“解脱还是后悔？”这是摩托罗拉解决方案CEO格雷格·布朗用来检验重大决策的问题。
“Relief or regret?” That is the question Motorola Solutions CEO Greg Brown uses to test consequential decisions.
在与佩妮·普利茨克和安德鲁·埃奇克利夫-约翰逊的坦诚对话中，布朗解释了近二十年的重塑、激进投资者压力和私募股权介入如何改变了他的领导方式。
In a candid conversation with Penny Pritzker and Andrew Edgecliffe-Johnson, Brown explains how nearly two decades of reinvention, activist pressure and private-equity involvement changed the way he leads. Working with activists made him more accountable and pushed him, he says, from thinking “like a manager” to thinking “like an owner.” He is equally open about the moments when that judgment was tested. When Motorola Solutions’ board considered selling the company, Brown told directors: “This is bullshit. And if you want to fire me, go ahead and fire me.” He later apologized for the delivery, but not the substance, then ran the process the board had asked for. No buyer emerged, but the process ultimately led to Silver Lake investing in Motorola.
他表示，与激进投资者合作让他更加负责，并推动他从“像经理一样思考”转变为“像所有者一样思考”。他同样坦诚地谈到了接受考验的时刻。
In a candid conversation with Penny Pritzker and Andrew Edgecliffe-Johnson, Brown explains how nearly two decades of reinvention, activist pressure and private-equity involvement changed the way he leads. Working with activists made him more accountable and pushed him, he says, from thinking “like a manager” to thinking “like an owner.” He is equally open about the moments when that judgment was tested. When Motorola Solutions’ board considered selling the company, Brown told directors: “This is bullshit. And if you want to fire me, go ahead and fire me.” He later apologized for the delivery, but not the substance, then ran the process the board had asked for. No buyer emerged, but the process ultimately led to Silver Lake investing in Motorola.
当摩托罗拉解决方案董事会考虑出售公司时，布朗对董事们说：“这是胡扯。如果你们想解雇我，尽管解雇好了。”
In a candid conversation with Penny Pritzker and Andrew Edgecliffe-Johnson, Brown explains how nearly two decades of reinvention, activist pressure and private-equity involvement changed the way he leads. Working with activists made him more accountable and pushed him, he says, from thinking “like a manager” to thinking “like an owner.” He is equally open about the moments when that judgment was tested. When Motorola Solutions’ board considered selling the company, Brown told directors: “This is bullshit. And if you want to fire me, go ahead and fire me.” He later apologized for the delivery, but not the substance, then ran the process the board had asked for. No buyer emerged, but the process ultimately led to Silver Lake investing in Motorola.
他后来为措辞道歉，但不为实质道歉，随后执行了董事会要求的流程。
In a candid conversation with Penny Pritzker and Andrew Edgecliffe-Johnson, Brown explains how nearly two decades of reinvention, activist pressure and private-equity involvement changed the way he leads. Working with activists made him more accountable and pushed him, he says, from thinking “like a manager” to thinking “like an owner.” He is equally open about the moments when that judgment was tested. When Motorola Solutions’ board considered selling the company, Brown told directors: “This is bullshit. And if you want to fire me, go ahead and fire me.” He later apologized for the delivery, but not the substance, then ran the process the board had asked for. No buyer emerged, but the process ultimately led to Silver Lake investing in Motorola.
虽然没有买家出现，但该过程最终促成了银湖资本对摩托罗拉的投资。
In a candid conversation with Penny Pritzker and Andrew Edgecliffe-Johnson, Brown explains how nearly two decades of reinvention, activist pressure and private-equity involvement changed the way he leads. Working with activists made him more accountable and pushed him, he says, from thinking “like a manager” to thinking “like an owner.” He is equally open about the moments when that judgment was tested. When Motorola Solutions’ board considered selling the company, Brown told directors: “This is bullshit. And if you want to fire me, go ahead and fire me.” He later apologized for the delivery, but not the substance, then ran the process the board had asked for. No buyer emerged, but the process ultimately led to Silver Lake investing in Motorola.
布朗还解释了他如何决定摩托罗拉应该自建、收购还是合作，以及如何在连续的重塑中保持公司前进，同时不失去对核心业务的关注。—— 安德鲁·埃奇克利夫-约翰逊
Brown also explains how he decides what Motorola should build, buy or partner on, and how he keeps the company moving through successive reinventions without losing sight of what should remain core.