《基业长青》的读后感【优秀2篇】

认真读完一本名著后，大家一定都收获不少，需要好好地就所收获的东西写一篇读后感了。为了让您不再为写读后感头疼，下面是作文迷整理的《基业长青》的读后感【优秀2篇】，如果能帮助到您，小编的一切努力都是值得的。

内容导航

《基业长青》读后感 篇1《基业长青》的读后感 篇2

《基业长青》读后感 篇1

《基业长青》是由美国斯坦福大学柯林斯和博勒斯在完成了一个为期六年的研究项目后编著的一本书，在这个项目中他们选取了18家卓越不凡、长盛不衰的公司，比如3M、惠普、通用电气、福特汽车、通用电气等，目的是使这些公司不同于它们的竞争对手。

Everlasting Foundation is a book compiled by Collins and Bolus of Stanford University after completing a six-year research project. In this project, they selected 18 outstanding and prosperous companies, such as 3M, HP, General Electric, Ford Motor, General Electric, etc., to make these companies different from their competitors.

这里我想谈及我读这本书的两个感受：

Here I want to talk about my two feelings when reading this book:

首先，我最想提到的就是有关报时人和造钟师的感悟，一个具有神奇功能的人物能够任何时候说出当时的准确时间这个人称之为报时人；一个人制造了一个永远可以准确报时的时钟，即使在这个人百年之后，这个时钟依然可以准确报时，这个人称之为造钟师。

First of all, what I want to mention most is the perception of the timekeeper and the bell maker. A person with magical functions who can tell the exact time at any time is called a timekeeper; A man makes a clock that can always tell the time accurately. Even a hundred years later, the clock can still tell the time accurately. This man is called a clock maker.

"报时"的人和"造钟"的人最大的区别就在于一个臣服于现实生活，而另一个力求改变现实生活，一个安逸与现状，而另一个寻求突破，寻求更好的发展。对于公司的管理是这样，对于我们每个员工何尝不是如此呢。

The biggest difference between the people who "announced the time" and the people who "made the clock" is that one of them surrenders to the real life, while the other strives to change the real life. One is comfortable and the status quo, while the other seeks breakthroughs and better development. This is true for the management of the company, and it is true for each of our employees.

比如我们一汽大众公司生产一线的员工，不能仅仅是为了工资而工作，我们更多的应关注于能力提升，除了基础技能，专业知识也很重要。再比如升职，不能仅仅看眼前的待遇的好坏，而应该更注重于自身未来的发展。

For example, the employees at the production line of FAW Volkswagen can't work just for wages. We should pay more attention to the ability improvement. In addition to basic skills, professional knowledge is also important. Another example is promotion. We should pay more attention to our future development than just the current treatment.

其次，就是"永远不够好"。

The second is "never good enough".

书中有一章节中讲了一个名叫《黑带高手的寓言》的小故事让我印象深刻：

In one chapter of the book, I was deeply impressed by a short story called The Fable of a Black Belt Expert:

有一位武林高手跪在武学宗师面前，接受得来不易的黑带的仪式。这个徒弟经过多年严格训练，在武林里终于出人头地。

A Wulin expert knelt in front of the martial arts master and accepted the hard won black belt ceremony. After years of strict training, this disciple finally came to the fore in the Wulin.

"在授给你黑带之前，你必须再接受一个考验。"武学宗师说。

"Before giving you a black belt, you must accept another test," said the martial arts master.

"我准备好了。"徒弟答道，以为可能是最后一个回合的练拳。

"I'm ready," the disciple replied, thinking it might be the last round of boxing.

"你必须回答最基本的问题：黑带的真正含义是什么？"

"You have to answer the basic question: What does the black belt really mean?"

"是我习武历程的结束，"徒弟说"是我辛苦练功应该得到的奖励。"

"It's the end of my martial arts practice," said the disciple. "It's the reward I should get for my hard practice."

武学宗师等着他再说些什么。显然他不满意徒弟的回答。最后他开口了："你还没有到拿黑带的时候，一年后再来。"

Martial Arts Master waits for him to say something more. Obviously, he was not satisfied with the disciple's answer. At last he said, "You haven't reached the time to get the black belt. Come back in a year."

