麥肯錫領導力工廠挑戰商學院
Companies that move into the WeWork shared office space at 25 Broadway in lower Manhattan are renting the usual paraphernalia of start-up land.
搬入位於曼哈頓下城區(Lower Manhattan)百老匯大街25號的WeWork共享辦公空間的公司，租下的是創業國度的典型配置。
Rough wooden tables lend an industrial feel and tenants can break off to play shuffleboard, or refresh themselves with draft beer and “micro-roasted” coffee. In the bathroom, the slogan on the mouthwash dispenser nags you to “pitch a fresh idea”.
粗糙的木桌呈現出一種工業感，租客工作之餘可以玩沙狐球，或是來一杯生啤和“微焙”咖啡給自己提提神。在衛生間，漱口水分液機上的標語提醒你“拋出一個新點子”。
It would be easy to dismiss the presence of McKinsey in such surroundings as just glib symbolism. However, the product that the buttoned-down strategy consultant has been working on here is part of a trend that has genuine potential to reshape the business education market.
在這樣帶有輕鬆元素的環境中，很容易忽視麥肯錫(McKinsey)的存在。然而，這家嚴肅的戰略諮詢機構在這裏開發的產品，正是真正有可能重塑商業教育市場的趨勢的一部分。
The WeWork space has helped to incubate McKinsey Academy, an online training service that brings the company into more direct competition with business schools, the traditional providers of executive education.
WeWork空間幫助孵化出了麥肯錫學院(McKinsey Academy)——這個在線培訓服務讓麥肯錫與作爲高管教育傳統提供者的商學院展開了更直接的競爭。
“We are a leadership factory ourselves,” declares Charlotte Relyea, a senior McKinsey consultant and Harvard MBA graduate involved in the project. About 400 former McKinseyites lead organisations with more than $1bn in revenues, she adds. They include Jim McNerney at Boeing, Tidjane Thiam of Credit Suisse, Oliver Bäte at Allianz and Vittorio Colao at Vodafone. (The factory churns out faulty leaders too, of course, such as Enron’s Jeff Skilling and Rajat Gupta, the former McKinsey head jailed for insider trading.)
“我們本身是領導力工廠，”參與該項目的哈佛大學(Harvard) MBA畢業生、麥肯錫高級顧問夏洛特•雷利亞(Charlotte Relyea)稱。她補充稱，約有400位前麥肯錫人如今領導着年收入逾10億美元的機構。他們包括波音(Boeing)的吉姆•邁克納尼(Jim McNerney)、瑞士信貸(Credit Suisse)的迪德簡•蒂亞姆(Tidjane Thiam)、安聯保險集團(Allianz)的奧利弗•拜特(Oliver Bäte)以及沃達豐(Vodafone)的維托裏奧•科勞(Vittorio Colao)。（這家工廠當然也會生產出有缺陷的領導者，比如安然(Enron)的傑夫•斯基林(Jeff Skilling)和因內幕交易而鋃鐺入獄的麥肯錫前掌門人顧磊傑(Rajat Gupta)。）
The consultant had done leadership development work for a couple of decades but the current effort dates from 2013, with the creation of the McKinsey Academy online platform — a customised version of the edX software developed by MIT and Harvard.
麥肯錫在領導力培訓方面已經付出了二十年的努力，但是當前這項工作始於2013年麥肯錫學院在線平臺創建之時。該平臺是麻省理工學院(MIT)和哈佛大學研發的edX軟件的定製化版本。
The service is being offered both to existing clients and companies that have not used McKinsey before. For the former, it is touted as a way of making sure that strategy set at the top gets implemented further down the hierarchy. For the latter, it is something of a taster product.
該服務同時面向現有客戶和之前從未使用過麥肯錫服務的企業。對於前者，麥肯錫稱該服務可以確保高層制定的戰略逐級向下貫徹。對於後者，該服務相當於一種體驗產品。
A typical McKinsey Academy course might drill the user in the “10 timeless tests” that it applies when hatching corporate strategies (“Does your strategy rest on privileged insights?” asks test five, while number 10 inquires: “Have you translated your strategy into an action plan?”). Alternatively, the student might get sucked into a fictional case study involving a playground equipment manufacturer that has lost its way and needs to get sales growing again.
