Over the past decade, the pace with which organizations
worldwide have been experimenting with innovations to
remain competitive has increased frenetically. Activitybased cost management (ABCM), Total Quality
Management (TQM), and business process reengineering
(BPR) have been attempted by many organizations
separately, and in some cases, simultaneously. The
financial and human resources that have been poured
into these innovation attempts are truly staggering, but
unfortunately, many innovations have failed.
在過去的10年中，全球的組織一直積極嘗
試與增加創新的趨勢以保持競爭力。許多
組織已試圖將作業成本管理(ABCM)、全面
質量管理(TQM)和作業流程再造(BPR)分開，
在某些情況下在同時進行。大量投入財務
和人力資源在嘗試創新中是非常驚人的，
但不幸地是，很多創新都失敗。
The purpose of this article is to offer some principles
for successful implementation that often are not
explicitly incorporated, or are underemphasized in
many approaches to implementation. Successful
implementation occurs when, "Managers and
employees permanently alter the way they perform
their job responsibilities to conform to the principles
dictated by a particular innovation."
這篇文章的目的是提供一些
執行成功的原則，往往是不明確
地合併或是對許多方法執行的不
夠。成功執行發生時，『管理者
和員工持續改變其履行他們的工
作職責，以符合其特定創新的原
則。』
Principle 1 : The Importance of organizational culture.
Some organizational cultures embrace change while
others retreat from change. Knowing what kind of
culture exists is an extremely important factor to
understand.
原則1：組織文化的重要性
一些組織文化能接受改變，而其他的組
織卻躲避改變。了解各種不同的文化的存在
是個非常重要的因素。
Principle 2 : Only adopt those innovations consistent
with current corporate, divisional, and plant
strategies.
The assumption underlying this principle is that
employees will be more willing to adopt an innovation
if it is consistent with the organization's strategy to
which they have already committed.
原則2：只有採用這些創新才能與現行的企業、
部門，和工廠策略相符合一致:
這些原則的基礎假設是員工將更願意採
用創新與組織致力的策略相符合。
Principle 3 : Don't attempt an innovation if an
organization is simultaneously engaging in downsizing.
Employees have great difficulty committing to change
when they see that their organization is not committing
to them. Have a strong feeling of job security allows
employees to accept change more easily.
原則3：如果組織同時地從事縮減開支
就不要嘗試創新：
員工很難作出改變的保證，當他們看到他們
的組織對其不作出保證。工作安全有種強烈的感
覺，讓員工更容易接受改變。
Principle 4 : Spend as much time and resources on
managing the human side of change as the technical side.
Managing the technical side of an innovation is often
not the most significant problem for organizations.
Successful change involves placing a great deal of
effectively managing people so that they may embrace
change.
原則4:花費更多時間和資源於管理人力方面
能在技術方面有所改變:
管理技術方面的創新往往不是組織最重要的
問題。成功的改變需要大量有效管理的人，讓他
們能接受改變。
Principle 5 : Educate and train employee at all levels of the
organization regarding the purpose and benefits of the innovation.
Educating employees only at the managerial level as to why change
is occurring is an enormous mistake. Because most innovation success
rests on improvements in variables related to quality, cost and time,
employees at the point of production and service need to be included
in any training and education programs. Only then can the entire
organization embrace change.
原則5：在各個層面教育和培訓員工是組織
對於創新的目的和利益
只有在教育員工管理的水平發生變化是個巨大的錯
誤。因為大多數創新的成功相關的變化在於改善品質、
成本和時間，生產和服務的員工需要包含任何培訓教育
和教育計劃。只有這樣才能使整個組織接受改變。
Principle 6 : Use medium- and long-term performance measures to gauge
innovation success.
Many organizations simply rely on short term (often financial) performance
measures such to gauge success. The key to assessing real change is to use
measures that will answer questions such as, " Is the innovation leading to the
intended consequences ? " and " Are employees thinking differently about
problems and are they making better decisions ? " Answers to these questions
may require more qualitative measures such as attitudinal surveys and direct
observation of behavior. Such measures serve as medium term assessments of
true behavioral change. The organization should also rely on long- term (3 to 5
year) measures as it takes several years for true change to occur.
原則6：使用中期和長期的績效指標來衡量創新的成功
許多組織僅僅依靠短期(通常是財務)績效等方法來衡量成功。關鍵
評估真正的改變是使用方法，回答這樣的問題，如"是創新導致預
期的後果嗎?"和"員工思考不同的問題和他們能做出更好的決策
嗎?"這些問題的答案可能需要更多性質上的方法，如態度調查和直
接觀察的行為。這些方法作為中期評估真實行為的改變。該組織也
應該依靠長期 (3至5年) 的方法，因為真實變化的發生需要長時間。
Principle 7 : Generate useful and understandable reports to
illustrate the effects of change programs.
Managers are typically inundated with a lot of information and
many reports that don't provide them with the answers they
need. Reports related to change programs must be easily
understandable and useful. They should detail measures that a
manager can look at to determine if change is occurring.
原則7：產生有用和易於理解的報告說明改變計劃的影響
管理者通常淹沒在大量的訊息和許多報告，沒
提供他們所需要的答案。關於改變計劃的報告必須
易於理解和有用。他們應該詳述方法，管理者可以
看看以確定是否發生變化。
Principle 8 : Make explicit agreements regarding when and if existing
information systems should be turned off once a new system is in place.
Determining when to switch off an old system and turn on the new
one is of immense importance. Once a system like ABC has been
implemented the old direct labor based system must be turned off
quickly. If this does not happen then managers will be constantly looking
at both the old and new systems. The numbers generated from both
may cause confusion and reliance on the old system may not allow
managers to make the transition to the new system.
原則8：做出明確的協議時，一旦一個新的系統是適當
的，現行的資訊系統就應該關閉
決定關閉舊系統並開啟新系統是非常重要的。一旦該系統
像ABC已經執行舊的直接人工基礎系統必須迅速關閉。如果這不
會發生，那麼管理者將不斷地尋找在舊的和新的系統。其產生
的數字可能會導致混亂和依賴舊的系統，可能不會允許管理者
做出轉換至新系統。
9.7 a
Principle 4 says, " Spend as much time and
resources on managing the human side of change
as the technical side. " why is this so important ?
原則4說：『花費更多時間和資源於
管理人力方面能在技術方面有所改變』
為什麼這麼重要呢?
9.7 ｂ
Why does Young advocate in Principle 6 that
organizations should use both medium- and longterm measures to gauge innovation success?
為什麼 Young 提倡的原則6，組織
應該使用中間和長期方法來衡量創
新的成功呢?
9.7 a
管理技術方面的創
新往往不是組織最
重要的問題。成功
的改變需要大量有
效管理的人，讓員
工能接受改變。
9.7 ｂ
這些問題的答案可能需
要更多性質上的方法，
如態度調查和直接觀察
的行為。這些方法作為
中期評估真實行為的改
變。該組織也應該依靠
長期 (3至5年) 的方法，
因為真實變化的發生需
要長時間。