一年后，徒弟再度跪在武学宗师前面。

One year later, the disciple knelt in front of the martial arts master again.

"黑带的真正含义是什么？"宗师问。

"What is the real meaning of the black belt?" asked the master.

"是本门武学中杰出和最高成就的象征。"徒弟说。

"It is the symbol of outstanding and highest achievements in our martial arts," said the disciple.

武学宗师等啊等啊，过了好几分钟还不说话，显然他还不满意。最后他说道："你仍然没有到拿黑带的时候。一年后再来。"

The martial arts master waited and waited. After several minutes, he still didn't speak. Obviously, he was not satisfied. At last he said, "You still haven't reached the time to get the black belt. Come back a year later."

一年后徒弟又跪在师傅面前说："黑带代表开始——代表无休止的磨练、奋斗和追求更高标准的历程的起点。"

One year later, the disciple knelt in front of his master and said, "The black belt represents the beginning - the starting point of the endless process of training, struggle and pursuit of higher standards."

"好。你可以接受黑带，开始奋斗了。"

"OK. You can accept the black belt and start fighting."

通过这则故事，让我联想到我们一汽大众公司的"改进"理念，那就是"不断改进"，简单理解其中含义就是没有最好，只有更好。我们公司每隔几年就会设立一个XX年目标，XX年战略，比如"20xx战略"，就是要设立强大有力的机制来产生永不满足的心态，消除自满从而在外部世界发出要求之前，就刺激变革和改善。

This story reminds me of the concept of "improvement" of FAW Volkswagen, that is, "continuous improvement". To understand it simply, there is no best, only better. Our company will set a goal of XX every few years. The strategy of XX, such as "20XX Strategy", is to set up a powerful mechanism to generate an insatiable attitude, eliminate complacency, and stimulate change and improvement before the external world demands.

不断改进是制度化的习惯，是一种纪律的生活方式，它融入了组织机构，并且用有形的机制予以强化，激发对现状的不满。我们公司则是更进一步把自我改进的观念大大推广，不限于程序的改善。它代表对未来的长期投资，代表在员工的培养上投资。简单的来说，就是尽一切力量，使公司明天比今天更强大。

Continuous improvement is an institutionalized habit and a disciplined way of life. It is integrated into the organization and strengthened with tangible mechanisms to stimulate dissatisfaction with the status quo. Our company is further promoting the concept of self improvement, not limited to the improvement of procedures. It represents long-term investment in the future and investment in employee training. Simply put, it is to do everything possible to make the company stronger tomorrow than today.

《基业长青》是我之前在图书馆看过的一本书，由于匆忙没有深看，正好利用这次车间给的机会，静下心来仔细的品味其中深意，从书中我得到了不少东西，我只是公司一名普通的员工，对于书中提到的许多决策层面的思想理念，虽然不能感同身受，却也是深有体会。因为大众公司的发展与我个人的发展其实殊途同归，从理念上来说都是有相互借鉴之处的。

Everlasting Foundation is a book I read in the library before. Because I was in a hurry and didn't read it deeply, I just took the opportunity given by the workshop to have a quiet and careful taste of its meaning. I got a lot from the book. I am just an ordinary employee of the company. Although I can't sympathize with many decision-making ideas mentioned in the book, I also have a deep understanding. Because the development of Volkswagen and my personal development actually come to the same goal by different routes, and both of them can learn from each other conceptually.

用闲暇时光去丰富自己的内心，读一本书。不一定上知天文、下知地理。只要让自己多明白一些事，不要做居里夫人夫妇窝在一个角落，学会通过事物的表面看本质。经历多了，懂得自然就多了。

Use your spare time to enrich your heart and read a book. Not necessarily know astronomy and geography. As long as you understand something more, don't stay in a corner as Madame Curie and his wife, and learn to see the essence through the surface of things. More experience, more understanding of nature.

