新年意味著新的開始，不過(guò)對(duì)《財(cái)富》500強(qiáng)企業(yè)和其他一些公司的首席執(zhí)行官而言，2015年更像是一個(gè)高壓鍋，他們?yōu)榕まD(zhuǎn)企業(yè)頹勢(shì)或修復(fù)受損品牌形象所做的嘗試，都將受到嚴(yán)峻的考驗(yàn)。
A new year indicates a fresh start, but for CEOs in the Fortune 500 and beyond, 2015 will be a pressure cooker as their attempts to turn around struggling businesses or mend damaged brands are put to the test。
盧英德——百事可樂(lè)公司
2014年，維權(quán)投資者尼爾森。佩爾茲的特里安基金管理公司一直呼吁百事可樂(lè)公司一分為二，這一呼聲讓這家飲料和快餐公司的首席執(zhí)行官盧英德如坐針氈。盧英德則認(rèn)為，在這個(gè)競(jìng)爭(zhēng)激烈的零售市場(chǎng)，保持單一身份對(duì)百事公司更為有利，優(yōu)于預(yù)期的第三季度業(yè)績(jī)也佐證了她的觀點(diǎn)。然而，不斷變化的消費(fèi)者飲食習(xí)慣促使百事公司押下重注，以贏得眼光更加敏銳的公眾的青睞。盧英德在12月表示：“我們正在嘗試許多新的想法。”
Indra Nooyi—PepsiCo
Activist investor Nelson Peltz’s Trian Fund Management has made PepsiCo CEO Indra Nooyi’s seat especially hot this year by calling on the beverage and snack company to split in two. Nooyi has argued that Pepsi’s size as a single entity is an asset in a tough retail market—a point strengthened by the food and beverage company’s better-than-expected third quarter results. But consumers’ evolving eating and drinking habits have prompted Pespsi to make big bets to try to win over a more discerning public. “We are rolling the dice on a lot of new ideas right now,” Nooyi said in December。
唐·湯普森——麥當(dāng)勞
在這家快餐巨頭第三季度的財(cái)報(bào)電話會(huì)議上，自2012年起擔(dān)任首席執(zhí)行官的唐?湯普森表示，連鎖餐廳的業(yè)績(jī)“沒(méi)有達(dá)到我們的期望”。其實(shí)這只是輕描淡寫的說(shuō)法。麥當(dāng)勞最新的收益報(bào)告顯示，美國(guó)的同店銷售額連續(xù)四個(gè)季度下滑，總體利潤(rùn)下降了30%。明年或許將證明湯普森提議的解決方案——可定制化的漢堡平臺(tái)、分區(qū)域確定菜單和數(shù)字領(lǐng)域投資——能否取得效果。
Don Thompson—McDonald’s
During the fast-food giant’s third quarter earnings call, CEO Don Thompson, head of McDonald’s since 2012, said that the restaurant’s results fell "short of our expectations." That’s putting it lightly. McDonald’s latest earnings report showed the fourth straight quarter of negative same-store sales in the U.S. and an overall 30% drop in profit. Next year will likely prove whether Thompson’s proposed fixes—a customizable burger platform, a regional approach to the menu, and digital investments—do the trick。
特拉維斯·卡蘭尼克——Uber
2014年底，一連串爭(zhēng)議事件使得打車服務(wù)商Uber成為千夫所指的對(duì)象。首先，該公司一位高管揚(yáng)言要報(bào)復(fù)批評(píng)Uber的媒體人。緊接著又有消息稱，在印度新德里，一名使用Uber服務(wù)的司機(jī)涉嫌強(qiáng)暴女乘客。而在悉尼人質(zhì)危機(jī)期間，該應(yīng)用的“峰值定價(jià)”更是激起了眾怒。此外，Uber之前就長(zhǎng)期遭受批評(píng)，稱他們罔顧乘客安全，還克扣司機(jī)的報(bào)酬。毫無(wú)疑問(wèn)，Uber的財(cái)務(wù)狀況非常健康——該公司的估值高達(dá)400億美元之巨——但首席執(zhí)行官特拉維斯�？ㄌm尼克需要在2015年修復(fù)該公司糟糕的社會(huì)聲譽(yù)。
Travis Kalanick—Uber
At the end of 2014, a flurry of controversies swirled around car-sharing service Uber. First there was an exec’s comments about seeking revenge against its media critics. Then came an Uber driver’s alleged rape of a female passenger in Dehli. And finally, the app’s surge pricing during Sydney’s hostage crisis. Those events piled atop longstanding criticism that Uber skirts liability for passengers’ safety and underpays its drivers. There’s no doubt Uber is financially healthy—it’s valued at $40 billion—but it’ll be up to CEO Travis Kalanick to repair the company’s social reputation in 2015.
