﺍﺭﺍﻳﻲ‬ ‫ﻭ ﺳﺮﻣﺎﻳﻪ ﺷﺮﻛﺖ ﻫﻢ ﺑﻪ ﺧﻄﺮ ﺍﻓﺘﺎﺩﻩ ﺑﻮﺩ‪ .‬ﻣﻦ ﺗﻤﺎﻡ ﺧﻄﻮﻁ ﺗﻮﻟﻴﺪ ﺭﺍ ﺑﺮﺭﺳﻲ ﻛﺮﺩﻡ ﻭ ﭘﺲ ﺍﺯ ﺁﻥ ﻣﺘﻘﺎﻋﺪ ﺷـﺪﻡ‬ ‫ﻛﻪ ﺷﺎﻧﺲ ﻧﺠﺎﺕ ﺁﻱ ﺑﻲ ﺍﻡ ﺗﻨﻬﺎ ‪ ١‬ﺩﺭ ﺑﺮﺍﺑﺮ ‪ ٥‬ﺍﺳﺖ ﻭ ﻫﺮﮔﺰ ﻧﺒﺎﻳﺪ ﺍﻳﻦ ﻣﺴﺌﻮﻟﻴﺖ ﺭﺍ ﻗﺒﻮﻝ ﻛﻨﻢ‪ .‬ﺍﻣﺎ ﺑـﻮﺭﻙ ﻗﺒـﻮﻝ‬ ‫ﻧﻤﻲﻛﺮﺩ‪ .‬ﺳﻤﺎﺟﺖ ﻭ ﭘﺎﻓﺸﺎﺭﻱ ﺍﻭ ﺑﻪ ﺍﻳﻦ ﺩﻟﻴﻞ ﻧﺒﻮﺩ ﻛﻪ ﻣﻦ ﺑﻬﺘﺮﻳﻦ ﻛﺎﻧﺪﻳﺪﺍ ﺑﺮﺍﻱ ﺍﺣﺮﺍﺯ ﺍﻳﻦ ﻣﻘﺎﻡ ﻫﺴـﺘﻢ‪ ،‬ﺑﻠﻜـﻪ‬ ‫ﺑﻴﺸﺘﺮ ﺑﻪ ﺍﻳﻦ ﺩﻟﻴﻞ ﺑﻮﺩ ﻛﻪ ﺍﻭ ﺍﺯ ﺍﻳﻦ ﻛﻪ ﺑﺘﻮﺍﻧﺪ ﻛﺴﻲ ﺭﺍ ﺑﺮﺍﻱ ﺗﺼﺎﺣﺐ ﺍﻳﻦ ﺟﺎﻳﮕﺎﻩ ﻣﺘﻘﺎﻋﺪ ﻧﻤﺎﻳﺪ‪ ،‬ﻣـﺄﻳﻮﺱ ﺷـﺪﻩ‬ ‫ﺑﻮﺩ‪ .‬ﺍﻭ ﺑﻪ ﻣﻦ ﻣﻲﮔﻔﺖ‪» :‬ﺩِﻳﻦ ﺗﻮ ﺑﻪ ﺍﻳﺎﻻﺕ ﻣﺘﺤﺪﻩ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﻗﺒﻮﻝ ﻛﻨﻲ‪ .‬ﺁﻱ ﺑﻲ ﺍﻡ ﮔﻨﺠﻴﻨﻪﺍﻱ ﻣﻠﻲ‬ ‫ﺍﺳﺖ ﻭ ﺗﻮ ﻭﻇﻴﻔﻪ ﺩﺍﺭﻱ ﻛﻪ ﺁﻥ ﺭﺍ ﺣﻔﻆ ﻛﻨﻲ"‪ .‬ﺍﻭ ﺍﻇﻬﺎﺭ ﺩﺍﺷﺖ ﻛﻪ ﺗﻮ ﻳﻚ ﻛﺎﺭﮔﺰﺍﺭ ﺗﻐﻴﻴﺮﺍﺗﻲ ﻛﻪ ﺁﻱ ﺑﻲ ﺍﻡ ﺩﺭ ﺣﺎﻝ‬ ‫ﺣﺎﺿﺮ ﺑﻪ ﺁﻥ ﺍﺣﺘﻴﺎﺝ ﺩﺍﺭﺩﻣﻲ ﺑﺎﺷﻲ ﻭ ﻋﻘﻴﺪﻩ ﺩﺍﺷﺖ ﻛﻪ ﺑﺎ ﻳﻚ ﺭﻫﺒﺮﻱ ﺻﺤﻴﺢ ﻭ ﺍﺻﻮﻟﻲ ﺍﻣﻜﺎﻥ ﻧﺠﺎﺕ ﺍﻳﻦ ﻛﻤﭙـﺎﻧﻲ‬ ‫ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺩﺭ ﭘﺎﻳﺎﻥ ﺁﻥ ﺟﻠﺴﻪ ﻃﻮﻻﻧﻲ ﻣﻦ ﺁﻣﺎﺩﻩ ﺷﺪﻩ ﺑﻮﺩﻡ ﺗﺎ ﻣﻬﻢﺗﺮﻳﻦ ﺗﺼﻤﻴﻢ ﺷﻐﻠﻲ ﺳﺮﺍﺳـﺮ ﺯﻧـﺪﮔﻲﺍﻡ ﺭﺍ ﺍﺗﺨـﺎﺫ‬ ‫ﻧﻤﺎﻳﻢ‪ .‬ﻣﻦ ﭘﻴﺸﻨﻬﺎﺩ ﺁﻧﻬﺎ ﺭﺍ ﭘﺬﻳﺮﻓﺘﻢ‪ .‬ﺣﺎﻝ ﻛﻪ ﺩﻭﺑﺎﺭﻩ ﺑﻪ ﺁﻥ ﻟﺤﻈﺎﺕ ﻣﻲﺍﻧﺪﻳﺸﻢ ﺑﻪ ﺳﺨﺘﻲ ﻣﻲﺗﻮﺍﻧﻢ ﺑﻪ ﻳﺎﺩ ﺁﻭﺭﻡ‬ ‫ﻛﻪ ﻭﺍﻗﻌﺎﹰ ﭼﺮﺍ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﻛﺮﺩﻡ‪.‬‬ ‫ﭘﺲ ﺍﺯ ﮔﺬﺷﺖ ﺩﻩ ﺭﻭﺯ ﻗﺮﺍﺭﺩﺍﺩ ﺍﺳﺘﺨﺪﺍﻡ ﺗﻬﻴﻪ ﻧﻤﻮﺩﻳﻢ‪ .‬ﻣﻦ ﻭ ﺑﻮﺭﻙ ﺗﺼﻤﻴﻢ ﮔﺮﻓﺘﻴﻢ ﻛﻪ ﺍﻳﻦ ﻣﻄﻠـﺐ ﺭﺍ ﺩﺭ‬ ‫ﺭﻭﺯ ﺟﻤﻌﻪ ‪ ٢٦‬ﻣﺎﺭﺱ ﺍﻋﻼﻡ ﻧﻤﺎﻳﻴﻢ‪ .‬ﺁﻱ ﺑـﻲ ﺍﻡ ﺩﺭ ﺻـﺒﺢ ﺭﻭﺯ ﺟﻤﻌـﻪ ﺍﻳـﻦ ﻣﻄﻠـﺐ ﺭﺍ ﺍﻋـﻼﻡ ﻧﻤـﻮﺩ‪ .‬ﻛﻨﻔﺮﺍﻧﺴـﻲ‬ ‫ﻣﻄﺒﻮﻋﺎﺗﻲ ﺗﺸﻜﻴﻞ ﺷﺪ ﻭ ﺩﺭ ﺁﻥ‪ ،‬ﺟﻴﻢ ﺑﻮﺭﻙ ﭼﻨﻴﻦ ﺍﻇﻬﺎﺭ ﺩﺍﺷﺖ‪:‬‬ ‫»ﺗﻌﺪﺍﺩ ﻛﺴﺎﻧﻲ ﻛﻪ ﺩﺭ ﺳﺮﺍﺳﺮ ﺟﻬﺎﻥ ﻗﺎﺩﺭﻧﺪ ﺗﺼﺪﻱ ﭼﻨﻴﻦ ﺷـﻐﻠﻲ ﺭﺍ ﭘـﺬﻳﺮﺍ ﺷـﻮﻧﺪ ﻭ ﺍﺯ ﻋﻬـﺪﻩ ﺁﻥ ﺑﺮﺁﻳﻨـﺪ‬ ‫ﻣﺘﺠﺎﻭﺯ ﺍﺯ ﺍﻧﮕﺸﺘﺎﻥ ﺩﺳﺖ ﻧﻴﺴﺖ‪ .‬ﻣﻦ ﻣﻲﺧﻮﺍﻫﻢ ﺑﻪ ﺍﻃﻼﻉ ﺷﻤﺎ ﺑﺮﺳﺎﻧﻢ ﻛﻪ ﻧﺎﻡ ﻟﻮﺋﻴﺲ ﮔﺮﺳﺘﻨﺮ ﺩﺭ ﻫﻤﺎﻥ ﻟﻴﺴﺖ‬ ‫ﺍﻭﻟﻴﻪ ﻣﺎ ﺑﻪ ﭼﺸﻢ ﻣﻲﺧﻮﺭﺩ‪«.‬‬ ‫ﻣﻦ ﺑﻪ ﺍﻃﺎﻕ ﻛﻨﻔﺮﺍﻧﺲ ﺑﺰﺭﮒ ﺭﺍﻫﻨﻤﺎﻳﻲ ﺷﺪﻡ ﺗﺎ ﺑﺎ ﻫﻴﺌﺖ ﻣﺪﻳﺮﺍﻥ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺗﻘﺮﻳﺒﺎﹰ ‪ ٥٠‬ﻧﻔﺮ ﺑﻮﺩﻧﺪ ﻣﻼﻗﺎﺕ‬ ‫ﻧﻤﺎﻳﻢ‪ .‬ﺑﻪ ﺟﺰﻣﻦ ﺗﻤﺎﻡ ﻣﺮﺩﺍﻧﻲ ﻛﻪ ﺩﺭ ﺍﺗﺎﻕ ﺣﻀﻮﺭ ﺩﺍﺷﺘﻨﺪ ﭘﻴﺮﺍﻫﻦﻫﺎﻱ ﺳﻔﻴﺪ ﺭﻧﮓ ﺑﻪ ﺗﻦ ﻛﺮﺩﻩ ﺑﻮﺩﻧﺪ‪ .‬ﭘﻴـﺮﺍﻫﻦ‬ ‫ﻣﻦ ﺁﺑﻲ ﺭﻧﮓ ﺑﻮﺩ ﻛﻪ ﺍﺯ ﻧﻈﺮ ﺳﺎﻳﺮﻳﻦ ﻧﻘﻄﻪ ﻋﻄﻒ ﻭ ﺭﻭﺷﻲ ﺑﺴﻴﺎﺭ ﺟﺪﻳﺪ ﺩﺭ ﺭﻓﺘـﺎﺭ ﻣـﺪﻳﺮﻋﺎﻣﻞ ﺁﻱ ﺑـﻲ ﺍﻡ ﺑـﻪ‬ ‫ﺣﺴﺎﺏ ﻣﻲﺁﻣﺪ )ﭼﻨﺪﻳﻦ ﻫﻔﺘﻪ ﺑﻌﺪ ﺩﺭ ﻳﻜﻲ ﺍﺯ ﺟﻠﺴﺎﺗﻲ ﻛﻪ ﺑﺎ ﻫﻤﺎﻥ ﮔﺮﻭﻩ ﺩﺍﺷﺘﻢ ﭘﻴﺮﺍﻫﻦ ﺳﻔﻴﺪ ﺑﻪ ﺗـﻦ ﻛـﺮﺩﻡ ﻭ‬ ‫ﻣﻼﺣﻈﻪ ﻛﺮﺩﻡ ﻛﻪ ﻫﻤﻪ ﺍﻓﺮﺍﺩ ﭘﻴﺮﺍﻫﻦﻫﺎﻳﻲ ﺑﺎ ﺭﻧﮓﻫﺎﻱ ﻣﺘﻔﺎﻭﺕ ﺑﻪ ﺗﻦ ﻛﺮﺩﻩﺍﻧﺪ‪(.‬‬ ‫ﭘﺲ ﺍﺯ ﻣﻌﺮﻓﻲ ﻣﻦ ﺗﻮﺳﻂ ﺑﻮﺭﻙ ﺍﻋﻀﺎﻱ ﮔﺮﻭﻩ ﺑﺴﻴﺎﺭ ﻣﻮﺩﺏ ﻧﺸﺴﺘﻨﺪ ﻭ ﺍﻧﺘﻈﺎﺭ ﺩﺍﺷﺘﻨﺪ ﻛﻪ ﻣـﻦ ﻓﻘـﻂ ﺍﺩﺍﻱ‬ ‫ﺍﺣﺘﺮﺍﻡ ﻧﻤﺎﻳﻢ ﻭ ﺑﻪ ﺁﻧﻬﺎ ﺑﮕﻮﻳﻢ ﻛﻪ‪:‬‬ ‫»ﻣﻦ ﺑﺴﻴﺎﺭ ﺧﻮﺷﺤﺎﻟﻢ ﺍﺯ ﺍﻳﻦ ﻛﻪ ﻳﻜﻲ ﺍﺯ ﺍﻋﻀﺎﻱ ﺍﻳﻦ ﮔﺮﻭﻩ ﺷﺪﻩﺍﻡ ﻭ ﺑﺮﺍﻱ ﻫﻤﻪ ﺁﺭﺯﻭﻱ ﻣﻮﻓﻘﻴﺖ ﻣـﻲﻧﻤـﺎﻳﻢ‪«.‬‬ ‫ﺍﻣﺎ ﺑﻪ ﺟﺎﻱ ﺍﻳﻦ ﻛﺎﺭ‪ ،‬ﺗﻘﺮﻳﺒﺎﹰ ‪ ٤٥‬ﺩﻗﻴﻘﻪ ﺻﺤﺒﺖ ﻛﺮﺩﻡ‪ .‬ﺑﺮﺍﻱ ﺁﻧﻬﺎ ﺗﻮﺿﻴﺢ ﺩﺍﺩﻡ ﻛﻪ ﭼﺮﺍ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﻗﺒﻮﻝ ﻛﺮﺩﻩﺍﻡ‪ .‬ﺑﻪ‬ ‫ﺁﻧﻬﺎ ﮔﻔﺘﻢ ﻛﻪ ﻣﻦ ﺑﻪ ﺩﻧﺒﺎﻝ ﻛﺴﺐ ﺍﻳﻦ ﭘﺴﺖ ﻧﺒﻮﺩﻡ ﺍﻣﺎ ﺍﺯ ﻣﻦ ﺧﻮﺍﺳﺘﻪ ﺷﺪ ﺗﺎ ﺑـﻪ ﺧـﺎﻃﺮ ﺣﻔـﻆ ﻣﺰﺍﻳـﺎﻱ ﺭﻗـﺎﺑﺘﻲ‬ ‫ﻛﺸﻮﺭ ﻭ ﺳﻼﻣﺘﻲ ﺍﻗﺘﺼﺎﺩ ﻛﺸﻮﺭ‪ ،‬ﺍﻳﻦ ﻣﺴﺌﻮﻟﻴﺖ ﺭﺍ ﺑﭙﺬﻳﺮﻡ‪ .‬ﻭ ﻫﻤﭽﻨﻴﻦ ﮔﻔﺘﻢ ﻛﻪ ﻭﺍﻗﻌﺎﹰ ﺑﻪ ﻛﻤـﻚ ﻫﻤـﻪ ﺁﻧﻬـﺎ ﻧﻴـﺎﺯ‬ ‫ﺩﺍﺭﻡ‪ .‬ﺳﭙﺲ ﺍﻧﺘﻈﺎﺭﺍﺕ ﺍﻭﻟﻴﻪ ﺧﻮﺩﻡ ﺭﺍ ﺑﺮﺍﻱ ﺁﻧﻬﺎ ﺗﻮﺿﻴﺢ ﺩﺍﺩﻡ‪ .‬ﺷـﺎﻳﺪ ﻣﻬـﻢﺗـﺮﻳﻦ ﺳـﺨﻨﺎﻥ ﻣـﻦ ﺩﺭ ﺁﻥ ﺟﻠﺴـﻪ‪،‬‬ ‫ﻣﻄﺎﻟﺒﻲ ﺑﻮﺩ ﻛﻪ ﺩﺭﺑﺎﺭﻩ ﺳﺎﺧﺘﺎﺭ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﻴﺎﻥ ﻛﺮﺩﻡ‪ .‬ﺩﺭ ﺁﻥ ﺯﻣﺎﻥ ﺻﺎﺣﺐﻧﻈﺮﺍﻥ ﻭ ﺭﻫﺒﺮﺍﻥ ﺧـﻮﺩ ﺁﻱ ﺑـﻲ ﺍﻡ‬ ‫ﺍﻋﺘﻘﺎﺩ ﺩﺍﺷﺘﻨﺪ ﻛﻪ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﺎﻳﺪ ﺧﻮﺩﺵ ﺭﺍ ﺑﻪ ﻭﺍﺣﺪﻫﺎﻱ ﻛﻮﭼﻚﺗﺮ ﻭ ﻣﺴﺘﻘﻞ ﺗﺒﺪﻳﻞ ﻛﻨﺪ‪.‬‬ ‫ﻣﻦ ﮔﻔﺘﻢ ﺷﺎﻳﺪ ﺍﻳﻦ ﺍﻗﺪﺍﻡ ﻛﺎﺭ ﺻﺤﻴﺤﻲ ﺑﺎﺷﺪ ﻭ ﺷﺎﻳﺪ ﻫﻢ ﻧﺒﺎﺷﺪ‪ .‬ﺍﻣﺎ ﭼﻴﺰﻱ ﻛﻪ ﻣﺎ ﺣﺘﻤﺎﹰ ﺑﻪ ﺁﻥ ﺍﺣﺘﻴﺎﺝ ﺩﺍﺭﻳـﻢ‪،‬‬ ‫ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﺑﺮﺍﺳﺎﺱ ﺑﺎﺯﺍﺭ ﻏﻴﺮﻣﺘﻤﺮﻛﺰ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺍﻣﺎ ﺁﻳﺎ ﻭﺍﻗﻌﺎﹰ ﺍﺭﺍﺋﻪ ﺭﺍﻩﺣﻞﻫﺎﻱ ﺟﺎﻣﻊ ﻭ ﻣﺒﺴـﻮﻁ ﻭ‬ ‫ﻫﻤﭽﻨﻴﻦ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻭ ﺣﻤﺎﻳﺖ ﻣﺴﺘﻤﺮ ﻭ ﻣﺪﺍﻭﻡ‪ ،‬ﺧﺎﺭﺝ ﺍﺯ ﺗﻮﺍﻧﺎﻳﻲ ﻣﺎﺳﺖ؟ ﺁﻳﺎ ﻧﻤﻲﺗﻮﺍﻧﻴﻢ ﺿﻤﻦ ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﻛـﺎﺭ ﺑـﻪ‬ ‫ﻓﺮﻭﺵ ﻣﺤﺼﻮﻻﺕ ﺧﻮﺩ ﺍﺩﺍﻣﻪ ﺩﻫﻴﻢ؟‬ ‫ﻣﻦ ﻓﻠﺴﻔﻪ ﻣﺪﻳﺮﻳﺘﻲ ﺧﻮﺩﻡ ﺭﺍ ﺑﻪ ﻃﻮﺭ ﺧﻼﺻﻪ ﺑﺮﺍﻱ ﺁﻧﻬﺎ ﭼﻨﻴﻦ ﺑﻴﺎﻥ ﻛﺮﺩﻡ‪:‬‬ ‫•‬

‫ﻣﺪﻳﺮﻳﺖ ﻣﻦ ﺑﺮﺍﺳﺎﺱ ﺍﺻﻮﻝ ﺍﺳﺖ‪ ،‬ﻧﻪ ﻋﺮﻑ‪.‬‬

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‫ﺗﻤﺎﻡ ﻛﺎﺭﻫﺎ ﻭ ﻓﻌﺎﻟﻴﺖﻫﺎﻳﻤﺎﻥ ﺗﻮﺳﻂ ﺑﺎﺯﺍﺭ ﺑﻪ ﻣﺎ ﺩﻳﻜﺘﻪ ﻣﻲﺷﻮﺩ‪.‬‬

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‫ﺑﻪ ﻛﻴﻔﻴﺖ‪ ،‬ﻃﺮﺡﻫﺎ ﻭ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺭﻗﺎﺑﺘﻲ ﻣﺴﺘﺤﻜﻢ‪ ،‬ﻛﺎﺭ ﮔﺮﻭﻫﻲ‪ ،‬ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻛـﺎﺭﺁﻳﻲ ﺑـﺎﻻ ﻭ ﻣﺴـﺌﻮﻟﻴﺖ‬ ‫ﭘﺬﻳﺮﻱ ﺍﺧﻼﻗﻲ‪ ،‬ﺍﻋﺘﻘﺎﺩ ﺧﺎﺻﻲ ﺩﺍﺭﻡ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺑﻪ ﺩﻧﺒﺎﻝ ﺍﻓﺮﺍﺩﻱ ﻣﻲﮔﺮﺩﻡ ﻛﻪ ﺑﻪ ﺩﻧﺒﺎﻝ ﺣﻞ ﻣﺸﻜﻼﺕ ﻭ ﻛﻤﻚ ﺑﻪ ﻫﻤﻜﺎﺭﺍﻧﺸﺎﻥ ﺑﺎﺷـﻨﺪ ﻭ ﺍﺯ ﺳﻴﺎﺳـﺘﻤﺪﺍﺭﺍﻥ‬ ‫ﺑﻴﺰﺍﺭﻡ‪.‬‬

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‫ﺧﻮﺩﻡ ﺭﺍ ﺑﻪ ﻃﻮﺭ ﻛﺎﻣﻞ ﺩﺭﮔﻴﺮ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎ ﺧﻮﺍﻫﻢ ﻧﻤﻮﺩ ﻭ ﺑﻪ ﻛﺎﺭﮔﻴﺮﻱ ﻭ ﺍﺟﺮﺍﻱ ﺁﻧﻬﺎ ﺑﺮﻋﻬﺪﻩ ﺷﻤﺎﺳﺖ‪ .‬ﻣﺮﺍ‬ ‫ﻓﻘﻂ ﺍﺯ ﻃﺮﻳﻖ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺭﻭﺵﻫﺎﻱ ﻏﻴﺮ ﺭﺳﻤﻲ‪ ،‬ﺍﺯ ﺭﻭﻧﺪ ﻛﺎﺭﻫﺎ ﺁﮔﺎﻩ ﻧﻤﺎﻳﻴﺪ‪ .‬ﻫﺮﮔﺰ ﺍﻃﻼﻋﺎﺕ ﺑﺪ ﻭ ﻧﺎﮔﻮﺍﺭ ﺭﺍ‬ ‫ﻣﺨﻔﻲ ﻧﻜﻨﻴﺪ‪ .‬ﺍﺯ ﺗﻌﺠﺐ ﻛﺮﺩﻥ ﻭ ﻫﻴﺠﺎﻥ ﺯﺩﻩ ﺷﺪﻥ ﻣﺘﻨﻔﺮﻡ‪ .‬ﻛﺎﺭﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺭﺍ ﺍﺯ ﻃﺮﻳﻖ ﻣـﻦ ﺣـﻞ ﻭ ﻓﺼـﻞ‬ ‫ﻧﻜﻨﻴﺪ‪ .‬ﺧﻮﺩﺗﺎﻥ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﺍﻧﺠﺎﻡ ﺑﺮﺳﺎﻧﻴﺪ ﻭ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﺑﺎﻻ ﺑﺮﺍﻧﻴﺪ ﺗﺎ ﺗﻮﺳﻂ ﺁﻥ ﺍﻓﺮﺍﺩ ﺣﻞ ﻭ ﻓﺼﻞ ﺷﻮﻧﺪ‪.‬‬

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‫ﺳﺮﻳﻊ ﻋﻤﻞ ﻧﻤﺎﻳﻴﺪ‪ .‬ﺍﮔﺮ ﻗﺮﺍﺭ ﺍﺳﺖ ﺍﺷﺘﺒﺎﻫﻲ ﻣﺮﺗﻜﺐ ﺷﻮﻳﻢ‪ ،‬ﺑﮕﺬﺍﺭﻳﺪ ﺍﻳﻦ ﺍﺷﺘﺒﺎﻫﺎﺕ ﺑﻪ ﺩﻟﻴﻞ ﺍﻳﻦ ﺑﺎﺷﺪ ﻛـﻪ‬ ‫ﻋﺠﻠﻪ ﻛﺮﺩﻩﺍﻳﻢ‪ ،‬ﻧﻪ ﺑﻪ ﺍﻳﻦ ﺧﺎﻃﺮ ﻛﻪ ﺩﻳﺮ ﺍﻗﺪﺍﻡ ﻧﻤﻮﺩﻩﺍﻳﻢ‪.‬‬

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‫ﺳﻠﺴﻠﻪ ﻣﺮﺍﺗﺐ ﺗﻘﺮﻳﺒﺎﹰ ﺑﺮﺍﻳﻢ ﺑﻲﻣﻌﻨﻲ ﺍﺳﺖ‪ .‬ﺍﺟﺎﺯﻩ ﺑﺪﻫﻴﺪ ﺩﺭ ﺟﻠﺴﺎﺗﻤﺎﻥ ﺍﺯ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﻣـﻲﺗﻮﺍﻧﻨـﺪ ﺩﺭ ﺣـﻞ‬ ‫ﻣﺸﻜﻼﺕ ﺑﻪ ﻣﺎ ﻛﻤﻚ ﻧﻤﺎﻳﻨﺪ‪ ،‬ﺑﺪﻭﻥ ﺗﻮﺟﻪ ﺑﻪ ﻣﻮﻗﻌﻴﺖ ﺳﺎﺯﻣﺎﻧﻲﺷﺎﻥ‪ ،‬ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﺎﻳﻴﻢ‪ .‬ﻛﻤﻴﺘﻪﻫﺎ ﻭ ﺟﻠﺴﺎﺕ ﺭﺍ‬ ‫ﺗﺎ ﺣﺪ ﺍﻣﻜﺎﻥ ﻛﺎﻫﺶ ﺩﻫﻴﺪ‪ .‬ﻧﺒﺎﻳﺪ ﻫﻴﭽﮕﻮﻧﻪ ﻛﻤﻴﺘﻪ ﻭ ﻛﻤﻴﺴﻴﻮﻧﻲ ﺑﺮﺍﻱ ﺗﺼﻤﻴﻢﮔﻴـﺮﻱ ﺗﺸـﻜﻴﻞ ﺷـﻮﺩ‪ .‬ﺍﺟـﺎﺯﻩ‬ ‫ﺩﻫﻴﺪ ﺍﺭﺗﺒﺎﻃﺎﺗﻲ ﻣﺴﺘﻘﻴﻢ ﻭﺑﻲﭘﺮﺩﻩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﻢ‪.‬‬

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‫ﻣﻦ ﺑﻪ ﻃﻮﺭ ﻛﺎﻣﻞ ﺍﺯ ﻓﻨﺎﻭﺭﻱ ﺳﺮﺩﺭﻧﻤﻲﺁﻭﺭﻡ‪ .‬ﺍﺣﺘﻴﺎﺝ ﺑﻪ ﻳﺎﺩﮔﻴﺮﻱ ﺩﺍﺭﻡ‪ ،‬ﻭﻟﻲ ﺍﺯ ﻣﻦ ﺍﻧﺘﻈﺎﺭ ﻧﺪﺍﺷـﺘﻪ ﺑﺎﺷـﻴﺪ‬ ‫ﻛﻪ ﺩﺭ ﺍﻳﻦ ﻛﺎﺭ ﻣﻬﺎﺭﺕ ﻛﺎﻣﻞ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩﻩ ﻭ ﺧﺒﺮﻩ ﺷﻮﻡ‪ .‬ﺭﻫﺒﺮﺍﻥ ﻫﺮ ﺑﺨﺶ ﺑﺎﻳﺪ ﻭﺍﮊﻩﻫﺎﻱ ﻓﻨﻲ ﺭﺍ ﺑـﺮﺍﻳﻢ‬ ‫ﺑﻪ ﻭﺍﮊﻩﺍﻱ ﻛﺴﺐﻭﻛﺎﺭﻱ ﺗﺮﺟﻤﻪ ﻛﻨﻨﺪ‪.‬‬ ‫ﺳﭙﺲ ﭼﻨﻴﻦ ﺍﺩﺍﻣﻪ ﺩﺍﺩﻡ‪ :‬ﺑﺮﺍﺳﺎﺱ ﻣﻄﺎﻟﻌﺎﺗﻢ‪ ،‬ﻣﺎ ﭘﻨﺞ ﺍﻭﻟﻮﻳﺖ ﻧﻮﺩ ﺭﻭﺯﻩ ﺩﺭ ﭘﻴﺶ ﺩﺍﺭﻳﻢ‪:‬‬

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‫ﺍﺯ ﻫﺪﺭ ﺭﻓﺘﻦ ﭘﻮﻝ ﺟﻠﻮﮔﻴﺮﻱ ﻛﻨﻴﺪ‪ .‬ﻣﺎ ﺑﺎﻳﺪ ﺑﻪ ﺑﻲﺛﺒﺎﺗﻲ ﺧﺎﺗﻤﻪ ﺩﻫﻴﻢ ﻭ ﺍﺯ ﺗﻠﻒ ﺷﺪﻥ ﭘـﻮﻝﻫﺎﻳﻤـﺎﻥ ﺟﻠـﻮﮔﻴﺮﻱ‬ ‫ﻧﻤﺎﻳﻴﻢ‪.‬‬

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‫ﺍﻃﻤﻴﻨﺎﻥ ﺣﺎﺻﻞ ﻛﻨﻴﺪ ﻛﻪ ﺗﺎ ﺳﺎﻝ ‪ ١٩٩٤‬ﺑﻪ ﻗﺪﺭﻱ ﺳﻮﺩﺁﻭﺭ ﺧﻮﺍﻫﻴﻢ ﺑﻮﺩ ﻛﻪ ﺑﺘﻮﺍﻧﻴﻢ ﺑﻪ ﺟﻬﺎﻧﻴﺎﻥ )ﻭ ﺑﻪ ﻧﻴﺮﻭﻫـﺎﻱ‬ ‫ﺩﺭﻭﻥ ﺁﻱ ﺑﻲ ﺍﻡ( ﺍﻋﻼﻡ ﻛﻨﻴﻢ ﻛﻪ ﻛﻤﭙﺎﻧﻲ ﺭﺍ ﺗﺜﺒﻴﺖ ﻛﺮﺩﻩﺍﻳﻢ‪.‬‬

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‫ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺮﺍﻱ ﺟﻠﺐ ﻣﺸﺘﺮﻱ ﺩﺭ ﺳﺎﻝﻫﺎﻱ ‪ ١٩٩٣‬ﻭ ‪ ١٩٩٤‬ﺍﺭﺍﺋﻪ ﻛﺮﺩﻩ ﻭ ﺑﻪ ﺍﺟﺮﺍ ﺩﺭﺁﻭﺭﻳﺪ‪ .‬ﺍﺳـﺘﺮﺍﺗﮋﻱﺍﻱ‬ ‫ﻛﻪ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﻣﺎ ﺍﻃﻤﻴﻨﺎﻥ ﺩﻫﺪ ﻛﻪ ﻣﺎ ﺩﻭﺑﺎﺭﻩ ﺑﺮﮔﺸﺘﻪﺍﻳﻢ ﺗﺎ ﻣﻨﺎﻓﻊ ﺁﻧﻬﺎ ﺭﺍ ﺗﻀﻤﻴﻦ ﻧﻤﺎﻳﻴﻢ‪.‬‬

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‫ﺗﺎ ﻫﻨﮕﺎﻡ ﺷﺮﻭﻉ ﺳﻪ ﭼﻬﺎﺭﻡ )ﻓﺼﻞ( ﺳﻮﻡ ﺳﺎﻝ‪ ،‬ﺗﻌﺪﻳﻞ ﻧﻴﺮﻭﻫﺎ ﺭﺍ ﺑﻪ ﺍﻧﺠﺎﻡ ﺑﺮﺳﺎﻧﻴﺪ‪.‬‬

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‫ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻛﺴﺐﻭﻛﺎﺭﻱ ﻣﻴﺎﻥ ﻣﺪﺕ ﺗﻬﻴﻪ ﻛﻨﻴﺪ‪.‬‬ ‫ﺩﺭ ﭘﺎﻳﺎﻥ ﻭﻇﺎﻳﻒ ﺍﻓﺮﺍﺩ ﺭﺍ ﺩﺭ ﻣﺪﺕ ‪ ٣٠‬ﺭﻭﺯ ﺁﻳﻨﺪﻩ ﻣﺸﺨﺺ ﻧﻤﻮﺩﻡ‪ .‬ﺍﺯ ﺁﻧﻬﺎ ﺧﻮﺍﺳﺘﻢ ﮔﺰﺍﺭﺷﻲ ﺩﻩ ﺻﻔﺤﻪﺍﻱ ﺑﻪ‬

‫ﻣﻦ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪ ﻛﻪ ﺷﺎﻣﻞ ﻣﻮﺿﻮﻋﺎﺗﻲ ﺍﺯ ﻗﺒﻴﻞ‪ :‬ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺧﻄـﻮﻁ ﺗﻮﻟﻴـﺪ ﻭ ﺁﻧـﺎﻟﻴﺰ ﻭ ﺑﺮﺭﺳـﻲ ﺭﻗـﺎﺑﺘﻲ‪،‬‬ ‫ﭼﺸﻢﺍﻧﺪﺍﺯ ﻓﻨﻲ‪ ،‬ﺑﺤﺚﻫﺎﻱ ﺍﻗﺘﺼﺎﺩﻱ‪ ،‬ﻣﺴﺎﺋﻞ ﻛﻠﻴﺪﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ ﻭ ﺩﺭﺍﺯﻣﺪﺕ ﻭ ﺩﻭﺭﻧﻤـﺎﻱ ﺳـﺎﻝﻫـﺎﻱ ‪ ٩٣‬ﻭ ‪٩٤‬‬ ‫ﺑﺎﺷﺪ‪.‬‬ ‫ﻫﻤﭽﻨﻴﻦ ﺍﺯ ﺗﻤﺎﻡ ﺷﺮﻛﺖﻛﻨﻨﺪﮔﺎﻥ ﺧﻮﺍﺳﺘﻢ ﺗﺎ ﻧﻈﺮ ﻛﻠﻲ ﺧﻮﺩﺷﺎﻥ ﺩﺭﺑﺎﺭﻩ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺍ ﺑﺮﺍﻳﻢ ﺗﺸـﺮﻳﺢ ﻧﻤﺎﻳﻨـﺪ‪.‬‬ ‫ﭼﻪ ﺍﻗﺪﺍﻣﺎﺕ ﻛﻮﺗﺎﻩﻣﺪﺗﻲ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ ﺩﻫﻴﻢ ﺗﺎ ﺑﺘﻮﺍﻧﻴﻢ ﺩﺭ ﺭﻭﺍﺑﻂ ﺑﻴﻦ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﻣﻴﺰﺍﻥ ﻓﺮﻭﺵ ﻭ ﺣﻤـﻼﺕ ﺭﻗـﺎﺑﺘﻲ‬ ‫ﺑﻪ ﻣﻮﻓﻘﻴﺖ ﺩﺳﺖ ﭘﻴﺪﺍ ﻛﻨﻴﻢ ﻭ ﺍﺑﺘﻜﺎﺭ ﻋﻤﻞ ﺭﺍ ﺑﻪ ﺩﺳﺖ ﮔﻴﺮﻳﻢ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﻣﺎ ﺩﺭ ﺗﺒﻴﻴﻦ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﻛﻮﺗﺎﻩﻣﺪﺕ ﻭ ﺑﻠﻨﺪﻣﺪﺕ ﺧﻮﺩﻣﺎﻥ‪ ،‬ﺑﻪ ﭼﻪ ﻣـﻮﺍﺭﺩﻱ ﺑﺎﻳـﺪ ﺍﻫﻤﻴـﺖ ﺑـﺪﻫﻴﻢ ﻭ ﺩﺭ‬ ‫ﻣﻮﺭﺩﺷﺎﻥ ﻓﻜﺮ ﻛﻨﻴﻢ؟‬ ‫ﺩﺭ ﻫﻤﻴﻦ ﻓﺎﺻﻠﻪ ﺑﻪ ﺁﻧﻬﺎ ﮔﻔﺘﻢ ﻛﻪ ﺑﻪ ﺑﻴﺮﻭﻥ ﺑﺮﻭﻧﺪ ﻭ ﻓﻘﻂ ﺑﻪ ﺍﺩﺍﺭﻩ ﻛﻤﭙﺎﻧﻲ ﺑﭙﺮﺩﺍﺯﻧﺪ ﻭ ﺑﺎ ﻣﻄﺒﻮﻋﺎﺕ ﺩﺭ ﺑﺎﺭﻩ‬ ‫ﻣﺸﻜﻼﺗﻤﺎﻥ ﺻﺤﺒﺖ ﻧﻜﻨﻨﺪ ﻭ ﺑﻪ ﻣﻦ ﻛﻤﻚ ﻛﻨﻨﺪ ﺗﺎ ﻳﻚ ﺑﺮﻧﺎﻣﻪ ﺯﻣﺎﻥﺑﻨﺪﻱ ﺑﺮﺍﻱ ﺳﻔﺮﻫﺎﻳﻲ ﻛﻪ ﻣﺮﺍ ﺧﻴﻠﻲ ﺳﺮﻳﻊ ﺑـﺎ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﻛﺎﺭﻣﻨﺪﺍﻧﻤﺎﻥ ﺭﻭﺑﻪﺭﻭ ﺳﺎﺯﺩ ﺗﻬﻴﻪ ﻛﻨﻢ‪.‬‬ ‫ﺩﺭ ﺭﻭﺯ ﺍﻭﻝ ﻣﺎﻩ ﺁﻭﺭﻳﻞ ‪ ،١٩٩٣‬ﻛﺎﺭﻡ ﺭﺍ ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﺁﻏﺎﺯ ﻧﻤﻮﺩﻡ‪ .‬ﺩﺭ ﺁﻥ ﺯﻣﺎﻥ ﻗﻴﻤﺖ ﻫﺮ ﺳﻬﻢ ﺁﻱ ﺑـﻲ ﺍﻡ ‪١٣‬‬ ‫ﺩﻻﺭ ﺑﻮﺩ‪ .‬ﻳﻜﻲ ﺍﺯ ﻣﻘﺎﻻﺕ ﻧﻴﻮﻳﻮﺭﻙ ﺗﺎﻳﻤﺰ ﺩﺭ ﺁﻥ ﺭﻭﺯﻫﺎ ﺑﻪ ﻣﻦ ﺧﻮﺷﺎﻣﺪ ﮔﻔﺖ ﻭ ﺗﻮﺻﻴﻪﻫﺎﻳﻲ ﺩﺭﺑﺎﺭﻩ ﻧﺤﻮﻩ ﺣﻞ ﻭ‬ ‫ﻓﺼﻞ ﻛﺮﺩﻥ ﻣﺸﻜﻼﺕ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻪ ﻣﻦ ﺍﺭﺍﺋﻪ ﻧﻤﻮﺩ‪:‬‬ ‫ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻪ ﺍﻧﺪﺍﺯﻩ ﻛﺎﻓﻲ ﺍﻓﺮﺍﺩ ﺧﻮﺵﻓﻜﺮ ﻭ ﻣﺘﺨﺼﺺ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺩﺍﺭﺩ‪ ،‬ﭼﻴﺰﻱ ﻛﻪ ﺍﻳـﻦ ﻛﻤﭙـﺎﻧﻲ ﺑـﻪ ﺁﻥ ﻧﻴـﺎﺯ‬ ‫ﺩﺍﺭﺩ ﺑﻲﭘﺮﻭﺍﻳﻲ ﻭ ﺟﺴﺎﺭﺕ ﺍﺳﺖ‪.‬‬ ‫ﺍﺯ ﺍﻭﻟﻴﻦ ﻧﻴﺎﺯﻫﺎﻱ ﻣﻦ ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﭘﻴﺪﺍ ﻛﺮﺩﻥ ﻣﺪﻳﺮ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻭ ﻣﺪﻳﺮﺍﻣﻮﺭ ﻣﺎﻟﻲ ﻣﻨﺎﺳﺐ ﺑﻮﺩ‪ .‬ﺍﻓﺘﺎﺩﻥ ﺩﺭ‬ ‫ﻭﺳﻂ ﻳﻚ ﻛﻤﭙﺎﻧﻲ ‪ ٦٥‬ﻣﻴﻠﻴﺎﺭﺩ ﺩﻻﺭﻱ ﻛﻪ ﺍﺯ ﻧﻈﺮ ﻣﺎﻟﻲ ﺩﺭ ﺣﺎﻝ ﺗﺤﻠﻴﻞ ﺭﻓﺘﻦ ﺍﺳﺖ ﻭ ﺳﻌﻲ ﺩﺭ ﺍﺩﺍﺭﻩ ﻛﺮﺩﻥ ﺁﻥ‪ ،‬ﺑﻪ‬ ‫ﺍﻧﺪﺍﺯﻩ ﻛﺎﻓﻲ ﻭﻇﻴﻔﻪ ﺳﺨﺖ ﻭ ﻃﺎﻗﺖﻓﺮﺳﺎﻳﻲ ﺍﺳﺖ‪ .‬ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﻛﺎﺭ ﺑﺪﻭﻥ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﮔﺮﻓﺘﻦ ﻳﻚ ﻣﺪﻳﺮ ﻣﺎﻟﻲ ﻭ ﻳﻚ‬ ‫ﺭﻳﻴﺲ ﺑﺨﺶ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﻣﺴﻠﻂ ﻭ ﻛﺎﺭﺩﺍﻥ‪ ،‬ﺍﻣﻜﺎﻥﭘﺬﻳﺮ ﻧﻴﺴﺖ‪.‬‬ ‫ﻳﻜﻲ ﺍﺯ ﻣﻬﻢﺗﺮﻳﻦ ﺟﻠﺴﺎﺕ ﻣﻦ ﺩﺭ ﺭﻭﺯ ﺩﻭﻡ ﺑﻪ ﺍﻧﺠﺎﻡ ﺭﺳﻴﺪ‪ .‬ﻣﻦ ﺍﺯ ﺑﺮﺍﺩﺭﻡ ﺧﻮﺍﺳﺘﻢ ﺗﺎ ﺑﻴﺎﻳﺪ ﻭ ﺑﺎ ﻣـﻦ ﺩﺭﺑـﺎﺭﻩ‬ ‫ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻪ ﺻﺤﺒﺖ ﻭ ﮔﻔﺘﮕﻮ ﺑﭙﺮﺩﺍﺯﺩ‪ .‬ﺍﻭ ﺳﻮﺍﺑﻖ ﺯﻳﺎﺩﻱ ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺪﻳﺮﻱ ﻣﻮﻓﻖ ﺩﺍﺷﺖ‪ .‬ﺩﺭ ﻭﺍﻗـﻊ‬ ‫ﻣﻄﺎﻟﺒﻲ ﻛﻪ ﺍﻭ ﺑﻪ ﻣﻦ ﮔﻔﺖ ﻋﻤﻴﻖﺗﺮﻳﻦ ﻭ ﺧﺮﺩﻣﻨﺪﺍﻧﻪﺗﺮﻳﻦ ﺗﺸﺮﻳﺢ ﻭ ﺗﻮﺿﻴﺤﻲ ﺑﻮﺩ ﻛﻪ ﺩﺭ ﺁﻥ ﺭﻭﺯﻫﺎﻱ ﺍﻭﻝ ﺑﻪ ﻣﻦ‬ ‫ﺍﺭﺍﺋﻪ ﮔﺮﺩﻳﺪ‪:‬‬ ‫ﺍﻭ ﺑﺎ ﺍﻳﻦ ﻧﻈﺮﻳﻪ ﻛﻪ ﻣﻴﻦﻓﺮﻳﻢﻫﺎ ﺍﺯ ﺑﻴﻦ ﺭﻓﺘﻪﺍﻧﺪ ﻭ ﺩﻭﺭﺍﻥ ﺁﻧﻬﺎ ﺑﻪ ﭘﺎﻳﺎﻥ ﺭﺳﻴﺪﻩ ﺍﺳﺖ ﻣﺨﺎﻟﻒ ﺑﻮﺩ‪ .‬ﻫﻤﭽﻨﻴﻦ ﺍﻭ‬ ‫ﺑﺎ ﺍﻳﻦ ﻧﻈﺮﻳﻪ ﻛﻪ ﻣﻲﮔﻔﺖ ﻛﻤﭙﺎﻧﻲ ﺑﺎﻳﺪ ﺗﻤﺎﻡ ﻣﻨﺎﺑﻊ ﺧﻮﺩﺵ ﺭﺍ ﺑﻪ ﻛﺎﺭ ﺑﮕﻴﺮﺩ ﺗﺎ ﺩﺭ ﺟﻨـﮓ ﻛﺎﻣﭙﻴﻮﺗﺮﻫـﺎﻱ ﺷﺨﺼـﻲ‬ ‫ﭘﻴﺮﻭﺯ ﮔﺮﺩﺩ ﻧﻴﺰ ﻣﺨﺎﻟﻒ ﺑﻮﺩ‪.‬‬ ‫ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺑﻪ ﮔﺬﺷﺘﻪ ﻓﻜﺮ ﻣﻲﻛﻨﻢ ﻭ ﺳﻪ ﻳﺎ ﭼﻬﺎﺭ ﻣﻄﻠﺐ ﺭﺍ ﻛﻪ ﻭﺍﻗﻌﺎﹰ ﺩﺭ ﺍﺩﺍﺭﻩ ﻛﺮﺩﻥ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻪ ﻣﻦ ﻛﻤﻚ‬ ‫ﻧﻤﻮﺩ ﺑﻪ ﺧﺎﻃﺮ ﻣﻲﺁﻭﺭﻡ‪ ،‬ﺩﺭﻣﻲﻳﺎﺑﻢ ﻛﻪ ﻳﻜﻲ ﺍﺯ ﺁﻧﻬﺎ ﺑﺎﺯﮔﺮﺩﺍﻧﺪﻥ ﺟﺎﻳﮕﺎﻩ ﻣﻴﻦﻓﺮﻳﻢﻫﺎ ﺑـﻮﺩ ﻭ ﻫـﻴﭽﻜﺲ ﺯﻭﺩﺗـﺮ ﻭ‬ ‫ﻭﺍﺿﺢﺗﺮ ﺍﺯ ﺑﺮﺍﺩﺭﻡ ﺩﻳﻚ‪ ،‬ﺍﻳﻦ ﻣﻄﻠﺐ ﺭﺍ ﺑﻪ ﻣﻦ ﺧﺎﻃﺮ ﻧﺸﺎﻥ ﻧﻜﺮﺩﻩ ﺑﻮﺩ‪ .‬ﻫﻢ ﭼﻨﻴﻦ ﺍﻭ ﭼﻨﺪ ﺗﻮﺻﻴﻪ ﺑﻪ ﻣﻦ ﻛﺮﺩ ﻛﻪ‬ ‫ﺧﻮﺩﺵ ﺁﻧﻬﺎ ﺭﺍ ‘ﻧﺼﻴﺤﺖ ﺑﺮﺍﺩﺭﺍﻧﻪ’ ﻧﺎﻣﻴﺪﻩ ﺑﻮﺩ‪:‬‬ ‫•‬

