142-3-664
Mr Pfeffer points out that CEOs who presided over three years of poor earnings and led their firms into bankruptcy only faced a 50% chance of losing their jobs (and perfectly successful senior managers are routinely cleaned out when new CEOs take over). There are plenty of things that matter more than competence, such as the ability to project drive and self-confidence.
The best way to increase your chances of reaching the top is to choose the right department to join. The most powerful departments are the ones that have produced the current big-wigs (R&D in Germany, finance in America), and the ones that pay the most. But the trick is to find the department that is on the rise. Robert McNamara and his fellow whizz kids flourished in post-war America because they realised that power was shifting to finance. Zia Yusuf zoomed up the ranks of SAP, a German software company, because he offered something that the engineering-dominated company lacked: expertise in corporate strategy. Men with pay-TV backgrounds have risen in media companies like News Corporation and Time Warner—rightly so, given the importance of cable and satellite TV to those businesses.
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presided over ÅëÇÒÇÏ´Ù. earnings ¼Òµæ.
routinely ÀÏ»óÀûÀ¸·Î, ß¾ÖÇ(»ó·Ê)ÀûÀ¸·Î. project drive »ç¾÷ÃßÁø.
department ºÐ¾ß, Ý»ßþ(ºÎ¼). current ÇöÀçÀÇ. big-wigs °Å¹°, °íÀ§Àι°.
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flourish ¹ø¿µÇÏ´Ù. post-war îúý(ÀüÈÄ).¡´2Â÷ ¼¼°è´ëÀü¡µ.
zoomed up ±Þ»ó½ÂÇÏ´Ù. engineering-dominated ±â¼úÁÖµµÀûÀÎ.
expertise Àü¹®°¡Àû ±â¼ú, Áö½Ä. corporate ¹ýÀÎÁ¶Á÷ÀÇ.
corporate strategy ȸ»çÀü·«. Corporation ÁÖ½Äȸ»ç, ÞäÓ¥ÛöìÑ(»ç´Ü¹ýÀÎ).
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