麥肯錫學院的經典課程或許會用“10條永恆測試”訓練用戶，麥肯錫在制定企業戰略時就使用這些測試（其中第5條問道：“你的戰略是基於特權化的觀點嗎？”，而第10條問道：“你把戰略轉爲行動計劃了嗎？”）。或者，學生可能浸入一次虛構案例研究，研究對象是一個迷失了方向、亟需再次提升銷量的遊樂場設備製造商。
The content tends to be broken up into 3-5 minute snippets to reflect the fact that participants are unlikely to have much time to spare — there is even an option to watch videos at double speed. McKinsey consultants serve as “teaching assistants” and top students are rewarded with a place on a leaderboard. There is also a “group work” element where participants are broken up into small teams.
課程內容往往會分成3-5分鐘的片段，以適應參與者不太可能有很多空閒時間的事實——參與者甚至可以選擇以兩倍速度觀看視頻。麥肯錫的顧問擔任“助教”，最優秀的學生可以登上排行榜。課程中還有“小組作業”環節，參與者會被打亂分成小組。
Business schools are watching the rise of this new rival closely. “When people ask me where my competition is, McKinsey Academy is on the list,” says Glenn Hubbard, dean of Columbia Business School in New York.
商學院正密切關注着這個新競爭對手的崛起。“當人們問我的競爭對手是誰時，麥肯錫學院就榜上有名，”紐約哥倫比亞商學院(Columbia Business School)的院長格倫•哈伯德(Glenn Hubbard)稱。
But McKinsey, which runs an annual business book award jointly with the Financial Times, is by no means alone in its push into education. Other consultancies making similar moves include Korn Ferry and PwC, says Dominique Turpin, president of IMD, the Swiss business school.
但是，與英國《金融時報》聯合評選年度商業圖書獎的麥肯錫，絕對不是唯一一個進軍教育的諮詢機構。瑞士洛桑國際管理髮展學院(IMD)總裁多米尼克•圖爾平(Dominique Turpin)稱，其他採取類似行動的諮詢機構包括光輝國際(Korn Ferry)和普華永道(PwC)。
Meanwhile, other newcomers providing corporate training courses include LinkedIn’s and an alliance between the FT and IE, the Spanish business school.
與此同時，其他推出企業培訓課程的新來者包括領英(LinkedIn)的、以及英國《金融時報》與西班牙IE商學院(IE Business School)建立的聯盟。
Prof Turpin’s IMD topped the open enrolment section of the FT 2016 rankings of executive education providers, announced today.
在近期公佈的英國《金融時報》2016年高管教育課程排行榜中，圖爾平教授領導的IMD在開放課程中位列第一。
The arrival of the consultancies means that there are now more rivals trying to knock the school off its perch but he says it also presents new opportunities for partnerships.
諮詢公司紛紛加入高管教育，意味着如今更多競爭對手試圖將IMD趕下榜首之位，但圖爾平表示，這也爲合作帶來了新機遇。
IMD teamed up with management consultant BCG to deliver a customised executive education programme to Singapore’s Changi airport, for instance.
例如，IMD聯手波士頓諮詢集團(BCG)爲新加坡樟宜機場推出了一項定製高管教育課程。
However, he suggests that consultancies and other new entrants will face a challenge making money in executive education, assuming they can source enough professorial talent.
但他表示，諮詢公司及其他新進機構將在從高管教育獲利方面面臨挑戰——即便他們能招徠足夠的專業人才。
While accepting that the consultancies’ move into training reflects market demand, he argues that some clients might fear that signing up for such a course from a consultant would lead to a sales pitch for other products and services when the training is over: “The consultancies are not seen as being as neutral as business schools.”
雖然他承認諮詢公司進入高管培訓領域反映了市場的需求，但他提出，一些學員可能擔心，如果報名諮詢公司的此類課程，培訓結束後，他們可能將被推銷其他產品和服務：“諮詢公司給人的感覺沒有商學院中立。”
Josep Valor heads Spanish business school Iese’s customised executive education programmes, which top the FT rankings.