‫ﺑﺮﺍﻱ ﺧﺎﻧﻪ ﻭ ﺩﻓﺘﺮ ﻛﺎﺭﺕ ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎﻱ ﺷﺨﺼﻲ ﺧﺮﻳﺪﺍﺭﻱ ﻛـﻦ ﺍﺯ ‪) PROFS‬ﻧـﻮﻋﻲ ﺳﻴﺴـﺘﻢ ﭘﻴـﺎﻡ ﺭﺳـﺎﻧﻲ‬ ‫ﺩﺍﺧﻠﻲ( ﻧﻴﺰ ﺣﺘﻤﺎﹰ ﺍﺳﺘﻔﺎﺩﻩ ﻛﻦ‪ ،‬ﻛﺴﺎﻧﻲ ﻛﻪ ﻗﺒﻼ ﺟﺎﻱ ﺗﻮ ﺑﻮﺩﻧﺪ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﻧﻜﺮﺩﻧﺪ ﻭ ﻧﺘﺎﻳﺞ ﺁﻥ ﺭﺍ ﻫﻢ ﺩﻳﺪﻧﺪ‪.‬‬

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‫ﺑﺎ ﻃﺮﺡﻫﺎﻱ ﻛﻮﺗﻪﺑﻴﻨﺎﻧﻪ‪ ،‬ﺟﻨﮓﻫﺎﻱ ﺑﻴﻬﻮﺩﻩ ﻭ ﺩﺭﮔﻴﺮﻱﻫﺎﻱ ﺑﻴﻦ ﺍﻓﺮﺍﺩ ﺑﻪ ﺳﺨﺘﻲ ﻭ ﺩﺭ ﻣﻸ ﻋﺎﻡ ﺑﺮﺧـﻮﺭﺩ ﻛـﻦ‪.‬‬ ‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﻳﻦ ﻣﻄﻠﺒﻲ ﺧﻴﻠﻲ ﺭﻭﺷﻦ ﻭ ﻭﺍﺿﺢ ﺑﺎﺷﺪ‪ ،‬ﺍﻣﺎ ﺑﺎﻳﺪ ﺑﺪﺍﻧﻲ ﻛـﻪ ﺍﻳـﻦ ﻣـﻮﺍﺭﺩ ﺩﺭ ﺁﻱ ﺑـﻲ ﺍﻡ ﺑﺴـﻴﺎﺭ‬ ‫ﻫﻨﺮﻣﻨﺪﺍﻧﻪ ﺍﻧﺠﺎﻡ ﻣﻲﺷﻮﻧﺪ‪.‬‬

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‫ﻫﻤﻮﺍﺭﻩ ﺩﺭ ﺍﻧﺘﻈﺎﺭ ﺍﻳﻦ ﺑﺎﺵ ﻛﻪ ﮔﻔﺘﻪﻫﺎ ﻭ ﺍﻋﻤﺎﻟﺖ ﺩﺭ ﺩﺍﺧﻞ ﻭ ﺧﺎﺭﺝ ﺍﺯ ﻛﻤﭙﺎﻧﻲ ﻣﻮﺭﺩ ﺑﺮﺭﺳﻲ ﻗﺮﺍﺭ ﮔﺮﻓﺘـﻪ ﻭ‬ ‫ﺗﻌﺒﻴﺮ ﻭ ﺗﻔﺴﻴﺮ ﺷﻮﺩ‪.‬‬

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‫ﻳﻚ ﺳﺮﻱ ﻣﺸﺎﻭﺭﺍﻥ ﺧﺼﻮﺻﻲ ﺑﺮﺍﻱ ﺧﻮﺩﺕ ﺗﻬﻴﻪ ﻛﻦ ﻛﻪ ﺑﻲﻗﺼﺪ ﻭ ﻏﺮﺽ ﻭ ﺑﻲﻃﺮﻑ ﺑﺎﺷﻨﺪ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺩﺭﺳﻴﺰﺩﻫﻢ ﺁﻭﺭﻳﻞ ﺑﺎ ﺟﺮﻱ ﺑﻮﺭﻙ ﻛﻪ ﻣﺪﻳﺮ ﻣﺎﻟﻲ ﺷﺮﻛﺖ ﻛﺮﺍﻳﺴﻠﺮ ﺑﻮﺩ ﻭ ﻓﺮﺩﻱ ﺑﺎ ﺻـﺮﺍﺣﺖ ﻟﻬﺠـﻪ‪ ،‬ﺭﻙ ﻭ‬ ‫ﺭﺍﺳﺖ ﻭ ﺻﺎﺩﻕ ﺑﻮﺩ ﻣﺬﺍﻛﺮﻩ ﻛﺮﺩﻡ ﻭ ﭘﺴﺖ ﻣﺪﻳﺮﻳﺖ ﻣﺎﻟﻲ ﺭﺍ ﺑﻪ ﺍﻭ ﭘﻴﺸﻨﻬﺎﺩ ﺩﺍﺩﻡ‪ .‬ﺍﻭ ﺩﺭ ﺩﻫﻢ ﻣﺎﻩ ﻣـﻪ ﺑـﻪ ﻣـﺎ‬ ‫ﻣﻠﺤﻖ ﺷﺪ‪.‬‬ ‫ﺑﺮﺍﻱ ﭘﺴﺖ ﻣﺪﻳﺮ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ ﺑﺎ ﮔﺮﻱ ﺯﺍﺭﻧﻜﻲ ﻛﻪ ﺩﺭ ﺁﻥ ﻫﻨﮕﺎﻡ ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ ﻳﻚ ﺑﺎﻧﻚ ﺑﻮﺩ ﻣﻼﻗﺎﺕ ﻛﺮﺩﻡ‪.‬‬ ‫ﺍﻭ ﭘﻴﺸﻨﻬﺎﺩ ﻣﺮﺍ ﭘﺬﻳﺮﻓﺖ‪ ،‬ﺍﻣﺎ ﺍﻳﻦ ﺍﻗﺪﺍﻡ ﻳﻜﻲ ﺍﺯ ﻣﻌﺪﻭﺩ ﺍﻗﺪﺍﻣﺎﺗﻲ ﺑﻮﺩ ﻛﻪ ﺁﻥ ﻃﻮﺭ ﻛـﻪ ﺍﻧﺘﻈـﺎﺭ ﻣـﻲﺭﻓـﺖ ﭘـﻴﺶ‬ ‫ﻧﺮﻓﺖ ﻭ ﻧﺘﺎﻳﺞ ﺩﻟﺨﻮﺍﻩ ﺑﻪ ﺑﺎﺭ ﻧﻴﺎﻭﺭﺩ‪ .‬ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﻴﺪ ﻛﻪ ﺍﻭ ﺑﻴﺸﺘﺮ ﻣﺸﺎﻭﺭ ﺑﺎﺷﺪ ﺗﺎ ﻣﺪﻳﺮ ﻣﻨﺎﺑﻊ ﺍﻧﺴﺎﻧﻲ‪ ،‬ﻧﻈﺮﺍﺕ‬ ‫ﺍﻭ ﺍﻟﺒﺘﻪ ﻏﻠﻂ ﻧﺒﻮﺩﻧﺪ‪ ،‬ﺍﻣﺎ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﭼﻴﺰﻱ ﺭﺍ ﻛﻪ ﺑﻪﺭﺍﺣﺘﻲ ﺍﺯ ﻣﻦ ﻣﻲﭘﺬﻳﺮﻓﺘﻨﺪ ﺍﺯ ﺍﻭ ﻗﺒﻮﻝ ﻧﻤﻲﻛﺮﺩﻧﺪ‪ ،‬ﻭ ﺑﺎﻻﺧﺮﻩ‬ ‫ﭘﺲ ﺍﺯ ﻳﻚ ﺳﺎﻝ ﺍﻭ ﻣﺠﺒﻮﺭ ﺑﻪ ﺗﺮﻙ ﺳﺎﺯﻣﺎﻥ ﺷﺪ‪.‬‬ ‫ﺷﺎﻳﺪ ﺗﻠﺦﺗﺮﻳﻦ ﻭ ﺗﻜﺎﻥ ﺩﻫﻨﺪﻩﺗﺮﻳﻦ ﻭﺍﻗﻌﻪﺍﻱ ﻛﻪ ﺩﺭ ﻣﺎﻩ ﺍﻭﻝ ﺣﻀﻮﺭ ﻣﻦ ﺩﺭ ﺁﻱ ﺑـﻲ ﺍﻡ ﺍﺗﻔـﺎﻕ ﺍﻓﺘـﺎﺩ ﺟﻠﺴـﻪ‬ ‫ﺳﺎﻻﻧﻪ ﺳﻬﺎﻡﺩﺍﺭﺍﻥ ﺑﻮﺩ‪ .‬ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺩﺭ ﺳﺎﻋﺖ ‪ ١٠‬ﺻﺒﺢ‪ ،‬ﺩﺭ ﺑﺰﺭﮒﺗﺮﻳﻦ ﺳﺎﻟﻦ ﺍﺟﺘﻤﺎﻋﺎﺗﻲ ﻛﻪ ﺗﺎ ﺁﻥ ﻭﻗﺖ ﺩﻳـﺪﻩ‬ ‫ﺑﻮﺩﻡ‪ ،‬ﭘﺎ ﺑﺮ ﺭﻭﻱ ﺳﻦ ﮔﺬﺍﺷﺘﻢ‪ ،‬ﻣﺸﺎﻫﺪﻩ ﻛﺮﺩﻡ ﻛﻪ ﺣﺪﻭﺩ ‪ ٢٣٠٠‬ﻧﻔﺮ ﺍﺯ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﺩﺭ ﺁﻥ ﺳﺎﻟﻦ ﺟﻤﻊ ﺷﺪﻩﺍﻧﺪ ﻭ‬ ‫ﻣﻨﺘﻈﺮ ﺷﺮﻭﻉ ﺟﻠﺴﻪ ﻫﺴﺘﻨﺪ‪ .‬ﻣﻦ ﺑﻪ ﻃﻮﺭ ﺧﻼﺻﻪ ﻳﻚ ﺳﺨﻨﺮﺍﻧﻲ ﺍﻳﺮﺍﺩ ﻛﺮﺩﻡ ﻭ ﺍﺯ ﺁﻧﻬﺎ ﺧﻮﺍﺳﺘﻢ ﻛﻪ ﻗﺪﺭﻱ ﺻـﺒﺮ ﻭ‬ ‫ﺣﻮﺻﻠﻪ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ .‬ﺑﻪ ﺁﻧﻬﺎ ﮔﻔﺘﻢ ﻛﻪ ﻗﺼﺪ ﺩﺍﺭﻡ ﺳﺮﻳﻊ ﻋﻤﻞ ﻛﻨﻢ‪ ،‬ﺗﻤﺎﻡ ﺗﻐﻴﻴﺮﺍﺕ ﻻﺯﻡ ﺭﺍ ﺑـﻪ ﻭﺟـﻮﺩ ﺁﻭﺭﺩﻡ‪ ،‬ﻭ‬ ‫ﺗﻤﺮﻛﺰ ﻭ ﺟﻬﺖﮔﻴﺮﻱ ﻛﻤﭙﺎﻧﻲ ﺭﺍ ﺑﻪ ﺳﻤﺖ ﻣﺸﺘﺮﻳﺎﻥ ﺩﺭ ﺁﻭﺭﻡ‪ .‬ﺁﻧﻬﺎ ﺧﻴﻠﻲ ﻣﺆﺩﺑﺎﻧﻪ ﺑﺮﺍﻱ ﻣﻦ ﺩﺳﺖ ﺯﺩﻧﺪ ﻭ ﺁﻧﮕـﺎﻩ‬ ‫ﻣﻌﺮﻛﻪ ﺍﺻﻠﻲ ﺁﻏﺎﺯ ﺷﺪ‪.‬‬ ‫ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ‪ ،‬ﻳﻜﻲ ﭘﺲ ﺍﺯ ﺩﻳﮕﺮﻱ ﺍﺯ ﺟﺎ ﺑﺮﻣﻲﺧﻮﺍﺳـﺘﻨﺪ ﻭ ﻛﻤﭙـﺎﻧﻲ ﻭ ﺑﻌﻀـﺎﹰ ﻫﻴﺌـﺖ ﻣـﺪﻳﺮﻩ ﺭﺍ ﻛـﻪ‬ ‫ﺭﻭﺑﻪﺭﻭﻱ ﻣﻦ ﺩﺭ ﺭﺩﻳﻒ ﺍﻭﻝ ﻧﺸﺴﺘﻪ ﺑﻮﺩﻧﺪ‪ ،‬ﺑﻪ ﺑﺎﺩ ﺍﻧﺘﻘﺎﺩ ﻣﻲﮔﺮﻓﺘﻨﺪ‪ .‬ﺍﻳﻦ ﺟﻠﺴﻪ ﻳـﻚ ﻗﺘـﻞ ﻋـﺎﻡ ﻭﺍﻗﻌـﻲ ﺑـﻮﺩ‪.‬‬ ‫ﺿﺮﺑﺎﺗﻲ ﻣﺴﺘﻘﻴﻢ ﭘﻲﺩﺭﭘﻲ ﺑﺮ ﭘﻴﻜﺮﻩ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ ﻭﺍﺭﺩ ﻣﻲﺁﻣﺪ‪ .‬ﺍﻟﺒﺘﻪ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﺑﺎ ﻣـﻦ ﺗـﺎ ﺣـﺪﻭﺩﻱ ﻣﻬﺮﺑـﺎﻥ‬ ‫ﺑﻮﺩﻧﺪ ﻭ ﻣﺮﺍ ﻣﺴﺌﻮﻝ ﺣﻮﺍﺩﺙ ﮔﺬﺷﺘﻪ ﻧﻤﻲﺩﺍﻧﺴﺘﻨﺪ‪ ،‬ﺍﻣﺎ ﺑﻪ ﻣﻦ ﻧﺸﺎﻥ ﺩﺍﺩﻧﺪ ﻛﻪ ﺻﺒﺮ ﻭ ﺗﺤﻤﻞ ﺁﻧﻬﺎ ﺑـﺮﺍﻱ ﺩﻳـﺪﻥ‬ ‫ﻫﺮ ﭼﻴﺰﻱ ﻏﻴﺮ ﺍﺯ ﻳﻚ ﺩﻭﺭﻩ ﺑﺎﺯﻳﺎﺑﻲ ﺳﺮﻳﻊ ﺑﺴﻴﺎﺭ ﻛﻢ ﺍﺳﺖ‪ .‬ﻓﻜﺮ ﻣﻲﻛﻨﻢ ﺍﻳﻦ ﺟﻠﺴﻪ ﺑﺮﺍﻱ ﻫﻤﻪ‪ ،‬ﺟﻠﺴـﻪﺍﻱ ﺑﺴـﻴﺎﺭ‬ ‫ﻃﻮﻻﻧﻲ ﻭ ﺧﺴﺘﻪﻛﻨﻨﺪﻩ ﺑﻮﺩ‪.‬‬ ‫ﻳﻜﻲ ﺍﺯ ﻛﺎﺭﻫﺎﻱ ﺑﺴﻴﺎﺭ ﺣﻴﺎﺗﻲ ﻭ ﺿﺮﻭﺭﻱ ﻛﻪ ﻣﻲﺑﺎﻳﺴﺖ ﺍﻧﺠﺎﻡ ﻣﻲﺩﺍﺩﻡ ﺍﻳﻦ ﺑﻮﺩ ﻛﻪ ﭘﺎ ﺑﻪ ﻣﻴﺪﺍﻥ ﻋﻤﻞ ﮔـﺬﺍﺭﻡ‪.‬‬ ‫ﺍﺻﻼﹰ ﺗﻤﺎﻳﻞ ﻧﺪﺍﺷﺘﻢ ﻛﻪ ﻳﺎﻓﺘﻪﻫﺎ ﻭ ﺁﻣﻮﺧﺘﻪﻫﺎﻱ ﻣﻦ ﺍﺯ ﻛﻤﭙﺎﻧﻲ ﺑﺮﺍﺳﺎﺱ ﺑﺮﺩﺍﺷﺖﻫﺎ ﻭ ﺗﺼﻮﺭﺍﺕ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺩﻓﺘـﺮ‬ ‫ﻣﺮﻛﺰﻱ ﺷﻜﻞ ﺑﮕﻴﺮﺩ‪ .‬ﺑﻪ ﻫﻤﻴﻦ ﻣﻨﻈﻮﺭ ﺩﻗﻴﻘﺎﹰ ﭘﺲ ﺍﺯ ﺟﻠﺴﻪ ﺳﺎﻻﻧﻪ ﺳﻬﺎﻣﺪﺍﺭﺍﻥ ﺑﻪ ﻓﺮﺍﻧﺴﻪ ﺳﻔﺮ ﻛﺮﺩﻡ ﻭ ﺩﺭ ﻃﻮﻝ‬ ‫ﻳﻚ ﻫﻔﺘﻪ ﺍﺯ ﻣﺮﺍﻛﺰ ﺧﻮﺩﻣﺎﻥ ﺩﺭ ﻓﺮﺍﻧﺴﻪ‪ ،‬ﺍﻳﺘﺎﻟﻴﺎ‪ ،‬ﺁﻟﻤﺎﻥ ﻭ ﺑﺮﻳﺘﺎﻧﻴﺎ ﺑﺎﺯﺩﻳﺪ ﻧﻤﻮﺩﻡ‪ .‬ﺍﻳﻦ ﻣﺮﻛﺰ ﺳﺎﺯﻣﺎﻧﻲ ﻋﻈﻴﻢ ﺑـﻮﺩ‬ ‫ﻛﻪ ﺩﺭ ‪ ٤٤‬ﻛﺸﻮﺭ ﺑﻪ ﻓﻌﺎﻟﻴﺖ ﻣﻲﭘﺮﺩﺍﺧﺖ ﻭ ﺑﻴﺶ ﺍﺯ ‪ ٩٠٠٠٠‬ﻛﺎﺭﻣﻨﺪ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺩﺍﺷﺖ‪ .‬ﺩﺭﺁﻣﺪ ﺍﻳﻦ ﺑﺨـﺶ ﺩﺭ ﺳـﺎﻝ‬ ‫‪ ١٩٩٠‬ﺑﻪ ﺍﻭﺝ ﺧﻮﺩ ﻳﻌﻨﻲ ‪ ٢٧‬ﻣﻴﻠﻴﺎﺭﺩ ﺩﻻﺭ ﺭﺳﻴﺪﻩ ﺑﻮﺩ ﺍﻣﺎ ﭘﺲ ﺍﺯ ﺁﻥ ﺭﻭ ﺑﻪ ﻧـﺰﻭﻝ ﮔﺬﺍﺷـﺖ‪ .‬ﻣـﻦ ﺩﺭ ﺍﻳـﻦ ﺳـﻔﺮ‬ ‫ﭼﻴﺰﻫﺎﻱ ﺑﺴﻴﺎﺭﻱ ﺁﻣﻮﺧﺘﻢ‪ ،‬ﺟﻠﺴﺎﺗﻲ ﻛﻪ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ ﺩﺍﺷﺘﻢ ﻓﻮﻕﺍﻟﻌﺎﺩﻩ ﻣﻔﻴﺪ ﻭ ﻣﺆﺛﺮ ﺑﻮﺩﻧﺪ‪ ،‬ﺍﻣﺎ ﻣﻬﻢﺗﺮﻳﻦ ﭘﻴـﺎﻣﻲ‬ ‫ﻛﻪ ﺩﺭﻳﺎﻓﺖ ﻛﺮﺩﻡ ﺍﻳﻦ ﺑﻮﺩ ﻛﻪ ﺩﺭ ﺳﻄﻮﺡ ﻣﺨﺘﻠﻒ ﻛﻤﭙﺎﻧﻲ ﺗﺮﺱ ﻭ ﻋﺪﻡ ﻗﻄﻌﻴﺖ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﻫﻤـﻪ ﺑـﻪ ﻧـﻮﻋﻲ‬ ‫ﺫﻫﻦ ﺧﻮﺩﺷﺎﻥ ﺭﺍ ﻣﺸﻐﻮﻝ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻛﺮﺩﻩﺍﻧﺪ ﻭ ﻓﻜﺮ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺍﮔﺮ ﺑﺎ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﻣﻮﺟـﻮﺩ ﺳـﺮﻭﻛﻠﻪ‬ ‫ﺑﺰﻧﻨﺪ‪ ،‬ﭘﺎﺳﺨﻲ ﺑﺮﺍﻱ ﻣﺸﻜﻼﺕ ﻣﺎ ﺧﻮﺍﻫﻨﺪ ﻳﺎﻓﺖ‪.‬‬ ‫ﺩﺭ ﺭﺍﻩ ﺑﺮﮔﺸﺖ ﺑﻪ ﺧﺎﻧﻪ ﻣﺘﻮﺟﻪ ﺷﺪﻡ ﭼﻴﺰﻱ ﺭﺍ ﻛﻪ ﺑﻪ ﻣﻦ ﮔﻔﺘﻪ ﺑﻮﺩﻧـﺪ ﻭ ﺩﺭﺑـﺎﺭﻩ ﺁﻥ ﺍﺧﻄـﺎﺭ ﺩﺍﺩﻩ ﺑﻮﺩﻧـﺪ‬ ‫ﻛﺎﻣﻼﹰ ﺻﺤﻴﺢ ﺍﺳﺖ‪ :‬ﻭﺟﻮﺩ ﻗﻠﻤﺮﻭﻫﺎﻱ ﺟﻐﺮﺍﻓﻴﺎﻳﻲ ﻗﺪﺭﺗﻤﻨﺪ ﺑﺎ ﺯﻳﺮﺑﻨﺎﻫﺎﻱ ﭘﻴﭽﻴﺪﻩ ﺩﺭ ﻫـﺮ ﻛﺸـﻮﺭ )‪ ٢٣٠٠٠‬ﻧﻔـﺮ ﺍﺯ‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫‪ ٩٠٠٠٠‬ﻛﺎﺭﻣﻨﺪ ﻣﺮﻛﺰ ﻓﺮﺍﻧﺴﻪ ﻣﺮﺑﻮﻁ ﺑﻪ ﺑﺨﺶ ﺧﺪﻣﺎﺕ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺑﻮﺩﻧﺪ(‪ .‬ﻫﻢﭼﻨﻴﻦ ﻣﺘﻮﺟﻪ ﺷﺪﻡ ﻛﻪ ﺍﻳﻦ ﺍﻓـﺮﺍﺩ‬ ‫ﺑﺎ ﺍﺳﺘﻌﺪﺍﺩﺗﺮﻳﻦ‪ ،‬ﻣﺘﻌﻬﺪﺗﺮﻳﻦ ﻭ ﺭﻗﺎﺑﺘﻲﺗﺮﻳﻦ ﺍﻓﺮﺍﺩ ﻭ ﮔﺮﻭﻩﻫﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﻣﻦ ﺗﺎﻛﻨﻮﻥ ﺩﺭ ﻫﺮ ﺳﺎﺯﻣﺎﻥ ﺩﻳﺪﻩﺍﻡ‪.‬‬ ‫ﺍﻳﻦ ﻣﻄﻠﺐ ﺑﺎﺭﻫﺎ ﻭ ﺑﺎﺭﻫﺎ ﺩﺭ ﻃﻮﻝ ﻣﺎﻩﻫﺎﻱ ﺑﻌﺪﻱ ﺑﻪ ﻣﻦ ﺛﺎﺑﺖ ﺷﺪ ﻭ ﻣﻦ ﻏـﺮﻕ ﺣﻴـﺮﺕ ﺑـﻮﺩﻡ ﻛـﻪ ﭼـﺮﺍ ﭼﻨـﻴﻦ‬ ‫ﺍﻓﺮﺍﺩﻱ ﺍﺟﺎﺯﻩ ﻣﻲﺩﻫﻨﺪ ﺗﺎ ﺩﺭ ﻣﻨﺠﻼﺏ ﻭ ﺑﺎﺗﻼﻗﻲ ﺍﻳﻦﭼﻨﻴﻦ ﮔﺮﻓﺘﺎﺭ ﺷﻮﻧﺪ‪.‬‬ ‫ﺑﻘﺎ ﻭ ﭘﺎﻳﺪﺍﺭﻱ ﺁﻱ ﺑﻲ ﺍﻡ ﺣﺪﺍﻗﻞ ﺩﺭ ﻛﻮﺗﺎﻩﻣﺪﺕ‪ ،‬ﺑﺴﺘﮕﻲ ﺑﺴﻴﺎﺭ ﻋﻤﻴﻘـﻲ ﺑـﻪ ﺑﺨـﺶ ﻛـﺎﻣﭙﻴﻮﺗﺮﻱ ﻣـﻴﻦﻓـﺮﻳﻢ‬ ‫ﺩﺍﺷﺖ‪ .‬ﺑﻪﺭﺍﺣﺘﻲ ﻗﺎﺑﻞ ﺩﺭﻙ ﺑﻮﺩ ﻛﻪ ﺷﻜﺴﺖ ﻣﻴﻦﻓﺮﻳﻢﻫﺎ ﺩﺭ ﺑﺎﺯﺍﺭ ﻣﺴﺎﻭﻱ ﺍﺳﺖ ﺑﺎ ﺷﻜﺴﺖ ﺧﻮﺭﺩﻥ ﺁﻱ ﺑﻲ ﺍﻡ‬ ‫ﻭ ﺍﻳﻦ ﻛﻪ ﺩﺭ ﺁﻥ ﺯﻣﺎﻥ‪ ،‬ﻫﺮ ﺩﻭﻱ ﺍﻳﻦﻫﺎ ﻫﻤﺎﻧﻨﺪ ﺳﻨﮕﻲ ﻛﻪ ﺩﺭ ﺁﺏ ﻓﺮﻭ ﻣﻲﺭﻭﺩ‪ ،‬ﺩﺭ ﺣﺎﻝ ﻏﺮﻕ ﺷﺪﻥ ﺑﻮﺩﻧﺪ‪.‬‬ ‫ﺩﺭ ﺟﻠﺴﻪﺍﻱ ﻛﻪ ﺑﺪﻳﻦ ﻣﻨﻈﻮﺭ ﺗﺸﻜﻴﻞ ﺷﺪ ﺍﻋﻀﺎﻱ ﺗﻴﻢ ﻣﻴﻦﻓﺮﻳﻢ ﻳﻚ ﻛـﺎﻫﺶ ﺳـﺮﻳﻊ ﺭﺍ ﺩﺭ ﻣﻴـﺰﺍﻥ ﻓـﺮﻭﺵ‬ ‫ﻣﻴﻦﻓﺮﻳﻢﻫﺎ ﮔﺰﺍﺭﺵ ﻧﻤﻮﺩﻧﺪ ﻭ ﺍﻇﻬﺎﺭ ﺩﺍﺷﺘﻨﺪ ﻛﻪ ﺳﻘﻮﻁ ﻧﺎﮔﻬﺎﻧﻲ ﺩﺭ ﻣﻴﺰﺍﻥ ﺳﻬﻢ ﻣﺎ ﺍﺯ ﺑﺎﺯﺍﺭﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻭ ﺧﺎﺭﺟﻲ‬ ‫ﺻﻮﺭﺕ ﭘﺬﻳﺮﻓﺘﻪ ﺍﺳﺖ‪ .‬ﺍﺯ ﺁﻧﻬﺎ ﭘﺮﺳﻴﺪﻡ ﻛﻪ ﭼﺮﺍ ﻣﺎ ﺗﺎ ﺍﻳﻦ ﻣﻴﺰﺍﻥ ﺳﻬﻢ ﻭ ﺍﻋﺘﺒﺎﺭ ﺧﻮﺩﻣﺎﻥ ﺩﺭ ﺑﺎﺯﺍﺭﻫـﺎ ﺭﺍ ﺍﺯ ﺩﺳـﺖ‬ ‫ﺩﺍﺩﻩﺍﻳﻢ؟ ﺁﻧﻬﺎ ﭘﺎﺳﺦ ﺩﺍﺩﻧﺪ‪:‬‬ ‫ﺑﻪ ﺍﻳﻦ ﻋﻠﺖ ﻛﻪ ﻗﻴﻤﺖﻫﺎﻱ ﻫﻴﺘﺎﭼﻲ‪ ،‬ﻓﻮﺟﻴﺴﺘﻮ ﻭ ﺍﻭﺭﺍﻝ ‪ ٣٠‬ﺗﺎ ‪ ٤٠‬ﺩﺭﺻﺪ ﺯﻳﺮ ﻗﻴﻤﺖ ﻣﺎﺳﺖ‪ .‬ﭘﺮﺳﻴﺪﻡ ﭼـﺮﺍ ﻣـﺎ‬ ‫ﻗﻴﻤﺖﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﻛﺎﻫﺶ ﻧﻤﻲﺩﻫﻴﻢ ﺗﺎ ﺁﻧﻬﺎ ﻣﺎﻧﻨﺪ ﻳﻚ ﻃﺒﻞ ﺑﺮ ﺳﺮ ﻣـﺎ ﻧﻜﻮﺑﻨـﺪ؟ ﭘﺎﺳـﺦ ﺩﺍﺩﻧـﺪ‪ :‬ﭼـﻮﻥ ﺩﺭ ﺍﻳـﻦ‬ ‫ﺻﻮﺭﺕ ﺩﺭ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﻣﺎ ﻓﻮﻕﺍﻟﻌﺎﺩﻩ ﺑﻪ ﺳﻮﺩ ﻧﻴﺎﺯ ﺩﺍﺭﻳﻢ ﺑﺎ ﺍﻳﻦ ﻛﺎﺭ ﺳﻮﺩ ﻭ ﺍﺻﻞ ﺳﺮﻣﺎﻳﻪ ﺍﻭﻝ ﺧﻮﺩﻣﺎﻥ ﺭﺍ ﺑﻪ ﻃﻮﺭ‬ ‫ﻫﻤﺰﻣﺎﻥ ﺍﺯ ﺩﺳﺖ ﻣﻲﺩﻫﻴﻢ‪.‬‬ ‫ﺑﻼﻓﺎﺻﻠﻪ ﺑﻪ ﺁﻥ ﮔﺮﻭﻩ ﮔﻔﺘﻢ ﻛﻪ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺩﻭﺷﻴﺪﻥ ﺑﻪ ﭘﺎﻳﺎﻥ ﺭﺳﻴﺪﻩ ﺍﺳﺖ ﻭ ﺍﺯ ﺁﻧﻬﺎ ﺧﻮﺍﺳﺘﻢ ﻛﻪ ﺑﻼﻓﺎﺻـﻠﻪ ﻭ‬ ‫ﺑﻪ ﻧﺤﻮﻱ ﻣﺆﺛﺮ‪ ،‬ﺷﺮﻭﻉ ﺑﻪ ﻛﺎﺭ ﻧﻤﺎﻳﻨﺪ ﻭ ﻳﻚ ﻃﺮﺡ ﻛﺎﻫﺶ ﻗﻴﻤﺘﻲ ﺭﺍ ﺑﻪ ﻣﻦ ﺍﺭﺍﺋﻪ ﺩﻫﻨـﺪ ﻛـﻪ ﺑﺘـﻮﺍﻧﻢ ﺁﻥ ﺭﺍ ﺩﺭ ﺩﻭ‬ ‫ﻫﻔﺘﻪ ﺑﻌﺪ ﺩﺭ ﻛﻨﻔﺮﺍﻧﺴﻲ ﻛﻪ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩﻣﺎﻥ ﺑﺮﮔﺰﺍﺭ ﺧﻮﺍﻫﻴﻢ ﻧﻤﻮﺩ ﺍﻋﻼﻡ ﻧﻤﺎﻳﻢ‪.‬‬ ‫ﻣﺎ ﺩﺭ ﺁﻥ ﺭﻭﺯ ﺗﺼﻤﻴﻢ ﻣﻬﻢ ﺩﻳﮕﺮﻱ ﻧﻴﺰ ﺍﺗﺨﺎﺩ ﻧﻤﻮﺩﻳﻢ‪ .‬ﻗﺮﺍﺭ ﺷﺪ ﺗﻴﻢ ﻓﻨﻲ ﮔﺮﻭﻩ ‪ ٣٩٠‬ﺑﺎ ﺍﻗﺪﺍﻣﻲ ﺟﺴـﻮﺭﺍﻧﻪ ﺑـﻪ‬ ‫ﻃﻮﺭ ﻛﻠﻲ ﻣﻌﻤﺎﺭﻱ ‪ ٦/٣٩٠‬ﺭﺍ ﺗﻐﻴﻴﺮ ﺩﻫﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺑﻪ ﺟﺎﻱ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺗﺮﺍﻧﺰﻳﺴﺘﻮﺭﻫﺎﻱ ﺩﻭﻗﻄﺒﻲ ﺍﺯ ﺗﺮﺍﻧﺰﻳﺴـﺘﻮﺭﻫﺎﻱ‬ ‫‪ CMOS‬ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﻮﺩﻧﺪ‪ .‬ﺑﺎ ﺍﻳﻦ ﻛﺎﺭ ﻗﻴﻤﺖ ‪ ٦/٣٩٠‬ﻛﺎﻫﺶ ﻳﺎﻓﺖ ﻭ ﺑﺨﺶﻫﺎﻱ ﻓﻨﻲ ﻭ ﺁﺯﻣﺎﻳﺸـﮕﺎﻫﻲ ﺩﺭ ﺍﺭﻭﭘـﺎ ﻭ‬ ‫ﺍﻳﺎﻻﺕ ﻣﺘﺤﺪﻩ ﺑﺎ ﺍﺟﺮﺍﻱ ﺍﻳﻦ ﭘﺮﻭﮊﻩ ﺟﺎﻳﮕﺎﻩ ﻭﻳﮋﻩﺍﻱ ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﺟﺪﻳﺪ ﭘﻴﺪﺍ ﻧﻤﻮﺩﻧﺪ‪.‬‬ ‫ﺩﺭ ﺟﻠﺴﻪﺍﻱ ﻛﻪ ﺑﺎ ﺣﻀﻮﺭ ﺗﻘﺮﻳﺒﺎﹰ ‪ ١٧٥‬ﻧﻔﺮ ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﻭ ﻣﺴﺌﻮﻻﻥ ﺍﻃﻼﻋﺎﺗﻲ ﺑﺰﺭﮒﺗﺮﻳﻦ ﻛﻤﭙـﺎﻧﻲﻫـﺎﻱ ﺍﻳـﺎﻻﺕ‬ ‫ﻣﺘﺤﺪﻩ‪ ،‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻧﻤﺎﻳﻨﺪﮔﺎﻥ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ ﺑﺰﺭﮒ ﺁﻱ ﺑﻲ ﺍﻡ‪ ،‬ﺍﻧﺘﻈﺎﺭﺍﺗﻢ ﺍﺯ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺍ ﭼﻨﻴﻦ ﺑﻴﺎﻥ ﻛﺮﺩﻡ‪.‬‬ ‫•‬