《基业长青》的读后感 篇2

这本书我前后看了很长时间，这确实是一本值得推荐的好书，有深度、有广度，真的非常感谢我们启程安达的这个平台，也特别感谢我们勤姐推荐了这本好书，对于我们现在处于企业转型，想把企业做大做强的追梦者来说，确实受益匪浅。

I have read this book for a long time. It is really a good book worth recommending, with depth and breadth. I really appreciate the platform we set out on Anda, and especially thank our sister Qin for recommending this good book. It really benefits those dreamers who are in the process of enterprise transformation and want to make the enterprise bigger and stronger.

这本书分析了全球18家卓越不凡，长盛不衰的公司，由小到大，由弱变强的过程，他们有共性也有各自的特色。使我获得了不少智慧和灵感。结合自己的工作浅谈几点体会。：

This book analyzes the process from small to large and from weak to strong of 18 outstanding and enduring companies in the world. They have both similarities and characteristics. I have gained a lot of wisdom and inspiration. Combined with my own work, I will talk about some experiences

第一，书中的论述使我明白了一个永恒的真理，要想企业在激烈的市场竞争中立足，发展就必须有一个长远的目标，这个目标的本质就是爱和帮助别人，箱默克公司决定开发捐赠美迪善这种药物给第三世界国家治疗"夜盲症"和把链酶素引进日本，消灭了侵蚀日本社会多年的肺结核，他们做这种事，没有赚到一分钱，可提高了企业的知名度，增加了企业的无形资产，为长远的发展奠定了可靠的基石，现在成为在日本最大的美国制药公司，也就没有什么值得惊奇了，正象我们现在所做的有些不收费的服务一样，这也是为了我们品牌的长远发展奠定基础。

First, the discussion in the book makes me understand an eternal truth. If an enterprise wants to stand in the fierce market competition, it must have a long-term goal for development. The essence of this goal is to love and help others. Kummerk decided to develop and donate Medixa, a drug, to the third world countries to treat "night blindness" and introduce streptolysin to Japan, eliminating the tuberculosis that has eroded Japanese society for many years. They did this, Without making any money, it can improve the reputation of the enterprise, increase the intangible assets of the enterprise, and lay a reliable foundation for long-term development. Now, as the largest American pharmaceutical company in Japan, there is nothing surprising. Just like some free services we are doing now, this is also to lay the foundation for the long-term development of our brand.

第二，书中有段比喻较形象，贴切。使我产生了不少联想，企业中的员工就是演员，顾客就是观众，值班就是在表演，经理就是导演，这样才能把戏演好，让观众满意，这就是我们的目标，这场戏的成功于否，其导演是关键一环。做一名导演在懂得编剧的核心外，那就是让每一个员工进入角色，充分调动他们的表演热情这就是导演的责任，作为一名企业管理者不但要按规章制度要求员工做到，还要关心员工的生活和思想动态，使员工在工作中不但能得到应有的经济报酬，更能感到亲人的温暖。尊重每位员工的人格，为他们的工作、生活创造一个良好的环境，这个集体才能发挥好团队精神。

Second, there is a vivid metaphor in the book. I have a lot of associations. The employees in the enterprise are the actors, the customers are the audience, the on duty is the performance, and the manager is the director. Only in this way can the play be performed well and the audience be satisfied. This is our goal. The director is the key to the success of this play. In addition to understanding the core of screenwriting, being a director is to let every employee enter the role and fully mobilize their enthusiasm for performance, which is the responsibility of the director. As an enterprise manager, not only the employees should comply with the rules and regulations, but also care about the life and ideological trends of employees, so that employees can not only get due economic rewards in their work, but also feel the warmth of their relatives. Only by respecting the personality of each employee and creating a good environment for their work and life can this collective give full play to its team spirit.

第三，书中提到怎样认识人、产品、利润三者的关系，我觉得由为重要。首先要认识人的因素是第一位的道理，要真正理解一切以人为本这句话，一个企业的核心思想就是要抓人才，培养人才，抓好思想。

Third, I think it is important to know the relationship among people, products and profits. First of all, we should understand the principle that human factors are the first. To truly understand the saying that everything is people-oriented, the core idea of an enterprise is to focus on talents, cultivate talents, and focus on ideas.

