【正文】 ation, (4) sharing your anization’s knowledge so your employees can better serve your customers and contribute to achieving your strategic objectives, and (5) creating an environment that encourages risk taking and innovation.Organizations need to build internal and external partnerships to better acplish overall goals. Internal partnerships might include labormanagement cooperation, such as agreements with unions. Partnerships with employees might entail employee development, cross training, or new work anizations, such as highperformance work teams. Internal partnerships also might involve creating work relationships among your work units to improve flexibility, responsiveness, and knowledge sharing.External partnerships might be with customers, suppliers, and education anizations. Strategic partnerships or alliances are increasingly important kinds of external partnerships. Such partnerships might offer entry into new markets or a basis for new products or services. Also, partnerships might permit the blending of your anization’s core petencies or leadership capabilities with the plementary strengths and capabilities of partners.Successful internal and external partnerships develop longerterm objectives, thereby creating a basis for mutual investments and respect. Partners should address the key requirements for success, means for regular munication, approaches to evaluating progress, and means for adapting to changing conditions. In some cases, joint education and training could offer a costeffective method for employee development.Agility Success in globally petitive markets demands agility—a capacity for rapid change and flexibility. Ebusiness requires and enables more rapid, flexible, and customized responses. Businesses face evershorter cycles for the introduction of new/improved products and services, as well as for faster and more flexible response to customers. Major improvements in response time often require simplification of work units and processes and/or the ability for rapid changeover from one process to another. Crosstrained and empowered employees are vital assets in such a demanding environment.A major success factor in meeting petitive challenges is the designtointroduction (product or service initiation) or innovation cycle time. To meet the demands of rapidly changing global markets, anizations need to carry out stagetostage integration (such as concurrent engineering) of activities from research or concept to mercialization. All aspects of time performance now are more critical, and cycle time has bee a key process measure. Other important benefits can be derived from this focus on time。 innovation is important for all aspects of your business and all processes. Organizations should be led and managed so that innovation bees part of the learning culture and is integrated into daily work. Innovation builds on the accumulated knowledge of your anization and its employees. Therefore, the ability to capitalize on this knowledge is critical to managing for innovation.Management by Fact Organizations depend on the measurement and analysis of performance. Such measurements should derive from business needs and strategy, and they should provide critical data and information about key processes, outputs, and results. Many types of data and information are needed for performance management. Performance measurement should include customer, product, and service performance。 and supplier, employee, and cost and financial performance. Data should be segmented by, for example, markets, product lines, and employee groups to facilitate analysis.Analysis refers to extracting larger meaning from data and information to support evaluation, decision making, and improvement. Analysis entails using data to determine trends, projections, and cause and effect that might not otherwise be evident. Analysis supports a variety of purposes, such as planning, reviewing your overall performance, improving operations, change management, and paring your performance with petitors’ or with “best practices” benchmarks.A major consideration in performance improvement and change management involves the selection and use of performance measures or indicators. The measures or indicators you select should best represent the factors that lead to improved customer, operational, and financial performance. A prehensive set of measures or indicators tied to customer and/or anizational performance requirements represents a clear basis for aligning all processes with your anization’s goals. Through the analysis of data from your tracking processes, your measures or indicators themselves may be evaluated and changed to better support your goals.Social ResponsibilityAn anization’s leaders should stress responsibilities to the public, ethical behavior, and the need to practice good citizenship. Leaders should be role models for your anization in focusing on business ethics and protection of public health, safety, and the environment. Protection of health, safety, and the environment includes your anization’s operations, as well as the life cycles of your products and services. Also, anizations should emphasize resource conservation and waste reduction at the source. Planning should anticipate adverse impacts from production, distribution, transportation, use, and disposal of your products. Effective planning should prevent problems, provide for a forthright response if problems occur, and make available information and support needed to maintain public awareness, safety, and confidence.For many anizations, the product design stage is critical from the point of view of public responsibility. Design decisions impact your production processes and often the content of municipal and industrial waste. Effective design strategies should anticipate growing environmental concern