‫ﻣﺎ ﺩﻭﺑﺎﺭﻩ ﺁﻱ ﺑﻲ ﺍﻡ ﻭ ﺍﻭﻟﻮﻳﺖﻫﺎﻱ ﺁﻥ ﺭﺍ ﺗﻌﺮﻳﻒ ﻣﻲ ﻛﻨﻴﻢ ﻭ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﺍﺯ ﺑﺨـﺶ ﻣﺸـﺘﺮﻳﺎﻥ ﺁﻏـﺎﺯ ﺧـﻮﺍﻫﻴﻢ‬ ‫ﻛﺮﺩ‪.‬‬

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‫ﻣﺎ ﺑﺎﻳﺪ ﻋﻨﺎﻥ ﺍﻣﻮﺭ ﺭﺍ ﺑﻪ ﺩﺳﺖ ﻻﺑﺮﺍﺗﻮﺭﻫـﺎ ﻭ ﺁﺯﻣﺎﻳﺸـﮕﺎﻩﻫـﺎﻱ ﺧﻮﺩﻣـﺎﻥ ﺑﺴـﭙﺎﺭﻳﻢ ﺗـﺎ ﺑﺮﺍﺳـﺎﺱ ﻧﻴﺎﺯﻫـﺎﻱ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍﻩ ﺣﻞﻫﺎﻱ ﻣﺸﺨﺺ ﻭ ﻣﻨﻈﻢ ﺍﺭﺍﺋﻪ ﻧﻤﺎﻳﻨﺪ‪.‬‬

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‫ﻣﺎ ﺑﺎﻳﺪ ﺧﻮﺩﻣﺎﻥ ﺭﺍ ﻳﻚ ﺑﺎﺭ ﺩﻳﮕﺮ ﻣﺘﻌﻬﺪ ﻧﻤﺎﻳﻴﻢ ﻛﻪ ﻛﻴﻔﻴﺖ ﺑﺎﻻﻳﻲ ﺍﺭﺍﺋﻪ ﻛﻨﻴﻢ‪ ،‬ﻃﺮﺯ ﺭﻓﺘﺎﺭﻣﺎﻥ ﻃﻮﺭﻱ ﺑﺎﺷﺪ ﻛﻪ‬ ‫ﺑﺮﺧﻮﺭﺩ ﻛﺮﺩﻥ ﻭ ﻛﺎﺭﻛﺮﺩﻥ ﺑﺎ ﻣﺎ ﺁﺳﺎﻥﺗﺮ ﺷﻮﺩ ﻭ ﻳﻚ ﺟﺎﻳﮕﺎﻩ ﺭﻫﺒﺮﻱ ﺟﺪﻳﺪ ﺭﺍ ﺩﺭ ﺻﻨﺎﻳﻊ ﺑﺮﻗﺮﺍﺭ ﻧﻤﺎﻳﻴﻢ‪.‬‬

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‫ﻫﻤﻪ ﭼﻴﺰ ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﺎ ﺷﻨﻴﺪﻥ ﺳﺨﻨﺎﻥ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺍﺭﺍﺋﻪ ﻧﻤﻮﺩﻥ ﻛﺎﺭﺁﻳﻲ ﻣﻮﺭﺩ ﺍﻧﺘﻈﺎﺭ ﺷﺮﻭﻉ ﺧﻮﺍﻫﺪ ﺷﺪ‪.‬‬ ‫ﺩﺭ ﺍﻭﺍﺧﺮ ﺁﻭﺭﻳﻞ ﺟﻠﺴﻪﺍﻱ ﺑﺎ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ‪ ،‬ﻛﻪ ﺷﺎﻣﻞ ‪ ٥٠‬ﻧﻔﺮ ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪﻱ ﺑﻮﺩﻧﺪ ﻛﻪ ﺩﺭ ﺍﻭﻟﻴﻦ ﺟﻠﺴـﻪ‬

‫ﺑﺎ ﺁﻧﻬﺎ ﻣﻼﻗﺎﺕ ﻛﺮﺩﻩ ﺑﻮﺩﻡ‪ ،‬ﺗﺸﻜﻴﻞ ﺷﺪ‪ .‬ﻣﺸﺎﻫﺪﺍﺕ ﺳﻪ ﻫﻔﺘﻪﺍﻱ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﺁﻧﻬﺎ ﺩﺭ ﻣﻴﺎﻥ ﮔﺬﺍﺷﺘﻢ ﻭ ﮔﻔـﺘﻢ ﻛـﻪ‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﻋﻠﻲﺭﻏﻢ ﻧﻜﺎﺕ ﻣﺜﺒﺘﻲ ﻛﻪ ﺩﺭ ﺍﻳﻦ ﻣﺪﺕ ﻣﺸﺎﻫﺪﻩ ﻛﺮﺩﻩﺍﻡ‪ ،‬ﻧﻜﺎﺗﻲ ﻣﻨﻔﻲ ﻧﻴﺰ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﺷﺮﺡ ﺯﻳـﺮ‬ ‫ﺑﺎﺯﮔﻮ ﻛﺮﺩﻡ‪:‬‬ ‫•‬

‫ﻛﻤﺒﻮﺩ ﺍﻋﺘﻤﺎﺩ ﻣﺸﺘﺮﻳﺎﻥ ﻛﻪ ﺍﺯ ﻃﺮﻳﻖ ﻧﺘﺎﻳﺞ ﻧﻈﺮﺳﻨﺠﻲﻫﺎﻱ ﺑﻪ ﻋﻤﻞ ﺁﻣﺪﻩ ﻣﺸﺨﺺ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬

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‫ﻫﺠﻮﻡ ﺑﻲﻓﻜﺮ ﻭ ﺑﺪﻭﻥ ﺗﻌﻘﻞ ﺑﻪ ﺳﻤﺖ ﻏﻴﺮﻣﺘﻤﺮﻛﺰ ﺳﺎﺯﻱ‪.‬‬

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‫ﻣﺴﺎﺋﻞ ﻭ ﻣﺸﻜﻼﺕ ﺑﻴﻦ ﺑﺨﺶﻫﺎﻱ ﻣﺨﺘﻠﻒ‪ ،‬ﺑﻪ ﺳﺮﻋﺖ ﺣﻞ ﻭ ﻓﺼﻞ ﻧﻤﻲﮔﺮﺩﺩ‪.‬‬

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‫ﺗﻨﺶﻫﺎﻱ ﺍﺳﺎﺳﻲ ﺩﺭ ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺑﺮﺳﺮ ﺍﻳﻦ ﻛﻪ ﭼﻪ ﻛﺴﻲ ﻛﻨﺘﺮﻝ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﻓﺮﻭﺵ ﻭ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺭﺍ ﺑـﺮ ﻋﻬـﺪﻩ‬ ‫ﺑﮕﻴﺮﺩ‪.‬‬

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‫ﻣﺠﻤﻮﻋﻪﺍﻱ ﺍﺯ ﺍﺭﺗﺒﺎﻃﺎﺕ ﻭ ﭘﻴﻮﺳﺘﮕﻲﻫﺎﻱ ﺧﺎﺭﻕﺍﻟﻌﺎﺩﻩ ﻛﻪ ﺑﺮﺍﻳﻢ ﺑﻲﻣﻌﻨﻲ ﺍﺳﺖ‪.‬‬ ‫ﻣﻦ ﺷﺮﻭﻉ ﻋﻤﻠﻴﺎﺕ"ﺩﺭ ﺁﻏﻮﺵ ﻛﺸﻴﺪﻥ ﻣﺸﺘﺮﻳﺎﻥ" ﺭﺍ ﺍﻋﻼﻡ ﻧﻤـﻮﺩﻡ‪ .‬ﻫـﺮ ﻳـﻚ ﺍﺯ ‪ ٥٠‬ﺗـﻦ ﺍﺯ ﻣـﺪﻳﺮﺍﻥ ﺍﺭﺷـﺪ‬

‫ﻛﻤﭙﺎﻧﻲ ﻣﻲﺑﺎﻳﺴﺖ ﺩﺭ ﻃﻮﻝ ﺳﻪ ﻣﺎﻩ ﺁﻳﻨﺪﻩ ﺣﺪﺍﻗﻞ ﺑﺎ ﭘﻨﺞ ﻧﻔﺮ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ ﻣﻬﻢ ﻣـﺎ ﺩﻳـﺪﺍﺭ ﻣـﻲﻧﻤـﻮﺩ‪ .‬ﺑﺎﻳﺴـﺘﻲ‬ ‫ﺣﺮﻓﻬﺎﻱ ﺁﻧﻬﺎ ﺭﺍ ﻣﻲﺷﻨﻴﺪﻧﺪ ﻭ ﺑﻪ ﺁﻧﻬﺎ ﻧﺸﺎﻥ ﻣﻲﺩﺍﺩﻧﺪ ﻛﻪ ﺑﺮﺍﻳﺸﺎﻥ ﺍﻫﻤﻴﺖ ﻗﺎﻳﻞ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﻣﻦ ﻛﻤﻴﺘﻪ ﻣﺪﻳﺮﻳﺖ ﺭﺍ ﺍﺯ ﺑﻴﻦ ﺑﺮﺩﻡ‪ .‬ﺩﺭ ﻭﺍﻗﻊ‪ ،‬ﻃﻠﻮﻉ ﻭ ﺍﻓﻮﻝ ﻛﻤﻴﺘﻪ ﻣﺪﻳﺮﻳﺖ ﺳﻤﺒﻠﻲ ﺑﻮﺩ ﺍﺯ ﻛﻞ ﻓﺮﺍﻳﻨﺪ ﺟﻤﻮﺩ‬ ‫ﻭ ﺭﺧﻮﺗﻲ ﻛﻪ ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺥ ﺩﺍﺩﻩ ﺑﻮﺩ‪ .‬ﺍﻳﻦ ﺭﻭﺵ ﺑﻪ ﻧﻈﺮ ﻣﻦ ﺭﻭﺷﻲ ﻋﺠﻴﺐ ﺑﺮﺍﻱ ﺍﺩﺍﺭﻩ ﻛﻤﭙﺎﻧﻲ ﺑـﻮﺩ‪ .‬ﺩﺭ ﺍﻳـﻦ‬ ‫ﺭﻭﺵ ﻇﺎﻫﺮﺍﹰ ﻛﻨﺘﺮﻝ ﻭ ﺍﺩﺍﺭﻩ ﺍﻣﻮﺭ ﺑﻪ ﺷﻜﻠﻲ ﻣﺘﻤﺮﻛﺰ ﺑﻮﺩ‪ ،‬ﺍﻣﺎ ﺍﻳﻦ ﻛﺎﺭ ﺑﻪ ﺭﻭﺷﻲ ﺍﻧﺠﺎﻡ ﻣﻲﺷﺪ ﻛﻪ ﺩﺭ ﺣﻘﻴﻘﺖ ﺑـﻪ‬ ‫ﻃﻮﺭ ﻣﻌﻜﻮﺱ ﻋﻤﻞ ﻣﻲﻛﺮﺩ ﻭ ﺑﺎﻋﺚ ﭘﺮﺍﻛﻨﺪﮔﻲ ﻣﺴﺌﻮﻟﻴﺖﻫﺎ ﻭ ﺭﻫﺒﺮﻱ ﻣﻲﮔﺮﺩﻳﺪ‪.‬‬ ‫ﺍﻣﺎ ﻋﻠﻲﺭﻏﻢ ﻫﻤﻪ ﺍﻳﻦ ﺍﻗﺪﺍﻣﺎﺕ ﺭﻭﺯﻧﺎﻣﻪﻫﺎ ﺍﻋﺘﻘﺎﺩ ﺩﺍﺷﺘﻨﺪ ﻛﻪ ﺑﺎ ﻭﺟﻮﺩ ﮔﺬﺷﺘﻦ ﺻﺪ ﺭﻭﺯ ﺍﺯ ﺣﻀﻮﺭ ﻣﻦ ﺩﺭ ﺁﻱ‬ ‫ﺑﻲ ﺍﻡ ﻛﺎﺭﻱ ﺍﻧﺠﺎﻡ ﻧﺸﺪﻩ ﺍﺳﺖ ﻭ ﻫﻴﭽﮕﻮﻧﻪ ﺗﻐﻴﻴﺮ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﺣﺮﻛـﺖ ﺳـﺎﺯﻣﺎﻧﻲ ﺟﺪﻳـﺪ ﻭ ﺑﺰﺭﮔـﻲ ﻣﺸـﺎﻫﺪﻩ‬ ‫ﻧﻤﻲﺷﻮﺩ‪ .‬ﺍﻳﻦ ﻣﻄﺎﻟﺐ ﻣﻲﺗﻮﺍﻧﺴﺖ ﺗﺄﺛﻴﺮ ﻭﻳﺮﺍﻧﮕﺮﻱ ﺑﺮ ﺭﻓﺘﺎﺭﻫﺎﻱ ﻣﺸـﺘﺮﻳﺎﻥ ﻣـﺎ ﺩﺍﺷـﺘﻪ ﺑﺎﺷـﺪ‪ .‬ﺩﺭ ﺍﻳـﻦ ﺯﻣـﺎﻥ‬ ‫ﺗﺼﻤﻴﻢ ﮔﺮﻓﺘﻢ ﭼﻬﺎﺭ ﺗﺼﻤﻴﻢ ﺣﻴﺎﺗﻲ ﻭ ﺑﺰﺭﮒ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺍﻃﻼﻉ ﻫﻤﮕﺎﻥ ﺑﺮﺳﺎﻧﻢ‪:‬‬ ‫‪.١‬‬

‫ﻛﻤﭙﺎﻧﻲ ﺭﺍ ﻳﻜﭙﺎﺭﭼﻪ ﻧﻤﺎﻳﻴﺪ‪.‬‬

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‫ﻣﺪﻝ ﺑﻨﻴﺎﺩﻳﻦ ﺍﻗﺘﺼﺎﺩﻱ ﻛﻤﭙﺎﻧﻲ ﺭﺍ ﺗﻐﻴﻴﺮ ﺩﻫﻴﺪ‪.‬‬

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‫ﻧﺤﻮﻩ ﺗﺠﺎﺭﺕ ﺧﻮﺩ ﺭﺍ ﻣﻬﻨﺪﺳﻲ ﻣﺠﺪﺩ ﻧﻤﺎﻳﻴﺪ‪.‬‬

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‫ﺩﺍﺭﺍﻳﻲﻫﺎﻱ ﻧﺎﺑﻬﺮﻩﻭﺭ ﺭﺍ ﺑﻪ ﻓﺮﻭﺵ ﺑﺮﺳﺎﻧﻴﺪ ﺗﺎ ﭘﻮﻝ ﺑﻴﺸﺘﺮﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪.‬‬

‫ﺍﻳﻦ ﻣﻄﺎﻟﺐ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺍﻣﻜﺎﻥ ﻣﻲﺩﺍﺩ ﻛﻪ ﺍﺯ ﺷﺮﻛﺖ ﺑﻴﺸﺘﺮ ﺣﻤﺎﻳﺖ ﻛﺮﺩﻩ ﻭ ﺟﺬﺏ ﺁﻥ ﺷﻮﻧﺪ‪.‬‬ ‫ﺩﻻﻳﻞ ﺁﻥ ﺩﺭ ﺩﻭ ﻣﻄﻠﺐ ﺧﻼﺻﻪ ﻣﻲﺷﻮﺩ‪:‬‬ ‫•‬

‫ﻣﺸﺘﺮﻳﺎﻥ ﺗﻤﺎﻳﻞ ﺩﺍﺷﺘﻨﺪ ﺗﺎ ﺑﻪ ﻧﻮﻋﻲ ﺳﻠﻄﻪ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺍ ﺑﺮ ﺍﻗﺘﺼﺎﺩ ﺻﻨﻌﺖ ﻛﺎﻣﭙﻴﻮﺗﺮ ﺩﺭﻫـﻢ ﺷـﻜﻨﻨﺪ‪ .‬ﺩﻟﻴـﻞ‬ ‫ﺍﻳﻦ ﺍﻣﺮ ﺍﻳﻦ ﺑﻮﺩ ﻛﻪ ﻣﻲﺧﻮﺍﺳﺘﻨﺪ ﺍﺯ ﺯﻳﺮ ﭼﺘﺮ ﻗﻴﻤﺖ ﺁﻱ ﺑﻲ ﺍﻡ ﻛﻪ ﺑﻪ ﺍﻳﻦ ﻛﻤﭙﺎﻧﻲ ﺍﺟﺎﺯﻩ ﺩﺍﺩﻩ ﺑﻮﺩ ﻗﻴﻤﺖﻫﺎ ﺭﺍ‬ ‫ﺑﻪ ﺷﻜﻠﻲ ﺍﻧﺤﺼﺎﺭﻱ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺧﻮﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻭ ﺑﻪ ﺣﺪ ﻭ ﻣﺮﺯﻫﺎﻱ ﺑﺴﻴﺎﺭ ﺑﺎﻻﻳﻲ ﺩﺳﺖ ﭘﻴﺪﺍ ﻛﻨـﺪ‪ ،‬ﺭﻫـﺎﻳﻲ‬ ‫ﻳﺎﺑﻨﺪ‪.‬‬

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‫ﻣﺸﺘﺮﻳﺎﻥ ﺑﻪ ﺷﺪﺕ ﺗﻤﺎﻳﻞ ﺩﺍﺷﺘﻨﺪ ﺗﺎ ﻗﺪﺭﺕ ﺍﻧﺠﺎﻡ ﻣﺤﺎﺳﺒﺎﺕ ﻣﺨﺘﻠﻒ ﺭﺍ ﺑـﻪ ﺗﻤـﺎﻡ ﻛﺎﺭﻣﻨـﺪﺍﻥ ﺧـﻮﺩ ﺍﻋﻄـﺎ‬ ‫ﻧﻤﺎﻳﻨﺪ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺍﻭﻟﻴﻦ ﻭ ﺑﻪ ﺍﻋﺘﻘﺎﺩ ﻣﻦ ﻣﻬﻢﺗﺮﻳﻦ ﺗﺼﻤﻴﻢ ﺍﺳﺘﺮﺍﺗﮋﻳﻜﻲ ﻛﻪ ﻣﻦ )ﻧﻪ ﻓﻘـﻂ ﺩﺭ ﺁﻱ ﺑـﻲ ﺍﻡ ﺑﻠﻜـﻪ ﺩﺭ ﺗﻤـﺎﻡ ﻃـﻮﻝ‬ ‫ﺩﻭﺭﺍﻥ ﺷﻐﻠﻲ ﺧﻮﺩﻡ( ﺍﺗﺨﺎﺫ ﻧﻤﻮﺩﻡ‪ ،‬ﻧﮕﻬﺪﺍﺷﺘﻦ ﺁﻱ ﺑﻲ ﺍﻡ ﻭ ﺗﺒﺪﻳﻞ ﻧﻜﺮﺩﻥ ﺁﻥ ﺑﻪ ﻛﻤﭙﺎﻧﻲﻫﺎﻱ ﻛﻮﭼﻚﺗﺮ ﺑﻮﺩ‪.‬‬ ‫ﺩﻭﻣﻴﻦ ﺗﺼﻤﻴﻢ ﺑﺰﺭﮒ ﺩﺭ ﺁﻥ ﺗﺎﺑﺴﺘﺎﻥ‪ ،‬ﺳﺎﺧﺘﺎﺭﺩﻫﻲ ﻭ ﺑﺎﺯﺑﻴﻨﻲ ﭘﺎﻳﻪﻫﺎﻱ ﺍﻗﺘﺼﺎﺩﻱ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻮﺩ‪ .‬ﺑﺎﻳﺪ ﺑﮕـﻮﻳﻢ‬ ‫ﻛﻪ ﻛﺴﺐﻭﻛﺎﺭ ﺳﻮﺩﺁﻭﺭ ﺷﺒﻴﻪ ﻳﻚ ﺳﻴﺴﺘﻢ ﺳﺎﺩﻩ ﺍﺳﺖ‪ .‬ﻣﻲﺑﺎﻳﺪ ﺩﺭﺁﻣﺪ ﻛﺴﺐ ﻛﻨﺪ‪ ،‬ﺩﺭﺁﻣﺪﻱ ﻛـﻪ ﺍﺯ ﻓـﺮﻭﺵ‬ ‫ﭼﻴﺰﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺑﻪ ﻗﻴﻤﺖ ﻣﻨﺎﺳﺐ ﺣﺎﺻﻞ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﻛﺎﻫﺶ ﻫﺰﻳﻨﻪﻫﺎﻱ ﺍﻭﻟﻴﻪﺍﻱ ﻛﻪ ﺍﻧﺠﺎﻡ ﮔﺮﻓﺖ ﺑﺮﺍﻱ ﺍﺩﺍﻣﻪ ﺣﻴﺎﺕ ﻛﻤﭙﺎﻧﻲ ﺿﺮﻭﺭﻱ ﺑﻮﺩ‪ .‬ﺍﻣﺎ ﻣﻦ ﻣﻲﺩﺍﻧﺴﺘﻢ ﻛـﻪ‬ ‫ﺍﻳﻦ ﺍﻗﺪﺍﻣﺎﺕ ﺑﻪﻫﻴﭻﻭﺟﻪ ﺑﺮﺍﻱ ﺩﺍﺷﺘﻦ ﻳﻚ ﻛﻤﭙﺎﻧﻲ ﻣﻮﻓﻖ ﻭ ﺭﻭﺑﻪ ﺭﺷﺪ ﻛﺎﻓﻲ ﻧﻴﺴﺘﻨﺪ ﻭ ﻧﻴﺎﺯﻣﻨﺪ ﺍﻳﻦ ﺑـﻮﺩﻳﻢ ﻛـﻪ‬ ‫ﺗﻘﺮﻳﺒﺎﹰ ﺗﻤﺎﻣﻲ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺍ ﺩﺳـﺘﺨﻮﺵ ﺗﻐﻴﻴـﺮﺍﺕ ﺍﺳﺎﺳـﻲ ﻭ ﺑﻨﻴـﺎﺩﻳﻦ ﻧﻤـﺎﻳﻴﻢ‪ .‬ﺗﻤـﺎﻣﻲ ﻓﺮﺍﻳﻨـﺪﻫﺎﻱ‬ ‫ﻛﺴﺐﻭﻛﺎﺭﻱ ﻣﺎ ﺳﻨﮕﻴﻦ‪ ،‬ﻣﺎﻳﻪ ﺯﺣﻤﺖ ﻭ ﺑﻪﺷﺪﺕ ﮔﺮﺍﻥ ﻭ ﻫﺰﻳﻨﻪﺑﺮ ﺑﻮﺩﻧﺪ‪ .‬ﺑﻨـﺎﺑﺮﺍﻳﻦ ﺩﺭ ﺳـﺎﻝ ‪ ١٩٩٣‬ﺩﺭ ﻧﻬﺎﻳـﺖ‬ ‫ﻛﺎﺭﻱ ﺭﺍ ﺁﻏﺎﺯ ﻛﺮﺩﻳﻢ ﻛﻪ ﻳﻜﻲ ﺍﺯ ﺑﺰﺭﮒﺗﺮﻳﻦ ﭘﺮﻭﮊﻩﻫﺎﻱ ﻣﻬﻨﺪﺳﻲ ﻣﺠﺪﺩﻱ ﺑﻮﺩ ﻛﻪ ﺗﺎﻛﻨﻮﻥ ﺗﻮﺳﻂ ﻳـﻚ ﻛﻤﭙـﺎﻧﻲ‬ ‫ﭼﻨﺪ ﻣﻠﻴﺘﻲ ﺻﻮﺭﺕ ﮔﺮﻓﺘﻪ ﺑﻮﺩ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﻳﻚ ﺩﻫﻪ ﺑﻪ ﻃﻮﻝ ﺍﻧﺠﺎﻣﻴﺪ ﻭ ﺩﺭ ﻣﺴﻴﺮ ﺑﻪ ﺍﻧﺠﺎﻡ ﺭﺳﻴﺪﻥ ﺗﻘﺮﻳﺒـﺎﹰ ﺗﻤـﺎﻣﻲ‬ ‫ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﻣﺪﻳﺮﻳﺘﻲ ﺩﺍﺧﻞ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺍ ﺩﺳﺘﺨﻮﺵ ﺗﻐﻴﻴﺮ ﻣﻲﻧﻤﻮﺩ‪ .‬ﺑﻮﺭﻙ ﻣﺴﺌﻮﻝ ﺍﻧﺠﺎﻡ ﺍﻳﻦ ﻛﺎﺭ ﺷـﺪ ﻭ ﻣﻮﻓـﻖ‬ ‫ﺷﺪ ﺗﻨﻬﺎ ﺩﺭ ﻫﻤﺎﻥ ﺳﺎﻝ ﺍﺯ ﻃﺮﻳﻖ ﺑﺮﻃﺮﻑ ﻛﺮﺩﻥ ﺑﻌﻀﻲ ﺍﺯ ﻣﺴﺎﺋﻞ ﺯﺍﺋﺪ ﻭ ﺍﺿﺎﻓﻲ ‪ ٢/٨‬ﻣﻴﻠﻴﺎﺭﺩ ﺩﻻﺭ ﺍﺯ ﻫﺰﻳﻨﻪﻫﺎﻱ‬ ‫ﻛﻤﭙﺎﻧﻲ ﺑﻜﺎﻫﺪ ﻭ ﺍﻳﻦ ﺳﻮﻣﻴﻦ ﺍﻗﺪﺍﻡ ﻣﺎ ﺑﻮﺩ‪.‬‬ ‫ﭼﻬﺎﺭﻣﻴﻦ ﺑﺮﻧﺎﻣﻪﺍﻱ ﻛﻪ ﺩﺭ ﺁﻥ ﺗﺎﺑﺴﺘﺎﻥ ﺑﻪ ﻣﻌﺮﺽ ﺍﺟﺮﺍ ﮔﺬﺍﺷﺘﻴﻢ ﺗﻼﺵ ﺩﺭ ﺟﻬﺖ ﻓﺮﻭﺵ ﺩﺍﺭﺍﻳﻲﻫﺎﻱ ﻧـﺎﺑﻬﺮﻩ‬ ‫ﻭﺭ ﺑﻮﺩ ﻛﻪ ﺑﻪ ﻣﻨﻈﻮﺭ ﺍﻓﺰﺍﻳﺶ ﻣﻴﺰﺍﻥ ﭘﻮﻝ ﻧﻘﺪ ﻭ ﺳـﺮﻣﺎﻳﻪ ﻣـﺎ ﺍﻧﺠـﺎﻡ ﮔﺮﻓـﺖ‪ .‬ﺗـﺎ ﻫﻤـﻴﻦ ﻣـﺪﺕ ﺗﺼـﻤﻴﻢﻫـﺎﻱ‬ ‫ﺍﺳﺘﺮﺍﺗﮋﻳﻜﻲ ﻛﻪ ﺍﺗﺨﺎﺫ ﻛﺮﺩﻩ ﺑﻮﺩﻳﻢ ﻋﻨﺎﺻﺮ ﺗﺸﻜﻴﻞ ﺩﻫﻨﺪﻩ ﻳﻚ ﺗﺼﻮﻳﺮ ﺑﻪ ﺣﺴﺎﺏ ﻣﻲﺁﻣـﺪ‪ .‬ﺍﻟﺒﺘـﻪ ﻣـﻦ ﺩﻭﺳـﺖ‬ ‫ﻧﺪﺍﺷﺘﻢ ﺭﻗﺒﺎ ﺑﺪﺍﻧﻨﺪ ﻛﻪ ﺟﻬﺖﮔﻴﺮﻱ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻪ ﭼﻪ ﺳﻤﺘﻲ ﺍﺳﺖ ﻭ ﺑﻪ ﻛﺠﺎ ﻣﻲﺭﻭﺩ‪ .‬ﺗﺼﻤﻴﻤﺎﺕ ﺍﺳﺘﺮﺍﺗﮋﻳﻜﻲ ﻛـﻪ‬ ‫ﺍﺗﺨﺎﺫ ﺷﺪﻩ ﺑﻮﺩﻧﺪ ﺗﺄﺛﻴﺮ ﻋﻤﻴﻘﻲ ﺩﺭ ﺩﮔﺮﮔﻮﻧﻲ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﺮ ﺟﺎﻱ ﮔﺬﺍﺷﺘﻨﺪ‪ .‬ﺍﻳﻦ ﺗﺼﻤﻴﻤﺎﺕ ﻋﺒﺎﺭﺕ ﺑﻮﺩﻧﺪ ﺍﺯ ‪:‬‬ ‫• ﻳﻜﭙﺎﺭﭼﮕﻲ ﻛﻤﭙﺎﻧﻲ ﺭﺍ ﺣﻔﻆ ﻛﻨﻴﺪ ﻭ ﺑﺨﺶﻫﺎﻱ ﺁﻥ ﺭﺍ ﺍﺯ ﻫﻢ ﺟﺪﺍ ﻧﻜﻨﻴﺪ‪.‬‬ ‫• ﺩﻭﺑﺎﺭﻩ ﺩﺭ ﺻﻨﻌﺖ ﻣﻴﻦﻓﺮﻳﻢﻫﺎ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﻛﻨﻴﺪ‪.‬‬ ‫• ﺩﺭ ﻗﻠﺐ ﻛﺴﺐﻭﻛﺎﺭ ﻓﻨﺎﻭﺭﻱ ﻧﻴﻤﻪﻫﺎﺩﻱ ﺑﺎﻗﻲ ﺑﻤﺎﻧﻴﺪ‪.‬‬ ‫• ﺑﻮﺩﺟﻪ ﻻﺯﻡ ﺑﺮﺍﻱ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﺗﺤﻘﻖ ﻭ ﺗﻮﺳﻌﻪ ﭘﺎﻳﺪﺍﺭ ﺭﺍ ﺗﻬﻴﻪ ﻛﻨﻴﺪ‪.‬‬ ‫• ﺗﻤﺎﻣﻲ ﻛﺎﺭﻫﺎ ﺭﺍ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻧﻈﺮﺍﺕ ﻣﺸﺘﺮﻳﺎﻥ ﺍﻧﺠﺎﻡ ﺩﻫﻴﺪ ﻭ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺑﺮﺍﺳﺎﺱ‬ ‫ﺑﺎﺯﺍﺭ ﻋﻤﻞ ﻣﻲﻛﻨﺪ ﻣﻌﺮﻓﻲ ﻛﻨﻴﺪ‪ ،‬ﻧﻪ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺑﺮﺍﺳﺎﺱ ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺧـﻮﺩﺵ ﻋﻤـﻞ ﻛـﺮﺩﻩ ﻭ ﺑـﻪ ﺁﻧﻬـﺎ‬ ‫ﻣﺘﻤﺮﻛﺰ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﺩﺭ ﺍﻭﺍﺧﺮ ﺳﺎﻝ ‪ ،١٩٩٣‬ﺗﻮﺟﻪ ﻣﻦ ﺑﻪ ﻛﻞ ﺗﻴﻢ ﺁﻱ ﺑﻲ ﺍﻡ ﻣﻌﻄﻮﻑ ﺷﺪ ﻭ ﺗﻴﻢ ﺭﺩﻩ ﺑﺎﻻﻱ ﻣـﺪﻳﺮﻳﺘﻲ ﺧـﻮﺩﻡ ﻭ ﻫـﻢ‬ ‫ﭼﻨﻴﻦ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ ﺭﺍ ﺯﻳﺮ ﻧﻈﺮ ﮔﺮﻓﺘﻢ‪.‬‬ ‫ﺍﮔﺮ ﺍﺯ ﻣﻦ ﺑﭙﺮﺳﻴﺪ ﺑﻪ ﻛﺪﺍﻡ ﻳﻚ ﺍﺯ ﭘﻴﺸﺮﻓﺖﻫﺎ ﻭ ﻣﻮﻓﻘﻴﺖﻫﺎﻳﻲ ﻛﻪ ﺩﺭ ﻃﻮﻝ ﺳﺎﻝﻫﺎﻱ ﻛﺎﺭﻡ ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻪ‬ ‫ﺩﺳﺖ ﺁﻭﺭﺩﻡ ﺍﻓﺘﺨﺎﺭ ﻣﻲﻛﻨﻢ‪ ،‬ﺑﻪ ﺷﻤﺎ ﺧﻮﺍﻫﻢ ﮔﻔﺖ ﻛﻪ ﺁﻥ ﻣﻮﻓﻘﻴﺖ ﺍﻳـﻦ ﺍﺳـﺖ ﻛـﻪ ﻫﻨﮕـﺎﻣﻲ ﻛـﻪ ﺑﺎﺯﻧﺸﺴـﺘﻪ‬ ‫ﻣﻲﺷﻮﻡ ﻳﻜﻲ ﺍﺯ ﻛﺎﺭﻣﻨﺪﺍﻥ ﻗﺪﻳﻤﻲ ﺁﻱ ﺑﻲ ﺍﻡ ﺟﺎﻱ ﻣﻦ ﺭﺍ ﺧﻮﺍﻫﺪ ﮔﺮﻓﺖ ﻭ ﺍﻟﺒﺘﻪ ﺩﺭ ﻣﻮﺭﺩ ﺳﺎﻳﺮ ﺭﺅﺳﺎﻱ ﻭﺍﺣﺪﻫﺎﻱ‬ ‫ﻛﺴﺐﻭﻛﺎﺭﻫﺎﻱ ﻋﻈﻴﻢ ﻧﻴﺰ ﻫﻤﻴﻦ ﻣﻨﻮﺍﻝ ﺣﺎﻛﻢ ﺍﺳﺖ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺍﺯ ﻫﻤﺎﻥ ﺳﺎﻝ ‪ ١٩٩٣‬ﺷﺮﻭﻉ ﺑﻪ ﻣﻌﺮﻓﻲ ﺍﻓﺮﺍﺩ ﺟﺪﻳﺪ ﻭ ﺗﺎﺯﻩ ﻭﺍﺭﺩ ﻛﺮﺩﻳﻢ‪ .‬ﺍﻭﻝ ﻧﻔﺮ ﭼـﺎﻙ ﻧﺎﻳـﺖ ﻋﻀـﻮ ﻫﻴﺌـﺖ‬ ‫ﻣﺪﻳﺮﻩ ﻭ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺷﺮﻛﺖ ﺍﻣﺮﺳﺎﻥ ﺍﻟﻜﺘﺮﻳﻚ ﺑﻮﺩ ﻛﻪ ﺑﺴﻴﺎﺭ ﺳﺮﺳـﺨﺖ ﻭ ﺍﺯ ﺧـﻮﺩ ﻭ ﻛﺎﺭﻣﻨـﺪﺍﻧﺶ ﺍﻧﺘﻈـﺎﺭﺍﺕ‬ ‫ﺑﺎﻻﻳﻲ ﺩﺍﺷﺖ‪.‬‬ ‫ﺩﺭ ﺳﺎﻝ ‪ ١٩٩٤‬ﭼﺎﻙ ﻭﺳﺖ ﺭﻳﻴﺲ ‪ MIT‬ﻭ ﺍﻟﻜﺲ ﺗﺮﺍﺗﻤﻦ ﻣﺪﻳﺮﻋﺎﻣﻞ ﻓﻮﺭﺩ ﻣﻮﺗﻮﺭ ﺭﺍ ﻧﻴﺰ ﺍﺿﺎﻓﻪ ﻛﺮﺩﻳﻢ‪.‬‬ ‫ﻛﺘﻲ ﺑﻠﻚ ﺭﻳﻴﺲ ﺍﻧﺠﻤﻦ ﺭﻭﺯﻧﺎﻣﻪ ﻧﮕﺎﺭﺍﻥ ﺍﻣﺮﻳﻜﺎ ﻭ ﻟﻮﻧﻮﺗﻮ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺷﺮﻛﺖ ﻣﻮﺑﻴﻞ ﻧﻴﺰ ﺩﺭ ﺳﺎﻝ ‪ ١٩٩٥‬ﺑﻪ ﻣـﺎ‬ ‫ﭘﻴﻮﺳﺘﻨﺪ‪.‬‬ ‫ﺩﺭ ﺳﺎﻝ ‪ ١٩٩٦‬ﻳﻮﺭﮔﻦ ﺩﻭﺭﻣﻦ ﺭﻳﻴﺲ ﻫﻮﺧﺴﺖ؛ ﺩﺭ ﺳﺎﻝ ‪ ١٩٩٧‬ﻣﺎﻛﻲ ﻫﺎﺭﺍ ﺭﻳﻴﺲ ﺷﺮﻛﺖ ﻣﻴﺘﺴﻮﺑﻴﺸـﻲ؛ ﺩﺭ‬ ‫ﺳﺎﻝ ‪ ١٩٩٨‬ﻛﻦ ﭼﻨﺎﻟﺖ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺍﻣﺮﻳﻜﻦ ﺍﻛﺴﭙﺮﺱ؛ ﻭ ﺩﺭ ﺳـﺎﻝ ‪ ٢٠٠١‬ﺳـﻴﺪﻧﻲ ﺗـﺎﺭﻝ ﻋﻀـﻮ ﻫﻴﺌـﺖ ﻣـﺪﻳﺮﻩ ﻭ‬ ‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﺍﻟﻲ ﻟﻴﻠﻲ ﺑﻪ ﻛﻤﭙﺎﻧﻲ ﻣﺎ ﭘﻴﻮﺳﺘﻨﺪ‪.‬‬ ‫ﺩﺍﺷﺘﻦ ﻳﻚ ﭼﻨﻴﻦ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩﺍﻱ ﻳﻜﻲ ﺍﺯ ﻣﻬﻢﺗﺮﻳﻦ ﻋﻮﺍﻣﻞ ﻣﻮﻓﻘﻴﺖ ﻛﻤﭙﺎﻧﻲ ﻣﺎ ﺑـﻮﺩ‪ .‬ﺍﻳـﻦ ﻫﻴﺌـﺖ ﻣـﺪﻳﺮﻩ‬ ‫ﻗﺪﺭﺗﻤﻨﺪ ﻭ ﻣﺆﺛﺮ ﺑﻮﺩﻧﺪ ﻭ ﺧﻮﺩﺷﺎﻥ ﺭﺍ ﺩﺭﮔﻴﺮ ﻛﺎﺭﻫﺎ ﻣﻲﻧﻤﻮﺩﻧﺪ ﻭ ﺳﺎﺯﮔﺎﺭﻱ ﺑﺴﻴﺎﺭ ﺧﻮﺑﻲ ﺭﺍ ﺍﺯ ﺧـﻮﺩ ﺑـﻪ ﻣﻨﺼـﻪ‬ ‫ﻇﻬﻮﺭ ﻣﻲﺭﺳﺎﻧﻨﺪ ﻭ ﻋﻤﻠﻜﺮﺩﺷﺎﻥ ﺑﻪ ﻧﺤﻮﻱ ﺑﻮﺩ ﻛﻪ ﺩﻗﻴﻖﺗﺮﻳﻦ ﻭ ﻣﻮﺷﻜﺎﻓﺎﻧﻪﺗﺮﻳﻦ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﺭﺍ ﻧﻴﺰ ﺑـﺮﺁﻭﺭﺩﻩ‬ ‫ﻣﻲﻛﺮﺩ‪.‬‬ ‫ﭘﺲ ﺍﺯ ﻣﺪﺗﻲ ﻗﺪﺭﺕ ﺳﻴﺴﺘﻢ ﭘﻴﺎﻡ ﺭﺳﺎﻧﻲ ﺩﺍﺧﻠﻲ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺍ ﻛﺸﻒ ﻛﺮﺩﻩ ﻭ ﺷﺮﻭﻉ ﺑﻪ ﺍﺭﺳﺎﻝ ﻧﺎﻣﻪﻫـﺎﻳﻲ ﺑـﺎ‬ ‫ﻋﻨﻮﺍﻥ »ﻫﻤﻜﺎﺭ ﮔﺮﺍﻣﻲ« ﺑﺮﺍﻱ ﻛﺎﺭﻣﻨﺪﺍﻥ ﻧﻤﻮﺩﻡ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﻳﻜﻲ ﺍﺯ ﻣﻬﻢﺗﺮﻳﻦ ﺑﺨﺶﻫﺎﻱ ﺳﻴﺴﺘﻢ ﻣـﺪﻳﺮﻳﺘﻲ ﻣـﻦ ﺩﺭ‬ ‫ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻮﺩ‪ .‬ﺍﻭﻟﻴﻦ ﻧﺎﻣﻪ ﺭﺍ ﺷﺶ ﺭﻭﺯ ﭘﺲ ﺍﺯ ﻭﺭﻭﺩﻡ ﺑﻪ ﻛﻤﭙﺎﻧﻲ ﺍﺭﺳﺎﻝ ﻧﻤﻮﺩﻡ‪:‬‬ ‫ﺷﺸﻢ ﺁﻭﺭﻳﻞ‬ ‫ﺩﻓﺘﺮ ﻣﺪﻳﺮﻋﺎﻣﻞ‬ ‫ﻳﺎﺩﺍﺷﺘﻲ ﺑﺮﺍﻱ ﺗﻤﺎﻣﻲ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺁﻱ ﺑﻲ ﺍﻡ‬ ‫ﻣﻮﺿﻮﻉ‪ :‬ﻛﻤﭙﺎﻧﻲ‬ ‫ﺯﻳﺎﺩ ﻃﻮﻝ ﻧﻜﺸﻴﺪ ﺗﺎ ﭘﺲ ﺍﺯ ﺍﻭﻟﻴﻦ ﺣﻀﻮﺭﻡ ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ‪ ،‬ﻣﺘﻮﺟﻪ ﺷﺪﻡ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻢ ﺍﺯ ﻃﺮﻳﻖ ﻛـﺎﻣﭙﻴﻮﺗﺮ‬ ‫ﺩﻓﺘﺮﻡ‪ ،‬ﺑﺮﺍﻱ ﺷﻤﺎ ﻧﺎﻣﻪﻫﺎﻱ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺍﺭﺳﺎﻝ ﻛﻨﻢ‪ .‬ﺍﺯ ﺗﻤﺎﻡ ﻛﺴﺎﻧﻲ ﻛﻪ ﺑﺮﺍﻳﻢ ﻧﺎﻣﻪﻫﺎﻱ ﺧﻮﺷﺎﻣﺪ ﮔـﻮﻳﻲ‬ ‫ﭘﻴﺸﻨﻬﺎﺩ ﭘﻨﺪ ﻭ ﺗﻮﺻﻴﻪ ﻓﺮﺳﺘﺎﺩﻧﺪ‪ ،‬ﺗﺸﻜﺮ ﻣﻲﻛﻨﻢ‪ .‬ﻣﻄﻤﺌﻦ ﻫﺴﺘﻢ ﻛﻪ ﻫﻤـﻪ ﺷـﻤﺎ ﺩﺭﻙ ﻣـﻲﻛﻨﻴـﺪ ﻛـﻪ‬ ‫ﻧﻤﻲﺗﻮﺍﻧﻢ ﺑﻪ ﺗﻤﺎﻡ ﭘﻴﺎﻡﻫﺎﻳﻲ ﻛﻪ ﺩﺭﻳﺎﻓﺖ ﻣﻲﻛﻨﻢ ﭘﺎﺳﺦ ﺩﻫﻢ‪ ،‬ﺍﻣﺎ ﻣﻲﺧﻮﺍﻫﻢ ﺍﺯ ﻫﻤﻴﻦ ﻓﺮﺻﺖ ﺍﺳـﺘﻔﺎﺩﻩ‬ ‫ﻛﺮﺩﻩ ﻭ ﺍﺯ ﺍﻧﺠﺎﻡ ﻣﻜﺎﺗﺒﺎﺕ ﻣﻨﻈﻢ ﻭ ﺟﺪﻱ ﺍﻓﺮﺍﺩ‪ ،‬ﺗﺸﻜﺮ ﻭ ﻗﺪﺭﺩﺍﻧﻲ ﻧﻤﺎﻳﻢ‪.‬‬ ‫ﻛﺎﺭﻱ ﻛﻪ ﺗﺎ ﺍﻳﻦ ﻣﺮﺣﻠﻪ ﺑﻪ ﺍﻧﺠﺎﻡ ﺭﺳﺎﻧﺪﻳﻢ‪ ،‬ﺧﺎﻣﻮﺵ ﻛﺮﺩﻥ ﻛﺮﺩﻥ ﺁﺗﺶ ﺑﻮﺩ‪ .‬ﭘﺲ ﺍﺯ ﺁﻥ ﻧﻴﺎﺯﻣﻨﺪ ﺑﻮﺩﻳﻢ ﻛـﻪ‬ ‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﻨﻴﺎﺩﻳﻦ ﻛﻤﭙﺎﻧﻲ ﺭﺍ ﺑﺎﺯﺳﺎﺯﻱ ﻧﻤﺎﻳﻴﻢ‪ .‬ﺁﻥ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺮ ﺍﻳﻦ ﺍﺳﺎﺱ ﺍﺳﺘﻮﺍﺭ ﺑﻮﺩ ﻛﻪ ﻋﻘﻴﺪﻩ ﺩﺍﺷﺘﻢ ﻭ ﻣﺮﺗﺒﺎﹰ‬ ‫ﺩﺭ ﻃﻮﻝ ﺷﺶ ﻣﺎﻩ ﺍﻋﻼﻡ ﻣﻲﻛﺮﺩﻡ ﻛﻪ ﻓﺮﺻﺖ ﺑﻲ ﻧﻈﻴﺮ ﺁﻱ ﺑﻲ ﺍﻡ )ﻭ ﻣﺰﻳﺖ ﺭﻗﺎﺑﺘﻲ ﺧﺎﺹ ﻛﻤﭙﺎﻧﻲ ﻣﺎ( ﺍﻳﻦ ﺍﺳﺖ‬ ‫ﻛﻪ ﺍﻳﻦ ﻛﻤﭙﺎﻧﻲ ﻗﺎﺩﺭ ﺍﺳﺖ ﺗﻤﺎﻡ ﻗﻄﻌﺎﺕ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍ ﺑﻪ ﻃﻮﺭ ﻳﻜﭙﺎﺭﭼﻪ ﺑﻪ ﺁﻧﻬﺎ ﺗﺤﻮﻳﻞ ﺩﻫﺪ‪.‬‬ ‫ﺍﮔﺮ ﭼﻪ ﭘﻴﺶ ﺍﺯ ﺁﻧﻜﻪ ﺑﺘﻮﺍﻧﻢ ﺑﻪ ﻳﻜﭙﺎﺭﭼﻪﺳﺎﺯﻱ ﺑﺮﺍﻱ ﻣﺸﺘﺮﻳﺎﻥ ﺑﭙﺮﺩﺍﺯﻡ ﻣﻲﺑﺎﻳـﺪ ﺧـﻮﺩ ﺁﻱ ﺑـﻲ ﺍﻡ ﺭﺍ ﻳﻜﭙﺎﺭﭼـﻪ‬ ‫ﻣﻲﻛﺮﺩﻡ‪ ،‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺩﺭ ﻫﻤﺎﻥ ﺣﺎﻝ ﻛﻪ ﻣﺮﺩﺍﻥ ﺍﺳﺘﺮﺍﺗﮋﻳﺴﺖ ﻣﺎ ﺩﺭﺣﺎﻝ ﻛﺎﺭ ﻛﺮﺩﻥ ﺑﺮﺭﻭﻱ ﺑﺮﻧﺎﻣـﻪﻫـﺎﻱ ﻛﻮﺗـﺎﻩ ﻭ‬ ‫ﺑﻠﻨﺪﻣﺪﺕ ﺑﻮﺩﻧﺪ‪ ،‬ﺗﻮﺟﻪ ﻣﻦ ﺑﻪ ﺳﻪ ﺣﻮﺯﻩ ﻣﻌﻄﻮﻑ ﮔﺸﺘﻪ ﺑﻮﺩ‪ .‬ﺍﮔﺮ ﭼﻪ ﺍﻳﻦ ﺑﺨﺶﻫﺎ ﺗﻐﻴﻴﺮﺍﺕ ﻋﻈﻴﻤـﻲ ﺭﺍ ﺷـﺎﻫﺪ‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﻧﺒﻮﺩﻧﺪ‪ ،‬ﺍﻣﺎ ﻣﻲﺗﻮﺍﻧﺴﺘﻨﺪ ﺁﺭﺯﻭﻱ ﺩﺍﺷﺘﻦ ﻳﻚ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺑﺮﺍﺳﺎﺱ ﻳﻜﭙﺎﺭﭼﮕﻲ ﺭﺍ ﺍﺯ ﺑـﻴﻦ ﺑﺒﺮﻧـﺪ‪ .‬ﺍﻳـﻦ ﺳـﻪ ﺣـﻮﺯﻩ‬ ‫ﻋﺒﺎﺭﺕ ﺑﻮﺩﻧﺪ ﺍﺯ‪ :‬ﺳﺎﺯﻣﺎﻥ‪ ،‬ﺗﺼﻮﻳﺮ ﺗﺠﺎﺭﻱ ﻭ ﺳﻮﺩ ﻣﺎﻟﻲ‪.‬‬ ‫ﺗﻤﺎﻡ ﺗﻼﺵﻫﺎﻳﻲ ﻛﻪ ﺩﺭ ﺟﻬﺖ ﻧﺠﺎﺕ ﺁﻱ ﺑﻲ ﺍﻡ ﺍﻧﺠﺎﻡ ﺩﺍﺩﻳﻢ‪ ،‬ﺍﻋﻢ ﺍﺯ ﺍﻳﺠﺎﺩ ﺳﺎﻳﺰﻫﺎﻱ ﺻﺤﻴﺢ‪ ،‬ﻣﻬﻨﺪﺳﻲ ﻣﺠﺪﺩ‪،‬‬ ‫ﺍﻳﺠﺎﺩ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﻨﺎﺳﺐ‪ ،‬ﺗﻘﻮﻳﺖ ﻣﺴﺎﺋﻞ ﺍﺧﻼﻗﻲ ﻭ ﺗﻤﺎﻣﻲ ﺍﻗﺪﺍﻣﺎﺕ ﺩﻳﮕﺮ ﺩﺭ ﺻﻮﺭﺗﻲ ﻛﻪ ﻗﺮﺍﺭ ﺑﻮﺩ ﻧـﺎﻡ ﺗﺠـﺎﺭﻱ‬ ‫ﺁﻱ ﺑﻲ ﺍﻡ ﺍﺯ ﺑﻴﻦ ﺑﺮﻭﺩ ﻭ ﺍﺭﺯﺵ ﻭ ﺍﻋﺘﺒﺎﺭ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺩﺳﺖ ﺑﺪﻫﺪ ﺑﻲﻧﺘﻴﺠﻪ ﻣﻲﺷﺪﻧﺪ‪ .‬ﻫﻤﻮﺍﺭﻩ ﻋﻘﻴﺪﻩ ﺩﺍﺷﺘﻢ ﻛـﻪ‬ ‫ﻳﻚ ﻛﻤﭙﺎﻧﻲ ﻣﻮﻓﻖ ﺑﺎﻳﺪ ﺟﻬﺖﮔﻴﺮﻱﻫﺎﻳﺶ ﺑﻪ ﺳﻤﺖ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺑﺎﺯﺍﺭ ﺑﺎﺷﺪ ﻭ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﻗﺪﺭﺗﻤﻨـﺪ‬ ‫ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪ .‬ﺑﻪ ﻫﻤﻴﻦ ﺩﻟﻴﻞ ﺍﻗﺪﺍﻣﻲ ﻛﻪ ﺩﺭ ﺟﻬﺖ ﺍﻳﺠﺎﺩ ﻳﻚ ﺳـﺎﺯﻣﺎﻥ ﺟﻬـﺎﻧﻲ ﺑـﻪ ﺍﻧﺠـﺎﻡ ﺭﺳـﺎﻧﺪﻳﻢ‪،‬‬ ‫ﺗﻘﻮﻳﺖ ﻛﺮﺩﻥ ﻭ ﺗﻤﺮﻛﺰ ﺑﺮ ﺗﻼﺵﻫﺎﻱ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻮﺩ‪.‬‬ ‫ﺩﺭ ﻫﻨﮕﺎﻡ ﻭﺭﻭﺩﻡ ﺑﻪ ﺁﻱ ﺑﻲ ﺍﻡ ﺩﺭﻳﺎﻓﺘﻢ ﻛﻪ ﺑﺨﺶ ﺍﻋﻈﻢ ﭘﺮﺩﺍﺧﺖﻫﺎﻱ ﻣﺎﻟﻲ‪ ،‬ﺣﻘﻮﻕ ﻣﺎﻫﻴﺎﻧﻪ ﺍﺳﺖ ﻭ ﻣﻘـﺎﺩﻳﺮ‬ ‫ﻛﻤﺘﺮﻱ ﺑﻪ ﻋﻨﻮﺍﻥ ﭘﺎﺩﺍﺵ ﭘﺮﺩﺍﺧﺖ ﻣﻲﺷﻮﺩ‪ .‬ﻓﻘﻂ ﮔﺎﻫﻲ ﺍﺯ ﺳـﻬﺎﻡ ﻛﻤﭙـﺎﻧﻲ ﺑـﻪ ﻛﺎﺭﻣﻨـﺪﺍﻥ ﭘﺮﺩﺍﺧـﺖ ﻣـﻲﺷـﺪ‪،‬‬ ‫ﻣﺸﻜﻼﺕ ﺩﻳﮕﺮ ﻋﺒﺎﺭﺕ ﺑﻮﺩﻧﺪ ﺍﺯ‪:‬‬ ‫• ﺍﺿﺎﻓﻪ ﺣﻘﻮﻕ ﺳﺎﻟﻴﺎﻧﻪ ﺑﻪ ﻫﻤﻪ ﭘﺮﺩﺍﺧﺖ ﻣﻲﺷﻮﺩ‪.‬‬ ‫• ﻭﺍﺭﻳﺎﻧﺲ ﺍﺿﺎﻓﻪ ﺣﻘﻮﻕ ﺩﺭ ﺭﺩﻩ ﺑﺎﻻ ﻭ ﺭﺩﻩ ﭘﺎﻳﻴﻦ ﺑﺴﻴﺎﺭ ﻛﻢ ﺑﻮﺩ‪.‬‬ ‫• ﻫﻤﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺑﺪﻭﻥ ﺗﻮﺟﻪ ﺑﻪ ﻣﻬﺎﺭﺗﺸﺎﻥ ﺑﻪ ﻳﻚ ﻣﻴﺰﺍﻥ ﺣﻘﻮﻕ ﻣﻲﮔﺮﻓﺘﻨﺪ‪.‬‬ ‫• ﻓﻘﻂ ﺑﻪ ﻣﻨﺎﻓﻊ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻲﭘﺮﺩﺍﺧﺘﻨﺪ‪.‬‬ ‫ﺗﻐﻴﻴﺮﺍﺕ ﻋﻤﺪﻩﺍﻱ ﻛﻪ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﺩﻡ ﺍﻳﻦ ﺑﻮﺩ ﻛﻪ ‪:‬‬ ‫• ﭘﺮﺩﺍﺧﺖ ﺩﺭ ﻣﻘﺎﺑﻞ ﻛﺎﺭﺁﻳﻲ ﺍﻧﺠﺎﻡ ﺷﻮﺩ‪.‬‬ ‫• ﭘﺎﺩﺍﺵﻫﺎﻱ ﺛﺎﺑﺖ ﺟﺎﻱ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﭘﺎﺩﺍﺵﻫﺎﻱ ﻣﺘﻐﻴﺮ ﺑﺪﻫﺪ‪.‬‬ ‫• ﺑﻪ ﺟﺎﻱ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﻣﺤﻚﺯﻧﻲ ﺩﺍﺧﻠﻲ ﺍﺯ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﻣﺤﻚﺯﻧﻲ ﺧﺎﺭﺟﻲ ﺍﺳﺘﻔﺎﺩﻩ ﺷﻮﺩ‪.‬‬ ‫• ﻣﻌﻴﺎﺭﺑﻨﺪﻱ ﻛﺎﺭﺁﻳﻲ ﺑﻪ ﺟﺎﻱ ﻋﻨﻮﺍﻥ ﺷﻐﻠﻲ‪.‬‬ ‫ﺩﺭ ﻳﻚ ﺻﺒﺢ ﺧﺎﻛﺴﺘﺮﻱ ‪ ١٠‬ﻣﺎﻩ ﭘﺲ ﺍﺯ ﺁﻧﻜﻪ ﺩﺭ ﻫﻤﻴﻦ ﺳﺎﺣﻞ ﺩﺭ ﺣﺎﻝ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﺑﺮﺍﻱ ﻭﺭﻭﺩ ﺑـﻪ ﺁﻱ ﺑـﻲ ﺍﻡ‬ ‫ﺑﻮﺩﻡ‪ ،‬ﺩﻭﺑﺎﺭﻩ ﺩﺭ ﻫﻤﺎﻥ ﺳﺎﺣﻞ ﻣﺸﻐﻮﻝ ﻗﺪﻡ ﺯﺩﻥ ﺑﻮﺩﻡ ﻭ ﺑﻪ ﺣﻮﺍﺩﺙ ﻓﻮﻕﺍﻟﻌﺎﺩﻩﺍﻱ ﻛﻪ ﺩﺭ ﻃﻮﻝ ﺍﻳﻦ ﻣﺪﺕ ﺍﺗﻔﺎﻕ‬ ‫ﺍﻓﺘﺎﺩﻩ ﺑﻮﺩ‪ ،‬ﻓﻜﺮ ﻣﻲﻛﺮﺩﻡ‪ .‬ﺍﻋﺘﺮﺍﻑ ﻣﻲﻛﻨﻢ ﺍﺣﺴﺎﺱ ﺑﺴﻴﺎﺭ ﺧﻮﺑﻲ ﺩﺍﺷﺘﻢ‪ .‬ﻣﻲﺩﺍﻧﺴﺘﻢ ﻛـﻪ ﻛﻤﭙـﺎﻧﻲ ﻣـﺎ ﺩﺭ ﺣـﺎﻝ‬ ‫ﺗﻐﻴﻴﺮﺍﺕ ﺑﺰﺭﮔﻲ ﺍﺳﺖ‪ .‬ﻣﺎ ﺟﻠﻮ ﺿﺮﺭﻫﺎ ﺭﺍ ﮔﺮﻓﺘﻪ ﺑﻮﺩﻳﻢ‪ .‬ﺭﻭﻧﺪ ﻛﺎﺭﻫﺎ ﺭﺍ ﺗﻐﻴﻴﺮ ﺩﺍﺩﻩ ﻭ ﻣﺄﻣﻮﺭﻳﺖ ﺍﺻﻠﻲ ﺁﻱ ﺑـﻲ ﺍﻡ‬ ‫ﺭﺍ ﻣﺸﺨﺺ ﻛﺮﺩﻩ ﺑﻮﺩﻳﻢ‪ .‬ﺗﻤﺎﻡ ﺳﻮﺭﺍﺥﻫﺎﻱ ﻟﺒﺎﺱ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺍ ﻭﺻﻠﻪ ﻛﺮﺩﻩ ﺑﻮﺩﻳﻢ ﻭ ﻛﺸﺘﻲ ﺁﻱ ﺑـﻲ ﺍﻡ ﺩﻳﮕـﺮ ﺩﺭ‬ ‫ﺣﺎﻝ ﻏﺮﻕ ﺷﺪﻥ ﻧﺒﻮﺩ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺑﺨﺶ ﺩﻭﻡ‬

