世界500強CEO訪談 第38期:強生集團(tuán)韋爾登 我們的產(chǎn)品豐富(2)

Weldon: You know it’s interesting. I think there are pluses and minuses to decentralized and centralized. I think J and J is probably the reference company for being decentralized. There are challenges to it, and that is you may not have as much control as you may have in a centralized company. But the good part of it is that you have wonderful leaders, you have great people that you have a lot of confidence and faith in and they run the businesses. If you look at Japan, for example，we have the local management running the companies. They understand the consumer, they understand the people they are dealing with and they understand the government and the needs in the marketplace. Whereas it’s very hard to run it from the US and to think that we would know enough to be able to do this. And so I think it really affords us a lot of opportunities by being decentralized; what you do lose is control. But, with our credo and the value system that we work under, we feel very confident about our leadership and our management—and you have to have trust and confidence in them .I think the other thing that decentralization does is that it gives you a tremendous opportunity to develop people. You give them a lot of opportunity to work in different areas, to work in smaller companies, to make mistakes and to ultimately move to larger companies. I also think that the benefit of the cultural side that you asked about is that you do have local people running the businesses. The men and women who run our businesses around the world usually are people who grew up in those markets, understand those markets and develop themselves in those markets. They can relate to the needs of the customer, whoever that customer may be. The challenge really... I see it as a great benefit, rather than a challenge. This is because the problem with centralization is if one person makes one mistake, it can cripple the whole organization. This way, you've got wonderful people running businesses. You have to have confidence in them, but you let them run it— and you don’t have to worry about making that one big mistake.

韋爾登：你知道，這是很有趣的。我想，權(quán)力下放和權(quán)力集中都各有利弊，強生也許是權(quán)力下放的一個典范。當(dāng)然會有挑戰(zhàn)，因為如果將權(quán)力下放的話，對公司就不會有權(quán)力集中時那么多的控制力，但是其優(yōu)勢在于，你可以有很多優(yōu)秀的領(lǐng)導(dǎo)者，因而你就可以對這些領(lǐng)導(dǎo)者領(lǐng)導(dǎo)公司的能力給予肯定和信任。比如說，我們來看一下日本，我們的公司在那里是由當(dāng)?shù)厝诉M(jìn)行管理的，因為他們了解消費者，他們了解與他們做生意的人，他們了解當(dāng)?shù)卣褪袌龅男?求，而如果是我們在美國對日本的公司進(jìn)行管理的話，那將會是一件很難的事情，因為我們將很難了解到當(dāng)?shù)厝肆私獾降臇|西。因此我認(rèn)為，盡管權(quán)力下放使我們少了些許控制力，但是那也同時給我們提供了很多機會。但是，在我們共同努力的信條和價值體系條件下，我們對于我們的領(lǐng)導(dǎo)層和企業(yè)的管理者非常有信心，我們也必須要對他們寄予信任和信心。我想，權(quán)力下放還有一個好處就是，它給我們提供了發(fā)揮人們潛力的機會。我們能夠給很多人提供機會， 使他們在不同的領(lǐng)域工作，在小公司里面工作，經(jīng)過一次次的挫折之后，他們能夠不斷成長并向大公司里發(fā)展。有關(guān)于你前面問到的文化利益的問題，我想那就是你可以使當(dāng)?shù)厝藢具M(jìn)行管理。在全世界管理我們公司的人大多都是在當(dāng)?shù)氐氖袌霏h(huán)境下成長起來的，他們了解那個市場，并且是在那個環(huán)境下逐漸發(fā)展起來的。無論消費者是誰，他們都能夠很好地了解到消費者的需求。我將那些挑戰(zhàn)看作是我們所能夠獲得的益處，真的，我們并不把那看作是挑戰(zhàn)。因為權(quán)力集中的問題在于，如果一個人犯了一個錯誤的話，那有可能會使整個組織機構(gòu)都癱瘓。因此采取權(quán)力下放的方式，我們可以有很多優(yōu)秀的領(lǐng)導(dǎo)者，你必須要對他們有信心，讓他們來管理公司，同時你也不需要擔(dān)心有人會犯一個較大的錯誤。