世界500强CEO访谈 第39期:强生集团韦尔登 我们的产品丰富(3)

 　　Reporter: When you became CEO in 2002，what was the biggest challenge you faced and how did you overcome it?

　　记者：当您在2002年成为强生集团首席执行官的时候，您所面临的最大的挑战是什么？您是怎样解决的呢？
　　Weldon: I think the challenges always are around the area of people and making sure that you have enough really outstanding leaders to run the businesses. We just talked about decentralization and allowing people to run the business. We have over 200 operating companies; we need 200 great leaders. I think that the challenge is always developing great leaders who can run the businesses. I think that that is always the biggest challenge. The thing that is really the challenge for anyone who goes into a role like the one that I went into is worrying about who is going to sit here next. You can think about shareholders 1, but you have to think about the 120,000 employees and families that we are responsible to. And, you want to make sure that when you leave, you are leaving it in the hands of people who you feel very comfortable with. We had challenges in our Pharmaceutical 2 pipeline 3. And we had to really revamp and do a lot of things in our R and D organization, to make sure that we strengthened our pipeline; because when you think about it, it is dependent upon people in the pipeline. So you look at the pipeline of people and the pipeline of products—and those are the two things that I think we have to be focused on all the time.
　　韦尔登：我想挑战总是在于人才的选拔上面，你必须要确保你有很优秀的能够管理好公司的领导者。我们刚才谈论了权利下放和让当地人来管理公司。我们有超过200家运行着的公司，我们需要200个伟大的领导者，所以我想，挑战就在于能够发掘出能够管理好公司的优秀领导者，而这也一直是一个最大的挑战。对于每一个在公司担任一定角色的人来说，挑战其实也存在于要为选择自己的下一任而担忧，你可以为股东们考虑一下，但是最重要的是我们要为我们 的12万名雇员以及家庭负责任，所以 当你离任的时候，你必须要能够确保将自己的职位留给了一个你信任和欣赏的人手中。我们的挑战也存在于我们的配药体系中，我们必须要对我们的研发组织进行调整，以确保加强我们的体系建设，因为体系建设的强大与否与我们研发组织中的人员有关。所以我认为，我们必须要时刻将我们的重心放在人员和产品研发的身上。
　　Reporter: Your field，like many, requires a heavy focus on innovation in order to stay ahead. How does Johnson and Johnson’s decentralized corporate 4 structure relate to innovation and how does it enhance it?
　　记者：您的领域和很多领域一样，要想保持领先，就必须要在将重心放在其所在的领域进行不断的创新，强生权力下放的公司结构是如何对公司的产品进行创新的呢？怎样才能得到提高？
　　Weldon: I think that where decentralization helps in innovation is that it allows different people with different skills, different thoughts, to bring together different products and technologies to satisfy the unmet needs of patients or customers. For example, we had a meeting where we brought together our engineers from our MD and D Group and our scientists from our pharmaceutical businesses. They came up with putting a drug on a stent... for cardio-vascular disease, which was a huge breakthrough. This actually brought the skills and knowledge from two different sets of people together. We are now working on a product that we have just launched in Europe and will launch here shortly which did the same thing. It brought the skills of the engineers together with the skills of the scientists to develop a patch which will deliver a narcotic 5 for post-operative use, so that patients don’t have to carry around PC A pumps and everything else with them all of the time. They just touch it, it is about the size of a credit card, you hit it and you get your dose of narcotic. It has a battery which makes sure that it’s delivered properly, the right amount, at the right time and the right frequency. You look at the convergence of these skills, technologies and products and then people-and I think that it offers us a distinct competitive advantage. If you fast forward into the future, I think that you are going to see a lot more personalized medicine. We are going to look at bio markers, genomics and genetics. We are going to be able to identify who will respond to a product, who won’t respond, who will get a side effect, who won’t get a side effect. That takes the skills of our diagnostics group and our pharmaceutical group and puts them together to identify the patient who will respond to these products. I think that decentralization and having this broad array of companies actually fosters innovation and stimulates 6 those who are working in similar areas.
　　韦尔登：我想，将权力下放给公司在创新方面带来的好处就在于，它将很多拥有不同技术、不同想法的人们聚集到一起，他们创造出很多不同的产品和技术以满足众多病人和消费者没有被满足的需求。比如说，我们进行一次会议，将我们MD&D小组的工作人员和配药产业的科学家们集中到一起，最终针对心血管疾病，他们得出了一个结论，使药片到达血管内支架，这是一次很大的突破。这实际上是将两类工作人员的技术和知识结合到了一起所达到的突破。我们现在正在致力于一个刚在欧洲进行投产、不久之后也将在这里进行生产的产品。我们将工程师和科学家的技术结合到一起，为将麻醉药应用到后手术阶段，那样的话病人们就不需要一直随身带着自控式止痛帮浦和其他东西了。它是一个信用卡大小的东西，人们只要用手触摸一下它，就能够得到一定剂量的麻醉药，里面有一块电池，能够保证它在合适的时间能以合适的频率制出一定的剂量。从这你可以看出不同技能、技术、产品和人才的集合，我想，那给我们带来了一个很明显的竞争优势。如果展望一下未来，我想大家可以看到我们将生产出更多人性化的药品。我们将会研究生物标记、基因组学和遗传学，我们也将会对接受我们产品的人、不接受我们产品的人、产品对其有副作用和无副作用的人均加以识别，这就需要我们将诊断小组和配药小组人员的不同技术结合起来。我想，我们的权力下放政策以及众多公司的存在能够促进我们进行创新，并且能够鼓励那些在相似领域工作的人们。