‫ﺍﺳﺘﺮﺍﺗﮋﻱ‬ ‫ﭘﻴﺶ ﺍﺯ ﺁﻥ ﻛﻪ ﺍﺯ ﺁﻱ ﺑﻲ ﺍﻡ ﺟﺪﻳﺪ ﺳﺨﻦ ﺑﮕﻮﻳﻢ ﺑﻬﺘﺮ ﺍﺳﺖ ﺑﺒﻴﻨﻴﻢ ﭼﮕﻮﻧﻪ ﺁﻱ ﺑﻲ ﺍﻡ ﺗﺒﺪﻳﻞ ﺑﻪ ﻳﻚ ﻛﻤﭙـﺎﻧﻲ ﻗﺎﺑـﻞ‬ ‫ﺍﺣﺘﺮﺍﻡ ﺷﺪ ﻭ ﺩﻻﻳﻞ ﺳﻘﻮﻁ ﺁﻥ ﭼﻪ ﺑﻮﺩ‪.‬‬ ‫ﺷﻜﻞ ﮔﻴﺮﻱ ﻛﻤﭙﺎﻧﻲ ﺑﻪ ﻗﺮﻥ ﺑﻴﺴﺘﻢ ﺑﺮﻣﻲﮔﺮﺩﺩ‪ .‬ﺩﺭ ﺁﻥ ﻫﻨﮕﺎﻡ ﺗﻮﻣـﺎﺱ ﻭﺍﺗﺴـﻮﻥ ﺑـﺰﺭﮒ ﭼﻨـﺪﻳﻦ ﻛﻤﭙـﺎﻧﻲ‬ ‫ﻛﻮﭼﻚ ﺭﺍ ﺑﺎ ﻫﻢ ﺗﺮﻛﻴﺐ ﻭ ﺍﺩﻏﺎﻡ ﻧﻤﻮﺩ ﻭ ﺳﺎﺯﻣﺎﻥ ﻣﺎﺷﻴﻦﻫﺎﻱ ﺍﺩﺍﺭﻱ ﺑﻴﻦ ﺍﻟﻤﻠﻠﻲ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺍ ﺑﻪ ﻭﺟـﻮﺩ ﺁﻭﺭﺩ‪ .‬ﺩﺭ‬ ‫ﻧﻴﻤﻪ ﺍﻭﻝ ﺍﻳﻦ ﻗﺮﻥ ﻣﺎﺷﻴﻦﻫﺎﻱ ﺍﺩﺍﺭﻱ ﺁﻱ ﺑﻲ ﺍﻡ ﺗﻮﺍﻧﺴﺘﻨﺪ ﺟﺎﻳﮕﺎﻩ ﺑـﻲﻧﻈﻴـﺮ ﻭ ﻭﺳـﻴﻌﻲ ﺭﺍ ﺩﺭ ﺗﻤـﺎﻡ ﻣﺤﺼـﻮﻻﺕ‬ ‫ﺑﺎﺯﺭﮔﺎﻧﻲ ﺍﺯ ﺗﺮﺍﺯﻭ ﻭ ﺩﺳﺘﮕﺎﻩ ﺑﺮﺵ ﮔﺮﻓﺘﻪ ﺗﺎ ﺳﺎﻋﺖ ﻭ ﺩﺳﺘﮕﺎﻩ ﺗﺎﻳﭗ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩﻧﺪ‪ .‬ﺗﻮﻣﺎﺱ ﻭﺍﺗﺴﻮﻥ ﻣﺎﻧﻨـﺪ‬ ‫ﻫﻨﺮﻱ ﻓﻮﺭﺩ ﻭ ﺟﺎﻥ ﺭﺍﻛﻔﻠﺮ ﺭﻫﺒﺮﻱ ﻗﺪﺭﺗﻤﻨﺪ ﻭ ﺑﺎ ﺍﺑﻬﺖ ﺑﻮﺩ ﻛﻪ ﺩﺭ ﺗﻤﺎﻡ ﺑﺨﺶﻫﺎ ﻭ ﻣﺴﺎﺋﻞ ﻣﺮﺑـﻮﻁ ﺑـﻪ ﻛﻤﭙـﺎﻧﻲ‬ ‫ﺍﺛﺮﻱ ﺍﺯ ﺧﻮﺩ ﺑﺮﺟﺎﻱ ﮔﺬﺍﺷﺘﻪ ﺍﺳﺖ‪ .‬ﻓﻠﺴﻔﻪ ﺷﺨﺼﻲ ﺍﻭ ﻣﺜﻞ ﺳﺨﺖ ﻛﺎﺭﻛﺮﺩﻥ‪ ،‬ﺍﻳﺠﺎﺩ ﺷﺮﺍﻳﻂ ﺷـﻐﻠﻲ ﻣﻨﺎﺳـﺐ ﻭ‬ ‫ﺷﺎﻳﺴﺘﻪ ﻭ ﺿﻤﺎﻧﺖ ﻛﺮﺩﻥ ﺷﻐﻞ ﺍﻓﺮﺍﺩ ﺩﺭ ﻃﻮﻝ ﻣﺪﺕ ﺯﻧﺪﮔﻲﺷﺎﻥ ﺑﺎﻋﺚ ﺑﻪ ﻭﺟﻮﺩ ﺁﻣﺪﻥ ﻭ ﺷﻜﻞﮔﻴﺮﻱ ﻓﺮﻫﻨﮓ‬ ‫ﺁﻱ ﺑﻲ ﺍﻡ ﮔﺮﺩﻳﺪ‪ .‬ﺍﻟﮕﻮﻫﺎ ﻭ ﺭﻭﺵﻫﺎﻳﻲ ﻛـﻪ ﺗﻮﺳـﻂ ﻭﺍﺗﺴـﻮﻥ ﺍﻳﺠـﺎﺩ ﮔﺮﺩﻳﺪﻧـﺪ‪ ،‬ﺩﺭ ﺍﺑﺘـﺪﺍ ﻭ ﺩﺭ ﻫﻤـﺎﻥ ﺯﻣـﺎﻥ‬ ‫ﺳﺮﻣﺎﻳﻪﺍﻱ ﺍﺭﺯﺷﻤﻨﺪ ﺑﻪ ﺷﻤﺎﺭ ﻣﻲﺭﻓﺘﻨﺪ‪ ،‬ﺍﻣﺎ ﺑﺎ ﮔﺬﺷﺖ ﺯﻣﺎﻥ ﻭ ﻣﺪﺕﻫﺎ ﭘﺲ ﺍﺯ ﻣﺮﮔﺶ ﺑﻪ ﭼﺎﻟﺸﻲ ﺑﺰﺭﮒ ﺑـﺮﺍﻱ‬ ‫ﻛﻤﭙﺎﻧﻲ ﺗﺒﺪﻳﻞ ﺷﺪﻧﺪ‪ .‬ﺍﮔﺮ ﺑﮕﻮﻳﻴﻢ ﻛﻪ ﻣﻬﻢﺗﺮﻳﻦ ﻣﺸﻜﻞ ﺁﻱ ﺑﻲ ﺍﻡ ﻧﺎﺷﻲ ﺍﺯ ﺷﻜﺴﺖ ﺩﺭ ﺑﻪ ﺩﺳﺖ ﮔﺮﻓﺘﻦ ﺭﻫﺒﺮﻱ‬ ‫ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎﻱ ﺷﺨﺼﻲ ﺑﻮﺩ‪ ،‬ﺳﺎﺩﻩﺑﻴﻨﺎﻧﻪ ﺑﻪ ﻗﻀﺎﻳﺎ ﻧﮕﺎﻩ ﻛﺮﺩﻩﺍﻳﻢ‪ ،‬ﺍﻣﺎ ﺑﺎ ﺍﻳﻦ ﺣﺎﻝ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ ﻛﻤﭙﺎﻧﻲ ﺩﻭ ﻣﻄﻠﺐ‬ ‫ﺭﺍ ﺩﺭ ﻣﻮﺭﺩ ﻛﺎﻣﭙﻴﻮﺗﺮ ﺷﺨﺼﻲ ﻣﺘﻮﺟﻪ ﻧﺸﺪ‪:‬‬ ‫‪.١‬‬

‫ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎﻱ ﺷﺨﺼﻲ ﺑﻪﺗﺪﺭﻳﺞ ﺗﻮﺳﻂ ﻛﺴﺐﻭﻛﺎﺭﻫﺎ ﻭ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ ﻗـﺮﺍﺭ ﻣـﻲﮔﺮﻓﺘﻨـﺪ ﻭ‬ ‫ﺗﻨﻬﺎ ﻭﺳﻴﻠﻪﺍﻱ ﺑﺮﺍﻱ ﺳﺮﮔﺮﻣﻲ ﻳﺎ ﺍﺑﺰﺍﺭ ﻛﺎﺭ ﺩﺍﻧﺶ ﺁﻣﻮﺯﺍﻥ ﻧﺒﻮﺩﻧﺪ‪ ،‬ﺑﻪ ﻫﻤﻴﻦ ﺩﻟﻴﻞ ﻣﺎ ﺍﻧﺪﺍﺯﻩ ﺍﻳﻦ ﺑـﺎﺯﺍﺭ ﺭﺍ‬ ‫ﺑﻪﺧﻮﺑﻲ ﺗﻌﻴﻴﻦ ﻧﻜﺮﺩﻳﻢ ﻭ ﺁﻥ ﺭﺍ ﺑﻪ ﻳﻜﻲ ﺍﺯ ﺍﻭﻟﻮﻳﺖﻫﺎﻱ ﺑﺎﻻﻱ ﺳﺎﺯﻣﺎﻥ ﺗﺒﺪﻳﻞ ﻧﻨﻤﻮﺩﻳﻢ‪.‬‬

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‫ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﻫﺮﮔﺰ ﻓﻜﺮ ﻧﻤﻲﻛﺮﺩﻳﻢ ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎﻱ ﺷﺨﺼﻲ ﺑﺘﻮﺍﻧﻨﺪ ﺧﺪﺷﻪﺍﻱ ﺑﻪ ﻣﺤﺼـﻮﻝ ﺁﻱ ﺑـﻲ ﺍﻡ ﻭﺍﺭﺩ‬ ‫ﻛﻨﻨﺪ‪ ،‬ﻛﻨﺘﺮﻝ ﺑﺎ ﺍﺭﺯﺵﺗﺮﻳﻦ ﺑﺨﺶﻫﺎﻱ ﺻﻨﻌﺖ ﻛﺎﻣﭙﻮﺗﺮﻫﺎﻱ ﺷﺨﺼﻲ ﺭﺍ ﺑـﻪ ﺳـﺎﻳﺮﻳﻦ ﺳـﭙﺮﺩﻳﻢ‪ .‬ﺑﺨـﺶ‬ ‫ﺳﻴﺴﺘﻢ ﻋﺎﻣﻞ ﺭﺍ ﺑﻪ ﻣﺎﻳﻜﺮﻭﺳﺎﻓﺖ ﻭ ﺑﺨﺶ ﻣﻴﻜﺮﻭﭘﺮﻭﺳﺴﻮﺭﻫﺎ ﺭﺍ ﺑﻪ ﺍﻳﻨﺘﻞ ﻭﺍﮔﺬﺍﺭ ﻛﺮﺩﻳﻢ‪ .‬ﺯﻣﺎﻧﻲ ﻛﻪ ﻣﻦ‬ ‫ﻭﺍﺭﺩ ﻛﻤﭙﺎﻧﻲ ﺷﺪﻡ‪ ،‬ﺁﻥ ﺩﻭ ﻛﻤﭙﺎﻧﻲ ﺍﻳﻦ ﻫﺪﻳﻪ ﺭﺍ ﺍﺯ ﺁﻱ ﺑﻲ ﺍﻡ ﺩﺭﻳﺎﻓﺖ ﻛﺮﺩﻩ ﻭ ﺍﺯ ﻃﺮﻳﻖ ﺁﻥ ﺧﻮﺩﺷـﺎﻥ ﺭﺍ‬ ‫ﺑﻪ ﺻﺪﺭ ﺑﺎﺯﺍﺭﻫﺎ ﺭﺳﺎﻧﺪﻩ ﺑﻮﺩﻧﺪ‪.‬‬

‫ﺍﮔﺮ ﻛﺴﻲ ﺑﺨﻮﺍﻫﺪ ﺩﮔﺮﮔﻮﻧﻲ ﺁﻱ ﺑﻲ ﺍﻡ ﺩﺭ ﺩﻫﻪ ﮔﺬﺷﺘﻪ ﺭﺍ ﺧﻼﺻﻪ ﻛﻨﺪ ﻭ ﻓﻘﻂ ﺑﻪ ﺿـﺮﻭﺭﻳﺎﺕ ﺍﺷـﺎﺭﻩ ﻛﻨـﺪ‪،‬‬ ‫ﻣﻲﺗﻮﺍﻧﺪ ﺑﮕﻮﻳﺪ ﻛﻪ ﺍﻳﻦ ﻣﻮﺿﻮﻉ ﺩﺭ ﺭﺍﺑﻄﻪ ﺑﺎ ﺩﻭ ﺭﻳﺴﻚ ﺑﺰﺭﮒ ﺷﻜﻞ ﮔﺮﻓﺖ‪ :‬ﻳﻜﻲ ﺟﻬﺖﮔﻴﺮﻱ ﺻﻨﻌﺖ ﻭ ﺩﻳﮕـﺮﻱ‬ ‫ﺍﺳﺘﺮﺍﺗﮋﻱ ﺧﻮﺩ ﺁﻱ ﺑﻲ ﺍﻡ‪.‬‬ ‫ﺁﻱ ﺑﻲ ﺍﻡ ﺩﺭ ﺣﺮﻛﺖ ﺑﻪ ﺳﻤﺖ ﺧﺪﻣﺎﺕ‪ ،‬ﺭﻳﺴﻚ ﺯﻳﺎﺩﻱ ﻧﻤﻮﺩ‪ .‬ﻫﻤﻮﺍﺭﻩ ﺑﻪ ﻋﻨﻮﺍﻥ ﺳﺎﺯﻣﺎﻧﻲ ﺷﻨﺎﺧﺘﻪ ﻣـﻲﺷـﺪ‬ ‫ﻛﻪ ﭘﺸﺘﻴﺒﺎﻧﻲ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩﻱ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻧﺶ ﺑﻪ ﻋﻤﻞ ﺁﻭﺭﺩ‪.‬‬ ‫ﻣﺎ ﺩﺭﺍﻧﺘﻬﺎﻱ ﻳﻚ ﺩﻭﺭﻩ ﻣﺤﺎﺳﺒﺎﺕ ﻛﺎﻣﭙﻴﻮﺗﺮﻱ ﻭ ﺁﻏﺎﺯ ﺩﻭﺭﻩ ﺑﻌﺪﻱ ﻗﺮﺍﺭ ﺩﺍﺷﺘﻴﻢ‪ ،‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺑﺎﻳـﺪ ﺑـﻪ ﺳـﺆﺍﻻﺕ‬ ‫ﻣﻬﻤﻲ ﭘﺎﺳﺦ ﻣﻲﺩﺍﺩﻳﻢ‪ :‬ﺩﺭ ﻓﻀﺎﻱ ﺟﺪﻳﺪ ﺍﺭﺯﺵﻫﺎ ﺑﻪ ﻛﺠﺎ ﻣﻨﺘﻘﻞ ﻣﻲﺷﻮﻧﺪ؟ ﻣﻬﻢﺗﺮﻳﻦ ﻣﻜـﺎﻥ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ ﻛﺠـﺎ‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺧﻮﺍﻫﺪ ﺑﻮﺩ؟ ﭼﻪ ﭼﻴﺰﻱ ﻣﻲﺗﻮﺍﻧﺪ ﻫﻤﺎﻥ ﻃﻮﺭ ﻛﻪ ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎﻱ ﺷﺨﺼﻲ ﺩﺭ ﺩﻭﺭﻩ ﮔﺬﺷﺘﻪ ﺗﻮﺟﻪ )ﻭ ﭘﻮﻝ( ﻣﺸﺘﺮﻳﺎﻥ‬ ‫ﺭﺍ ﺑﻪ ﺧﻮﺩ ﻣﻌﻄﻮﻑ ﻛﺮﺩﻩ ﺑﻮﺩ‪ ،‬ﺁﻧﻬﺎ ﺭﺍ ﺩﺭ ﺩﻭﺭﻩ ﺟﺪﻳﺪ ﺑﻪ ﻃﺮﻑ ﺧﻮﺩ ﺟﻠﺐ ﻧﻤﺎﻳﺪ؟‬ ‫ﺑﻪ ﻃﻮﺭ ﻳﻘﻴﻦ ﻧﻴﺎﺯ ﺑﻪ ﺷﺒﻜﻪﻫﺎﻳﻲ ﺑﺮﺍﻱ ﻧﮕﻬﺪﺍﺭﻱ ﺍﺯ ﺍﻗﻴﺎﻧﻮﺱﻫﺎﻱ ﺍﻃﻼﻋﺎﺕ ﺩﻳﺠﻴﺘﺎﻝ ﻭ ﺍﻧﺘﻘﺎﻝ ﺁﻧﻬﺎ ﺑﺎ ﺳـﺮﻋﺖ ﻭ‬ ‫ﭘﻬﻨﺎﻱ ﺑﺎﻧﺪ ﺑﺎﻻ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩ ﺑﻮﺩ‪ .‬ﻣﺸﺘﺮﻳﺎﻥ ﺑﺮﺍﻱ ﺍﺩﺍﺭﻩ ﺍﻧﻔﺠﺎﺭﻱ ﻛﻪ ﺩﺭ ﻣﻌﺎﻣﻼﺕ ﺑﻪ ﻭﺟـﻮﺩ ﺁﻣـﺪﻩ ﺑـﻮﺩ‪ ،‬ﻧﻴﺎﺯﻣﻨـﺪ‬ ‫ﺳﺮﻭﺭﻫﺎ ﻭ ﻓﻀﺎﻱ ﺣﺎﻓﻈﻪ ﺑﻴﺸﺘﺮﻱ ﺑﻮﺩﻧﺪ‪ .‬ﺁﻧﻬﺎ ﺑﺮﺍﻱ ﻃﺮﺍﺣﻲ ﻭ ﺍﺟﺮﺍﻱ ﺷﺒﻜﻪﻫـﺎ ﺑـﻪ ﺧـﺪﻣﺎﺕ ﮔﺴـﺘﺮﺩﻩﺍﻱ ﻧﻴـﺎﺯ‬ ‫ﺩﺍﺷﺘﻨﺪ‪ .‬ﺍﻣﺎ ﺑﻪ ﻧﻈﺮ ﻣﻲﺭﺳﻴﺪ ﻣﺤﻮﺭ ﺍﺻﻠﻲ ﺑﺨﺶ ﻧﺮﻡﺍﻓﺰﺍﺭ ﺑﺎﺷﺪ‪ .‬ﻧﺮﻡﺍﻓﺰﺍﺭﻫﺎﻳﻲ ﻛﻪ ﺩﺭ ﺁﻳﻨـﺪﻩ ﺩﺍﺭﺍﻱ ﺍﻫﻤﻴـﺖ‬ ‫ﺑﻮﺩﻧﺪ ﻣﺸﺨﺼﺎﺕ ﺑﺴﻴﺎﺭ ﻣﺘﻔﺎﻭﺗﻲ ﺩﺍﺷﺘﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺑﺎﻳـﺪ ﺑﺮﺍﺳـﺎﺱ ﻳـﻚ ﺳـﺮﻱ ﺍﺳـﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺁﺯﺍﺩ ﭘﺎﻳـﻪﺭﻳـﺰﻱ‬ ‫ﻣﻲﺷﺪﻧﺪ ﺗﺎ ﺗﻤﺎﻡ ﺭﻗﺒﺎ ﺑﺘﻮﺍﻧﻨﺪ ﺁﻧﻬﺎ ﺭﺍ ﻣﻮﺭﺩ ﺑﻬﺮﻩﺑﺮﺩﺍﺭﻱ ﻗﺮﺍﺭ ﺩﺍﺩﻩ ﻭ ﺍﺯ ﺁﻧﻬﺎ ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﺎﻳﻨـﺪ‪ .‬ﻣﻨﻄﻘـﻲ ﻛـﻪ ﺩﺭ‬ ‫ﭘﺸﺖ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺍﺻﻠﻲ ﻣﺎ ﻭ ﺭﻳﺴﻚﻫﺎﻳﻲ ﻛﻪ ﺗﻘﺒﻞ ﻧﻤﻮﺩﻳﻢ ﻭﺟﻮﺩ ﺩﺍﺷﺖ‪ ،‬ﺑﺴﻴﺎﺭ ﺭﻭﺷﻦ ﻭ ﺳـﺎﺩﻩ ﺑـﻮﺩ‪ .‬ﺍﮔـﺮ‬ ‫ﻗﺼﺪ ﺩﺍﺭﻳﺪ ﺑﻪ ﻳﻚ ﻛﻤﭙﺎﻧﻲ ﻃﺮﺍﺡ ﺳﺎﺯﻧﺪﻩ‪ ،‬ﻭ ﺗﻮﺯﻳﻊﻛﻨﻨﺪﻩ ﻓﻨﺎﻭﺭﻱ ﻣﺠﺘﻤﻊ ﺗﺒﺪﻳﻞ ﺷـﻮﻳﺪ‪ ،‬ﺑﺎﻳـﺪ ﻗﺎﺑﻠﻴـﺖ ﺍﺭﺍﺋـﻪ‬ ‫ﺧﺪﻣﺎﺕ ﺭﺍ ﺩﺍﺭﺍ ﺑﺎﺷﻴﺪ‪ .‬ﺍﮔﺮ ﺑﻴﺸﺘﺮ ﺍﺯ ﻫﺮ ﻛﻤﭙﺎﻧﻲ ﺩﻳﮕﺮﻱ‪ ،‬ﻧﺮﻡﺍﻓﺰﺍﺭ ﻃﺮﺍﺣﻲ ﻛﺮﺩﻩ ﻭ ﺑﻪ ﻓﺮﻭﺵ ﻣﻲﺭﺳﺎﻧﻴﺪ‪ ،‬ﻭ ﺍﮔﺮ‬ ‫ﻓﻜﺮ ﻣﻲﻛﻨﻴﺪ ﻧﺮﻡﺍﻓﺰﺍﺭ ﺑﻪ ﻋﻨﻮﺍﻥ ﺭﺷﺘﻪ ﺍﺭﺗﺒﺎﻃﻲ ﺩﻧﻴﺎﻱ ﺷﺒﻜﻪ ﻣﻄﺮﺡ ﺧﻮﺍﻫﺪ ﺷﺪ‪ ،‬ﻣﻲﺑﺎﻳﺪ ﻛﺴﺐﻭﻛﺎﺭ ﻧﺮﻡﺍﻓـﺰﺍﺭ‬ ‫ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻳﻚ ﻛﺴﺐﻭﻛﺎﺭ ﻣﺴﺘﻘﻞ ﺗﺒﺪﻳﻞ ﻧﻤﺎﻳﺪ‪.‬‬ ‫ﺑﺮﺍﻱ ﺭﺳﻴﺪﻥ ﺑﻪ ﺍﻳﻦ ﺍﻫﺪﺍﻑ ﻣﺎ ﻣﺠﺒﻮﺭ ﺑﻮﺩﻳﻢ ﺳﺎﺯﻣﺎﻥ ﺟﺪﻳﺪﻱ ﺭﺍ ﺍﺯ ﭘﺎﻳﻪ ﺑﻨﺎ ﻛﻨﻴﻢ ﻭ ﺍﻧﮕﻴﺰﻩﻫﺎﻱ ﺧـﻮﺑﻲ ﺑـﺮﺍﻱ‬ ‫ﺍﻳﻦ ﻛﺎﺭ ﻭﺟﻮﺩ ﺩﺍﺷﺖ‪:‬‬ ‫•‬