《基业长青》，未见高深精妙的理论框架，只有对事实的严谨筛选和分析比较，印象最深处莫过于"造钟与报时"的论述，那些百年基业、行业翘楚的"高瞻远瞩公司"，其领袖人物追求的不是个人控制力，不是成为报时人，而是毕其心血于制度建设、培育一个具有高度适应能力的组织，将企业塑造成精密报时，持续运转的时钟，细想却在情理之中。

In Everlasting Foundation, there is no profound and exquisite theoretical framework, but only a rigorous screening, analysis and comparison of facts. The deepest impression is nothing more than the discussion of "clock making and time reporting". The leaders of the "visionary companies" with a hundred years of foundation and industry leaders pursue not personal control, not to become a time reporter, but to devote their efforts to system construction and cultivate an organization with high adaptability, It is reasonable to shape the enterprise into a clock that gives precise time and keeps running.

一、在机会中认识规律，建立规则。强生公司前CEO拉尔夫？

1、 Recognize rules and establish rules in opportunities. Ralph, former CEO of Johnson&Johnson?

拉森说："成长是赌徒的游戏"。审视书中"高瞻远瞩公司"的历史，它们之所以能够作出最好的反应和行动，不是起因于详细的战略规划，而是依靠实验、反复尝试、机会主义，准确地说，成功是靠机运而得。问题在于，很多人往往是在机会离去时才明白那是机会，而成功者却能够在一连串失败中把握转瞬即逝的机会，并找出若干机会背后隐藏的市场规律和管理规则，逐步确立企业的核心制度与游戏规则，比如波音公司、索尼公司是历经破产购并危机后才探明的道理。其决策者要关注的不是某项产品或服务，而是组织结构，创造一个利于产生卓越产品和服务的环境，构建有利于选拔杰出领导和优秀人才的机制。一时胜负在于力，千秋成败在于理。认识规律，建立规则，道理虽浅，至关重要。

Larson said, "Growth is a gambler's game". Looking at the history of "forward-looking companies" in the book, the reason why they can make the best response and action is not due to detailed strategic planning, but depends on experiments, repeated attempts and opportunism. To be precise, success depends on luck. The problem is that many people often understand that it is an opportunity when the opportunity leaves, while successful people can seize the fleeting opportunity in a series of failures, find out the market rules and management rules hidden behind a number of opportunities, and gradually establish the core system and game rules of the enterprise. For example, Boeing Company and Sony Company discovered the truth after going through the bankruptcy merger crisis. The decision-makers should not focus on a certain product or service, but on the organizational structure, create an environment conducive to the generation of excellent products and services, and build a mechanism conducive to the selection of outstanding leaders and talents. Momentary success or failure depends on strength, and eternal success or failure depends on reason. It is very important to understand and establish rules, although the reason is shallow.

二、以前有种说法："不问过程，只管结果"，管理本身就是对流程合理性的调控

2、 There used to be a saying: "Don't ask about the process, just focus on the results". Management itself is the control of process rationality

不问过程的管理达不到目的，或者很容易出现偏差。"高瞻远瞻公司"无一例外地有自己的核心价值观，它们都来源于对实践结果的总结提炼，不是从外移植进来的，并且有非常清楚明白的制度作保证。惠普公司不只是谈论惠普风范，也制订宗教般的内部晋升政策，把公司哲学细化成很多具体措施用来评估和提升员工，使得任何行为模式不密切契合惠普企业文化的人几乎不可能成为高级经理；诺世公司并非空谈完美的顾客服务，而是创造有形的奖惩制度———服务顾客表现优异的"诺世全人"，使之成为待遇优厚的英雄；摩托罗拉不只是关注品质，也坚决追求六希格玛质量管理目标和鲍尔德里奇国家品质奖；波音不只是梦想成为航空业的先驱，也义无反顾地推动波音747之类的高风险计划。有形、具体、特定、实在，就像一座运行精准的时钟，结构清晰，配合有序，只需少量驱动力就可以持续不断地运转下去。领导者的责任或者说存在的价值，不仅是决策拍板，还在于对运作流程与组织制度的不断监控反省，对执行提出改进要求。作为部门，除了对上一级负责，更应强调组织扁平化下的协调合作。作为员工，忠于职守、敬业爱岗更多体现在无压力下的自觉行为。即使是某个能人或某项业务出了问题，企业的组织能力与文化并没有衰落，它的制度执行力不依赖于局部的得失。

