【新創的兩難】公司成長轉型，組織能力行不行？BCG董事總經理徐瑞廷feat. 綠藤生機創辦人鄭涵睿

from 商周Bar · host 商業周刊編輯處

綠藤生機是一家採減法製造的本土保養品品牌，曾被彭博《商業週刊》譽為台灣的植村秀，亞洲唯一蟬聯5年「對世界最好」B型企業。2015年起，綠藤營收成長超過10倍，團隊增加3倍。去年被國發會選為台灣Next Big，將有機會代表台灣往國際發展。面對經營擴張以及環境變化的挑戰，創辦人鄭涵睿開始感覺成長的壓力。本集對談：公司成長轉型，組織能力跟不上，該怎麼辦？兩難1＞成長轉型與組織能力，如何平衡？兩難2＞ KPI能兼顧成長指標與員工幸福？ ■主持人：波士頓顧問公司(BCG)董事總經理暨全球合夥人徐瑞廷(JT) ■對談人：綠藤生機創辦人兼執行長鄭涵睿 ■聆聽重點 •策略不難，組織能力才是大問題 •BCG建立組織能力的４大面向 •4大面向彼此間的關係是什麼？ •所有問題都是企業文化的問題？ •動盪中，你要找到自己的北極星 •每個階段都要更新你的商業系統 ■此系列為每月一次播出，對談精華摘錄請參見《商業周刊》1807期徐瑞廷專欄「新創的兩難」 -- Hosting provided by SoundOn

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【新創的兩難】公司成長轉型，組織能力行不行？BCG董事總經理徐瑞廷feat. 綠藤生機創辦人鄭涵睿

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