‫ﻣﺮﻛﺰ ﺗﺤﻘﻴﻘﺎﺕ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﺴﻴﺎﺭ ﻓﻌﺎﻝ ﻭ ﭘﺮﺑﺎﺭ ﺑﻮﺩ ﻭ ﻣﺎ ﺗﻮﺍﻧﺎﻳﻲ ﻣﻌﺮﻓﻲ ﻭ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺗﻤﺎﻡ ﻣﺤﺼـﻮﻻﺕ ﺁﻧﻬـﺎ ﺭﺍ‬ ‫ﻧﺪﺍﺷﺘﻴﻢ‪ .‬ﺩﺭ ﻭﺍﻗﻊ ﻣﺎ ﺍﺯ ﺑﺨﺶ ﺍﻋﻈﻤﻲ ﺍﺯ ﺩﺍﺭﺍﻳﻲﻫﺎﻱ ﺧﻮﺩﻣﺎﻥ ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﻲﻛﺮﺩﻳﻢ‪.‬‬

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‫ﺍﮔﺮ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﺧﻮﺩﻣﺎﻥ ﺭﺍ ﺩﺭ ﺳﻄﺢ ﮔﺴﺘﺮﺩﻩﺗﺮﻱ ﺗﻮﺯﻳﻊ ﻣﻲﻛﺮﺩﻳﻢ‪ ،‬ﺍﻳﻦ ﺍﻣﻜﺎﻥ ﺭﺍ ﻣﻲﻳﺎﻓﺘﻴﻢ ﻛﻪ ﺑﺮ ﺗﻌﺎﺭﻳﻒ‬ ‫ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎ ﻭ ﭘﺮﻭﺗﻜﻞﻫﺎﻳﻲ ﻛﻪ ﻣﺒﻨﺎﻱ ﺗﻮﺳﻌﻪ ﺁﻳﻨﺪﻩ ﺻﻨﻌﺖ ﺑﻮﺩﻧﺪ‪ ،‬ﺍﺛﺮﮔﺬﺍﺭ ﺑﺎﺷﻴﻢ‪.‬‬

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‫ﻓﺮﻭﺵ ﻓﻨﺎﻭﺭﻱ ﻣﻲﺗﻮﺍﻧﺴﺖ ﺑﺨﺸﻲ ﺍﺯ ﻫﺰﻳﻨﻪﻫﺎﻱ ﺗﺤﻘﻴﻖ ﻭ ﺗﻮﺳﻌﻪ ﻣﺎ ﺭﺍ ﺟﺒﺮﺍﻥ ﻛﺮﺩﻩ ﻭ ﻣﻨﺒﻊ ﺟﺪﻳﺪﻱ ﺑـﺮﺍﻱ‬ ‫ﺍﻓﺰﺍﻳﺶ ﺩﺭﺁﻣﺪ ﺑﺎﺷﺪ‪.‬‬

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‫ﺩﺭ ﺟﻬﺎﻥ ﭘﺲ ﺍﺯ ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎﻱ ﺷﺨﺼﻲ ﺑﻪ ﻣﻨﻈﻮﺭ ﺗﻮﻟﻴﺪ ﻭﺳﺎﻳﻞ ﻭ ﺗﺠﻬﻴﺰﺍﺕ ﻣﺨﺘﻠﻔﻲ ﻛﻪ ﺑﺘﻮﺍﻧﻨـﺪ ﺑـﺎ ﺷـﺒﻜﻪ‬ ‫ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻛﻨﻨﺪ‪ ،‬ﻧﻴﺎﺯ ﺑﻪ ﻗﻄﻌﺎﺕ ﻭ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩ ﺑﻮﺩ‪.‬‬ ‫ﻣﺎ ﺑﻪ ﺑﺎﺯﺳﺎﺯﻱ ﺳﻜﻮﻫﺎﻱ ﺳﺨﺖﺍﻓﺰﺍﺭﻱ ﺧﻮﺩﻣﺎﻥ ﭘﺮﺩﺍﺧﺘﻴﻢ ﻭ ﺩﺭ ﺿﻤﻦ ﺩﺭ ﻫﻤـﺎﻥ ﻫﻨﮕـﺎﻡ ﻛﺴـﺐﻭﻛﺎﺭﻫـﺎﻱ‬

‫ﻧﺮﻡﺍﻓﺰﺍﺭ‪ ،‬ﺧﺪﻣﺎﺕ ﻭ ﻗﻄﻌﺎﺕ ﺟﺪﻳﺪﻱ ﺭﺍ ﭘﺎﻳﻪﺭﻳﺰﻱ ﻧﻤﻮﺩﻳﻢ‪ .‬ﺍﻭﻟﻴﻦ ﻭ ﺳﺨﺖﺗﺮﻳﻦ ﺗﺼﻤﻴﻢ ﺍﻳـﻦ ﺑـﻮﺩ ﻛـﻪ ﺑﺎﻳـﺪ ﺍﺯ‬ ‫ﺗﻮﻟﻴﺪ ‪ OS/2‬ﺩﺭ ﻣﻘﺎﺑﻞ ﻭﻳﻨﺪﻭﺯ ﺩﺳﺖ ﺑﺮﺩﺍﺭﻳﻢ ﻭ ﻛﺴﺐﻭﻛﺎﺭ ﻧﺮﻡﺍﻓﺰﺍﺭ ﺧﻮﺩﻣﺎﻥ ﺭﺍ ﺣﻮﻝ ﻣﻴﺎﻥﺍﻓﺰﺍﺭﻫـﺎ ﺑﻨـﺎ ﻛﻨـﻴﻢ‪.‬‬ ‫ﭘﻴﺶ ﺍﺯ ﭘﺎﻳﺎﻥ ﺩﻫﻪ ‪ ١٩٩٠‬ﻳﻚﻋﻘﺐ ﻧﺸﻴﻨﻲ ﺩﻳﮕﺮ ﻧﻴﺰ ﺍﺯ ﺑﺎﺯﺍﺭ ﻧﺮﻡﺍﻓﺰﺍﺭ ﺍﻧﺠﺎﻡ ﺩﺍﺩﻳﻢ‪.‬‬ ‫ﺩﺭ ﺑﻴﺸﺘﺮﻳﻦ ﻣﺪﺕ ﺍﺯ ﺗﺎﺭﻳﺦ ﻧـﻮﻳﻦ ﺁﻱ ﺑـﻲ ﺍﻡ‪ ،‬ﺍﻳـﻦ ﻛﻤﭙـﺎﻧﻲ ﻣﺸـﻐﻮﻝ ﺗﻬﻴـﻪ ﻭ ﻓـﺮﻭﺵ ﺻـﺪﻫﺎ ﻧـﺮﻡﺍﻓـﺰﺍﺭ‬ ‫ﻛﺴﺐﻭﻛﺎﺭﻱ ﻛﺎﺭﺑﺮﺩﻱ ﺑﺮﺍﻱ ﻣﺸﺘﺮﻳﺎﻧﻲ ﺩﺭ ﺻﻨﺎﻳﻊ ﺗﻮﻟﻴﺪ‪ ،‬ﺧﺪﻣﺎﺕ‪ ،‬ﺗﻮﺯﻳـﻊ‪ ،‬ﻣﺴـﺎﻓﺮﺗﻲ‪ ،‬ﺑﻴﻤـﻪ ﻭ ﺩﺭﻣـﺎﻧﻲ ﺑـﻮﺩﻩ‬ ‫ﺍﺳﺖ‪ .‬ﻣﺎ ﻧﺮﻡﺍﻓﺰﺍﺭﻫﺎﻱ ﻣﻬﻤﻲ ﺑﺮﺍﻱ ﻣﺸﺘﺮﻳﺎﻥ ﻣﻬﻢ ﺧﻮﺩﻣﺎﻥ ﺗﻮﻟﻴﺪ ﻣﻲﻛﺮﺩﻳﻢ ﻭﻟﻲ ﻣﻲﺗﻮﺍﻧﻢ ﺑﮕـﻮﻳﻢ ﻛـﻪ ﻧـﻪ ﺗﻨﻬـﺎ‬ ‫ﭼﻴﺰﻱ ﺑﺪﺳﺖ ﻧﻴﺎﻭﺭﺩﻳﻢ‪ ،‬ﺑﻠﻜﻪ ﻧﺰﺩﻳﻚ ﺑﻮﺩ ﭘﻴﺮﺍﻫﻦﻫﺎﻱ ﺧﻮﺩﻣﺎﻥ ﺭﺍ ﻧﻴـﺰ ﺍﺯ ﺩﺳـﺖ ﺑـﺪﻫﻴﻢ‪ .‬ﺁﻱ ﺑـﻲ ﺍﻡ ﺩﺭ ﻃـﻲ‬ ‫ﺑﻴﺴﺖ ﺳﺎﻝ ﺣﺪﻭﺩ ‪ ٢٠‬ﻣﻴﻠﻴﺎﺭﺩ ﺩﻻﺭ ﺩﺭ ﺯﻣﻴﻨﻪ ﺗﻮﺳﻌﻪ ﻧﺮﻡﺍﻓﺰﺍﺭﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﻛﺮﺩﻩ ﺍﺳـﺖ‪ ،‬ﺍﻣـﺎ‬ ‫ﻧﺮﺥ ﺑﺎﺯﮔﺸﺖ ﺍﻳﻦ ﺳﺮﻣﺎﻳﻪ ﭼﻴﺰﻱ ﺩﺭﺣﺪﻭﺩ ﻣﻨﻔﻲ ‪ ٧٠‬ﺩﺭﺻﺪ ﺑﻮﺩﻩ ﺍﺳﺖ‪ .‬ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺳﺆﺍﻝ ﻛﺮﺩﻡ ﻛـﻪ ﭼـﺮﺍ ﺩﺭ‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺍﻳﻦ ﻛﺴﺐﻭﻛﺎﺭ ﺑﺎﻗﻲ ﻣﺎﻧﺪﻩﺍﻳﻢ ﺑﻪ ﻣﻦ ﮔﻔﺘﻨﺪ ﻛﻪ ﻧﺮﻡﺍﻓﺰﺍﺭﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ ﺩﺭ ﻛـﻞ ﺳﻴﺴـﺘﻢ ﻧﻘﺸـﻲ ﺣﻴـﺎﺗﻲ ﺍﻳﻔـﺎ‬ ‫ﻣﻲﻛﻨﻨﺪ ﻭ ﻣﺸﻜﻼﺕ ﻣﺎ ﺑﻴﺸﺘﺮ ﺍﺯ ﻣﺴﺎﺋﻞ ﺍﺟﺮﺍﻳﻲ ﺍﺳﺖ ﻭ ﻣﻲﺗﻮﺍﻥ ﺁﻧﻬﺎ ﺭﺍ ﺣﻞ ﻭ ﻓﺼﻞ ﻧﻤﻮﺩﻩ ﻭ ﺑﻬﺒﻮﺩ ﺑﺨﺸـﻴﺪ‪ .‬ﺩﺭ‬ ‫ﺳﺎﻝ ‪ ١٩٩٩‬ﺑﺎﻻﺧﺮﻩ ﺑﻪ ﺍﻳﻦ ﻧﺘﻴﺠﻪ ﺭﺳﻴﺪﻳﻢ ﻛﻪ ﻧﻤﻲﺗﻮﺍﻧﻴﻢ ﻫﻤﺎﻧﻨﺪ ﺗﻬﻴﻪﻛﻨﻨﺪﮔﺎﻥ ﻧﺮﻡﺍﻓﺰﺍﺭﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ ﻓﻘﻂ ﺑـﻪ‬ ‫ﻳﻚ ﻣﺤﺼﻮﻝ ﺗﻮﺟﻪ ﻛﻨﻴﻢ ﻭ ﺳﻌﻲ ﻛﻨﻴﻢ ﻫﻤﺎﻥ ﻳﻚ ﻣﺤﺼﻮﻝ ﺭﺍ ﺑﻬﺘﺮ ﺍﺯ ﻫﺮ ﻛﺲ ﺩﻳﮕﺮﻱ ﺩﺭ ﺑﺎﺯﺍﺭ ﺗﻬﻴﻪ ﻧﻤﺎﻳﻴﻢ‪ .‬ﻣﺎ ﺩﺭ‬ ‫ﺍﻳﻦ ﺳﺎﻝ ﺍﺯ ﺑﺨﺶ ﻣﺮﺑﻮﻁ ﺑﻪ ﺗﻬﻴﻪ ﻧﺮﻡﺍﻓﺰﺍﺭﻫﺎﻱ ﻛﺎﺭﺑﺮﺩﻱ ﺧﺎﺭﺝ ﺷﺪﻳﻢ ﺍﻣﺎ ﭼﻨﺪ ﻣﻮﺭﺩ ﺍﺯ ﻧـﺮﻡﺍﻓﺰﺍﺭﻫـﺎﻳﻲ ﺭﺍ ﻛـﻪ‬ ‫ﻗﺒﻼ ﺑﺎ ﻣﻮﻓﻘﻴﺖ ﻃﺮﺍﺣﻲ ﻛﺮﺩﻩ ﻭ ﻣﺸﺘﺮﻳﺎﻧﻲ ﺁﻥ ﺭﺍ ﻫﻢ ﭘﻴﺪﺍ ﻛﺮﺩﻩ ﺑﻮﺩﻳﻢ ﺣﻔﻆ ﻛﺮﺩﻳﻢ‪.‬‬ ‫ﺍﻣﻴﺪﻭﺍﺭﻡ ﺭﻫﺒﺮﺍﻥ ﺟﺪﻳﺪ ﻛﻤﭙﺎﻧﻲ ﺑﺎ ﮔﺬﺷﺖ ﺯﻣﺎﻥ ﻭﺷﻜﻞ ﮔﻴﺮﻱ ﺍﻳﻦ ﻓﺮﺍﻳﻨﺪ ﻧﺴﺒﺖ ﺑﻪ ﺩﺭﺱﻫﺎﻱ ﺧـﻮﺑﻲ ﻛـﻪ‬ ‫ﺩﺭ ﺍﺛﺮ ﺍﻳﻦ ﺗﺼﻤﻴﻤﺎﺕ ﺁﻣﻮﺧﺘﻴﻢ ﺑﻴﻨﺶ ﻭ ﺁﮔﺎﻫﻲ ﺧﻮﺑﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ .‬ﺍﻭﻝ ﺍﻳﻨﻜﻪ ﺩﺭ ﻣﻮﺭﺩ ‪ OS/2‬ﺍﻳـﻦ ﺍﺷـﺘﺒﺎﻩ ﻛـﻪ‬ ‫ﺑﻬﺘﺮﻳﻦ ﻓﻨﺎﻭﺭﻱ ﻫﻤﻮﺍﺭﻩ ﭘﻴﺮﻭﺯ ﺍﺳﺖ‪ .‬ﭼﺮﺍ ﻛﻪ ﻣﺼﺮﻑ ﻛﻨﻨـﺪﮔﺎﻥ ﺍﻓـﺮﺍﺩ ﻣﻌﻤـﻮﻟﻲ ﻫﺴـﺘﻨﺪ ﻭ ﻧـﻪ ﻛﺎﺭﺷﻨﺎﺳـﺎﻥ ﻭ‬ ‫ﻣﺘﺨﺼﺼﺎﻥ‪.‬‬ ‫ﺩﻭﻡ ﺍﻳﻨﻜﻪ ﻣﺎﻳﻜﺮﻭﺳﺎﻓﺖ ﺗﻮﺍﻧﺴﺘﻪ ﺑﻮﺩ ﺗﻤﺎﻣﻲ ﺗﻮﻟﻴﺪ ﻛﻨﻨﺪﮔﺎﻥ ﻧﺮﻡﺍﻓﺰﺍﺭ ﺭﺍ ﺑﻪ ﻧﻮﻋﻲ ﺑﻪ ﺧﻮﺩﺵ ﺟﺬﺏ ﻛﺮﺩﻩ ﻭ‬ ‫ﺗﺤﺖ ﺗﺄﺛﻴﺮ ﻗﺮﺍﺭ ﺩﻫﺪ‪.‬‬ ‫ﺍﮔﺮ ﺩﺭﺱ ﻗﺎﺑﻞ ﺗﻮﺟﻬﻲ ﺭﺍ ﺑﺨﻮﺍﻫﻴﻢ ﻧﺎﻡ ﺑﺒﺮﻳﻢ ﻓﻜﺮ ﻣﻲﻛﻨﻢ ﺁﻥ ﺩﺭﺱ ﻣﺘﻌﻬﺪ ﻣﺎﻧﺪﻥ ﺑﻪ ﺩﻳـﺪﮔﺎﻩ ﺍﺳـﺘﺮﺍﺗﮋﻳﻚ‬ ‫ﺑﺎﺷﺪ‪.‬‬ ‫ﻳﻜﻲ ﺍﺯ ﺭﻗﺒﺎﻱ ﻣﺎ ﺛﺎﺑﺖ ﻛﺮﺩ ﻛﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺑﻪﺷﺪﺕ ﺗﻤﺎﻳﻞ ﺩﺍﺭﻧﺪ ﺑﻪ ﺻﻮﺭﺕ ﺑﻲﻭﺍﺳﻄﻲ ﺍﺯ ﻃﺮﻳﻖ ﺗﻠﻔﻦ ﻳﺎ ﻭﺏ‬ ‫ﺳﺎﻳﺖ ﺍﻗﺪﺍﻡ ﺑﻪ ﺧﺮﻳﺪ ﻧﻤﺎﻳﻨﺪ‪ .‬ﺍﻣﺎ ﻛﻤﭙﺎﻧﻲ ﻣﺎ ﺩﺭ ﺗﻐﻴﻴﺮ ﺩﺍﺩﻥ ﻛﺎﻧﺎﻝﻫﺎﻱ ﺗﻮﺯﻳﻊ ﻣﻮﺟﻮﺩ ﺧﻮﺩﺵ ﺑﻪ ﻃﺮﺯ ﺩﺭﺩﻧـﺎﻛﻲ‬ ‫ﺁﻫﺴﺘﻪ ﻋﻤﻞ ﻧﻤﻮﺩ ﭼﺮﺍ؟ ﭘﺎﺳﺦ ﻧﻴﻤﻪﻛﺎﺭﻩ ﻭ ﻏﻴﺮ ﻗﺎﺑﻞ ﻗﺒﻮﻟﻲ ﻛﻪ ﺩﺭ ﺁﻥ ﺯﻣﺎﻥ ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﻳﻦ ﺑﻮﺩ ﻛﻪ ﻣـﺎ ﻫﻤﻴﺸـﻪ‬ ‫ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﺑﻪ ﻫﻤﻴﻦ ﺭﻭﺵ ﺍﻧﺠﺎﻡ ﺩﺍﺩﻩﺍﻳﻢ‪.‬‬ ‫ﻣﺪﺗﻬﺎ ﭘﻴﺶ ﺍﺯ ﺣﻀﻮﺭ ﻣﻦ ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﻳﻜﻲ ﺍﺯ ﻣﻬﻢﺗﺮﻳﻦ ﻭ ﺑﺤـﺚ ﺍﻧﮕﻴﺰﺗـﺮﻳﻦ ﺭﻭﻧـﺪﻫﺎﻱ ﻓﻨـﺎﻭﺭﻱ ﺟﻬـﺎﻥ ﺩﺭ‬ ‫ﻛﺴﺐﻭﻛﺎﺭﻫﺎ ﺣﻮﻝ ﭼﻴﺰﻱ ﻛﻪ ﺗﺤﺖ ﻋﻨﻮﺍﻥ ‘ﻫﻢﮔﺮﺍﻳﻲ’ ﺷﻨﺎﺧﺘﻪ ﻣﻲﺷﺪ ﺷﻜﻞ ﮔﺮﻓﺘﻪ ﺑﻮﺩ‪ .‬ﻫﻢﮔﺮﺍﻳﻲ ﻋﺒﺎﺭﺕ ﺑﻮﺩ ﺍﺯ‬ ‫ﻣﺘﺤﺪ ﺷﺪﻥ ﻭ ﻫﻤﻜﺎﺭﻱ ﺗﺠﻬﻴﺰﺍﺕ ﻣﺨﺎﺑﺮﺍﺗﻲ‪ ،‬ﻛﺎﻣﭙﻴﻮﺗﺮﻱ ﻭ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﻣﺼﺮﻓﻲ ﺑﺎ ﺑﻪ ﻋﺒﺎﺭﺕ ﺩﻳﮕﺮ‪:‬‬ ‫ﺍﺩﻏﺎﻡ ﻓﻨﺎﻭﺭﻱﻫﺎﻱ ﺁﻧﺎﻟﻮﮒ ﺳﻨﺘﻲ ﺑﺎ ﻫﻢﺧﺎﻧﻮﺍﺩﻩﻫﺎﻱ ﺩﻳﺠﻴﺘﺎﻝ ﺁﻧﻬﺎ‪ .‬ﺍﻳﻦ ﻣﻄﻠﺐ ﺑﺎﻋﺚ ﺑـﺮﻭﺯ ﺩﮔﺮﮔـﻮﻧﻲﻫـﺎﻱ‬ ‫ﺯﻳﺎﺩﻱ ﺩﺭ ﺻﻨﺎﻳﻊ ﻣﺨﺘﻠﻒ ﻣﻲﮔﺸﺖ‪ .‬ﺍﻳﻦ ﻣﻔﻬـﻮﻡ ﺑـﺮﺍﻳﻢ ﺑﻴﮕﺎﻧـﻪ ﻧﺒـﻮﺩ‪ .‬ﺑـﻪ ﺁﻥ ﺍﻋﺘﻘـﺎﺩ ﺩﺍﺷـﺘﻢ ﺁﻥ ﺭﺍ ﺳـﺮﻟﻮﺣﻪ‬ ‫ﺑﺮﻧﺎﻣﻪﻫﺎﻱ ﺧﻮﺩﻡ ﺩﺭ ﺍﻳﻦ ﻣﻘﻄﻊ ﺯﻣﺎﻧﻲ ﻗﺮﺍﺭ ﺩﺍﺩﻡ‪.‬‬ ‫ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺑﻪ ﺭﻳﺴﻚﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﺧﻮﺩﻣﺎﻥ ﻭ ﻧﺤﻮﻩ ﻋﻤﻠﻜﺮﺩ ﺁﻧﻬﺎ ﺩﺭ ﻧﻪ ﺳﺎﻝ ﮔﺬﺷﺘﻪ ﻓﻜـﺮ ﻣـﻲﻛـﻨﻢ ﺑـﺎ‬ ‫ﺗﺄﺛﻴﺮﺍﺕ ﺿﺪ ﻭ ﻧﻘﻴﻀﻲ ﺭﻭﺑﻪﺭﻭ ﻣﻲﺷﻮﻡ‪ .‬ﺩﺭ ﻳﻚ ﺳﻄﺢ ﭼﻴﺰﻫﺎﻱ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩﻱ ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﺗﻐﻴﻴﺮ ﻧﻤﻮﺩﻩ ﺍﺳـﺖ‪.‬‬ ‫ﺍﻣﺎ ﺩﺭ ﺳﻄﺢ ﺩﻳﮕﺮ ﺗﻐﻴﻴﺮﺍﺕ ﺑﺴﻴﺎﺭ ﺍﻧﺪﻛﻲ ﺭﺥ ﺩﺍﺩﻩ ﺍﺳﺖ‪ .‬ﺗﻐﻴﻴﺮﺍﺕ ﺩﺭ ﺍﺑﺘﺪﺍﻱ ﻛﺎﺭ ﺑﺴـﻴﺎﺭ ﺍﻧـﺪﻙ ﻫﺴـﺘﻨﺪ‪ .‬ﺩﻩ‬ ‫ﺳﺎﻝ ﭘﻴﺶ ﻣﺎ ﺩﺭ ﻛﺴﺐﻭﻛﺎﺭ ﻣﺮﺑﻮﻁ ﺑﻪ ﺳِـﺮﻭِﺭﻫﺎ‪ ،‬ﻧـﺮﻡﺍﻓـﺰﺍﺭ‪ ،‬ﺧـﺪﻣﺎﺕ‪ ،‬ﻛﺎﻣﭙﻴﻮﺗﺮﻫـﺎﻱ ﺷﺨﺼـﻲ‪ ،‬ﺣﺎﻓﻈـﻪﻫـﺎ‪،‬‬ ‫ﻧﻴﻤﻪﻫﺎﺩﻱﻫﺎ‪ ،‬ﭼﺎﭘﮕﺮﻫﺎ ﻭ ﺍﻣﻮﺭ ﻣﺎﻟﻲ ﻓﻌﺎﻟﻴﺖ ﺩﺍﺷﺘﻴﻢ‪ .‬ﺍﻣﺮﻭﺯ‪ ،‬ﻫﻨﻮﺯ ﻫﻢ ﺩﺭ ﺍﻳﻦ ﻛﺴﺐﻭﻛﺎﺭﻫﺎ ﻣﺸﻐﻮﻝ ﺑﻪ ﻓﻌﺎﻟﻴـﺖ‬ ‫ﻫﺴﺘﻴﻢ‪ .‬ﺍﻟﺒﺘﻪ ﺑﻌﻀﻲ ﺍﺯ ﺁﻥ ﻛﺴﺐﻭﻛﺎﺭﻫﺎ ﺑﻪ ﺷﺪﺕ ﺭﺷﺪ ﻛﺮﺩﻩﺍﻧﺪ‪ .‬ﺑﻌﻀﻲ ﺍﺯ ﺁﻧﻬـﺎ ﺩﻭﺑـﺎﺭﻩ ﻣـﻮﺭﺩ ﺗﻮﺟـﻪ ﻗـﺮﺍﺭ‬ ‫ﮔﺮﻓﺘﻪﺍﻧﺪ‪ .‬ﺍﻣﺎ ﻣﺎ ﺗﻨﻬﺎ ﺍﺯ ﭼﻨﺪ ﺑﺨﺶ ﻛﻮﭼﻚ ﺻﻨﻌﺖ‪ ،‬ﺧﺎﺭﺝ ﺷﺪﻩﺍﻳﻢ‪ .‬ﺑﻪ ﻧﻈﺮ ﻣﻦ ﺗﻤـﺎﻡ ﺩﺍﺭﺍﻳـﻲﻫـﺎﻳﻲ ﻛـﻪ ﺑـﺮﺍﻱ‬ ‫ﻣﻮﻓﻘﻴﺖ ﻛﻤﭙﺎﻧﻲ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﺑﻮﺩﻧﺪ ﻭﺟﻮﺩ ﺩﺍﺷﺘﻨﺪ‪ ،‬ﺍﻣﺎ ﺩﺭ ﺗﻤﺎﻣﻲ ﺍﻳﻦ ﻣﻮﺍﺭﺩ )ﺳﺨﺖﺍﻓﺰﺍﺭ‪ ،‬ﻓﻨﺎﺭﻭﻱ‪ ،‬ﻧـﺮﻡﺍﻓـﺰﺍﺭ ﻭ‬ ‫ﺣﺘﻲ ﺧﺪﻣﺎﺕ( ﺗﻤﺎﻡ ﺍﻳﻦ ﻗﺎﺑﻠﻴﺖﻫﺎ ﺑﺨﺸﻲ ﺍﺯ ﻳﻚ ﻣﺪﻝ ﻛﺴﺐﻭﻛﺎﺭﻱ ﺑﻮﺩﻧﺪ ﻛﻪ ﺍﺯ ﻃﺮﻳﻖ ﻭﺍﻗﻌﻴﺖﻫﺎﻱ ﺣـﺎﻛﻢ ﺑـﺮ‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺑﺎﺯﺍﺭ ﺑﻪ ﻃﺮﺯ ﺧﺸﻦ ﻭ ﻭﺣﺸﻴﺎﻧﻪﺍﻱ ﻛﻨﺎﺭ ﮔﺬﺍﺷﺘﻪ ﺷﺪﻩ ﺑﻮﺩ‪ .‬ﻫـﻴﭽﻜﺲ ﺷـﻚ ﻧـﺪﺍﺭﺩ ﻛـﻪ ﻣـﺪﻝ ﻛﺴـﺐﻭﻛـﺎﺭﻱ‬ ‫ﻣﻴﻦﻓﺮﻳﻢﻫﺎﻱ ‪ System/360‬ﺩﺭ ﺯﻣـﺎﻥ ﺑـﻪ ﻭﺟﻮﺩﺁﻣـﺪﻧﺶ ﺩﺭ ﭼﻬـﻞ ﺳـﺎﻝ ﭘـﻴﺶ‪ ،‬ﺻـﺤﻴﺢ ﻭ ﺍﺻـﻮﻟﻲ ﻭ ﺑﺴـﻴﺎﺭ‬ ‫ﻫﻮﺷﻤﻨﺪﺍﻧﻪ ﺑﻮﺩ‪ .‬ﺍﻣﺎ ﺩﺭ ﺍﻭﺍﺧﺮ ﺩﻫﻪ ‪ ١٩٨٠‬ﺑﻪ ﻃﺮﺯ ﻛﺸﻨﺪﻩﺍﻱ ﺍﺯ ﻣﺪ ﺍﻓﺘﺎﺩ‪ .‬ﺍﻳﻦ ﻣـﺪﻝ ﻧﺘﻮﺍﻧﺴـﺖ ﺧـﻮﺩﺵ ﺭﺍ ﺑـﺎ‬ ‫ﺗﻐﻴﻴﺮﺍﺕ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﻓﻨﺎﻭﺭﻱ‪ ،‬ﻭ ﺭﻗﺒﺎ ﺗﻄﺒﻴﻖ ﺩﻫﺪ‪ .‬ﭼﻴﺰﻱ ﻛﻪ ﻣﺎ ﺑﻪ ﺁﻥ ﻧﻴﺎﺯ ﺩﺍﺷﺘﻴﻢ ﺑﺴﻴﺎﺭ ﻭﺍﺿﺢ ﻭ ﺭﻭﺷﻦ ﺑﻮﺩ‪ .‬ﺍﻣـﺎ‬ ‫ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺁﻥ ﺑﺴﻴﺎﺭ ﻣﺸﻜﻞ ﺑﻮﺩ ﻭ ﺭﻳﺴﻚﻫﺎﻱ ﻓﺮﺍﻭﺍﻧﻲ ﺑﻪ ﻫﻤﺮﺍﻩ ﺩﺍﺷﺖ‪ .‬ﻣﺎ ﻣﺠﺒـﻮﺭ ﺑـﻮﺩﻳﻢ ﻛﺴـﺐﻭﻛﺎﺭﻫـﺎ‪،‬‬ ‫ﻣﺤﺼﻮﻻﺕ ﻭ ﺍﻓﺮﺍﺩﻣﺎﻥ ﺭﺍ ﺍﺯ ﻳﻚ ﺟﻬﺎﻥ ﺧﺼﻮﺻﻲ ﻛﻪ ﻓﻘﻂ ﻛﻤﭙﺎﻧﻲ ﺧﻮﺩﻣﺎﻥ ﺩﺭ ﺁﻥ ﺣﻀﻮﺭ ﺩﺍﺷﺖ‪ ،‬ﺧﺎﺭﺝ ﻛـﺮﺩﻩ ﻭ‬ ‫ﺍﺟﺎﺯﻩ ﺑﺪﻫﻴﻢ ﺩﺭ ﺟﻬﺎﻥ ﻭﺍﻗﻌﻲ ﺑﻪ ﺗﻼﺵ ﺑﺮﺍﻱ ﺯﻧﺪﻩ ﻣﺎﻧﺪﻥ ﺑﭙﺮﺩﺍﺯﻧﺪ‪.‬‬

