世界500强CEO访谈 第40期:强生集团韦尔登 内外创新兼修(1)

 　　Reporter: It is said that the unique structure of your company has performed well. How does the joint 1 effort work in your company ?

　　记者：据说，强生公司独特的公司结构运行得很好，您能说一下，你们公司共同合作的体系是怎样运转的吗？
　　Weldon: When we try and bring people together, across the different groups, sometimes there is enough to do in their own group and now we are asking them to cross boundaries and work together. Sometimes we’ll set up skunk 2 work groups, where we will send them off on their own. We call that our internal ventures. But, that is the challenge—the coordination 3. It’s not so much that there is replication, but finding the right people to be able to give the resources to this convergence of technologies as opposed to just working in their own areas. If you look at straight innovation, as you would in any pharmaceutical 4 group, or medical device, or consumer group, we have all of those working in our R and D organizations. It’s the ability to work across the boundaries that really brings true innovation, and is going to take some real breakthroughs and will bring real breakthroughs in the future. But, it also does take some coordination and some sacrifice from the individual. That is the toughest thing, getting people to get outside of the silos that they work in and work across the groups.
　　韦尔登：有时当我们试图将不同小组的人员结合到一起工作时，他们往往在自己的工作领域里已经有足够多的事情要做，而我们却要他们跨界与其他小组的人一起来工作。有时候我们必须要成立一些突击编组，我们将员工独自派往那里，我们将此称之为内部结合。但是挑战就是处理好公司的协调问题。这与其说是复制，不如说是我们要找到合适的人，不仅仅在其工作的领域之内为我们提供资源以及技术的融合。无论是在配药小组、医疗设备小组还是消费品小组中，你都看到我们有不同领域的员工一起工作，他们一起进行产品的创新。是那些员工们的跨界工作能力为公司带来了真正的创新，使我们有了突破性的进展，并且也将在未来为我们带来突破性的产品。但是那也的确需要我们员工之间的协调以及个人的付出。使人们从他们熟悉的工作环境中脱离出来，并且与其他的工作小组一起工作，这是最困难的一件事情。
　　Reporter: Can you identify the formal and informal ways that Johnson and Johnson identifies new innovations?
　　记者：您能为我们说一下强生集团定义创新的正式的和非正式的方式吗？
　　Weldon: We have a few things. One is we have what we call internal ventures. The internal ventures would be somebody working in the organization or a group of people, who may put forward a recommendation for something that can be done. We are doing a lot of work in stem cells, for example—where none of the groups will take ownership of it, but there is a great opportunity there. So they put together a business plan, present it，put together a budget with it and then we allow that group to go off and work on that. We create other environments, for example, if we，re looking at the area of oncology, where we may bring people from the consumer, pharmaceutical and medical device and diagnostics groups together to share what they are doing. And, out of that, they will generate ideas where they can work together to bring products forward. It’s usually better when they generate them rather than when we try and impose upon them. We did do a review of our pipeline 5, probably about a year ago. And, we found that there were 80 products in our pipeline that had some form of convergence that was necessary. Now, the important thing for us to do is to make sure that we understand the value that those bring. We have another product going on in our medical device group, in our Ethicon group, which is primarily in the suture and wound closure area that needs the skill sets of the people in our biotechnology area. It is actually a product to stop serious wound bleeding, but it has to have a bio base on it. We actually brought scientists from the biotechnology area over to work specifically in the Ethicon group.
　　韦尔登：有几件事情。一是我们有所谓的内部结合，那样企业内部的人组成一个合作小组，人们就可以提出各自的建议。比如说，我们现在正在做的事情就是对干细胞的研究，没有一个小组真正的拥有它。所以大家制定一项计划，先提出想法，并且制定运算，然后我们就可以使那个小组开始从事这个工作。我们还可以制造些其他的环境，比如说，如果我们要对肿瘤学进行一下研究，我们就将消费品小组、配药小组、医疗设备小组和诊断小组中的工作人员聚集起来，让他们彼此分享自己所做的事情。通过共同的交流与分享，他们可能就会有了一些想法，然后一起努力将新产品研制出来。通常，如果是他们自己自发的研制出某项产品的话，那就比我们要求他们那样做的效果要好得多。我们也的确对我们的体系进行过评估，那大概是在一年以前。我们发现，大概有80件产品是经过必要的结合的，现在对于我们来说重要的事情在于我们应该了解那些产品所能带来的价值。我们还有另一个产品，在我们的医疗设备小组，主要研究伤□缝合领域的技术，那需要我们工作人员在生物技术领域的技能。它实际上是一个能够阻止严重伤口出血的产品，但它有它的生物基础。事实上，我们带来了工作小组，专门的生物技术领域的科学家。