世界500強CEO訪談 第39期:強生集團韋爾登 我們的產(chǎn)品豐富(3)

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

記者：當您在2002年成為強生集團首席執(zhí)行官的時候，您所面臨的最大的挑戰(zhàn)是什么?您是怎樣解決的呢?

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, 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 pipeline. 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.

韋爾登：我想挑戰(zhàn)總是在于人才的選拔上面，你必須要確保你有很優(yōu)秀的能夠管理好公司的領(lǐng)導(dǎo)者。我們剛才談?wù)摿藱?quán)利下放和讓當?shù)厝藖砉芾砉?。我們有超過200家運行著的公司，我們需要200個偉大的領(lǐng)導(dǎo)者，所以我想，挑戰(zhàn)就在于能夠發(fā)掘出能夠管理好公司的優(yōu)秀領(lǐng)導(dǎo)者，而這也一直是一個最大的挑戰(zhàn)。對于每一個在公司擔(dān)任一定角色的人來說，挑戰(zhàn)其實也存在于要為選擇自己的下一任而擔(dān)憂，你可以為股東們考慮一下，但是最重要的是我們要為我們 的12萬名雇員以及家庭負責(zé)任，所以 當你離任的時候，你必須要能夠確保將自己的職位留給了一個你信任和欣賞的人手中。我們的挑戰(zhàn)也存在于我們的配藥體系中，我們必須要對我們的研發(fā)組織進行調(diào)整，以確保加強我們的體系建設(shè)，因為體系建設(shè)的強大與否與我們研發(fā)組織中的人員有關(guān)。所以我認為，我們必須要時刻將我們的重心放在人員和產(chǎn)品研發(fā)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 structure relate to innovation and how does it enhance it?

記者：您的領(lǐng)域和很多領(lǐng)域一樣，要想保持領(lǐng)先，就必須要在將重心放在其所在的領(lǐng)域進行不斷的創(chuàng)新，強生權(quán)力下放的公司結(jié)構(gòu)是如何對公司的產(chǎn)品進行創(chuàng)新的呢?怎樣才能得到提高?

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 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 those who are working in similar areas.

韋爾登：我想，將權(quán)力下放給公司在創(chuàng)新方面帶來的好處就在于，它將很多擁有不同技術(shù)、不同想法的人們聚集到一起，他們創(chuàng)造出很多不同的產(chǎn)品和技術(shù)以滿足眾多病人和消費者沒有被滿足的需求。比如說，我們進行一次會議，將我們MD&D小組的工作人員和配藥產(chǎn)業(yè)的科學(xué)家們集中到一起，最終針對心血管疾病，他們得出了一個結(jié)論，使藥片到達血管內(nèi)支架，這是一次很大的突破。這實際上是將兩類工作人員的技術(shù)和知識結(jié)合到了一起所達到的突破。我們現(xiàn)在正在致力于一個剛在歐洲進行投產(chǎn)、不久之后也將在這里進行生產(chǎn)的產(chǎn)品。我們將工程師和科學(xué)家的技術(shù)結(jié)合到一起，為將麻醉藥應(yīng)用到后手術(shù)階段，那樣的話病人們就不需要一直隨身帶著自控式止痛幫浦和其他東西了。它是一個信用卡大小的東西，人們只要用手觸摸一下它，就能夠得到一定劑量的麻醉藥，里面有一塊電池，能夠保證它在合適的時間能以合適的頻率制出一定的劑量。從這你可以看出不同技能、技術(shù)、產(chǎn)品和人才的集合，我想，那給我們帶來了一個很明顯的競爭優(yōu)勢。如果展望一下未來，我想大家可以看到我們將生產(chǎn)出更多人性化的藥品。我們將會研究生物標記、基因組學(xué)和遺傳學(xué)，我們也將會對接受我們產(chǎn)品的人、不接受我們產(chǎn)品的人、產(chǎn)品對其有副作用和無副作用的人均加以識別，這就需要我們將診斷小組和配藥小組人員的不同技術(shù)結(jié)合起來。我想，我們的權(quán)力下放政策以及眾多公司的存在能夠促進我們進行創(chuàng)新，并且能夠鼓勵那些在相似領(lǐng)域工作的人們。