‫ﺑﺨﺶ ﺳﻮﻡ‬

‫ﻓﺮﻫﻨﮓ‬ ‫ﺩﺭ ﺍﻭﺍﻳﻞ ﺩﻫﻪ ‪ ١٩٩٠‬ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﻓـﺮﺩﻱ ﻧـﺎﻡ ﺁﻱ ﺑـﻲ ﺍﻡ ﺭﺍ ﻣـﻲﺷـﻨﻴﺪ ﻛﻠﻤـﺎﺗﻲ ﻧﻈﻴـﺮ ﻛﺎﻣﭙﻴﻮﺗﺮﻫـﺎﻱ ﺑـﺰﺭﮒ ﻭ‬ ‫ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎﻱ ﺷﺨﺼﻲ ﺑﻪ ﺫﻫﻨﺶ ﺧﻄﻮﺭ ﻣﻲﻛﺮﺩ ﺍﻣﺎ ﺣﺘﻤﺎﹰ ﺑﻪ ﻛﻠﻤﺎﺗﻲ ﻧﻈﻴﺮ ﻛﻤﭙﺎﻧﻲ ﺑﺰﺭﮒ‪ ،‬ﻣﺤﺎﻓﻈﻪﻛﺎﺭ‪ ،‬ﺑﺎ ﻧﻈﻢ ﻭ‬ ‫ﺗﺮﺗﻴﺐ‪ ،‬ﻗﺎﺑﻞ ﺍﻋﺘﻤﺎﺩ‪ ،‬ﻭ ﻛﺖ ﻭ ﺷﻠﻮﺍﺭﻫﺎﻱ ﺳﻴﺎﻩ ﻭ ﭘﻴﺮﺍﻫﻦﻫﺎﻱ ﺳﻔﻴﺪ ﻧﻴﺰ ﻣﻲﺍﻧﺪﻳﺸﻴﺪ‪.‬‬ ‫ﻧﻜﺘﻪ ﻣﻬﻢ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺍﻳﻦ ﻛﻠﻤﺎﺕ ﺁﺧﺮ ﺑﻪ ﻣﺤﺼﻮﻻﺕ ﻳﺎ ﺧﺪﻣﺎﺕ ﺍﺷﺎﺭﻩ ﻧﻤﻲﻛﻨﻨﺪ‪ ،‬ﺑﻠﻜﻪ ﺑﻪ ﺍﻓﺮﺍﺩ ﻭ ﻓﺮﻫﻨـﮓ‬ ‫ﻛﺴﺐﻭﻛﺎﺭﻱ ﻣﻲﭘﺮﺩﺍﺯﻧﺪ‪ .‬ﺁﻱ ﺑﻲ ﺍﻡ ﺩﺭ ﺍﻳﻦ ﺯﻣﻴﻨﻪ ﺑﻲﻧﻈﻴﺮ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻛﻤﭙﺎﻧﻲ ﻫﻤﺎﻥ ﻗﺪﺭ ﻛﻪ ﺑﺮﺍﻱ ﭼﻴﺰﻫﺎﻳﻲ ﻛﻪ‬ ‫ﺗﻮﻟﻴﺪ ﻛﺮﺩﻩ ﻭ ﺑﻪ ﻓﺮﻭﺵ ﺭﺳﺎﻧﻴﺪﻩ ﻣﻌﺮﻭﻑ ﻭ ﻣﺸﻬﻮﺭ ﺍﺳﺖ‪ ،‬ﺑﺮﺍﻱ ﻓﺮﻫﻨﮕﺶ ﻧﻴﺰ ﺷﻬﺮﺕ ﺩﺍﺭﺩ‪ .‬ﺣﺘﻲ ﺍﮔـﺮ ﺍﻣـﺮﻭﺯ‬ ‫ﻫﻢ ﺑﺨﻮﺍﻫﻴﺪ ﺑﻪ ﺁﻱ ﺑﻲ ﺍﻡ ﻓﻜﺮ ﻛﻨﻴﺪ ﺑﻪ ﺍﺣﺘﻤﺎﹰﻝ ﺯﻳﺎﺩ ﺑﻴﺸﺘﺮ ﺍﺯ ﻛﺎﻣﭙﻴﻮﺗﺮﻫﺎ ﻭ ﻧﺮﻡﺍﻓﺰﺍﺭﻫﺎﻳﺶ ﺑﻪ ﻧـﻮﻉ ﺳـﺎﺯﻣﺎﻥ ﻭ‬ ‫ﺍﻓﺮﺍﺩ ﺩﺭﻭﻥ ﺁﻥ ﺗﻮﺟﻪ ﺧﻮﺍﻫﻴﺪ ﻛﺮﺩ‪ .‬ﺩﺭ ﻃﻮﻝ ﺩﻭﺭﺍﻥ ﺷﻐﻠﻲﺍﻡ ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﻣﺘﻮﺟﻪ ﺷﺪﻡ ﻛﻪ ﻓﺮﻫﻨﮓ ﺗﻨﻬﺎ ﻳﻜﻲ ﺍﺯ‬ ‫ﺟﻨﺒﻪﻫﺎﻱ ﺑﺎﺯﻱ ﻧﻴﺴﺖ‪ ،‬ﺑﻠﻜﻪ ﺩﺭ ﻭﺍﻗﻊ ﺧﻮﺩ ﺑﺎﺯﻱ ﺍﺳﺖ‪ .‬ﺩﺭ ﻭﺍﻗﻊ ﻳﻚ ﻛﻤﭙﺎﻧﻲ ﭼﻴﺰﻱ ﺑﻪ ﺟﺰ ﻇﺮﻓﻴﺖ ﻣﺠﻤﻮﻉ ﺍﻓـﺮﺍﺩ‬ ‫ﺁﻥ ﺑﺮﺍﻱ ﺧﻠﻖ ﻭ ﺍﻳﺠﺎﺩ ﺍﺭﺯﺵ ﻧﻴﺴﺖ‪.‬‬ ‫ﺗﺼﻮﻳﺮ‪ ،‬ﺍﺳﺘﺮﺍﺗﮋﻱ‪ ،‬ﺑﺎﺯﺍﺭﻳﺎﺑﻲ‪ ،‬ﻣﺪﻳﺮﻳﺖ ﺍﻣﻮﺭ ﻣﺎﻟﻲ ﻭ ﻫﺮ ﺳﻴﺴﺘﻢ ﻣﺪﻳﺮﻳﺘﻲ ﺩﻳﮕﺮ ﺩﺭ ﻭﺍﻗﻊ ﺷـﻤﺎ ﺭﺍ ﺩﺭ ﻣﺴـﻴﺮ‬ ‫ﺻﺤﻴﺢ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ‪ .‬ﺍﻣﺎ ﻫﻴﭻ ﺳﺎﺯﻣﺎﻧﻲ )ﺍﻋﻢ ﺍﺯ ﻛﺴـﺐﻭﻛـﺎﺭﻱ‪ ،‬ﺩﻭﻟﺘـﻲ‪ ،‬ﺗﺤﺼـﻴﻠﻲ ﻭ ﺩﺭﻣـﺎﻧﻲ ﻭ ﻫـﺮ ﻛـﺪﺍﻡ ﺍﺯ‬ ‫ﺣﻮﺯﻩﻫﺎﻱ ﻣﺴﺎﺋﻞ ﺍﻧﺴﺎﻧﻲ ﺩﻳﮕﺮ( ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺩﺭ ﻃﻮﻝ ﺯﻣﺎﻥ ﺑﻪ ﭘﻴﺮﻭﺯﻱ ﺩﺳﺖ ﭘﻴﺪﺍ ﻛﻨﻨﺪ ﻣﮕﺮ ﺁﻥ ﻛﻪ ﺍﻳﻦ ﺍﻳﻤﺎﻥﻫﺎ‬ ‫ﺑﺨﺸﻲ ﺍﺯ ‪ DNA‬ﺁﻥ ﺳﺎﺯﻣﺎﻥ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺑﻪ ﺍﺣﺘﻤﺎﹰﻝ ﺯﻳﺎﺩ ﺩﺭﻳﺎﻓﺘﻪﺍﻳﺪ ﻛﻪ ﺍﻛﺜﺮ ﭼﻴﺰﻫﺎﻳﻲ ﻛﻪ ﻛﻤﭙﺎﻧﻲﻫﺎ ﺩﺭﺑﺎﺭﻩ ﻓﺮﻫﻨﮕﺸﺎﻥ ﻣﻲﮔﻮﻳﻨﺪ ﻣﺸﺎﺑﻪ ﻣـﻲﺑﺎﺷـﺪ‪.‬‬ ‫ﺧﺪﻣﺎﺕ ﺑﻌﺪ ﺍﺯ ﻓﺮﻭﺵ ﺑﺮﺟﺴﺘﻪ‪ ،‬ﺩﻗﺖ ﻭ ﻇﺮﺍﻓﺖ‪ ،‬ﻛﺎﺭ ﮔﺮﻭﻫﻲ‪ ،‬ﺣﻔﻆ ﻣﻨﺎﻓﻊ ﺳـﻬﺎﻣﺪﺍﺭﺍﻥ‪ ،‬ﺭﻓﺘﺎﺭﻫـﺎﻱ ﺳـﺎﺯﻣﺎﻧﻲ‬ ‫ﻣﺴﺌﻮﻻﻧﻪ ﻭ ﻫﻤﺎﻫﻨﮕﻲ ﻭ ﭘﻜﭙﺎﺭﭼﮕﻲ‪.‬‬ ‫ﺍﻣﺎ ﺑﺎﻳﺴﺘﻲ ﺩﺍﻧﺴﺖ ﻛﻪ ﭼﻨﻴﻦ ﺍﺭﺯﺵﻫﺎﻳﻲ ﻟﺰﻭﻣﺎ ﺩﺭ ﺗﻤﺎﻡ ﻛﻤﭙﺎﻧﻲﻫﺎ ﺑﻪ ﺭﻓﺘﺎﺭﻫﺎﻱ ﻣﺸﺎﺑﻬﻲ ﺗﺮﺟﻤﻪ ﻧﻤﻲﺷﻮﻧﺪ‪.‬‬ ‫ﺍﻓﺮﺍﺩ ﭼﮕﻮﻧﻪ ﺩﺭ ﺳﺮﻛﺎﺭﺷﺎﻥ ﺣﺎﺿﺮ ﻣﻲﺷﻮﻧﺪ؟ ﺭﻓﺘﺎﺭ ﻣﺘﻘﺎﺑﻞ ﺁﻧﻬﺎ ﺑﺎ ﻫﻢ ﭼﮕﻮﻧﻪ ﺍﺳﺖ؟ ﭼﻪ ﭼﻴﺰﻫﺎﻳﻲ ﺑﺎﻋﺚ ﺍﻧﮕﻴﺰﻩ‬ ‫ﺩﺍﺩﻥ ﺑﻪ ﺁﻧﻬﺎ ﻣﻲﺷﻮﺩ؟ ﺍﻳﻦ ﻣﻄﻠﺐ ﺑﻪ ﺍﻳﻦ ﺩﻟﻴﻞ ﺍﺳﺖ ﻛﻪ ﻣﺎﻧﻨﺪ ﻓﺮﻫﻨﮓ ﻣﻠﻲ‪ ،‬ﺑﻴﺸﺘﺮ ﺍﻳﻦ ﻗـﻮﺍﻧﻴﻦ ﺑﺴـﻴﺎﺭ ﻣﻬـﻢ‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﻫﻴﭻ ﻛﺠﺎ ﻧﻮﺷﺘﻪ ﻧﺸﺪﻩﺍﻧﺪ‪ ،‬ﺍﻣﺎ ﺑﺎ ﻭﺟﻮﺩ ﺍﻳﻦ ﺍﮔﺮ ﭼﻨﺪ ﺳﺎﻋﺖ ﺩﺭ ﻳﻚ ﻣﻜﺎﻥ ﺟﺪﻳﺪ ﺑﻪ ﺳﺮ ﺑﺒﺮﻳﺪ ﻣﺘﻮﺟﻪ ﻣﻲﺷـﻮﻳﺪ‬ ‫ﻛﻪ ﻓﺮﻫﻨﮓ ﺣﺎﻛﻢ ﺑﺮﺁﻧﺠﺎ ﭼﻪ ﭼﻴﺰﻫﺎﻳﻲ ﺭﺍ ﺗﺸﻮﻳﻖ ﻣﻲﻛﻨﺪ ﻭ ﭼﻪ ﭼﻴﺰﻫﺎﻳﻲ ﺭﺍ ﻣﻨﻊ ﻣﻲﻧﻤﺎﻳـﺪ‪ .‬ﺁﻳـﺎ ﻓﺮﻫﻨـﮓ ﺣـﺎﻛﻢ‬ ‫ﺑﺮﺁﻧﺠﺎ ﺑﻪ ﻃﻮﺭ ﻣﺴﺘﻘﻞ ﭘﺎﺩﺍﺵ ﻣﻲﺩﻫﺪ ﻭ ﻳﺎ ﺑﻪ ﻛﺎﺭ ﮔﺮﻭﻫﻲ ﺍﺭﺯﺵ ﻣﻲﺩﻫﺪ؟ ﺁﻳﺎ ﺭﻳﺴﻚ ﻛﺮﺩﻥ ﺩﺭ ﺍﻳﻦ ﻓﻀـﺎ ﺑـﺎ‬ ‫ﺍﺭﺯﺵ ﺍﺳﺖ ﻳﺎ ﺍﻳﻦ ﻛﻪ ﺑﺎﻳﺪ ﺭﻓﺘﺎﺭﻱ ﻣﺤﺎﻓﻈﻪﻛﺎﺭﺍﻧﻪ ﺩﺭ ﭘﻴﺶ ﮔﺮﻓﺖ؟ ﺗﺠﺮﺑﻪﻫﺎﻱ ﻭﺍﺗﺴﻮﻥ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳـﻚ ﻣـﺪﻳﺮ‬ ‫ﺧﻮﺩ ﺳﺎﺧﺘﻪ‪ ،‬ﺑﺎﻋﺚ ﺑﻪ ﻭﺟﻮﺩ ﺁﻣﺪﻥ ﻓﺮﻫﻨﮓ ﺍﺣﺘﺮﺍﻡ ﻭ ﺳﺨﺖﻛﻮﺷﻲ ﻭ ﺣﻔﻆ ﺍﺻﻮﻝ ﺍﺧﻼﻗﻲ ﮔﺮﺩﻳﺪ‪ .‬ﺍﻭ ﺍﺭﺯﺵﻫـﺎﻱ‬ ‫ﺧﻮﺩﺵ ﺭﺍ ﺑﻪ ﻃﻮﺭ ﺧﻼﺻﻪ ﺩﺭ ﻋﺒﺎﺭﺍﺗﻲ ﻛﻪ ﻋﻘﺎﻳﺪ ﭘﺎﻳﻪ ﻧﺎﻣﻴﺪﻩ ﻣﻲﺷﺪﻧﺪ ﺧﻼﺻﻪ ﻧﻤﻮﺩ‪:‬‬ ‫• ﻋﻤﻠﻜﺮﺩ ﻋﺎﻟﻲ ﻭ ﺩﻗﻴﻖ ﺩﺭ ﻫﺮ ﻛﺎﺭﻱ ﻛﻪ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻴﻢ‪.‬‬ ‫• ﺧﺪﻣﺎﺕﺭﺳﺎﻧﻲ ﻋﺎﻟﻲ ﻭ ﺑﺮﺟﺴﺘﻪ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ‪.‬‬ ‫• ﺍﺣﺘﺮﺍﻡ ﮔﺬﺍﺷﺘﻦ ﺑﻪ ﺗﻤﺎﻡ ﺍﻓﺮﺍﺩ‪.‬‬ ‫ﻓﻀﺎﻱ ﺩﺭﻭﻧﻲ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﺮﺍﻱ ﻛﺴﺎﻧﻲ ﻛﻪ ﺍﺯ ﺑﻴﺮﻭﻥ ﺑﻪ ﺁﻥ ﻭﺍﺭﺩ ﻣﻲﺷﻮﻧﺪ ﻋﺠﻴﺐ ﻭ ﻏﻴﺮﻋﺎﺩﻱ ﺑـﻮﺩ‪ .‬ﺑـﻪ ﻧﻈـﺮ‬ ‫ﻣﻲﺭﺳﻴﺪ ﺁﻱ ﺑﻲ ﺍﻡ ﺟﺰﻳﺮﻩﺍﻱ ﻣﺘﺮﻭﻙ ﺩﺭ ﻣﻨﺎﻃﻖ ﺣﺎﺭﻩ ﺍﺳﺖ ﻛﻪ ﻣﺪﺗﻬﺎﺳﺖ ﺍﺭﺗﺒﺎﻃﺶ ﺑﺎ ﺳﺎﻳﺮ ﻧﻘﺎﻁ ﺟﻬﺎﻥ ﻗﻄـﻊ‬ ‫ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻪ ﻗﺪﺭﻱ ﺍﺯ ﺩﺭﻭﻥ ﺭﺷـﺪ ﻛـﺮﺩﻩ ﺑـﻮﺩ ﻭ ﺑـﻪ ﻗـﺪﺭﻱ ﺑـﺎ ﻣﺸـﻐﻮﻝ ﺷـﺪﻥ ﺑـﻪ ﻗـﻮﺍﻧﻴﻦ ﻭ‬ ‫ﺩﺭﮔﻴﺮﻱﻫﺎﻱ ﺩﺍﺧﻠﻲ ﺧﻮﺩﺵ ﮔﻴﺞ ﻭ ﭘﺮﻳﺸﺎﻥ ﺷﺪﻩ ﺑﻮﺩ ﻛﻪ ﻗﺪﺭﺕ ﻭ ﻧﻴﺮﻭﻣﻨﺪﻱ ﺧﻮﺩﺵ ﺭﺍ ﺍﺯ ﺩﺳـﺖ ﺩﺍﺩﻩ ﺑـﻮﺩ‪.‬‬ ‫ﺍﻳﻦ ﻛﻤﭙﺎﻧﻲ ﻛﺎﻣﻼﹰ ﻣﺴﺘﻌﺪ ﻭ ﺁﻣﺎﺩﻩ ﺑﻮﺩ ﻛﻪ ﺍﺯ ﺑﻴﺮﻭﻥ ﻣﻮﺭﺩ ﺣﻤﻠﻪ ﻗﺮﺍﺭ ﺑﮕﻴﺮﺩ‪ .‬ﺍﻳﻦ ﺟﺪﺍﺳﺎﺯﻱ‪ ،‬ﺍﻧـﺰﻭﺍﻱ ﺳـﺤﺮﺁﻣﻴﺰ‬ ‫)ﻣﺒﻨﻲ ﺑﺮ ﻭﺟﻮﺩ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﺑﺎ ﺍﻳﻦ ﺍﺳﺎﺱ ﻛﻪ ﺗﻤﺎﻡ ﭼﻴﺰﻫﺎﻱ ﻣﻬﻢ ﺍﺯ ﺩﺍﺧﻞ ﻛﻤﭙﺎﻧﻲ ﺁﻏﺎﺯ ﻣﻲﺷﻮﻧﺪ( ﺑﻪ ﻋﻘﻴﺪﻩ ﻣﻦ‬ ‫ﻋﻠﺖ ﺍﺻﻠﻲ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻣﺸﻜﻼﺕ ﻛﻤﭙﺎﻧﻲ ﺑﻮﺩ‪ .‬ﻓﺮﻫﻨﮓ ﻛﻤﭙﺎﻧﻲ ﺧﻮﺏ ﺑﻮﺩ ﺍﻣﺎ ﻫﻤﺎﻧﻨﺪ ﺗﻤﺎﻡ ﭼﻴﺰﻫﺎﻱ ﺯﻧﺪﻩ ﺩﻳﮕـﺮ‪،‬‬ ‫ﺩﺭ ﻣﻌﺮﺽ ﺑﻴﻤﺎﺭﻱ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪ ﺑﻮﺩ ﻭ ﺍﻭﻟﻴﻦ ﮔﺎﻡ ﺩﺭ ﺭﺍﻩ ﺩﺭﻣﺎﻥ ﺁﻥ ﺷﻨﺎﺳﺎﻳﻲ ﻋﻼﺋﻢ ﺑﻴﻤﺎﺭﻱ ﺍﺳﺖ‪.‬‬ ‫ﻣﻦ ﺍﺯ ﺍﻓﺮﺍﺩ ﺧﻮﺍﺳﺘﻢ ﺗﺎ ﺑﻪ ﺟﺎﻱ ﺁﻥ ﻛﻪ ﺑﻪ ﻭﺿﻌﻴﺖ ﺩﺍﺧﻠﻲ ﺑﭙﺮﺩﺍﺯﻧـﺪ‪ ،‬ﺗﻮﺟـﻪ ﺧـﻮﺩ ﺭﺍ ﺑـﻪ ﻣﺸـﺘﺮﻳﺎﻥ ﻭ ﺑـﺎﺯﺍﺭ‬ ‫ﻣﻌﻄﻮﻑ ﻧﻤﺎﻳﻨﺪ‪ .‬ﻛﻤﭙﺎﻧﻲ ﻣﺎ ﻛﻪ ﺩﺭ ﺣﺎﻝ ﻣﺒﺎﺭﺯﻩ ﺑﺮﺍﻱ ﺯﻧﺪﻩ ﻣﺎﻧﺪﻥ ﻣﻲﺑﺎﺷﺪ‪ ،‬ﻧﻴﺎﺯﻱ ﺑﻪ ﭼﺎﭖ ﻧﺸـﺮﻳﺎﺗﻲ ﺩﺭ ﺯﻣﻴﻨـﻪ‬ ‫ﺍﻃﻼﻉﺭﺳﺎﻧﻲ ﺩﺭ ﻣﻮﺭﺩ ﻧﻘﺶ ﺍﻓﺮﺍﺩ ﺩﺭ ﻛﻤﭙﺎﻧﻲ ﺁﻥ ﻫﻢ ﺩﺭ ﻣﻘﻴﺎﺱ ﻭﺳﻴﻊ ﻧﺪﺍﺭﺩ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺩﺳﺘﻪﺑﻨﺪﻱ ﺟﺪﻳﺪﻱ ﺭﺍ‬ ‫ﻛﻪ ﺗﺤﺖ ﻋﻨﻮﺍﻥ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﺁﻱ ﺑﻲ ﺍﻡ ﺩﺭ ﻣﻘﺎﺑﻞ ﻣﺪﻳﺮﺍﻥ ﺍﺭﺷﺪ ﻭ ﻣﺪﻳﺮﺍﻥ ﺍﺟﺮﺍﻳﻲ ﺑﻪ ﻭﺟـﻮﺩ ﺁﻣـﺪﻩ ﺑﻮﺩﻧـﺪ‪،‬‬ ‫ﺣﺬﻑ ﻛﺮﺩﻡ‪.‬‬ ‫ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﻓﺮﻫﻨﮓ ‘ﻧﻪ’ ﺣﺎﻛﻢ ﺑﻮﺩ ﻭ ﺑﺨﺶﻫﺎﻱ ﻣﺨﺘﻠﻒ ﺑﺎ ﻫﻢ ﺩﺭ ﺗﻌﺎﺭﺽ ﺑﻮﺩﻩ ﻭ ﺑﺎ ﻫﻢ ﺭﻗﺎﺑﺖ ﻣﻲﻛﺮﺩﻧﺪ‬ ‫ﻭ ﺩﺳﺘﺎﻭﺭﺩﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﻫﻢ ﭘﻨﻬﺎﻥ ﻣﻲﻧﻤﻮﺩﻧﺪ‪ .‬ﻣﻦ ﺑﻪﺷﺪﺕ ﺑﺎ ﺍﻳﻦ ﻓﺮﻫﻨﮓ ﻣﻘﺎﺑﻠﻪ ﻧﻤﻮﺩﻡ ﻭ ﺑﻪﺗﺪﺭﻳﺞ ﻓﺮﻫﻨﮓ‬ ‫‘ﻫﻤﻜﺎﺭﻱ’ ﺭﺍ ﺑﺎ ﺟﺎﻳﮕﺰﻳﻦ ﻓﺮﻫﻨﮓ ‘ﻧﻪ’ ﻧﻤﻮﺩﻡ‪ .‬ﺩﺭ ﺳﺎﺯﻣﺎﻧﻲ ﻛﻪ ﺳﺆﺍﻝﻫﺎ ﺍﺯ ﺭﻳﺸﻪ ﻭ ﺍﺻﻞ ﻭ ﻧﻴﺖ ﺍﺻـﻠﻲ ﺧﻮﺩﺷـﺎﻥ‬ ‫ﺩﻭﺭ ﺍﻓﺘﺎﺩﻩﺍﻧﺪ ﻭ ﺗﺪﻭﻳﻦ ﻗﻮﺍﻧﻴﻦ‪ ،‬ﺟﺎﻱ ﻣﺴﺌﻮﻟﻴﺖﻫﺎﻱ ﺷﺨﺼﻲ ﺭﺍ ﮔﺮﻓﺘﻪ ﺍﺳﺖ‪ ،‬ﺍﻭﻟﻴﻦ ﻛﺎﺭﻱ ﻛﻪ ﺑﺎﻳﺪ ﺍﻧﺠﺎﻡ ﺷﻮﺩ ﺍﺯ‬ ‫ﺑﻴﻦ ﺑﺮﺩﻥ ﺧﻮﺩ ﺍﻳﻦ ﻓﺮﺍﻳﻨﺪ ﺍﺳﺖ‪ .‬ﻣﺠﺒﻮﺭ ﺑﻮﺩﻡ ﻫﻮﺍﻱ ﺗﺎﺯﻩﺍﻱ ﺭﺍ ﺩﺭ ﻛﻞ ﺳﻴﺴﺘﻢ ﺟﺎﺭﻱ ﻧﻤﺎﻳﻢ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﻃـﻲ ﻳـﻚ‬ ‫ﭼﺮﺧﺶ ‪ ١٨٠‬ﺩﺭﺟﻪﺍﻱ ﺍﻋﻼﻡ ﻛﺮﺩﻡ ﻛﻪ ﺗﻌﺪﺍﺩ ﻗﻮﺍﻧﻴﻦ‪ ،‬ﺩﺳﺘﻮﺭﺍﻟﻌﻤﻞﻫﺎ ﻭ ﻛﺘﺎﺏﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﺭﻭﺍﻝﻫﺎ ﺑﺎﻳﺪ ﺑﺴـﻴﺎﺭ‬ ‫ﻛﻢ ﺑﺎﺷﺪ‪.‬‬ ‫ﺩﺭ ﺳﭙﺘﺎﻣﺒﺮ ﺳﺎﻝ ‪ ١٩٩٣‬ﻫﺸﺖ ﺍﺻﻞ ﺭﺍ ﺑﺮﺍﻱ ﺍﺟﺮﺍ ﺑﻪ ﻫﻤﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺩﺭ ﺳﺮﺍﺳﺮ ﺟﻬﺎﻥ ﺍﻋﻼﻡ ﻧﻤﻮﺩﻡ‪:‬‬ ‫‪.١‬‬

‫ﺑﺎﺯﺍﺭ ﻋﺎﻣﻞ ﺍﺻﻠﻲ ﺗﻤﺎﻡ ﻛﺎﺭﻫﺎﻳﻲ ﺍﺳﺖ ﻛﻪ ﻣﺎ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻴﻢ‪.‬‬

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‫ﻣﺎ ﺍﺻﻮﻻﹰ ﻳﻚ ﻛﻤﭙﺎﻧﻲ ﻓﻨﺎﺭﻭﻱ ﻫﺴﺘﻴﻢ ﻭ ﺑﻪ ﻛﻴﻔﻴﺖ ﺑﻪﺷﺪﺕ ﻣﺘﻌﻬﺪ ﻣﻲﺑﺎﺷﻴﻢ‪.‬‬

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‫ﻣﻬﻢﺗﺮﻳﻦ ﻣﻼﻙﻫﺎﻱ ﺍﻧﺪﺍﺯﻩﮔﻴﺮﻱ ﻣﻴﺰﺍﻥ ﻣﻮﻓﻘﻴﺖ‪ ،‬ﺭﺿﺎﻳﺖ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﺍﺭﺯﺵ ﺳﻬﺎﻡ ﻣﻲﺑﺎﺷﺪ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﻣﺎ ﻫﻤﺎﻧﻨﺪ ﺳﺎﺯﻣﺎﻧﻲ ﺑﺎ ﺣﺪﺍﻗﻞ ﺑﻮﺭﻭﻛﺮﺍﺳﻲ ﻭ ﺳﺎﺧﺘﺎﺭ ﺍﺩﺍﺭﻱ ﻭ ﺑﺎ ﺗﻤﺮﻛﺰﻱ ﺑﻲ ﭘﺎﻳﺎﻥ ﺑـﺮ ﺑﻬـﺮﻩﻭﺭﻱ ﻋﻤـﻞ‬ ‫ﺧﻮﺍﻫﻴﻢ ﻛﺮﺩ‪.‬‬

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‫ﻫﺮﮔﺰ ﺗﺼﻮﻳﺮ ﺍﺳﺘﺮﺍﺗﮋﻳﻚﻣﺎﻥ ﺭﺍ ﻓﺮﺍﻣﻮﺵ ﻧﻤﻲﻛﻨﻴﻢ‪.‬‬

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‫ﻣﺎ ﺑﺎ ﻧﻮﻋﻲ ﺍﺣﺴﺎﺱ ﻋﺠﻠﻪ ﻭ ﺷﺘﺎﺏ ﻓﻜﺮ ﻛﺮﺩﻩ ﻭ ﺩﺳﺖ ﺑﻪ ﻋﻤﻞ ﻣﻲﺯﻧﻴﻢ‪.‬‬

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‫ﺑﻴﺸﺘﺮ ﻛﺎﺭﻫﺎ ﺭﺍ ﺍﻓﺮﺍﺩ ﺑﺮﺟﺴﺘﻪ ﻭ ﻓﺪﺍﻛﺎﺭ ﺑﻪ ﺍﻧﺠﺎﻡ ﻣﻲﺭﺳﺎﻧﻨﺪ ﺑﻪﻭﻳﮋﻩ ﻭﻗﺘﻲ ﻛﻪ ﺑﺎ ﻫﻢ ﺑﻪ ﺻـﻮﺭﺕ ﺗﻴﻤـﻲ‬ ‫ﻛﺎﺭ ﻛﻨﻨﺪ‪.‬‬

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‫ﻣﺎ ﺑﻪ ﻧﻴﺎﺯﻫﺎﻱ ﺗﻤﺎﻡ ﻛﺎﺭﻣﻨﺪﺍﻥ ﻭ ﻫﻢ ﭼﻨﻴﻦ ﻛﻤﻴﺘﻪﻫﺎﻳﻲ ﻛﻪ ﺩﺭ ﺁﻧﻬﺎ ﻛﺎﺭ ﻣﻲﻛﻨﻴﻢ ﺑﺴﻴﺎﺭ ﺣﺴﺎﺱ ﻫﺴﺘﻴﻢ‪.‬‬

‫ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﺣﺘﻲ ﺩﺭ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺍﻳﻦ ﻣﻄﺎﻟﺐ ﺭﺍ ﻣﻲﻧﻮﻳﺴﻢ ﺍﻳﻦ ﻣﺸﻜﻼﺕ ﻫﻨﻮﺯ ﻛﺎﻣﻼﹰ ﺑﺮﻃﺮﻑ ﻧﺸﺪﻩ ﺍﺳـﺖ‪.‬‬ ‫ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﺗﻐﻴﻴﺮﺍﺕ ﻓﺮﻫﻨﮕﻲ ﺑﺴﻴﺎﺭﻱ ﺑﻪ ﺻﻮﺭﺕ ﻋﻤﻠﻲ ﺭﺥ ﺩﺍﺩﻩ ﺍﺳﺖ‪ .‬ﺍﻓﺮﺍﺩ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻪ ﺷـﺪﺕ ﭘﺮﺍﻧـﺮﮊﻱ‪،‬‬ ‫ﭘﺮﺍﻧﮕﻴﺰﻩ ﻭ ﺗﺤﺮﻳﻚ ﺷﺪﻩﺍﻧﺪ‪ ،‬ﭼﻴﺰﻱ ﻛﻪ ﺑﺮﺍﻱ ﻣﺪﺗﻲ ﺑﺴﻴﺎﺭ ﻃﻮﻻﻧﻲ ﺍﺯ ﺁﻥ ﺑﻲ ﺑﻬﺮﻩ ﺑﻮﺩﻧﺪ‪ .‬ﺭﻫﺒﺮﻱ ﺁﻱ ﺑﻲ ﺍﻡ ﺍﮔـﺮ‬ ‫ﭼﻪ ﻫﻤﺎﻧﻨﺪ ﺭﻫﺒﺮﻱ ﺁﻱ ﺑﻲ ﺍﻡ ﺩﺭ ﺩﻭﺭﻩﻫﺎﻱ ﮔﺬﺷﺘﻪ ﻧﻴﺴﺖ‪ ،‬ﺍﻣﺎ ﺩﺭ ﺫﻫﻦ ﺑﻴﺶ ﺍﺯ ‪ ٣٠٠٠٠٠‬ﻧﻔﺮ ﺍﺯ ﺑـﺎﻫﻮﺵﺗـﺮﻳﻦ ﻭ‬ ‫ﺍﻧﺪﻳﺸﻤﻨﺪﺗﺮﻳﻦ ﺍﻓﺮﺍﺩ ﻛﺮﻩ ﺯﻣﻴﻦ ﺷﻜﻞ ﮔﺮﻓﺘﻪ ﺍﺳﺖ‪ .‬ﻣﺎ ﺑﻪ ﻛﺠﺎ ﺧﻮﺍﻫﻴﻢ ﺭﻓﺖ؟ ﺩﺭ ﻃﻮﻝ ﭘﻨﺞ ﺳﺎﻝ ﺁﻳﻨﺪﻩ ﻳﻜـﻲ ﺍﺯ‬ ‫ﺩﻭ ﺍﺗﻔﺎﻕ ﺯﻳﺮ ﺧﻮﺍﻫﺪ ﺍﻓﺘﺎﺩ‪:‬‬ ‫•‬

‫ﻣﻤﻜﻦ ﺍﺳﺖ ﻳﻜﺒﺎﺭ ﺩﻳﮕﺮ ﺑﻪ ﺩﺍﻡ ﺭﻭﺍﻝﻫﺎﻱ ﺍﺩﺍﺭﻱ ﺑﻴﻔﺘﻴﻢ‪ .‬ﭘﻴﺮﻭﺯﻱ ـ ﺍﺟﺮﺍ‪ .‬ﺗﻴﻢ ﺑﻪ ﻳﻚ ﻛﻠﻴﺸﻪ ﺗﺒـﺪﻳﻞ ﮔـﺮﺩﺩ ﻭ‬ ‫ﺑﻪ ﺳﺮﻧﻮﺷﺘﻲ ﻫﻤﺎﻧﻨﺪ ﻋﻘﺎﻳﺪ ﭘﺎﻳﻪ ﺩﭼﺎﺭ ﺷﻮﺩ‪.‬‬

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‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﺯ ﺳﻮﻱ ﺩﻳﮕﺮ‪ ،‬ﺭﺍﻩﻫﺎﻱ ﺟﺪﻳﺪﻱ ﺑﺮﺍﻱ ﺑﺎﻗﻲ ﻣﺎﻧﺪﻥ ﺩﺭ ﮔﺮﺩﻭﻧﻪ ﺭﻗﺎﺑﺖ ﭘﻴﺪﺍ ﻛﻨﻴﻢ‪ .‬ﻣﻤﻜﻦ ﺍﺳـﺖ‬ ‫ﺑﺘﻮﺍﻧﻴﻢ ﺗﻤﺮﻳﻦﻫﺎﻱ ﻣﺪﺍﻭﻡ ﻭ ﺧﻮﺩﺳﺎﺯﻱ ﺑﻲﺍﻣﺎﻥ ﺭﺍ ﺑﻪ ﻳﻜﻲ ﺍﺯ ﻣﺸﺨﺼﻪﻫﺎﻱ ﺩﺍﺋﻢ ﻓﺮﻫﻨﮓ ﺳﺎﺯﻣﺎﻧﻲ ﺧﻮﺩﻣـﺎﻥ‬ ‫ﺗﺒﺪﻳﻞ ﻧﻤﺎﻳﻴﻢ‪.‬‬

‫ﺑﺨﺶ ﭼﻬﺎﺭﻡ‬

‫ﺩﺭﺱﻫﺎﻱ ﺁﻣﻮﺧﺘﻪ ﺷﺪﻩ‬ ‫ﻣﺴﺎﺋﻠﻲ ﻛﻪ ﺑﻪ ﻃﻮﺭ ﺭﻭﺯﻣﺮﻩ ﺩﺭ ﺟﻬﺎﻥ ﻛﺴﺐﻭﻛﺎﺭ ﺍﺗﻔﺎﻕ ﻣﻲﺍﻓﺘﺪ‪ ،‬ﻣﻌﺠﺰﻩ ﻭ ﺍﻣﻮﺭ ﻏﻴﺮﻋﺎﺩﻱ ﻧﻴﺴـﺘﻨﺪ ﻳـﻚ ﺳـﺮﻱ‬ ‫ﺍﺻﻮﻝ ﻭﺟﻮﺩ ﺩﺍﺭﻧﺪ ﻛﻪ ﺳﺎﺯﻣﺎﻥﻫﺎ ﻭ ﻣﺪﻳﺮﺍﻥ ﻣﻮﻓﻖ ﺭﺍ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻣﺘﻤﺎﻳﺰ ﻣﻲﻛﻨﻨﺪ‪:‬‬ ‫• ﺁﻧﻬﺎ ﻣﺘﻤﺮﻛﺰ ﻫﺴﺘﻨﺪ‬ ‫• ﺁﻧﻬﺎ ﺑﻪ ﻧﺤﻮﻱ ﻋﺎﻟﻲ ﻭ ﭼﺸﻤﮕﻴﺮ ﺩﺳﺖ ﺑﻪ ﻋﻤﻞ ﻣﻲﺯﻧﻨﺪ‪.‬‬ ‫• ﺳﺮﺷﺎﺭ ﺍﺯ ﺭﻫﺒﺮﻱ ﺷﺨﺼﻲ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﺍﻳﻦ ﻣﻮﺍﺭﺩ ﻣﻤﻜﻦ ﺍﺳﺖ ﺛﺎﺑﺖ ﻭ ﻫﻤﻴﺸﮕﻲ ﻧﺒﺎﺷﺪ ﺍﻣﺎ ﺑﺎ ﻓﺮﺍﺯ ﻭ ﻧﺸﻴﺐ ﭼﺮﺧﻪﻫﺎﻱ ﺍﻗﺘﺼﺎﺩﻱ‪ ،‬ﺑﺎ ﺗﻐﻴﻴـﺮ ﺭﻫﺒـﺮﻱ‬ ‫ﻫﺮ ﺳﺎﺯﻣﺎﻥ ﺧﺎﺹ ﻭ ﺑﺎ ﺍﻧﻘﻼﺏ ﻓﺮﻫﻨﮕﻲ ﻧﻈﻴﺮ ﺁﻧﭽﻪ ﺩﺭ ﻣﻮﺭﺩ ﺍﻳﻨﺘﺮﻧﺖ ﻣﺸﺎﻫﺪﻩ ﻛﺮﺩﻳﻢ‪ ،‬ﻫﻤﺨـﻮﺍﻧﻲ ﻭ ﻫﻤـﺎﻫﻨﮕﻲ‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺩﺍﺭﻧﺪ‪ .‬ﻳﻚ ﻛﻤﭙﺎﻧﻲ ﻣﻌﻤﻮﻻﹰ ﺑﻴﺸﺘﺮﻳﻦ ﻣﺰﻳﺖﻫﺎﻱ ﺭﻗﺎﺑﺘﻲ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺣﻮﺯﻩ ﻛﺴﺐﻭﻛﺎﺭ ﭘﺎﻳـﻪﺍﺵ ﺩﺭ ﺍﺧﺘﻴـﺎﺭ ﺩﺍﺭﺩ‪.‬‬ ‫ﻣﻤﻜﻦ ﺍﺳﺖ ﺍﺩﺍﺭﻩ ﻣﺠﺪﺩ ﻭ ﺍﻧﺮﮊﻱﺩﺍﺭ ﻧﻤﻮﺩﻥ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﻛﺎﺭ ﺑﺴﻴﺎﺭ ﺳﺨﺖ ﻭ ﻣﺸﻜﻠﻲ ﺑﺎﺷﺪ‪ ،‬ﺍﻣﺎ ﺑﺎﻭﺭ ﻛﻨﻴﺪ ﻛـﻪ‬ ‫ﺍﻳﻦ ﻛﺎﺭ ﺳﺎﺩﻩﺗﺮ ﺍﺯ ﭘﺮﺗﺎﺏ ﻛﺮﺩﻥ ﻳﻚ ﻛﻤﭙﺎﻧﻲ ﺑﻪ ﻓﻀﺎﻳﻲ ﻛﺎﻣﻼﹰ ﻏﺮﻳﺐ ﻭ ﺑﻴﮕﺎﻧﻪ ﺍﺳﺖ‪ .‬ﺍﮔﺮﭼـﻪ ﻣـﺎ ﺩﺭ ﺁﻱ ﺑـﻲ ﺍﻡ‬ ‫ﻫﺮﮔﺰ ﺑﻪ ﺁﻥ ﺳﻄﺢ ﺍﺯ ﻛﺎﺭﺁﻳﻲ ﻛﻪ ﻣﻮﺭﺩ ﻧﻈﺮ ﻣﻦ ﺑﻮﺩ ﻧﺮﺳﻴﺪﻳﻢ‪ ،‬ﺍﻣﺎ ﺳﺨﺖ ﺗﻼﺵ ﻛﺮﺩﻳﻢ ﺗـﺎ ﺑـﺮ ﺭﻭﻱ ﻣﺴـﺎﺋﻞ ﻭ‬ ‫ﻣﻮﺿﻮﻋﺎﺕ ﻭ ﻣﺤﺼﻮﻻﺕ ﺟﺪﻳﺪ ﺳـﺮﻣﺎﻳﻪﮔـﺬﺍﺭﻱ ﻛﻨـﻴﻢ‪ .‬ﻣـﺎ ﺑـﻪ ﻛـﻞ ﻛﻤﭙـﺎﻧﻲ ﺍﻋـﻼﻡ ﻛـﺮﺩﻳﻢ ﻛـﻪ ﭘـﻮﻝﻫـﺎﻱ‬ ‫ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﺑﻪ ﺳﺎﺯﻣﺎﻥ ﺗﻌﻠﻖ ﺩﺍﺭﺩ ﻭ ﺑﺎﻳﺴﺘﻲ ﺩﻗﺖ ﻻﺯﻡ ﺩﺭ ﻫﺰﻳﻨﻪ ﻛﺮﺩﻥ ﺁﻧﻬﺎ ﺑﻪ ﻋﻤﻞ ﺁﻳﺪ‪ .‬ﻣﻌﻤﻮﻻﹰ ﺳﺎﺯﻣﺎﻥ‬ ‫ﻧﻴﺎﺯﻣﻨﺪ ﺍﻧﺠﺎﻡ ﻛﺎﺭﻱ ﻣﺘﻔﺎﻭﺕ‪ ،‬ﺍﺭﺯﺵ ﺩﺍﺩﻥ ﺑﻪ ﭼﻴﺰﻱ ﻛﻪ ﺩﺭ ﮔﺬﺷﺘﻪ ﻧﺪﺍﺷﺘﻪ ﺍﺳﺖ‪ ،‬ﻛﺴﺐ ﻣﻬﺎﺭﺕﻫﺎﻱ ﺟﺪﻳـﺪ ﻭ‬ ‫ﺳﺮﻋﺖ ﻋﻤﻞ ﺑﻪ ﺧﺮﺝ ﺩﺍﺩﻥ ﻭ ﻣﺆﺛﺮ ﺑﻮﺩﻥ ﺩﺭ ﺭﻭﺍﺑﻂ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺗﺄﻣﻴﻦﻛﻨﻨﺪﮔﺎﻥ ﻭ ﺗﻮﺯﻳﻊﻛﻨﻨـﺪﮔﺎﻥ ﻣـﻲﺑﺎﺷـﺪ‪.‬‬ ‫ﺗﻤﺎﻡ ﺍﻳﻨﻬﺎ ﺑﻪ ﻣﻌﻨﻲ ﺍﻳﺠﺎﺩ ﺗﻐﻴﻴﺮﺍﺕ ﺍﺳﺖ ﻭ ﻛﻤﭙﺎﻧﻲﻫﺎ ﺗﻐﻴﻴﺮﺍﺕ ﺭﺍ ﺩﻭﺳﺖ ﻧﺪﺍﺭﻧـﺪ‪ ،‬ﭼـﺮﺍ ﻛـﻪ ﺍﻓـﺮﺍﺩ ﺗﻐﻴﻴـﺮﺍﺕ ﺭﺍ‬ ‫ﺩﻭﺳﺖ ﻧﺪﺍﺭﻧﺪ‪.‬‬ ‫ﺁﻱ ﺑﻲ ﺍﻡ ﻣﻲﺩﺍﻧﺴﺖ ﻛﻪ ﺩﺭ ﺍﻭﺍﺧﺮ ﺩﻫﻪ ‪ ٨٠‬ﻭ ﺍﻭﺍﻳﻞ ﺩﻫـﻪ ‪ ٩٠‬ﭼـﻪ ﭼﻴﺰﻫـﺎﻳﻲ ﺩﺭ ﺻـﻨﻌﺖ ﻛـﺎﻣﭙﻴﻮﺗﺮ ﺩﺭ ﺣـﺎﻝ‬ ‫ﺷﻜﻞﮔﻴﺮﻱ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻛﻤﭙﺎﻧﻲ ﭼﻨﺪﻳﻦ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺭﺍ ﺑﺮﺍﻱ ﻣﻘﺎﺑﻠﻪ ﺑﺎ ﻳﻚ ﺟﻬﺎﻥ ﻣﺘﻐﻴﺮ ﺗﺪﻭﻳﻦ ﻛﺮﺩﻩ ﺑﻮﺩ‪ .‬ﺭﻭﺯﻧﺎﻣﻪﻫﺎ‬ ‫ﻫﻢ ﻣﻲﮔﻔﺘﻨﺪ ﻛﻪ ﻣﺪﻳﺮﻋﺎﻣﻞ ﻗﺒﻞ ﺍﺯ ﻣﻦ ﺑﺴﻴﺎﺭ ﺗﻤﺎﻳﻞ ﺩﺍﺷﺖ ﺗﺎ ﻛﻤﭙﺎﻧﻲ ﺍﺳﺘﺮﺍﺗﮋﻱﻫﺎﻱ ﺟﺪﻳﺪﻱ ﺭﺍ ﺍﺗﺨﺎﺫ ﻛﻨﺪ‪ ،‬ﺍﻣﺎ‬ ‫ﭼﻪ ﺍﺗﻔﺎﻗﻲ ﺍﻓﺘﺎﺩ؟ ﻧﻴﺎﺯﻫﺎﻱ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻣﺸﺨﺺ ﺑﻮﺩﻧﺪ ﻭ ﻣﺪﻳﺮﻋﺎﻣﻞ ﻫﻢ ﺗﻤﺎﻳﻞ ﺩﺍﺷﺖ ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﺍﺟـﺮﺍ ﺩﺭﺁﻭﺭﺩ‪،‬‬ ‫ﺍﻣﺎ ﻛﻤﭙﺎﻧﻲ ﻫﻨﻮﺯ ﺩﺭ ﺩﺭﻭﻥ ﺁﺏ ﻏﻮﻃـﻪﻭﺭ ﺑـﻮﺩ‪ .‬ﺍﺟـﺮﺍ ﻛـﺮﺩﻥ ﻛـﺎﺭﻱ ﺳـﺨﺖ‪ ،‬ﻣﺸـﻜﻞ ﻭ ﻃﺎﻗـﺖ ﻓﺮﺳﺎﺳـﺖ ﻭ‬ ‫ﻣﺪﻳﺮﻋﺎﻣﻞ ﺑﺎﻳﺪ ﻣﻄﻤﺌﻦ ﺷﻮﺩ ﻛﻪ ﻛﻤﭙﺎﻧﻲ ﻣﺘﺮ ﺑﻪ ﻣﺘﺮ ﻛﻴﻠﻮﻣﺘﺮ ﺑﻪ ﻛﻴﻠﻮﻣﺘﺮ ﻭ ﻣﺴﺎﻓﺖﻧﻤـﺎ ﺑـﻪ ﻣﺴـﺎﻓﺖﻧﻤـﺎ ﺑـﻪ‬ ‫ﺳﻤﺖ ﺟﻠﻮ ﺭﻭ ﺑﻪ ﺣﺮﻛﺖ ﺍﺳﺖ‪ .‬ﺍﻓﺮﺍﺩ ﺑﺎﻳﺪ ﻣﺴﺌﻮﻟﻴﺖﭘﺬﻳﺮ ﺑﺎﺷﻨﺪ ﻭ ﺍﮔﺮ ﻛﺎﺭﻱ ﺑﻪ ﺍﻧﺠﺎﻡ ﻧﺮﺳـﻴﺪ ﻭﻇـﺎﻳﻒ ﺑﺎﻳـﺪ‬ ‫ﺑﻼﻓﺎﺻﻠﻪ ﺗﻐﻴﻴﺮ ﻛﻨﻨﺪ‪ .‬ﺑﺎﻳﺪ ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﺧﻮﺍﺳﺘﻪ ﺷﻮﺩ ﺗـﺎ ﮔـﺰﺍﺭﺵ ﻋﻤﻠﻜـﺮﺩ ﺧـﻮﺩ ﺭﺍ ﺍﺭﺍﺋـﻪ ﺩﺍﺩﻩ ﻭ ﻣﻮﻓﻘﻴـﺖ ﻳـﺎ‬ ‫ﺷﻜﺴﺖ ﺧﻮﺩ ﺭﺍ ﺗﻮﺿﻴﺢ ﺩﻫﻨﺪ‪ .‬ﺍﺯ ﻫﻤﻪ ﻣﻬﻢﺗﺮ ﺁﻥ ﻛﻪ ﻫﻴﭻ ﺍﻣﺘﻴﺎﺯﻱ ﺑﻪ ﭘﻴﺶﺑﻴﻨﻲ ﺑﺎﺭﺍﻥ ﺗﻌﻠـﻖ ﻧﺨﻮﺍﻫـﺪ ﮔﺮﻓـﺖ‪،‬‬ ‫ﺑﻠﻜﻪ ﺗﻤﺎﻡ ﺍﻣﺘﻴﺎﺯﺍﺕ ﺑﻪ ﺳﺎﺧﺘﻦ ﺳﺮﭘﻨﺎﻩ ﺗﻌﻠﻖ ﺩﺍﺭﺩ‪ .‬ﺍﻋﺘﻘﺎﺩ ﺩﺍﺭﻡ ﻛﻪ ﺍﺟﺮﺍﻱ ﻣﺆﺛﺮ ﺑـﺮ ﺳـﻪ ﺟﻨﺒـﻪ ﺍﺯ ﺳـﺎﺯﻣﺎﻥ ﺑﻨـﺎ‬ ‫ﻣﻲﺷﻮﺩ‪ :‬ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﺟﻬﺎﻧﻲ‪ ،‬ﻭﺿﻮﺡ ﻭ ﺭﻭﺷﻨﻲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ ﻭ ﻓﺮﻫﻨﮓ ﻋﻤﻠﻜﺮﺩ ﺑﺎﻻ‪:‬‬ ‫‪-١‬‬

