文档介绍：马克思所有制理论不断创新助推我国国有企业改革向股份制迈进
9-416>0-018REV: NOVEMBER 4, 2010 ROY Y3>. J. CHUA ROBERT G. ECCLES Managing Creativity at Shanghai Tang “Designers are not the same as business people. They are more emotional and sensitive. They sometimes lose it, they go crazy; they are creative, they need to let it out.”— Raphael Le Masne, Executive Chairman, Shanghai Tang “I’ve spent months creating those designs!” the flushed designer had said, “I carried the season last year, and even if they,” he gesticulated toward the meeting room, “don’t think so, this is some of my best work yet!” Raphael Le Masne, the executive chairman of Shanghai Tang, replayed the events from earlier that day in his head as his taxi made its way thrugh downtown Shanghai on a crisp 2008 fall evening. Le Masne had not been sure what to say to calm his designer. It had been the fourth hour of what had e a grueling meeting with Shanghai Tang’s managers, designers, and buyers over the sample designs for pany’s next major collection. The meeting had started tense and soon escalated to a heated and emotional debate. One of his lead fashion designers was particularly upset that his collection was not well received by the retail managers—they were either placing very few orders or not placing any orders at all for his designs. The designer had invested months creating what he thought was a very innovative set of designs. However, the retail people were not persuaded, arguing that many of the designs in the collection would not sell. “If we are constantly told to do only best sellers, it kills creativity,” another designer defended. “If we don’t ring the cash register, nobody gets paid,” retorted a manager. At that point, Le Masne had called for a break in the meeting. Several of the designers walked out together while a small group of managers and buyers exchanged glances before engaging in small talk. Le Masne immediately intercepted his most upset designer to try to defuse the tension. These meetings were never