The management without asking about the process can not achieve the goal, or it is easy to deviate. "High Vision and Far Vision Company", without exception, has its own core values, which are derived from the summary and refinement of practical results, not transplanted from outside, and are guaranteed by a very clear and clear system. HP not only talks about HP style, but also formulates a religious internal promotion policy, which refines the company philosophy into many specific measures to evaluate and improve employees, making it almost impossible for anyone whose behavior model does not closely fit HP's corporate culture to become a senior manager; Nuoshi is not talking about perfect customer service, but creating a tangible reward and punishment system - "Nuoshi Whole Person" with excellent customer service performance, making it a hero with excellent treatment; Motorola not only focuses on quality, but also firmly pursues the Six Sigma quality management goal and Baldrige National Quality Award; Boeing not only dreams of becoming a pioneer in the aviation industry, but also resolutely promotes high-risk plans such as Boeing 747. It is tangible, specific, specific and real, just like an accurate clock, with clear structure and orderly coordination. It can continue to operate continuously with only a small amount of driving force. The responsibility or value of a leader is not only the decision making, but also the continuous monitoring and reflection on the operation process and organizational system, and the requirements for improvement on the implementation. As a department, in addition to being responsible for the upper level, it should also emphasize coordination and cooperation under the flat organization. As an employee, loyalty to duty and dedication to work are more reflected in the conscious behavior under no pressure. Even if there is a problem with an able person or a business, the organizational ability and culture of the enterprise have not declined, and its system execution does not depend on local gains and losses.

三、中国文化表现在企业管理中，就是人际关系的谋略。

3、 Chinese culture is reflected in enterprise management, which is the strategy of interpersonal relationship.

组织和团队的管理规则要求在那里，执行起来却是要讲究"悟性"和"关系"的，这种环境下，也许我们更多习惯于崇拜权力，而非尊重制度。我们不自觉地用领导的方法去被领导：我现在服从你，不是承认水平比你差，也不是承认制度的公平合理，而是因为你权力比我大；因为我是下级，才不得不应付你，因此我就投其所好，做你想要的东西，等有权力的时候再来"领导"，如此等等。一味强调权力的结果，企业就演绎了权谋文化，可以同甘，却鲜能共苦，执行也就成了看人、看事说话。反观那些"高瞻远瞩公司"，强调以原则和制度为中心的领导，权力、责任、义务对等，在事实和数据面前，领导和下属之间人格是平等的，彼此是尊重的，思想统一起来容易些。其高层管理人员定期花时间与员工、顾客进行接触，坐下来听听真实的想法。从计划到业绩，是团队而不是个人成为核心支撑，所以那些高瞻远瞩的公司才能走的更远，才能这真正做到"基业长青"

The management rules of organizations and teams require us to pay attention to "understanding" and "relationship" when implementing them. In this environment, perhaps we are more accustomed to worshipping power than respecting the system. We unconsciously use the method of leadership to be led: I am now obedient to you, not because I admit that my level is inferior to yours, nor that the system is fair and reasonable, but because your power is greater than mine; Because I am a subordinate, I have to deal with you, so I will do what you want, and "lead" when I have power, and so on. By emphasizing the results of power, enterprises have demonstrated a culture of trickery. They can share weal and woe, but rarely share weal and woe. Implementation is also about people and things. In contrast, those "forward-looking companies" emphasize the principle and system centered leadership, with equal rights, responsibilities and obligations. In the face of facts and data, leaders and subordinates are equal in personality, respect each other, and it is easier to unify their ideas. Its senior managers regularly spend time contacting employees and customers and sitting down to listen to the real ideas. From plan to performance, it is the team rather than the individual that becomes the core support, so those companies with a vision can go further and truly achieve the goal of "lasting success"

以上就是我对这本书的一些感悟和理解，也许看了第二遍后还会有更深的感悟。

The above are some of my feelings and understanding of this book. Maybe I will have a deeper understanding after reading it for the second time.