‫ﻛﻤﭙﺎﻧﻲﻫﺎﻱ ﺑﺰﺭﮒ ﻓﻘﻂ ﺑﺮﺭﻭﻱ ﻓﺮﺍﻳﻨﺪﻫﺎ ﺑﻨﺎ ﻧﻤﻲﺷﻮﻧﺪ ﺍﻣﺎ ﺑﻪ ﻣﻦ ﺍﻋﺘﻤﺎﺩ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻭ ﺑﭙﺬﻳﺮﻳﺪ ﻛﻪ ﺍﮔﺮ‬ ‫ﻓﺮﺍﻳﻨﺪﻫﺎﻱ ﻗﺪﻳﻤﻲ ﻭ ﺑﺎ ﺳﺮﻋﺖ ﭘﺎﻳﻴﻦ ﻭ ﻣﺠﺰﺍﻱ ﺍﺯ ﺳﺎﻳﺮ ﺟﻬﺎﻥ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ ،‬ﺩﺭ ﭘﺎﻳﺎﻥ ﻳﻚ ﺑﺎﺯﻧﺪﻩ ﺧﻮﺍﻫﻴـﺪ‬ ‫ﺑﻮﺩ‪.‬‬

‫‪ -٢‬ﻛﻤﭙﺎﻧﻲﻫﺎﻳﻲ ﻛﻪ ﺭﻗﺒﺎﻱ ﺧﻮﺩ ﺭﺍ ﭘﺸﺖ ﺳﺮ ﮔﺬﺍﺷﺘﻪﺍﻧﺪ ﭘﻴﺎﻡﻫﺎﻳﻲ ﺑﻪ ﺭﻭﺷﻨﻲ ﻛﺮﻳﺴﺘﺎﻝ ﺑﺮﺍﻱ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺧـﻮﺩ‬ ‫ﺍﺭﺳﺎﻝ ﻣﻲﻛﻨﻨﺪ »ﻣﺄﻣﻮﺭﻳﺖ ﻣﺎ ﺍﻳﻦ ﺍﺳﺖ« »ﺍﺳﺘﺮﺍﺗﮋﻱ ﻣﺎ ﺍﻳﻦ ﺍﺳﺖ« »ﻧﺤﻮﻩ ﺍﻧﺠﺎﻡ ﻓﻌﺎﻟﻴﺖﻫـﺎ ﻭ ﻭﻇـﺎﻳﻒ ﺑـﻪ‬ ‫ﺍﻳﻦ ﺗﺮﺗﻴﺐ ﺍﺳﺖ«‬ ‫‪ -٣‬ﺍﺟﺮﺍﻱ ﻣﻮﻓﻖ ﻓﻘﻂ ﺍﻧﺠﺎﻡ ﻛﺎﺭﻫﺎﻱ ﺻﺤﻴﺢ ﻭ ﺩﺭﺳﺖ ﻧﻴﺴﺖ ﺑﻠﻜﻪ ﺩﺭ ﻭﺍﻗـﻊ ﺍﻧﺠـﺎﻡ ﺩﺍﺩﻥ ﻛﺎﺭﻫـﺎﻱ ﺻـﺤﻴﺢ ﻭ‬ ‫ﺩﺭﺳﺖ ﺑﻪ ﺷﻜﻠﻲ ﺳﺮﻳﻊﺗﺮ‪ ،‬ﺑﻬﺘﺮ ﻭ ﺑﻬﺮﻩﻭﺭﺗﺮ ﺍﺯ ﺭﻗﺒﺎ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﺑﺴﻴﺎﺭ ﻣﺸﻜﻞ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﻧﻴﺎﺯﻣﻨﺪ‬ ‫ﺗﻌﻬﺪ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﻭﺍﻗﻊ ﻓﺮﺍﺗﺮ ﺍﺯ ﺭﺍﺑﻄﻪ ﻣﻌﻤﻮﻟﻲ ﻛﻤﭙﺎﻧﻲ ﺑﺎ ﻛﺎﺭﻣﻨﺪ ﻣﻲﺑﺎﺷﻨﺪ‪ .‬ﺍﻳﻦ ﻫﻤـﺎﻥ ﭼﻴـﺰﻱ‬ ‫ﺍﺳﺖ ﻛﻪ ﻣﻦ ﺁﻥ ﺭﺍ ﻓﺮﻫﻨﮓ ﻋﻤﻠﻜﺮﺩ ﺑﺎﻻ ﻣﻲﻧﺎﻣﻢ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺑﻬﺘﺮﻳﻦ ﺭﻫﺒﺮﺍﻥ‪ ،‬ﻓﺮﻫﻨﮓﻫﺎﻱ ﻋﻤﻠﻜﺮﺩ ﺑﺎﻻ ﺭﺍ ﺑﻪ ﻭﺟﻮﺩ ﻣﻲﺁﻭﺭﻧﺪ‪ .‬ﺁﻧﻬﺎ ﺍﻫﺪﺍﻑ ﺑﻠﻨﺪﻣﺪﺕ ﺗﻌﻴـﻴﻦ ﻣـﻲﻛﻨﻨـﺪ‪.‬‬ ‫ﻧﺘﺎﻳﺞ ﺭﺍ ﻛﻨﺘﺮﻝ ﻭ ﺑﺮﺭﺳﻲ ﻣﻲﻛﻨﻨﺪ ﻭ ﺍﻓﺮﺍﺩ ﺭﺍ ﻣﺴﺌﻮﻟﻴﺖﭘﺬﻳﺮ ﻧﮕﺎﻩ ﻣﻲﺩﺍﺭﻧﺪ‪ .‬ﺁﻧﻬﺎ ﺁﮊﺍﻧﺲﻫﺎﻱ ﺗﻐﻴﻴـﺮﺍﺕ ﻫﺴـﺘﻨﺪ‬ ‫ﻛﻪ ﻫﻤﻮﺍﺭﻩ ﺳﻌﻲ ﻣﻲﻛﻨﻨﺪ ﺳﺎﺯﻣﺎﻥﺷﺎﻥ ﺳﺮﻳﻊﺗﺮ ﺍﺯ ﺭﻗﺒﺎ ﺣﺮﻛﺖ ﻛﺮﺩﻩ ﻭ ﺧﻮﺩ ﺭﺍ ﺑﺎ ﺷﺮﺍﻳﻂ ﺟﺪﻳﺪ ﺗﻄﺒﻴﻖ ﺩﻫﻨﺪ‪.‬‬ ‫ﺩﺭﺑﺎﺭﻩ ﻣﺰﻳﺖﻫﺎﻱ ﺭﻫﺒﺮﻱ ﺁﻱ ﺑﻲ ﺍﻡ ﺩﺭ ﺑﺨﺶ ﻓﺮﻫﻨﮓ ﺗﻮﺿﻴﺤﺎﺗﻲ ﺍﺭﺍﺋﻪ ﻧﻤﻮﺩﻡ ﻳﻜﻲ ﺍﺯ ﺁﻧﻬﺎ ﺷـﻮﺭ ﻭ ﻫﻴﺠـﺎﻥ‬ ‫ﺑﺮﺍﻱ ﻛﺴﺐﻭﻛﺎﺭ ﺑﻮﺩ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﻫﻴﺌﺖ ﻣﺪﻳﺮﻩ ﺗﺼﻤﻴﻢ ﮔﺮﻓﺘﻨـﺪ ﻳـﻚ ﻧﻔـﺮ ﺭﺍ ﺟـﺎﻳﮕﺰﻳﻦ ﻣـﻦ ﻧﻤﺎﻳﻨـﺪ‪ ،‬ﻳﻜـﻲ ﺍﺯ‬ ‫ﻣﻬﻢﺗﺮﻳﻦ ﺧﺼﻮﺻﻴﺎﺗﻲ ﻛﻪ ﺩﺭ ﻧﻈﺮ ﻣﻲﮔﺮﻓﺘﻨﺪ ﺷﻮﺭ ﻭ ﻫﻴﺠﺎﻥ ﺑﻮﺩ‪.‬‬ ‫ﺳﻢ ﭘﺎﻟﻤﻴﺴﺎﻧﻮ ﺟﺎﻧﺸﻴﻦ ﻣﻦ ﻳﻚ ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ ﻓﻮﻕﺍﻟﻌﺎﺩﻩ ﺑﻮﺩ‪ .‬ﻣﺮﺩﻱ ﺑﺎ ﺍﺳﺘﻌﺪﺍﺩﻫﺎﻱ ﻓﺮﺍﻭﺍﻥ ﺍﻣـﺎ ﻋﻠـﻲﺭﻏـﻢ‬ ‫ﺗﻤﺎﻡ ﺍﻳﻦ ﺍﺳﺘﻌﺪﺍﺩﻫﺎ‪ ،‬ﺍﮔﺮ ﻭﻱ ﻧﺴﺒﺖ ﺑﻪ ﺁﻱ ﺑﻲ ﺍﻡ ﻭ ﻛﺎﺭﻫﺎﻳﻲ ﻛﻪ ﻣﻲﺗﻮﺍﻧﺪ ﺍﻧﺠﺎﻡ ﺩﻫﺪ ﻭ ﺍﻫﺪﺍﻓﻲ ﻛـﻪ ﻣـﻲﺗﻮﺍﻧـﺪ‬ ‫ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﺍﺣﺴﺎﺱ ﺷﻮﺭ ﻭ ﻫﻴﺠﺎﻥ ﻋﻤﻴﻖ ﻧﺪﺍﺷﺖ‪ ،‬ﻧﻤﻲﺗﻮﺍﻧﺴﺖ ﺣﻤﺎﻳـﺖ ﻣـﺮﺍ ﺑـﻪ ﺩﺳـﺖ ﺁﻭﺭﺩ ﻭ ﻣـﻦ ﺍﻭ ﺭﺍ‬ ‫ﺗﻮﺻﻴﻪ ﻧﻤﻲﻛﺮﺩﻡ‪ .‬ﺍﻭ ﺩﺭ ﺗﻤﺎﻡ ‪ ٢٤‬ﺳﺎﻋﺖ ﺷﺒﺎﻧﻪ ﺭﻭﺯ ﺗﻤﺎﻳﻞ ﺑﻪ ﺑﺮﻧﺪﻩ ﺷﺪﻥ ﻭ ﺩﺳـﺘﻴﺎﺑﻲ ﺑـﻪ ﺳـﻄﻮﺡ ﻣﻮﻓﻘﻴـﺖ‬ ‫ﻏﻴﺮﻗﺎﺑﻞ ﭘﺎﻳﺎﻥ ﺩﺍﺭﺩ‪.‬‬ ‫ﭼﻴﺰﻫﺎﻳﻲ ﻛﻪ ﺑﺮﺍﻱ ﺍﺩﺍﺭﻩ ﺁﻱ ﺑﻲ ﺍﻡ ﺿﺮﻭﺭﻱ ﻫﺴﺘﻨﺪ‪:‬‬

‫ﺍﻧﺮﮊﻱ‬ ‫• ﺍﻧﺮﮊﻱ ﺷﺨﺼﻲ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩ‬ ‫• ﻣﻘﺎﻭﻣﺖ ﻭ ﭘﺎﻳﺪﺍﺭﻱ‬ ‫• ﺗﻤﺎﻳﻞ ﺯﻳﺎﺩ ﺑﻪ ﻓﻌﺎﻟﻴﺖ‬

‫ﺭﻫﺒﺮﻱ ﺳﺎﺯﻣﺎﻧﻲ‬ ‫• ﺣﺲ ﺍﺳﺘﺮﺍﺗﮋﻳﻚ‬ ‫• ﺗﻮﺍﻧﺎﻳﻲ ﺍﻧﮕﻴﺰﻩﺩﺍﺭ ﻛﺮﺩﻥ ﻭ ﺍﻧﺮﮊﻱ ﺩﺍﺩﻥ ﺑﻪ ﺩﻳﮕﺮﺍﻥ‬ ‫• ﺷﻮﺭ ﻭ ﺍﺷﺘﻴﺎﻕ ﻣﺴﺮﻱ ﻭ ﻭﺍﮔﻴﺮﺩﺍﺭ ﺑﺮﺍﻱ ﻣﺎﻛﺰﻳﻤﻢ ﻛﺮﺩﻥ ﭘﺘﺎﻧﺴﻴﻞ ﺳﺎﺯﻣﺎﻥ‬ ‫• ﺍﻳﺠﺎﺩ ﺗﻴﻢﻫﺎﻱ ﻗﺪﺭﺗﻤﻨﺪ‬ ‫• ﺗﻮﺍﻧﺎﻳﻲ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﺣﺪﺍﻛﺜﺮ ﻛﺎﺭﺁﻳﻲ ﺩﻳﮕﺮﺍﻥ‬

‫ﺭﻫﺒﺮﻱ ﺑﺎﺯﺍﺭ‬ ‫• ﺍﺭﺗﺒﺎﻃﺎﺕ ﺷﻔﺎﻫﻲ ﺑﺮﺟﺴﺘﻪ‬ ‫• ﺣﻀﻮﺭ ﺩﺭ ﺳﻄﻮﺡ ﻣﺪﻳﺮﺍﻥ ﻋﺎﻣﻞ ﻭ ﺷﺮﻛﺖ ﺩﺭ ﺟﻠﺴﺎﺗﻲ ﺩﺭ ﺻﻨﻌﺖ ﻭ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ‬

‫ﻛﻴﻔﻴﺖﻫﺎﻱ ﺷﺨﺼﻲ‬ ‫• ﺑﺎﻫﻮﺵ ﺑﻮﺩﻥ‬ ‫• ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ‪ ،‬ﺍﻣﺎ ﺑﺎﻳﺪ ﺑﺪﺍﻧﺪ ﻛﻪ ﭼﻪ ﭼﻴﺰﻫﺎﻳﻲ ﻧﻤﻲﺩﺍﻧﺪ‪.‬‬ ‫• ﮔﻮﺵ ﻓﺮﺍﺩﺍﺩﻥ‬ ‫• ﺍﺗﺨﺎﺫ ﺗﺼﻤﻴﻢﻫﺎﻱ ﺳﺨﺖ ﻭ ﻣﺸﻜﻞ ﺩﺭ ﻛﺴﺐﻭﻛﺎﺭ ﺑﺎ ﺍﻓﺮﺍﺩ‬ ‫• ﺷﻮﺭ ﻭ ﻫﻴﺠﺎﻥ ﻗﺎﺑﻞ ﺩﻳﺪﻥ ﻭ ﻣﺮﻳﻲ‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫• ﻣﺸﺘﺮﻱﮔﺮﺍﻳﻲ ﺩﻳﻮﺍﻧﻪﻭﺍﺭ‬ ‫• ﻧﻴﺮﻭﻱ ﻣﺤﺮﻛﻪ ﻗﻮﻱ ﺑﺮﺍﻱ ﺳﺮﻋﺖﺩﻫﻲ ﻭ ﺗﺄﺛﻴﺮﮔﺬﺍﺭﻱ‬ ‫• ﺻﺪﺍﻗﺖ ﻭ ﺍﺻﺎﻟﺖ ﺷﺨﺼﻴﺖ‪.‬‬ ‫ﺗﻤﺎﻡ ﺭﻫﺒﺮﺍﻥ ﺑﺰﺭﮔﻲ ﻛﻪ ﻣﻦ ﻣﻲﺷﻨﺎﺳﻢ ﺑﺴﻴﺎﺭ ﺳﺮﺳﺨﺖ ﻫﺴﺘﻨﺪ ﺍﻣﺎ ﺑﺎ ﺍﻳـﻦ ﻭﺟـﻮﺩ ﺗﻤـﺎﻡ ﺁﻧﻬـﺎ ﻋـﺎﺩﻝ ﻧﻴـﺰ‬ ‫ﻫﺴﺘﻨﺪ‪ .‬ﻋﺪﺍﻟﺖ ﻳﻜﻲ ﺍﺯ ﻋﻮﺍﻣﻞ ﺿﺮﻭﺭﻱ ﺭﻫﺒﺮﻱ ﺍﺳﺖ‪ .‬ﺗﺮﺟﻴﺢ ﺩﺍﺩﻥ ﺑﻌﻀﻲ ﺑﻪ ﺑﻌﻀﻲ ﺩﻳﮕـﺮ ﻭ ﺑﺨﺸـﻴﺪﻥ ﺑﻌﻀـﻲ‬ ‫ﺍﻓﺮﺍﺩ ﺩﺭ ﺣﺎﻟﻲ ﻛﻪ ﻋﺪﻩﺍﻱ ﺩﻳﮕﺮ ﺑﻪ ﻫﻤﺎﻥ ﺩﻟﻴﻞ ﻣﺠﺎﺯﺍﺕ ﻣﻲﺷﻮﻧﺪ ﺍﺻﻮﻝ ﺍﺧﻼﻗﻲ ﻭ ﺍﺣﺘﺮﺍﻡ ﺑﻴﻦ ﻫﻤﻜﺎﺭﺍﻥ ﺭﺍ ﺍﺯ ﺑﻴﻦ‬ ‫ﻣﻲﺑﺮﺩ‪.‬‬ ‫ﻧﺒﺎﻳﺪ ﺑﻪ ﻛﺴﻲ ﻛﻪ ﺩﺍﺭﺍﻱ ﺍﺻﺎﻟﺖ ﺷﺨﺼﻴﺖ ﻗﺎﺑﻞ ﻗﺒﻮﻟﻲ ﻧﻴﺴﺖ ﺑﺮﺍﻱ ﺭﻫﺒﺮﻱ ﻳﻚ ﻛﺴـﺐﻭﻛـﺎﺭ ﻳـﺎ ﺳـﺎﺯﻣﺎﻥ‬ ‫ﺍﻋﺘﻤﺎﺩ ﻧﻤﻮﺩ‪ .‬ﻣﺪﻳﺮﺍﻥ ﺍﺟﺮﺍﻳﻲ ﺑﺎﻳﺪ ﻣﻄﻤﺌﻦ ﺷﻮﻧﺪ ﻛﻪ ﺳﺎﺯﻣﺎﻧﺸﺎﻥ ﺑﻪ ﺧﻂ ﻫﺪﺍﻳﺘﻲ ﺁﻧﻬﺎ ﻣﺘﻌﻬﺪ ﺍﺳـﺖ‪ .‬ﺍﻳـﻦ ﻛـﺎﺭ‬ ‫ﻧﻴﺎﺯﻣﻨﺪ ﺑﺮﻗﺮﺍﺭﻱ ﻗﻮﺍﻧﻴﻦ ﻣﺪﻳﺮﻳﺖ ﻭ ﻛﻨﺘﺮﻝ ﻛﺮﺩﻥ ﻭ ﻣﺘﻌﺎﺩﻝ ﻧﻤﻮﺩﻥ ﺍﻣﻮﺭ ﺍﺳﺖ‪.‬‬ ‫ﺍﮔﺮ ﺍﻳﻦ ﺍﺗﻬﺎﻣﺎﺗﻲ ﻛﻪ ﺑﻪ ﺑﻌﻀﻲ ﺍﺯ ﻣﺪﻳﺮﺍﻥ ﺍﺟﺮﺍﻳﻲ ﻭﺍﺭﺩ ﻣﻲﻛﻨﻨﺪ ﺩﺭﺳﺖ ﺑﺎﺷﺪ‪ ،‬ﺑﺎﻳـﺪ ﺑﮕـﻮﻳﻢ ﺭﻓﺘـﺎﺭﻱ ﻛـﺎﻣﻼﹰ‬ ‫ﻏﻴﺮﻗﺎﺑﻞ ﻗﺒﻮﻝ ﺍﺳﺖ‪ .‬ﻣﻦ ﺍﺯ ﻭﺟﻮﺩ ﭼﻨﻴﻦ ﺍﻓﺮﺍﺩﻱ ﺧﺠﻠﺖﺯﺩﻩ ﻫﺴﺘﻢ‪ .‬ﺍﻟﺒﺘﻪ ﺍﻳﻦ ﺍﻓـﺮﺍﺩ ﺑﺨـﺶ ﺑﺴـﻴﺎﺭ ﻛـﻮﭼﻜﻲ ﺍﺯ‬ ‫ﺟﻬﺎﻥ ﺳﺎﺯﻣﺎﻧﻲ ﻫﺴﺘﻨﺪ‪ .‬ﻣﻦ ﻭﺍﻗﻌﺎﹰ ﺍﻋﺘﻘﺎﺩ ﺩﺍﺭﻡ ﻛﻪ ﺍﻛﺜﺮﻳﺖ ﻗﺮﻳﺐ ﺑﻪ ﺍﺗﻔﺎﻕ ﺭﻫﺒﺮﺍﻥ ﻛﺴﺐﻭﻛﺎﺭﻱ ﻣﺎ‪ ،‬ﺑﻪ ﺍﻓـﺮﺍﺩﻱ‬ ‫ﺧﻮﺏ ﻭ ﺯﺣﻤﺖﻛﺶ ﻫﺴﺘﻨﺪ ﻛﻪ ﺍﺯ ﺍﺳﺘﺎﻧﺪﺍﺭﺩﻫﺎﻱ ﺻﺪﺍﻗﺖ ﻭ ﺍﺻﺎﻟﺖ ﺷﺨﺼﻴﺖ ﻣﻮﺭﺩ ﺍﻧﺘﻈﺎﺭ ﻣﺎ ﺑﻪ ﻋﻨﻮﺍﻥ ﺍﻓـﺮﺍﺩ‬ ‫ﺻﺎﺣﺐ ﻗﺪﺭﺕ ﻭ ﺍﺧﺘﻴﺎﺭ ﺑﺮﺧﻮﺭﺩﺍﺭ ﻣﻲﺑﺎﺷﻨﺪ‪.‬‬

‫ﻓﻴﻞﻫﺎ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ‬ ‫ﺩﺭ ﻃﻮﻝ ﺯﻧﺪﮔﻲ ﺣﺮﻓﻪﺍﻱ ﺧﻮﺩ ﺑﺎ ﻋﻘﺎﻳﺪ ﺗﻌﺼﺐﺁﻣﻴﺰ ﺯﻳﺎﺩﻱ ﺍﺯ ﻗﺒﻴﻞ ﻛﻮﭼﻚ ﺯﻳﺒﺎﺳﺖ ﻭ ﺑﺰﺭﮒ ﺑﺪ ﺍﺳﺖ ﺭﻭﺑـﻪﺭﻭ‬ ‫ﺑﻮﺩﻩﺍﻡ‪ .‬ﺩﺭ ﻋﺮﻑ ﻋﻤﻮﻣﻲ ﺟﺎﻣﻌﻪ ﭼﻨﻴﻦ ﺟﺎ ﺍﻓﺘﺎﺩﻩ ﺍﺳﺖ ﻛﻪ ﺷﺮﻛﺖﻫﺎﻱ ﺑﺰﺭﮒ ﻛﹸﻨﺪ‪ ،‬ﺑﻮﺭﻭﻛﺮﺍﺗﻴﻚ‪ ،‬ﻏﻴﺮﭘﺎﺳﺨﮕﻮ ﻭ‬ ‫ﻏﻴﺮﻣﺆﺛﺮ ﻫﺴﺘﻨﺪ ﻭ ﺷﺮﻛﺖﻫﺎﻱ ﻛﻮﭼﻚ ﺳﺮﻳﻊ ﭘﺎﺳﺨﮕﻮ ﻭ ﻣﺆﺛﺮ ﻣﻲﺑﺎﺷﻨﺪ‪ .‬ﺍﻳﻦ ﻣﻄﺎﻟﺐ ﻛﺎﻣﻼﹰ ﺑﻲﻣﻌﻨﻲ ﻫﺴﺘﻨﺪ ﻣﻦ‬ ‫ﺗﺎ ﺑﻪ ﺣﺎﻝ ﺷﺮﻛﺖ ﻛﻮﭼﻜﻲ ﺭﺍ ﻧﺪﻳﺪﻩ ﺍﻡ ﻛﻪ ﺗﻤﺎﻳﻞ ﻧﺪﺍﺷﺘﻪ ﺑﺎﺷﺪ ﺑﻪ ﻳﻚ ﺷﺮﻛﺖ ﺑﺰﺭﮒ ﺗﺒﺪﻳﻞ ﺷﻮﺩ ﻭ ﻳﺎ ﺷﺮﻛﺖ‬ ‫ﻛﻮﭼﻜﻲ ﺭﺍ ﻧﺪﻳﺪﻩﺍﻡ ﻛﻪ ﺩﺭ ﺗﺤﻘﻴﻖ ﻭ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﺑﻪ ﺑﻮﺩﺟﻪ ﺭﻗﺒﺎﻱ ﺑﺰﺭﮒﺗﺮ ﺍﺯ ﺧﻮﺩﺵ ﺣﺴﺎﺩﺕ ﻧﻜﻨﺪ‪.‬‬ ‫ﺑﺰﺭﮔﻲ ﻭ ﺣﺠﻢ ﺑﺎﻻ ﺍﻫﻤﻴﺖ ﺯﻳﺎﺩﻱ ﺩﺍﺭﺩ‪ ،‬ﺍﻧﺪﺍﺯﻩ ﺑﺰﺭﮒ ﻣﻲﺗﻮﺍﻧﺪ ﻳﻚ ﺍﻫﺮﻡ ﻛﻤﻜﻲ ﺗﻠﻘﻲ ﺷـﻮﺩ‪ .‬ﮔﺴـﺘﺮﺩﮔﻲ ﻭ‬ ‫ﻋﻤﻖ ﺯﻳﺎﺩ ﺍﺟﺎﺯﻩ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﺑﻴﺸﺘﺮ‪ ،‬ﺭﻳﺴﻚ ﺑﺰﺭﮒﺗﺮ ﻭ ﺻـﺒﺮ ﺯﻳـﺎﺩﺗﺮ ﺑـﺮﺍﻱ ﺭﺳـﻴﺪﻥ ﺑـﻪ ﻧﺘـﺎﻳﺞ ﻧﻬـﺎﻳﻲ ﺭﺍ‬ ‫ﻣﻲﺩﻫﺪ‪.‬‬ ‫ﺳﺆﺍﻝ ﺍﻳﻦ ﻧﻴﺴﺖ ﻛﻪ ﺁﻳﺎ ﻳﻚ ﻓﻴﻞ ﻣﻲﺗﻮﺍﻧﺪ ﺑﺮ ﻳﻚ ﻣﻮﺭﭼﻪ ﻏﺎﻟﺐ ﺷﻮﺩ ﻳﺎ ﺧﻴﺮ‪ ،‬ﺑﻠﻜﻪ ﺳﺆﺍﻝ ﺍﻳﻦ ﺍﺳﺖ ﻛـﻪ ﺁﻳـﺎ‬ ‫ﻳﻚ ﻓﻴﻞ ﺧﺎﺹ‪ ،‬ﻣﻲﺗﻮﺍﻧﺪ ﺑﺮﻗﺼﺪ ﻳﺎ ﺧﻴﺮ‪ ،‬ﺍﮔﺮ ﻓﻴﻞ ﺑﺘﻮﺍﻧﺪ ﺑﺮﻗﺼﺪ‪ ،‬ﻣﻮﺭﭼﻪﻫﺎ ﺑﺎﻳﺪ ﺍﻃﺎﻕ ﺭﻗﺺ ﺭﺍ ﺗﺮﻙ ﻛﻨﻨﺪ‪.‬‬ ‫ﻳﻚ ﺍﺳﺘﻨﺒﺎﻁ ﻋﺎﻡ ﺍﺯ ﺍﻳﻦ ﺟﻤﻠﻪ ﻛﻪ ‘ﻛﻮﭼﻚ ﺧﻮﺏ ﺍﺳﺖ ﻭ ﺑﺰﺭﮒ ﺑﺪ ﺍﺳﺖ’ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺑﻨﮕﺎﻩﻫﺎﻱ ﺑـﺰﺭﮒ‬ ‫ﻋﺪﻡ ﻣﺘﻤﺮﻛﺰﺳﺎﺯﻱ ﺧﻮﺏ ﻭ ﻣﺘﻤﺮﻛﺰﺳﺎﺯﻱ ﺑﺪ ﺍﺳﺖ‪ .‬ﺍﻋﺘﻘﺎﺩ ﺩﺍﺭﻡ ﻛﻪ ﺩﺭ ﺟﻬﺎﻥ ﺭﻗﺎﺑﺘﻲ ﻭ ﺗﻐﻴﻴﺮ ﻓﻌﻠﻲ ﻫﻴﭻ ﻛﻤﭙﺎﻧﻲ‬ ‫ﻳﺎ ﺳﺎﺯﻣﺎﻧﻲ ﻧﻤﻲﺗﻮﺍﻧﺪ ﺑﻪ ﻃﻮﺭ ﻛﺎﻣﻞ ﺍﺯ ﺍﺳﺘﺮﺍﺗﮋﻱ ﻏﻴﺮﻣﺘﻤﺮﻛﺰﺳﺎﺯﻱ ﭘﻴﺮﻭﻱ ﻧﻤﺎﻳﺪ‪ .‬ﺗﻐﻴﻴﺮﺍﺕ ﻋﻈﻴﻢ ﺩﺭ ﻛﻤﭙﺎﻧﻲﻫـﺎ‬ ‫ﺑﺴﻴﺎﺭ ﺁﻫﺴﺘﻪ ﻭ ﺑﺎ ﺻﺮﻑ ﻫﺰﻳﻨﻪﻫﺎﻱ ﮔﺰﺍﻑ ﺑﻪ ﺍﻧﺠﺎﻡ ﻣﻲﺭﺳﻨﺪ ﺑﻨﺎﺑﺮﺍﻳﻦ ﻫﺮ ﻣﺪﻳﺮﻋﺎﻣﻠﻲ ﺑﺎﻳﺪ ﺑﺘﻮﺍﻧﺪ ﺗﻌﻴﻴﻦ ﻛﻨـﺪ‬ ‫ﻛﻪ ﭼﻪ ﻛﺎﺭﻫﺎﻳﻲ ﺑﺎﻳﺪ ﻛﺎﻣﻼﹰ ﻣﺤﻠﻲ )ﻏﻴﺮﻣﺘﻤﺮﻛﺰ( ﺑﺎﺷﻨﺪ ﻭ ﻛﺪﺍﻡ ﻛﺎﺭﻫﺎ ﺑﺎﻳﺪ ﺩﺭ ﺳﺎﺯﻣﺎﻥ ﻭﻱ ﺑﻪ ﺻﻮﺭﺕ ﻋﻤﻮﻣﻲ ﺑﻪ‬ ‫ﺍﻧﺠﺎﻡ ﺑﺮﺳﻨﺪ‪ .‬ﺩﻗﺖ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﺩﺭ ﺍﻳﻨﺠﺎ ﺍﺯ ﻛﻠﻤـﻪ ‘ﻣﺘﻤﺮﻛﺰﺳـﺎﺯﻱ’ ﺍﺳـﺘﻔﺎﺩﻩ ﻧﻜـﺮﺩﻡ‪ .‬ﺩﺭ ﺍﻳـﻦ ﻗﺴـﻤﺖ‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﻣﻮﺿﻮﻉ ﺍﺻﻠﻲ ﻣﺘﻤﺮﻛﺰﺳﺎﺯﻱ ﺩﺭ ﻣﻘﺎﺑﻞ ﻏﻴﺮﻣﺘﻤﺮﻛﺰﺳﺎﺯﻱ ﻧﻴﺴﺖ ﺑﻠﻜﻪ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺑـﺰﺭﮒ ﺍﻳـﻦ ﻓﻌﺎﻟﻴـﺖﻫـﺎﻱ‬ ‫ﻣﺤﻠﻲ ﻭ ﻓﻌﺎﻟﻴﺖﻫﺎﻱ ﻋﻤﻮﻣﻲ ﺗﻌﺎﺩﻝ ﻧﺴﺒﻲ ﺑﺮﻗﺮﺍﺭ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﺑﺨﺶﻫﺎﻱ ﻣﺠﺰﺍﻱ ﻳﻚ ﺳﺎﺯﻣﺎﻥ ﺍﺯ ﻫﻢ ﺣﻤﺎﻳﺖ ﻭ ﭘﺸﺘﻴﺒﺎﻧﻲ ﻧﻤﻲﻛﻨﻨﺪ ﻭ ﺑﺎ ﺩﻳﮕﺮ ﺑﺨﺶﻫﺎ ﺩﺭ ﺭﻗﺎﺑـﺖ ﻫﺴـﺘﻨﺪ‪.‬‬ ‫ﺍﻳﻦ ﺭﻓﺘﺎﺭ ﺩﺭ ﺗﻤﺎﻡ ﺟﺎﻫﺎ ﺑﻪ ﭼﺸﻢ ﻣﻲﺧﻮﺭﺩ‪ .‬ﺩﺭ ﺁﻱ ﺑﻲ ﺍﻡ ﻣﺎ ﻣﻲﺑﺎﻳﺴﺖ ﻣﻨﺎﺑﻊ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﺣﻮﻝ ﻣﺸﺘﺮﻳﺎﻥ ﺳﺎﺯﻣﺎﻥ‬ ‫ﺩﻫﻲ ﻣﻲﻛﺮﺩﻳﻢ‪ ،‬ﻧﻪ ﻣﺤﺼﻮﻻﺕ ﻳﺎ ﺣﻮﺯﻩﻫﺎﻱ ﺟﻐﺮﺍﻓﻴﺎﻳﻲ‪ .‬ﺍﻣﺎ ﻣﺤﺼﻮﻻﺕ ﻭ ﺣﻮﺯﻩﻫﺎﻱ ﺟﻐﺮﺍﻓﻴﺎﻳﻲ ﺗﻤﺎﻡ ﻣﻨـﺎﺑﻊ ﺭﺍﺩﺭ‬ ‫ﺍﺧﺘﻴﺎﺭ ﮔﺮﻓﺘﻪ ﺑﻮﺩﻧﺪ‪ .‬ﺍﮔﺮ ﺍﻫﺮﻡ ﻗﺪﺭﺕ ﺭﺍ ﺩﻭﺑﺎﺭﻩ ﻫﺪﺍﻳﺖ ﻧﻤﻲﻛﺮﺩﻳﻢ ﻫﻴﭻ ﭼﻴﺰ ﺗﻐﻴﻴﺮ ﻧﻤﻲﻛﺮﺩ‪ .‬ﺑﺮﺍﻱ ﺍﻳﻦ ﻣﻨﻈﻮﺭ‬ ‫ﺑﺎﻳﺪ ﺗﻐﻴﻴﺮﺍﺗﻲ ﺭﺍ ﺩﺭ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﺑﻮﺩﺟﻪﻫﺎ ﺭﺍ ﻛﻨﺘﺮﻝ ﻣﻲﻛﺮﺩﻧﺪ‪ ،‬ﺍﻓﺰﺍﻳﺶ ﺣﻘﻮﻕ ﻭ ﭘﺎﺩﺍﺵﻫﺎ ﺭﺍ ﺍﻣﻀﺎ ﻣﻲﻛﺮﺩﻧـﺪ‪ ،‬ﻭ‬ ‫ﺩﺭ ﻣﻮﺭﺩ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﻭ ﻗﻴﻤﺖﮔﺬﺍﺭﻱ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﻣﻲﻛﺮﺩﻧﺪ ﺑـﻪ ﻭﺟـﻮﺩ ﺑﻴـﺎﻭﺭﻳﻢ‪ .‬ﺩﺭ ﻋﻤـﻞ‪ ،‬ﻗـﺪﺭﺕ ﺭﺍ ﺍﺯ‬ ‫ﺩﺳﺖ ﺑﻌﻀﻲ ﺍﻓﺮﺍﺩ ﮔﺮﻓﺘﻴﻢ ﻭ ﺁﻥ ﺭﺍ ﺑﻪ ﺩﺳﺖ ﺩﻳﮕﺮﺍﻥ ﺳﭙﺮﺩﻳﻢ‪.‬‬ ‫ﺍﻓﺮﺍﺩ ﻛﺎﺭﻱ ﺭﺍ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻨﺪ ﻛﻪ ﺷﻤﺎ ﺑﺨﻮﺍﻫﻴﺪ‪ ،‬ﻧﻪ ﻛﺎﺭﻱ ﻛﻪ ﺩﺭ ﺫﻫﻨﺘﺎﻥ ﺍﻧﺘﻈﺎﺭ ﺩﺍﺭﻳﺪ ﺁﻥ ﺭﺍ ﺍﻧﺠـﺎﻡ ﺩﻫﻨـﺪ‪.‬‬ ‫ﺭﻫﺒﺮﺍﻧﻲ ﻛﻪ ﻗﺼﺪ ﺩﺍﺭﻧﺪ ﻭﺍﻗﻌـﺎﹰ ﺩﺭ ﺳـﺎﺯﻣﺎﻥﺷـﺎﻥ ﻳﻜﭙـﺎﺭﭼﮕﻲ ﻭ ﻫﻤـﺎﻫﻨﮕﻲ ﺑـﻪ ﻭﺟـﻮﺩ ﺁﻭﺭﻧـﺪ‪ ،‬ﺑﺎﻳـﺪ ﺳﻴﺴـﺘﻢ‬ ‫ﺍﻧﺪﺍﺯﻩﮔﻴﺮﻱ ﻭ ﭘﺎﺩﺍﺵﺩﻫﻲ ﺳﺎﺯﻣﺎﻥ ﺭﺍ ﻧﻴﺰ ﺗﻐﻴﻴﺮ ﺩﻫﻨﺪ‪.‬‬ ‫ﺑﻴﺶ ﺍﺯ ‪ ٥‬ﺳﺎﻝ ﻃﻮﻝ ﻛﺸﻴﺪ ﺗﺎ ﻣﻦ ﺗﻮﺍﻧﺴﺘﻢ ﺑﻪ ﺁﻱ ﺑﻲ ﺍﻡ ﺑﻘﺒﻮﻻﻧﻢ ﻛﻪ ﻳﻚ ﻣـﺪﻝ ﺟﺪﻳـﺪ ﺭﺍ ﺑـﺮﺍﻱ ﺣﻀـﻮﺭ ﺩﺭ‬ ‫ﺑﺎﺯﺍﺭﻫﺎ ﺑﭙﺬﻳﺮﻧﺪ‪ .‬ﺍﻳﻦ ﻳﻚ ﺟﻨﮓ ﺗﻤﺎﻡﻋﻴﺎﺭ ﺑﻮﺩ‪ .‬ﺍﮔﺮ ﻗﺼﺪ ﺩﺍﺭﻳﺪ ﻛﻪ ﺍﺯ ﻳﻚ ﻣﺴﻴﺮ ﺟﺪﻳﺪ ﻋﺒـﻮﺭ ﻛﻨﻴـﺪ ﺑﺎﻳـﺪ ﺍﻳـﻦ‬ ‫ﺁﻣﺎﺩﮔﻲ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﺍﻭﻝ ﺧﻮﺩﺗﺎﻥ ﻗﺪﻡ ﺩﺭ ﺭﺍﻩ ﺑﮕﺬﺍﺭﻳﺪ‪ .‬ﺍﻳﻦ ﻭﻇﻴﻔﻪ ﺭﺍ ﻧﻤﻲﺗـﻮﺍﻥ ﺑـﻪ ﺩﻳﮕـﺮﺍﻥ ﺗﻔـﻮﻳﺾ‬ ‫ﻧﻤﻮﺩ‪ .‬ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ ﺑﻪ ﭼﻪ ﻛﺴﻲ ﻣﻲﺧﻮﺍﻫﻴﺪ ﻭﺍﮔﺬﺍﺭ ﻛﻨﻴﺪ؟ ﺑﻪ ﺗﻴﻢ ﺍﺟﺮﺍﻳﻲ ﻛﻪ ﺍﺻﻼ ﺗﻤﺎﻳﻞ ﻧﺪﺍﺭﺩ ﺧﻮﺩﻣﺨﺘﺎﺭﻱ ﺧﻮﺩ ﺭﺍ‬ ‫ﺍﺯ ﺩﺳﺖ ﺑﺪﻫﺪ؟ ﻳﺎ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺑﺨﺶ ﺍﺟﺮﺍﻳﻲ ﻛﻪ ﺍﺯ ﻃﺮﻑ ﺭﺅﺳـﺎﻳﻲ ﻛـﻪ ﻧﻤـﻲﺧﻮﺍﻫﻨـﺪ ﻗﺪﺭﺗﺸـﺎﻥ ﺭﺍ ﺍﺯ ﺩﺳـﺖ‬ ‫ﺑﺪﻫﻨﺪ ﺗﺤﺖ ﻓﺸﺎﺭ ﻗﺮﺍﺭ ﻣﻲﮔﻴﺮﻧﺪ؟ ﻧﻪ ﺍﻳﻦ ﻳﻚ ﺟﻨﮓ ﺗﻦ ﺑﻪ ﺗﻦ ﺍﺳﺖ ﻭ ﻫﻤﻴﻦ ﻣﺴﺌﻠﻪ ﺗﻮﺿﻴﺢ ﻣﻲﺩﻫﺪ ﻛﻪ ﭼـﺮﺍ‬ ‫ﭘﺲ ﺍﺯ ﺑﻴﺴﺖ ﺳﺎﻝ ﺳﺨﻦ ﮔﻔﺘﻦ‪:‬‬ ‫• ﻫﻨﻮﺯ ﻫﻴﭻ ﺑﻨﮕﺎﻩ ﻣﺎﻟﻲ ﺑﺰﺭﮒ ﻭ ﻭﺍﻗﻌﻲ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪.‬‬ ‫• ﻫﻨﻮﺯ ﻫﻴﭻ ﻛﻤﭙﺎﻧﻲ ﻣﺨﺎﺑﺮﺍﺗﻲ ﭼﻨﺪ ﺧﺪﻣﺎﺗﻲ ﻳﻜﭙﺎﺭﭼﻪﺍﻱ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪.‬‬ ‫• ﻫﻨﻮﺯ ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﻛﻤﭙﺎﻧﻲﻫﺎﻱ ﺧﺪﻣﺎﺕ ﻣﺎﻟﻲ‪ ،‬ﺩﺭ ﺧـﺪﻣﺎﺕ ﺑﻴﻤـﻪ ﻳـﺎ ﻣـﺪﻳﺮﻳﺖ ﭘـﻮﻝ ﺧـﻮﺩ ﺳـﺮﮔﺮﺩﺍﻥ‬ ‫ﻫﺴﺘﻨﺪ‪.‬‬ ‫• ﻫﻨﻮﺯ ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺳﻴﺴﺘﻢﻫﺎﻱ ﻛﺎﺑﻞ ﻭ ﺑﻲﺳﻴﻢ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﻛﻤﭙﺎﻧﻲﻫﺎﻱ ﺗﻠﻔﻦ ﺍﺳﺖ‪.‬‬ ‫• ﻭ ﻫﻨﻮﺯ ﻫﻢ ﺩﺭ ﺻﻨﻌﺖ ﺗﻔﺮﻳﺤﺎﺕ ﺩﺭ ﻣﻮﺭﺩ ‘ﻫﻤﮕﺮﺍﻳﻲ’ ﺷﻚ ﻭ ﺗﺮﺩﻳﺪﻫﺎﻱ ﺯﻳﺎﺩﻱ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺑﺨﺶ ﭘﻨﺠﻢ‬

