中文版序
初次与中国读者交流，我感到十分荣幸。你们是一群辛勤工作的人，在竞争激烈的世界里从事着各种高级商务活动。
《关键时刻MOT》一书的内容，源于我在斯堪的纳维亚半岛国有航空公司北欧航空公司（SAS）任CEO期间的工作实践。SAS一贯以技术先进著称，同时也拥有世界一流的交通运营能力。1946年成立以来，公司一直在国家管制的市场氛围中运营，因此最初并未将多少精力放在提高商业水平与建立服务口碑之上。不少客户对这种官僚作风深感不满，却又无从选择，毕竟当时的市场竞争极为有限。后来，我们提出了一个崭新的理念：“以前，我们驾驭飞机；现在，要学会驾驭乘客。”就这样，不足两年时间，我们便创建了一家完全由市场驱动的航空公司。新的航空公司很快就得到了多方赞誉，同时也因其卓越的服务而获得了客户的高度认可，成为全球利润最高的航空公司之一。
我们设定了战略基准——“让SAS成为商务旅客最好的选择”，并提出“将100个服务项目的水平同时提高1%，而不是仅仅将一个服务项目的水平提高100%”的工作目标。也就是说，要使所有服务项目都维持在高标准的水平上。
公司将内部信息渠道全部打开，着重培养一线员工对目标的认同感与使命感，因为他们才是在关键时刻（Moments of Truth）与客户接触的公司代表。
一时间，SAS的成功转型成为公众谈论的焦点，但随着时间流逝，这些都已渐渐成为历史。
我曾经在5家公司担任过领导职位，每一次都面临着危机，但最终都扭亏为盈。这本书的基本观点对SAS发挥过巨大的作用，经验告诉我，它也将对中国产生同样的功效。当今世界，全球化竞争日益加剧，这一基本观点无疑将变得更加重要。
我期待中国读者阅读我的故事，分享我的经验。如果这本书能够产生激励人们提高商业水平的作用，我亦将甚感欣慰。
詹·卡尔森
It is an honor for me to meet, for the first time, Chinese readers, who are hard at work to developing first rate business practices in a very competitive world.
My book is built on my experience in the Scandinavian national airline (SAS—Scandinavian Airline System) to which I was appointed CEO. SAS had always been regarded as a technically very competent airline and a world leader in traffic operations. Since it was founded in 1946 it had operated in a regulated market. Therefore it had not put much effort in developing its business and service reputation. Quite a number of customers regarded it as bureaucratic but could not choose since there was limited competition.
We developed a motto: “We used to fly airplanes—now we need to learn how to fly people” and with that motto we managed, in a period of less than two years, to create an airline driven by clear business considerations. It received several awards and was praised by its customers for its unique service. At the same time it was one of the most profitable airlines in the world.
Our strategy platform was “the best alternative for the business traveller” and our aim was to become 1% better in 100 service details rather than 100% better in on detail. We wanted to make all the hundreds of improvements to “speak the same language”.
By opening up all internal information channels we managed to create a common cause and a sense of shared responsibility from all employees in the frontline—where the company representative meets the customer—in the Moments of Truth.
The successful turnaround of SAS was much talked about at the time. Since then, however, much water has flowed under the bridges.
In my career I have been the leader of five different companies. They have been brought from crisis to a new and profitable competitiveness. My experience tells me that the basic message in this book still is valid—in China as well as in Scandinavian Airlines. And the importance of the message seems to become even more important as the global competition increases.
I hope my readers in China will be able to follow my story and enjoy the experience. Should the book inspire to developing improved businesses I will be more than happy.
Jan Carlzon