何塞普•巴洛爾(Josep Valor)領導的西班牙Iese商學院(Iese Business School)定製高管教育課程，領銜英國《金融時報》2016年定製高管教育課程排行榜。
Valor is more outspoken about McKinsey’s incursion than the typical business school leader. In particular, he claims that it could even damage McKinsey clients who sign up.
與典型的商學院主管相比，巴洛爾對於麥肯錫進入高管教育更加直言不諱。尤其是，他宣稱，這甚至可能給參加課程的麥肯錫客戶造成損失。
If a company is receiving board-level strategic advice from a consultant, he argues, it might be putting too many eggs in one basket to allow the same company to train the echelons below.
他表示，如果一家企業正從一家諮詢公司接受董事會層面戰略諮詢服務，那讓同一家諮詢公司培訓董事會以下各層級管理人員或許就像把太多雞蛋置於同一籃子中。
“You may end up being handcuffed by these guys. A number of large organisations do feel that way,” he says. “If these guys make a mistake you are dead.” But even as he criticises the newcomer, Valor credits McKinsey’s ability to bring together chief executives from different companies and industries as being equal to the convening power of business schools, where inter-company networking is an important part of executive education offerings.
“你最終可能會被這些傢伙束縛住手腳。許多大型機構都有這種感覺，”他說，“如果這些傢伙犯了錯，你就死定了。”但即便對麥肯錫表示批評，巴洛爾仍認爲麥肯錫將不同企業和行業的高管聚攏到一起的能力與商學院的號召力不相上下，在商學院，打造公司之間的人際關係網是高管教育課程的重要組成部分。
Charlotte Relyea is adamant that McKinsey does not face a conflict of interest, saying that its teaching is customised to reflect the client’s approach rather than just the consultant’s. “The fact that we know them so well makes the customisation so much more effective.”
夏洛特•雷利亞堅信，麥肯錫並不面臨利益衝突，她表示，麥肯錫的課程是定製的，反映客戶的方式方法，而不僅僅是麥肯錫的方式方法。“我們對他們瞭解至深，這使得定製課程更加有效。”
She also denies any suggestion that McKinsey might be using executive education as a loss leader to pick up big change management consulting contracts. The consultant sees business schools more as partners than competitors, she says. There are indeed multiple ways in which it already works with business schools — not least in the recruits it scoops up each year from MBA programmes.
她還否認了一種猜測，即麥肯錫可能以高管教育作爲低價誘餌來獲得變革管理諮詢的大單。她表示，麥肯錫更多地將商學院視爲合作伙伴，而非競爭對手。實際上，麥肯錫已經以多種方式與商學院合作——尤其是麥肯錫每年從MBA項目中招募員工。
Its academic advisory council includes faculty members from MIT Sloan and Rotman business schools, as well as Sir John Hood, the former vice-chancellor of the University of Oxford.
麥肯錫的學術顧問委員會包括來自麻省理工學院斯隆管理學院(MIT Sloan School of Management)、多倫多大學(University of Toronto)羅特曼管理學院(Rotman School of Management)的教員，以及牛津大學(University of Oxford)前副校長約翰•胡德爵士(Sir John Hood)。
Nitin Nohria, dean of Harvard Business School, leans in a similar direction to Relyea, suggesting that the market is big enough to accommodate fresh players.
哈佛商學院(Harvard Business School)院長尼廷•諾里亞(Nitin Nohria)的看法與雷利亞相似，他認爲高管教育市場足夠大，能容納新的參與者。
He also points out that the “thought leadership” magazines and websites created by management consultants are another sign of how boundaries with business schools — big publishers themselves, with the likes of Harvard Business Review — are blurring.
他還指出，由管理諮詢公司創辦的“思想領導力”雜誌和網站，是諮詢公司與商學院——同樣大量出版商業書籍，比如《哈佛商業評論》(Harvard Business Review)之類——之間的邊界正變得模糊的又一標誌。
“The provision of management education will occur in many more forms by many more providers,” he predicts.
他預言道：“管理教育將由更多供應者以更多的形式提供。”
At the very least, it seems, the upheaval in the market has the makings of a fine business school case study.
至少，高管教育市場的劇變看起來可以成爲一個很好的商學院研究案例。
