怎样的人才是企业白衣骑士?

    "We're all given to the mantra we have to reinvent ourselves, but boy, it's incredibly hard for the human mind to do that. That's what JCPenney has decided to go for," Useem says.
    “我们都热衷于歌颂重塑自我的壮举，但是伙计，人类要做到这一点很困难。而这正是JCPenney决定追求的目标，”乌西姆表示。

    To avoid botching a rescue job, new CEOs need to introduce a fresh take on the company without attaching any turnaround to their egos. That can be especially difficult amid job changes that generate media buzz, Useem says. "Glamour lasts for maybe 12 hours once the person arrives at the new job," and then it's a matter of working hard and delivering results.
  为了避免将拯救工作搞砸，新任首席执行官们必须带领企业开启新的航程，同时避免自我膨胀。乌西姆表示，职位变动引发的媒体热议可能使得这一点变得尤其困难。“履任后的光环可能持续12个小时，”但之后的要务就是努力工作，干出成绩。

    One key way to stay grounded is to spend the first part of the job taking stock of the company from within, Useem says. In Johnson's case, he adds, "Probably the first 50 days, he'll need to spend some time really getting his hands on what the underlying value drivers are. What does he want to keep and what needs to be jettisoned?"
 乌西姆表示，融入企业的一个关键途径是在上任初期多从内部观察公司。以约翰逊为例，他说，“可能头50天约翰逊需要花一些时间真正熟悉公司的内在价值驱动力。哪些是他希望保留的？哪些需要抛弃？”