邁克爾·林頓——索尼影視娛樂(lè)公司
在2014年底，沒(méi)有哪家公司遭遇的媒體風(fēng)暴像索尼影視娛樂(lè)公司這般猛烈，而且這場(chǎng)風(fēng)暴仍在影響著該公司。這家電影公司在11月遭遇的網(wǎng)絡(luò)被黑事件引發(fā)了一系列危機(jī)：?jiǎn)T工的敏感信息泄露、索尼高管的爭(zhēng)議郵件被公布、奧巴馬譴責(zé)索尼取消《刺殺金正恩》的上映計(jì)劃、電影界大佬指責(zé)索尼沒(méi)有維護(hù)言論自由。12月23日，索尼改變了主意，宣布《刺殺金正恩》將于圣誕節(jié)當(dāng)天在為數(shù)不多的影院公映。這些爭(zhēng)議都堆在首席執(zhí)行官邁克爾。林頓面前，他需要在2015年承擔(dān)起收拾殘局的重任。
Michael Lynton—Sony Entertainment
No corporation faced as big a media firestorm in late 2014 than the one that’s still slamming Sony Pictures. The hacking of the film studio’s network in November set off a series of crises: the release of sensitive employee data, controversial leaked emails from Sony execs, a callout from President Obama over the studio’s initial decision to pull the movie "The Interview" from distribution, and criticism from film industry big wigs that Sony failed to uphold free speech. On December 23, Sony reversed course and announced that it would put out a limited release of "The Interview" in theaters starting on Christmas Day. The controversies have landed in the lap of CEO Michael Lynton, who has the enormous task of picking up the pieces in the coming year。
羅睿蘭——IBM
《財(cái)富》前不久刊文報(bào)道了IBM的最新收益情況，文章的標(biāo)題足以說(shuō)明了一切——《羅睿蘭的糟心時(shí)光》。這篇刊發(fā)于10月份的文章顯示，IBM的業(yè)績(jī)比預(yù)期的還要差：連續(xù)第十個(gè)季度收入下滑，營(yíng)業(yè)收益同比下降10%。如此糟糕的業(yè)績(jī)，使得該公司正在進(jìn)行的緩慢但非常積極的轉(zhuǎn)型黯然失色——IBM正致力于剝離表現(xiàn)不佳的部門，大舉投資移動(dòng)、云和認(rèn)知計(jì)算領(lǐng)域。2015年，這位《財(cái)富》最具影響力女性能否引領(lǐng)該公司順利轉(zhuǎn)型，不再出現(xiàn)任何重大差池?且讓我們拭目以待。
Ginni Rometty—IBM
Fortune’s headline about IBM’s latest earnings is awfully telling: “Ginni Rometty’s terrible, horrible (no good, very bad) day。” The October piece told of worse-than-expected results: IBM’s tenth quarter of consecutive revenue decline, a 4% decline in sales from a year ago, and a 10% drop in operating earnings during the same period the previous year. The results tarnished what had been a positive—albeit slow—transformation for the company that centered on its divestiture of poor-performing units and investment in mobile, cloud, and cognitive computing. We’ll see if Fortune’s Most Powerful Woman can capitalize on that progress in 2015 without any significant hiccups。
梅格·惠特曼——惠普
近幾年來(lái)，“轉(zhuǎn)變”這個(gè)詞一直與惠普和該公司首席執(zhí)行官梅格�；萏芈�(lián)系在一起。這家公司正嘗試著跟上科技發(fā)展的步伐，這一方針在2015年也不會(huì)有所改變。今年10月，惠普宣布該公司將一分為二，電腦和打印機(jī)業(yè)務(wù)組成一個(gè)公司，而另一家公司則專注于企業(yè)硬件和服務(wù)業(yè)務(wù)�；萏芈硎荆鸱钟兄谶@兩個(gè)新公司更快地應(yīng)對(duì)行業(yè)的變化。也許明年將證明她是對(duì)的。
Meg Whitman—Hewlett-Packard
The word “turnaround” has been associated with Hewlett-Packard and CEO Meg Whitman for years, as the company attempts to keep up with the evolving tech space, and 2015 will be no different. In October, HP announced that it will split in two, with its computer and printer business making up one company and its corporate hardware and services operations constituting the other. Whitman said the division will help the two companies respond more quickly to industry changes. Perhaps the coming year will prove her right。
瑪麗莎·梅耶爾——雅虎
自2012年執(zhí)掌雅虎以來(lái)，首席執(zhí)行官瑪麗莎。梅耶爾就不斷地改變著公司的產(chǎn)品，同時(shí)還投資了許多初創(chuàng)公司——尤其是微博客Tumblr——并雇傭了凱蒂。庫(kù)瑞克等鼎鼎有名的記者。迄今為止，這些舉動(dòng)都未能讓這家互聯(lián)網(wǎng)公司重振旗鼓，反而還促使維權(quán)投資公司Starboard Value LP提出拆分或出售雅虎的要求。仿佛扭轉(zhuǎn)公司局勢(shì)的壓力還不夠似的，梅耶爾如今又從阿里巴巴[微博]的首次公開募股中獲得了大量現(xiàn)金�，F(xiàn)在所有的目光都注視著她的下一個(gè)動(dòng)作。
Marissa Mayer—Yahoo
Since taking over Yahoo in 2012, CEO Marissa Mayer has swapped products in and out of the company’s arsenal while scooping up dozens of startups—Tumblr, most notably—and hiring big-name journalists like Katie Couric. Such moves have failed to revive the Internet company thus far and have instead prompted activist Starboard Value LP to call for its breakup or sale. As if turning the company around wasn’t pressure enough, Mayer now has at her disposal bundles of cash from Alibaba’s IPO. All eyes are on her to see what she’ll do with it。