‫ﻣﺸﺎﻫﺪﺍﺕ‬ ‫ﻣﻄﺎﻟﺒﻲ ﻛﻪ ﺩﺭ ﺍﻳﻦ ﻗﺴﻤﺖ ﻣﻲﺁﻳﺪ ﻓﻘﻂ ﺩﻳﺪﮔﺎﻩﻫﺎﻱ ﺷﺨﺼﻲ ﻣﻦ ﻫﺴﺘﻨﺪ ﻭ ﻫﻴﭻ ﺍﺭﺗﺒﺎﻃﻲ ﺑـﺎ ﻫﻤﻜـﺎﺭﺍﻧﻢ ﺩﺭ ﺁﻱ‬ ‫ﺑﻲ ﺍﻡ ﻧﺪﺍﺭﻧﺪ‪ .‬ﺗﺎ ﻛﻨﻮﻥ ﺩﺭ ﺑﻴﺶ ﺍﺯ ﻧﻴﻢ ﺩﻭﺟﻴﻦ ﺍﺯ ﺻﻨﺎﻳﻊ ﻣﺨﺘﻠﻒ ﺑﻪ ﻛـﺎﺭ ﭘﺮﺩﺍﺧﺘـﻪﺍﻡ ﻭ ﻧﻘـﺶ ﻣﺸـﺎﻭﺭ ﻭ ﻣـﺪﻳﺮ‬ ‫ﺍﺟﺮﺍﻳﻲ ﺭﺍ ﺑﺮﻋﻬﺪﻩ ﺩﺍﺷﺘﻪﺍﻡ‪ .‬ﺧﻮﺩﻡ ﺭﺍ ﺩﺍﺭﺍﻱ ﺍﻳﻦ ﻗﺎﺑﻠﻴﺖ ﻭ ﺍﻋﺘﺒﺎﺭ ﻣﻲﺑﻴﻨﻢ ﻛﻪ ﺑﮕﻮﻳﻢ ﻓﻨﺎﺭﻭﻱ ﺍﻃﻼﻋﺎﺕ ﻳﻚ ﺻﻨﻌﺖ‬ ‫ﺑﻲ ﻧﻈﻴﺮ ﺍﺳﺖ‪ .‬ﺍﻭﻝ ﺍﻳﻨﻜﻪ ﺍﻳﻦ ﺻﻨﻌﺖ ﭘﺮ ﺍﺳﺖ ﺍﺯ ﻣﺪﻳﺮﻋﺎﻣﻞﻫﺎﻱ ﺷﺮﻛﺖﻫﺎﻱ ﻛﻮﭼﻚ ﻛﻪ ﺩﺭ ﺍﺻﻞ ﺍﻓﺮﺍﺩﻱ ﻓﻨـﻲ‬ ‫ﻫﺴﺘﻨﺪ ﻛﻪ ﺳﻌﻲ ﻣﻲﻛﻨﻨﺪ ﺗﺎ ﻳﻚ ﺗﺠﺎﺭﺕ ﻛﻮﭼﻚ ﻣﻮﻓﻖ ﺭﺍ ﺑﺮﺍﻱ ﺧﻮﺩﺷﺎﻥ ﺭﺍﻩ ﺍﻧﺪﺍﺯﻱ ﻛﻨﻨﺪ ﻭ ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﺗﻮﺳﻂ‬ ‫ﻏﻮﻝﻫﺎﻱ ﺍﻳﻦ ﺻﻨﻌﺖ ﺯﻳﺮﭘﺎ ﻟﻪ ﻧﮕﺮﺩﻧﺪ‪ .‬ﺩﻭﻣﻴﻦ ﻣﻄﻠﺐ ﻃﺒﻴﻌﺖ ﺟﻨـﮓﻫـﺎﻱ ﺭﻗـﺎﺑﺘﻲ ﺁﻥ ﺍﺳـﺖ‪ .‬ﺩﺭﮔﻴـﺮﻱﻫـﺎ ﻭ‬ ‫ﻛﺸﻤﻜﺶﻫﺎﻳﻲ ﺩﺭ ﺍﻳﻦ ﺻﻨﻌﺖ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﻫﺪﻑ ﺁﻥ ﺗﻨﻬﺎ ﺍﻓﺰﻭﺩﻥ ﺑﺮ ﻣﻴﺰﺍﻥ ﺳﻬﻢ ﺷـﻤﺎ ﺍﺯ ﺑﺎﺯﺍﺭﻫـﺎ ﻧﻴﺴـﺖ‪.‬‬ ‫ﺑﻠﻜﻪ ﺑﺨﺸﻲ ﺍﺯ ﻫﺪﻑ ﻛﺎﺳﺘﻦ ﺍﺯ ﺳﻬﻢ ﺭﻗﺒﺎ ﻣﻲﺑﺎﺷﺪ‪ .‬ﺳﻮﻣﻴﻦ ﻣﻄﻠﺐ ﺍﻳﻦ ﺍﺳﺖ ﻛـﻪ ﻛﻤﭙـﺎﻧﻲﻫـﺎﻱ ‪ IT‬ﻭﺍﻗﻌـﺎﹰ ﺑـﻪ‬ ‫ﺍﻃﻼﻋﻴﻪﻫﺎﻳﻲ ﻛﻪ ﺻﺎﺩﺭ ﻣﻲﻛﻨﻨﺪ ﺍﻋﺘﻘﺎﺩ ﺩﺍﺭﻧﺪ‪ .‬ﺗﻤﺎﻡ ﺍﻓﺮﺍﺩ ﺩﺭ ﺗﻤﺎﻡ ﻣﺪﺕ ﻣﺸﻐﻮﻝ ﺟﺴﺖﻭﺟـﻮﻱ ﻣـﻮﺝ ﺑـﺰﺭﮒ‬ ‫ﺑﻌﺪﻱ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﺍﮔﺮ ﻋﺎﺷﻖ ﺭﻗﺎﺑﺖ ﻫﺴﺘﻴﺪ؛ ﺍﮔﺮ ﻋﺎﺷﻖ ﭘﻴﺮﻭﺯ ﺷﺪﻥ ﻫﺴﺘﻴﺪ؛ ﺍﮔﺮ ﻋﺎﺷﻖ ﺗﻐﻴﻴﺮﺍﺕ ﻫﺴﺘﻴﺪ؛ ﺍﮔﺮ ﻋﺎﺷـﻖ ﺍﻳﺠـﺎﺩ‬ ‫ﭼﻴﺰﻫﺎﻱ ﺟﺪﻳﺪ ﻫﺴﺘﻴﺪ‪ ،‬ﻭ ﺍﮔﺮ ﻋﺎﺷﻖ ﺍﻳﻦ ﻫﺴﺘﻴﺪ ﻛﻪ ﺍﺯ ﻧﻈﺮ ﺭﻭﺍﻧﻲ ﻭ ﻣﻌﻨﻮﻱ ﺑﻪ ﺭﺿﺎﻳﺖ ﺧﺎﻃﺮ ﺑﺮﺳﻴﺪ ﻭ ﻧﺴـﺒﺖ‬ ‫ﺑﻪ ﺗﻌﻬﺪﺍﺕ ﺧﻮﺩ ﭘﺎﻳﺒﻨﺪ ﺑﺎﺷﻴﺪ‪ ،‬ﺟﺎﻳﻲ ﺑﻬﺘﺮ ﺍﺯ ﺍﻳﻦ ﺻﻨﻌﺖ ﺑﺮﺍﻳﺘﺎﻥ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪ .‬ﺳﺎﻟﻬﺎ ﻛﺎﻏـﺬﻱ ﺭﻭﻱ ﺩﻳـﻮﺍﺭ ﺍﺗـﺎﻗﻢ‬ ‫ﺩﺍﺷﺘﻢ ﻛﻪ ﺭﻭﻱ ﺁﻥ ﻧﻮﺷﺘﻪ ﺑﻮﺩ‪:‬‬ ‫• ﺁﻧﻬﺎﻳﻲ ﻛﻪ ﺑﺎﻋﺚ ﺍﺗﻔﺎﻕ ﺍﻓﺘﺎﺩﻥ ﺣﻮﺍﺩﺙ ﻣﻲﺷﻮﻧﺪ‬ ‫• ﺁﻧﻬﺎﻳﻲ ﻛﻪ ﺣﻮﺍﺩﺙ ﺑﺮﺭﻭﻱ ﺁﻧﻬﺎ ﺍﺗﻔﺎﻕ ﻣﻲﺍﻓﺘﺪ‬ ‫• ﺁﻧﻬﺎﻳﻲ ﻛﻪ ﺍﺗﻔﺎﻕ ﺍﻓﺘﺎﺩﻥ ﺣﻮﺍﺩﺙ ﺭﺍ ﻧﻈﺎﺭﻩ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫• ﺁﻧﻬﺎﻳﻲ ﻛﻪ ﺣﺘﻲ ﻧﻤﻲﺩﺍﻧﻨﺪ ﻛﻪ ﭼﻪ ﺍﺗﻔﺎﻗﻲ ﺩﺭ ﺣﺎﻝ ﻭﻗﻮﻉ ﺍﺳﺖ‪.‬‬ ‫ﺍﻳﻦ ﻛﺘﺎﺏ ﺳﺮﺍﺳﺮ ﺩﺭﺑﺎﺭﻩ ﺍﻓﺮﺍﺩ ﺁﻱ ﺑﻲ ﺍﻡ ﺍﺳﺖ ﻛﻪ ﺑﺎﻋﺚ ﺍﺗﻔﺎﻕ ﺍﻓﺘﺎﺩﻥ ﺣﻮﺍﺩﺙ ﻣﻲﺷﻮﻧﺪ‪.‬‬ ‫ﮔﺮﻭﻫﻲ ﻛﻪ ﺣﻮﺍﺩﺙ ﺑﺮﺭﻭﻱ ﺁﻧﻬﺎ ﺍﺗﻔﺎﻕ ﻣﻲﺍﻓﺘﺪ‪ ،‬ﻗﺪﺭﻱ ﭘﻴﭽﻴﺪﻩﺍﻧﺪ‪ .‬ﺑﺮﺧﻲ ﺩﻧﺒـﺎﻝﺭﻭﻱ ﺷـﺎﺩﻱ ﻫﺴـﺘﻨﺪ ﻭ ﺑـﻪ‬ ‫ﻗﻮﻟﻲ ﺑﺎ ﺟﺮﻳﺎﻥ ﺁﺏ ﻫﻤﺮﺍﻫﻨﺪ‪ .‬ﻭ ﺩﻳﮕﺮﺍﻥ ﺑﺎ ﺗﻐﻴﻴﺮﺍﺕ ﻣﺨﺎﻟﻔﺖ ﻣﻲﻛﻨﻨﺪ ﻭ ﺍﺯ ﺧﻮﺩ ﻣﻘﺎﻭﻣﺖ ﻧﺸﺎﻥ ﻣﻲﺩﻫﻨﺪ‪ .‬ﻣﻦ ﺑﻪ‬ ‫ﮔﺮﻭﻩ ﭼﻬﺎﺭﻡ ﺣﺴﺎﺩﺕ ﻣﻲﻛﻨﻢ‪ .‬ﮔﺮﻭﻫﻲ ﻛﻪ ﺩﺭ ﺭﻭﺯﻫﺎﻱ ﺧﻮﺩﺷـﺎﻥ ﺯﻧـﺪﮔﻲ ﻣـﻲﻛﻨﻨـﺪ ﻭ ﺍﺯ ﺩﺭﺩ ﻭ ﺭﻧـﺞ‪ ،‬ﺗـﺮﺱ‪،‬‬ ‫ﻣﺤﺮﻭﻣﻴﺖ‪ ،‬ﺭﻭﻳﺪﺍﺩﻫﺎﻱ ﺟﺎﺭﻱ‪ ،‬ﺗﻐﻴﻴﺮﺍﺕ ﺍﺟﺘﻤﺎﻋﻲ ﻭ ﭘﻴﺎﻣﺪﻫﺎﻱ ﺑﺰﺭﮒ ﺯﻣﺎﻥ ﺑﻪ ﺩﻭﺭ ﻫﺴﺘﻨﺪ ﻭ ﺍﻳﻦ ﻣﺴﺎﺋﻞ ﺗﺄﺛﻴﺮﻱ‬ ‫ﺑﺮ ﺁﻧﻬﺎ ﻧﻤﻲﮔﺬﺍﺭﻧﺪ‪.‬‬ ‫ﮔﺮﻭﻩ ﺳﻮﻡ ﻛﻪ ﺩﺭﺑﺎﺭﻩ ﺁﻧﻬﺎ ﻣﻲﺧﻮﺍﻫﻢ ﺑﻴﺸﺘﺮ ﺻﺤﺒﺖ ﻛﻨﻢ ﺁﻧﻬﺎﻳﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﺍﺗﻔﺎﻗـﺎﺕ ﺭﺍ ﻧﻈـﺎﺭﻩ ﻣـﻲﻛﻨﻨـﺪ‪.‬‬ ‫ﺑﻨﺎﺑﺮﺍﻳﻦ ﺍﺭﺯﺵ ﺁﻧﻬﺎ ﺩﺭ ﺟﺎﻣﻌﻪ ﺩﺭ ﻭﺍﻗﻊ ﺗﺎﺑﻌﻲ ﺍﺳﺖ ﺍﺯ ﺑﻴﻨﺸﻲ ﻛﻪ ﻧﺴـﺒﺖ ﺑـﻪ ﻣﺸﺎﻫﺪﺍﺗﺸـﺎﻥ ﺩﺍﺭﻧـﺪ ﻭ ﻣﻴـﺰﺍﻥ‬ ‫ﺍﺭﺯﺷﻲ ﻛﻪ ﺍﻇﻬﺎﺭ ﻧﻈﺮﺍﺕ ﺁﻧﻬﺎ ﺑﻪ ﻓﺮﺍﻳﻨﺪﻫﺎﻳﻲ ﻛﻪ ﻛﺎﻣﻼﹰ ﺑﺎ ﺁﻥ ﻧﺎﺁﺷﻨﺎ ﻫﺴﺘﻨﺪ ﺍﺿﺎﻓﻪ ﻣﻲﻧﻤﺎﻳﺪ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﺗﺄﻛﻴﺪ ﻣﻲﻛﻨﻢ ﻛﻪ ‘ﺍﺭﺯﺵ ﺩﺭ ﺟﺎﻣﻌﻪ’ ﺷﺒﻴﻪ ﺑﻪ ‘ﻣﻮﻓﻘﻴﺖ’ ﻧﻴﺴﺖ‪ .‬ﺍﻋﺘﻘﺎﺩ ﺩﺍﺭﻡ ﻛﻪ ﺑﺴﻴﺎﺭﻱ ﺍﺯ ﻧﺎﻇﺮﺍﻥ ﻫﺴـﺘﻨﺪ‬ ‫ﻛﻪ ﺍﺭﺯﺵ ﻛﻤﻲ ﺑﻪ ﻛﺎﺭﻫﺎ ﺍﺿﺎﻓﻪ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﻭﻟﻲ ﺑﺎ ﺍﻳﻦ ﻭﺟﻮﺩ ﺑﺎﺯﻫﻢ ﻣﻮﻓﻖ ﻫﺴﺘﻨﺪ ﭼﺮﺍ ﻛﻪ ﺑﺤـﺚ ﻭ ﺟـﺪﻝ ﺑـﻪ ﺭﺍﻩ‬ ‫ﻣﻲﺍﻧﺪﺍﺯﻧﺪ‪ ،‬ﺍﺣﺴﺎﺳﺎﺕ ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﺗﺤﺮﻳﻚ ﻣﻲﻛﻨﻨﺪ ﻭ ﺑﻪ ﺩﻓﻌﺎﺕ ﺑﺮ ﺻﻔﺤﻪ ﺗﻠﻮﻳﺰﻳﻮﻥ ﻇﺎﻫﺮ ﻣﻲﺷﻮﻧﺪ‪.‬‬ ‫ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻣﺪﻳﺮﻋﺎﻣﻞ ﻳﻜﻲ ﺍﺯ ﺑﺰﺭﮒﺗﺮﻳﻦ ﻛﻤﭙﺎﻧﻲﻫﺎﻱ ﺟﻬﺎﻥ‪ ،‬ﺗﻤﺎﻳﻞ ﺩﺍﺷﺘﻢ ﺗﺎ ﺗﻤﺎﻡ ﻟﺤﻈﺎﺗﻢ ﺭﺍ ﺑـﻪ ﻧﮕﺮﺍﻧـﻲ‬ ‫ﺩﺭ ﻣﻮﺭﺩ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﻛﺎﺭﻣﻨﺪﺍﻥ ﻭ ﺳﻬﺎﻡﺩﺍﺭﺍﻥ ﺑﭙﺮﺩﺍﺯﻡ‪ .‬ﺍﻣﺎ ﺑﺎ ﺍﻳﻦ ﻭﺟﻮﺩ ﻣﻲﺩﺍﻧﺴﺘﻢ ﻛﻪ ﻧﻤﻲﺗـﻮﺍﻧﻢ ﺍﺯ ﺭﻭﻳـﺎﺭﻭﻳﻲ ﻭ‬ ‫ﺑﺮﺧﻮﺭﺩ ﺑﺎ ﻧﺎﻇﺮﺍﻥ ﺁﻱ ﺑﻲ ﺍﻡ ﺍﺟﺘﻨﺎﺏ ﻛﻨﻢ ﭼﺮﺍ ﻛﻪ ﺍﮔﺮ ﺁﻧﻬﺎ ﺑﻪ ﻫﺮ ﻋﻠﺘﻲ ﺍﺯ ﻣﻦ ﻭ ﻛﺎﺭﻫﺎﻳﻢ ﺧﻮﺷﺸﺎﻥ ﻧﻤﻲﺁﻣـﺪ ﺑـﻪ‬ ‫ﺩﺭﺩﺳﺮ ﻣﻲﺍﻓﺘﺎﺩﻡ‪.‬‬ ‫ﺩﺭ ﻃﻮﻝ ﺗﻤﺎﻡ ﻣﺪﺗﻲ ﻛﻪ ﺩﺭ ﺟﻬﺎﻥ ﻛﺴﺐﻭﻛﺎﺭ ﻣﺸﻐﻮﻝ ﺑﻮﺩﻡ ﻫﻤﻴﺸـﻪ ﺍﻳـﻦ ﺑﺤـﺚ ﻭﺟـﻮﺩ ﺩﺍﺷـﺖ ﻛـﻪ ﺁﻳـﺎ‬ ‫ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑﺎﻳﺪ ﺩﺭ ﺍﻗﺪﺍﻣﺎﺕ ﺑﺸﺮﺩﻭﺳﺘﺎﻧﻪ ﺷﺮﻛﺖ ﻛﻨﻨﺪ ﻳﺎ ﺧﻴﺮ‪ ،‬ﺑﺮﺧﻲ ﻋﻘﻴﺪﻩ ﺩﺍﺷﺘﻨﺪ ﻛﻪ ﺗﻤﺎﻡ ﻭﺟـﻮﻩ ﺑﺎﻳﺴـﺘﻲ‬ ‫ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺳﻬﺎﻡ ﺩﺍﺭﺍﻥ ﻗﺮﺍﺭ ﮔﻴﺮﺩ ﻭ ﺁﻧﻬﺎ ﺧﻮﺩﺷﺎﻥ ﺗﺼﻤﻴﻢ ﺑﮕﻴﺮﻧﺪ ﻛﻪ ﺳﻬﻢﺷﺎﻥ ﺭﺍ ﺑﻪ ﻛﺎﺭﻫﺎﻱ ﺧﻴﺮﻳـﻪ ﺍﺧﺘﺼـﺎﺹ‬ ‫ﺑﺪﻫﻨﺪ ﻳﺎ ﺧﻴﺮ ﺍﺯ ﺳﻮﻱ ﺩﻳﮕﺮ ﮔﺮﻭﻫﻲ ﺑﺮ ﺍﻳﻦ ﺑﺎﻭﺭﻧﺪ ﻛﻪ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑـﻪ ﻋﻨـﻮﺍﻥ ﺑﺨﺸـﻲ ﺍﺯﺟﺎﻣﻌـﻪ ﺩﺭ ﺣﻤﺎﻳـﺖ ﺍﺯ‬ ‫ﺳﻼﻣﺖ ﻭ ﺣﻴﺎﺕ ﺟﺎﻣﻌﻪ ﺩﺍﺭﺍﻱ ﻣﺴﺌﻮﻟﻴﺖ ﻣﻲﺑﺎﺷﻨﺪ‪.‬‬ ‫ﻣﻦ ﻃﺮﻓﺪﺍﺭ ﻧﻈﺮﻳﻪ ﺩﻭﻡ ﻫﺴﺘﻢ‪ .‬ﺍﻋﺘﻘﺎﺩ ﺩﺍﺭﻡ ﻛﻪ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺗﻨﻬﺎ ﻫﻨﮕﺎﻣﻲ ﻣﻮﻓﻖ ﻣﻲﺷﻮﻧﺪ ﻛﻪ ﺩﺭ ﻳﻚ ﺟﺎﻣﻌـﻪ‬ ‫ﺳﺎﻟﻢ ﻭ ﻣﻄﻤﺌﻦ ﺑﻪ ﻛﺎﺭ ﻭ ﻓﻌﺎﻟﻴﺖ ﺑﭙﺮﺩﺍﺯﻧﺪ‪ .‬ﻫﻤﺎﻧﻘﺪﺭ ﻛﻪ ﺑﻪ ﺗﺤﻘﻴﻖ‪ ،‬ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻭ ﺗﺒﻠﻴﻐﺎﺕ ﻣﻮﻓﻖ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ ﺑﻪ‬ ‫ﺍﻳﻦ ﻧﻴﺎﺯ ﺩﺍﺭﻧﺪ ﻛﻪ ﻭﺿﻌﻴﺖ ﺯﻧﺪﮔﻲ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﻛﺎﺭﻣﻨﺪﺍﻧﺸﺎﻥ ﻣﻨﺎﺳﺐ ﺑﺎﺷﺪ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ‪ ،‬ﻛﻤﻚ ﻛﺮﺩﻥ ﺑـﻪ ﺍﺟﺘﻤـﺎﻉ‬ ‫ﻧﻴﺰ ﻣﻲﺗﻮﺍﻧﺪ ﺩﺭ ﺭﺍﺳﺘﺎﻱ ﺍﻗﺪﺍﻣﺎﺕ ﻛﺴﺐﻭﻛﺎﺭﻱ ﺟﺎﻱ ﺑﮕﻴﺮﺩ‪ .‬ﺑﺎ ﺍﻳﻦ ﻭﺟﻮﺩ ﺍﺯ ﻳﻚ ﻧﻈﺮ ﻧﻈﺮﻳﻪ ﺍﻭﻝ ﺭﺍ ﻧﻴﺰ ﺩﺭﺳـﺖ‬ ‫ﻣﻲﺩﺍﻧﻢ‪ .‬ﻋﻼﻗﻪﺍﻱ ﺑﻪ ﻳﻜﻲ ﺍﺯ ﺍﻗﺪﺍﻣﺎﺕ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺩﺭﺧﻮﺩﻡ ﻧﻤﻲﺑﻴﻨﻢ‪ .‬ﺑﻌﻀﻲ ﺳﺎﺯﻣﺎﻥﻫﺎ ﺑﻪ ﻃﻮﺭ ﻣﻨﻈﻢ ﻣﺒـﺎﻟﻐﻲ ﺍﺯ‬ ‫ﺑﻮﺩﺟﻪ ﺧﻮﺩ ﺭﺍ ﺻﺮﻑ ﺍﻣﻮﺭ ﺧﻴﺮﻳﻪ ﻛﺮﺩﻩ ﻭ ﺑﻴﻦ ﺳﺎﺯﻣﺎﻥﻫﺎﻱ ﺧﻴﺮﻳﻪ ﺗﻘﺴﻴﻢ ﻣﻲﻛﻨﻨﺪ ﺁﻧﻬـﺎ ﻛﺎﺭﺷـﺎﻥ ﭼﻨـﺪﺍﻥ ﺑـﺪ‬ ‫ﻧﻴﺴﺖ‪ ،‬ﻭﻟﻲ ﺑﻪ ﺍﻋﺘﻘﺎﺩ ﻣﻦ ﻋﻤﻠﻜﺮﺩ ﺿﻌﻴﻔﻲ ﺩﺍﺭﻧﺪ‪.‬‬

‫ﺁﻱ ﺑﻲ ﺍﻡ ﺑﺪﺭﻭﺩ‬ ‫ﺍﻛﻨﻮﻥ ﻛﻪ ﺩﺭﺣﺎﻝ ﺟﺪﺍﺷﺪﻥ ﺍﺯ ﺁﻱ ﺑﻲ ﺍﻡ ﻫﺴﺘﻢ ﺑﺎ ﻳﻚ ﻃﻐﻴﺎﻥ ﺍﺣﺴﺎﺳﺎﺕ ﻏﻴﺮﻣﻨﺘﻈﺮﻩ ﺩﺳﺖﻭﭘﻨﺠﻪ ﻧﺮﻡ ﻣﻲﻛﻨﻢ‪.‬‬ ‫ﻛﻤﭙﺎﻧﻲ ﻣﻚ ﻛﻴﻨﺴﻲ ﺭﺍ ﺩﺭ ﺣﺎﻟﻲ ﺗﺮﻙ ﻛﺮﺩﻡ ﻛﻪ ‪ ٣٥‬ﺳﺎﻝ ﺩﺍﺷـﺘﻢ ﻭ ﺧﻮﺷـﺤﺎﻝ ﺑـﻮﺩﻡ ﻛـﻪ ﭼﻴﺰﻫـﺎﻱ ﺯﻳـﺎﺩﻱ‬ ‫ﺁﻣﻮﺧﺘﻪﺍﻡ ﻭ ﻣﻲﺗﻮﺍﻧﻢ ﺯﻧﺪﮔﻲ ﺟﺪﻳﺪﻱ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻣﺪﻳﺮ ﺍﺟﺮﺍﻳﻲ ﺁﻏـﺎﺯ ﻧﻤـﺎﻳﻢ‪ .‬ﻫﻤﻜـﺎﺭﺍﻧﻢ ﺩﺭ ﺍﻳـﻦ ﻛﻤﭙـﺎﻧﻲ‬ ‫ﻫﺮﺍﺯﭼﻨﺪﮔﺎﻫﻲ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻧﺸﺎﻥ ﻣﻲﭘﻴﻮﺳﺘﻨﺪ ﻭ ﻛﻤﭙﺎﻧﻲ ﺭﺍ ﺗﺮﻙ ﻣﻲﻛﺮﺩﻧﺪ ﻭ ﻣﻦ ﻫﻢ ﺍﺯ ﻫﻤﻴﻦ ﺭﻭﺵ ﻛﻪ ﺗﻮﺳـﻂ‬ ‫ﺩﻳﮕﺮﺍﻥ ﺁﻏﺎﺯ ﺷﺪﻩ ﺑﻮﺩ ﭘﻴﺮﻭﻱ ﻛﺮﺩﻡ‪.‬‬ ‫ﻛﻤﭙﺎﻧﻲ ﺍﻣﺮﻳﻜﻦ ﺍﻛﺴﭙﺮﺱ ﺭﺍ ﻧﻴﺰ ﭘﺲ ﺍﺯ ‪ ١١‬ﺳﺎﻝ ﺩﺭ ﺣﺎﻟﻲ ﺗﺮﻙ ﻛﺮﺩﻡ ﻛﻪ ﺑﺎ ﺍﺳﺘﺮﺍﺗﮋﻱ ﺳﺎﺯﻣﺎﻧﻲ ﺁﻧﻬﺎ ﻣﻮﺍﻓـﻖ‬ ‫ﻧﺒﻮﺩﻡ‪ .‬ﺍﮔﺮ ﻭﻗﺎﻳﻊ ﺩﺭ ﺍﻣﺮﻳﻜﻦ ﺍﻛﺴﭙﺮﺱ ﺻﻮﺭﺕ ﺩﻳﮕﺮﻱ ﺑﻪ ﺧﻮﺩ ﻣﻲﮔﺮﻓﺘﻨﺪ ﺑﻪ ﺍﺣﺘﻤﺎﻝ ﺯﻳﺎﺩ ﻫﻨﻮﺯ ﺁﻧﺠﺎ ﺑﻮﺩﻡ‪ .‬ﻭﻟﻲ‬ ‫ﺑﺎ ﺍﻳﻦ ﻭﺟﻮﺩ ﻣﻲﺗﻮﺍﻥ ﮔﻔﺖ ﭘﺎﺳﺨﻲ ﺑﻪ ﭼﺎﻟﺶ ﻫﻴﺠﺎﻥﺍﻧﮕﻴﺰ ﺍﺩﺍﺭﻩ ﺩﮔﺮﮔﻮﻧﻲ ﻭ ﺗﺤﻮﻝ ﺁﻱ ﺑﻲ ﺍﻡ ﻧﻴﺰ ﺑﻮﺩ‪.‬‬ ‫ﺍﻣﺎ ﺍﺣﺴﺎﺳﺎﺗﻢ ﺩﺭ ﻫﻨﮕﺎﻡ ﺗﺮﻙ ﻛﺮﺩﻥ ﺁﻱ ﺑـﻲ ﺍﻡ ﺑـﺎ ﺧـﺮﻭﺝﻫـﺎﻱ ﻗﺒﻠـﻲ ﺑﺴـﻴﺎﺭ ﻣﺘﻔـﺎﻭﺕ ﺍﺳـﺖ‪ .‬ﺩﺭ ﺗﻤـﺎﻡ‬ ‫ﺣﺮﻛﺖﻫﺎﻱ ﻗﺒﻠﻲ ﻫﻤﻮﺍﺭﻩ ﺑﻪ ﺁﻳﻨﺪﻩ ﭼﺸﻢ ﻣﻲﺩﻭﺧﺘﻢ ﻭ ﺩﺭ ﺍﻧﺘﻈﺎﺭ ﭼﺎﻟﺶﻫﺎﻱ ﺟﺪﻳﺪ ﺑﻮﺩﻡ‪.‬‬

‫ﭼﻪ ﻛﺴﻲ ﻣﻲﮔﻮﻳﺪ ﻓﻴﻞﻫﺎ ﻧﻤﻲﺗﻮﺍﻧﻨﺪ ﺑﺮﻗﺼﻨﺪ؟ ‪/‬‬

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‫ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﺑﻪ ﺁﻱ ﺑﻲ ﺍﻡ ﺁﻣﺪﻡ ﻳﻚ ﻏﺮﻳﺐ ﺑﻮﺩﻡ‪ ،‬ﻛﺴﻲ ﻛﻪ ﻗﺮﺍﺭ ﺑـﻮﺩ ﺗﻐﻴﻴـﺮﺍﺕ ﺟﺪﻳـﺪﻱ ﺑـﻪ ﻭﺟـﻮﺩ ﺁﻭﺭﺩ‪.‬‬ ‫ﻣﺠﺒﻮﺭ ﺑﻮﺩﻡ ﻛﻪ ﺗﺼﻤﻴﻤﺎﺕ ﻣﺸﻜﻞ ﺯﻳﺎﺩﻱ ﺍﺗﺨﺎﺫ ﻧﻤﺎﻳﻢ ﻭ ﻛﻤﭙﺎﻧﻲ ﺭﺍ ﺍﺯ ﻣﺴﻴﺮﻫﺎﻱ ﻛﻪ ﻧﺒﺎﻳﺪ ﺩﺭ ﺁﻧﻬﺎ ﺣﺮﻛـﺖ ﻛﻨـﺪ‬ ‫ﺟﺪﺍ ﻧﻤﺎﻳﻢ‪ .‬ﺍﻣﺎ ﺑﺎ ﮔﺬﺷﺖ ﺯﻣﺎﻥ ﺧﻮﺩﻡ ﺭﺍ ﻳﻜﻲ ﺍﺯ ﺍﻋﻀﺎﻱ ﺁﻱ ﺑﻲ ﺍﻡ ﺍﺣﺴﺎﺱ ﻣﻲﻛـﺮﺩﻡ‪ .‬ﺩﺭ ﺣﻘﻴﻘـﺖ ﺍﻳـﻦ ﻏﺮﻳﺒـﻪ‬ ‫ﺗﻮﺍﻧﺴﺘﻪ ﺑﻮﺩ ﺩﻓﺘﺮ ﻣﺪﻳﺮﻋﺎﻣﻞ ﺁﻱ ﺑﻲ ﺍﻡ ﺭﺍ ﺍﺯ ﺗﻤﺎﻡ ﻣﺪﻳﺮﻋﺎﻣﻼﻥ ﺩﻳﮕﺮ )ﻏﻴـﺮ ﺍﺯ ﻭﺍﺗﺴـﻮﻥ( ﺑﻴﺸـﺘﺮ ﺑـﻪ ﺧـﻮﺩﺵ‬ ‫ﺍﺧﺘﺼﺎﺹ ﺩﻫﺪ‪.‬‬