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为新价值重新定义工作
The next opportunity
下一个机会
Redesigning jobs should be viewed not as an end goal but as a process that enables work itself to be redefined so that the workforce creates new value.
重新设计工作不应视为一个最终目标，而应视为一个能够重新定义工作本身的过程，以便劳动力创造新的价值。
THIS article was originally published by MIT Sloan Management Review.
本文最初由麻省理工学院斯隆管理评论发表。
The nature of work is evolving in two complementary directions. In one direction, managers are redesigning jobs to take advantage of new opportunities to automate workflow processes. Their aim: transform how workers execute tasks in order to boost efficiencies and reduce costs. At the same time, some managers are redefining work to take advantage of new capacity freed up by job redesign. With work redefinition, work is becoming no longer simply about task execution; it’s about creating new sources of value for customers and the business. Although redesigning jobs and redefining work are both typically integral to long-term strategy, our research shows that too many companies are focused primarily on the former. Without an overriding strategy of redefining work, workers represent cost savings rather than freed capacity to create new value for the business or the customer.
工作的性质正朝着两个相辅相成的方向发展。在一个方向上，管理者正在重新设计工作，以利用新的机会自动化工作流程。他们的目标是：改变工人执行任务的方式，以提高效率和降低成本。与此同时，一些管理者正在重新定义工作，以利用工作重新设计释放的新能力。随着工作的重新定义，工作不再只是简单的任务执行，而是为客户和业务创造新的价值来源。虽然重新设计工作和重新定义工作都是长期战略的组成部分，但我们的研究表明，太多的公司主要关注前者。如果没有重新定义工作的压倒一切的战略，工人代表的是成本节约，而不是释放为企业或客户创造新价值的能力。
This can be a big problem: Investing in job redesign without first planning for and investing in redefining work can narrow future outcomes and limit opportunities for both growth and long-term value creation. Understanding the relationship between these two approaches to work is essential to any strategic effort to compete over the long term.
这可能是一个大问题：在没有事先规划和重新定义工作的情况下投资于重新设计工作，可能会缩小未来成果的范围，限制增长和长期价值创造的机会。理解这两种工作方法之间的关系对于任何长期竞争的战略努力都是至关重要的。
Of the two approaches, job redesign is clearly the more popular and well understood. The rationale is often cost reduction—either directly, by reducing head count, or indirectly, by eliminating human-driven mistakes and delays. Job redesign may benefit customers with quicker response times, more consistent or error-free service, or lower costs, but cost reductions generally are a game of diminishing returns over time.
在这两种方法中，工作重新设计显然更受欢迎，也更容易理解。其基本原理通常是直接、通过减少人数或通过消除人为的错误和延误间接降低成本。工作重新设计可能会使客户受益于更快的响应时间、更一致或无错误的服务或更低的成本，但成本降低通常是一个随着时间推移回报递减的游戏。
The less familiar but more expansive approach is to redefine what work is all about: It shifts the primary objective of work from efficiency to broader value creation. When work is appropriately redefined, workers focus on identifying and addressing unseen problems and opportunities instead of executing tasks. In contrast to the incremental and diminishing returns of job redesign, redefining work leads to increasing returns because of its significant potential for long-term value creation.
不太熟悉但更为广泛的方法是重新定义工作的意义：它将工作的主要目标从效率转移到更广泛的价值创造。当工作被适当地重新定义时，工人们将注意力集中在识别和解决看不见的问题和机会上，而不是执行任务。与工作重新设计带来的递增和递减回报相比，重新定义工作由于其长期价值创造的巨大潜力而导致回报递增。
Pursued together, these two approaches are complements. Redesigning jobs should be viewed not as an end goal, but as a process that enables work itself to be redefined so that the workforce creates new value. The challenge for management is to orchestrate initiatives that unite job redesign and work redefinition for that greater opportunity.
这两种方法是相辅相成的。重新设计工作不应视为一个最终目标，而应视为一个过程，使工作本身能够重新定义，从而使劳动力创造新的价值。管理层面临的挑战是，如何协调将工作重新设计和工作重新定义结合起来的举措，以获得更大的机会。
DI_Redefining-work-for-new-value.pdf
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