韓國公司的文化走到十字路口 面臨抉擇

Last May, one of South Korea's largest dairy companies, Namyang, came under fire for corporate malpractice. A company official was caught on tape threatening a small distributor into buying expired products that he couldn't afford. The issue turned into a modern-day version of David and Goliath. The dairy giant issued an apology and paid a fine, but it continues to face widespread boycotts and protests.

去年五月，韓國最大的乳業公司之一南陽乳業（Namyang）因爲不當行爲而遭到譴責。公司一位管理人員威脅一位小經銷商購買他無力承擔的過期產品，結果通話錄音被曝光。這起事件演變成了現代版的大衛與歌利亞。最終，南陽乳業公司道歉並支付了罰款，但至今依然面臨廣泛的抵制和抗議。

Heekyung Jo Min will be the first to tell you that corporate misconduct is still quite common in South Korea. As an executive vice president for CJ Corporation, the 14th-largest Korean conglomerate, Min says that the country's hierarchal system can sometimes lead to abuses of power or bad behavior in the name of expanding profits and pleasing higher-ups.

閔趙熙京表示，公司不當行爲在韓國仍然非常普遍。她是第一個公開討論這一現狀的人。閔是韓國排在第14位的企業集團希傑集團（CJ Corporation）執行副總裁。她表示，韓國的等級制度有時候會導致濫用職權，或以增加利潤和取悅上司爲藉口的不良行爲。

Min is championing a profound shift in Korean corporate culture. By focusing on creating value for all stakeholders -- not just shareholders , Min believes disasters like Namyang's can be avoided in the future.

閔正在推動韓國公司文化進行一次意義深遠的轉變——即專注於爲所有利益相關者創造價值，而不僅僅是股東。閔相信，未來，類似於南陽乳業遭遇的災難是可以避免的。

"The shareholders alone are not the main players of the economy," Min says. "There are more people involved than just shareholders, like our employees, our customers, and the communities that we serve."

閔說：“股東並不是經濟活動中的主要角色。除了股東，一家公司還會涉及許多人，例如員工、客戶和我們服務的社區等。”

Min says CJ is the first company to launch a department committed to "Common Shared Value" -- or CSV -- in Korea, spearheading a call to action for sustainable business management. As the head of CJ's Global CSV program, Min, who spoke with Fortune while in New York this week for a shared value summit, is working with the company's divisions (which include the largest food manufacturer and the largest home shopping network in Korea) to focus not only on driving profits for shareholders, but also on how business practices can impact customers and the surrounding communities.

閔表示，希傑集團在韓國開創了先河，專門成立了一個致力於“創造共享價值”（CSV）的部門。作爲希傑集團全球共享價值計劃的負責人，閔在上週於紐約召開的共享價值峯會上接受了《財富》雜誌（Fortune）的採訪。她目前正在與公司其他部門合作（包括韓國最大的食品生產商和最大的家庭購物網絡），在爲股東創造利潤的同時，也將公司經營對消費者與周圍社區的影響作爲工作重點。

The term CSV was coined in 2011 by Harvard professors Michael Porter and Mark Kramer to encourage companies to think more about the impact their businesses have on society at large. The professors point out that companies may be prospering in the stock market, but can still be to blame for major social, environment, and economic problems.

2011年，哈佛大學（Harvard）教授邁克爾o波特與馬克o克雷默提出了“創造共享價值”這一理念，旨在鼓勵公司更多考慮他們對整個社會的影響。兩位教授指出，一家公司可能在股票市場風光無限，但卻會因爲社會、環境和經濟問題而備受詬病。

Unlike corporate social responsibility, CSV is about creating new business opportunities that can strengthen a company's competitive positioning, according to Min.

閔認爲，不同於公司的社會責任，CSV的目的是創造能夠增強公司競爭優勢的新商業機遇。

"It not just teaching people to fish, but it is making a fisherman, and then we all catch more fish together," says Min. "With corporate social responsibility, you just give away the fish."

閔說：“這種理念是授人以漁，而非授人以魚，之後所有人便可以一起享受釣魚的樂趣。而公司的社會責任則屬於後者。”

In just one year since launching the CSV program, CJ has already seen a tangible impact on its bottom line, she says. A partnership with small and medium-sized food businesses, for example, has increased CJ's product offerings while supporting local farmers and creating new job opportunities. CJ is also working on rural development in Vietnam where it sources many agricultural products like chili peppers. By providing communities with more advanced farming technologies as well as building schools and proper bathrooms, Min forecasts that local farmers will be roughly 200% more productive next year.

她表示，CSV計劃啓動僅僅一年，希傑集團就體會到了這項計劃對公司財務狀況的實質影響。例如，與中小型食品公司的合作不僅增加了希傑集團的產品類別，同時也扶持了當地農民，創造了更多的就業機會。此外，希傑集團同樣致力於越南的農村發展。希捷集團在越南採購農產品，如辣椒等。通過爲社區提供更先進的農業技術，以及興建學校和衛生間。閔預計，明年，當地農民的工作效率將提高約200%。

CJ is also working internally to combat Korea's notoriously unsustainable work culture for women. If a woman leaves her job for more than a year to start a family or any other reason, many Korean corporations will not allow her to even take the entrance exam to get back into the workforce. As a result, Korea's labor force participation rate for women is much lower than similar-sized economies. To tackle this problem, CJ created a "returnship" program targeted at women who have been out of work for two or more years. The program includes flexible hours, mentoring, and special training from managers.

衆所周知，韓國公司有一種針對女性的不合理的工作文化。希傑集團正在努力打破這種傳統。如果女性因爲成立新家庭或其他任何原因離開工作超過一年時間，許多韓國公司會拒絕她重新回到工作崗位，連參加額外考試的機會也沒有。結果導致韓國女性勞動力參與率遠遠低於規模類似的其他經濟體。爲了解決這個問題，希傑集團針對離開工作兩年或以上的女性啓動了“迴歸”計劃。這項計劃包括靈活的工作時間，導師指導和管理人員的特殊培訓。

Min acknowledges that CJ and her peer conglomerates have a long way to go to match CSV effort she has seen outside of Korea. The Columbia Business School graduate recalls going to leadership conferences in the mid-2000s and being impressed by initiatives by Pfizer (PFE), Johnson & Johnson (JNJ), and others to ensure the surrounding communities and employees benefits from the companies' success. As South Korea plays catch-up, Min says it's important that corporations keep in mind the importance of balance.

閔承認，要達到其他國家的企業在CSV方面的成績，希傑集團和其他韓國企業集團還有更長的路要走。哥倫比亞商學院（Columbia Business School）畢業的閔回憶稱，她2000年代中期參加領導力會議時，輝瑞（Pfizer）、強生（Johnson & Johnson）等公司爲確保周邊社區與員工能從公司的成功中獲益時所採取的舉措給她留下了深刻印象。閔表示，韓國公司要迎頭趕上，必須牢記平衡的重要性，這一點非常重要。

"It used to be that I would proudly say that I never left the office before 10:30 at night. But we don't have to work our employees that way anymore," Min says with a laugh. "It is a constant balance, and if you want to have common shared value, you cannot do it alone. You have to involve the community and your employees."

閔笑着說：“之前，我會非常驕傲地說，我從來沒有在晚上十點半之前離開過辦公室。但現在我們不需要員工這麼做。這是一種持續的平衡，如果你想創造共享價值，不能只靠自己。必須調動社區和員工共同參與進來。”