Reporter: A.G.，you told me that when you and Immelt became CEOs, you felt you were in similar situations with similar missions. What did you mean?
记者：雷富礼先生，你说当您和伊梅尔 特先生成为CEO之后，你们两个处于 相似的形势之下，有着相似的任务，您 是什么意思？
Lafley: We had to set the strategic direction for our companies. We came into the job in different situations, but in both cases we felt that strategy needed to change. I think we also felt that while our companies had strong core strengths, there were some capabilities we didn’t have that we needed to add. Third, we came in at a time, 2000—01, when a lot of things were changing in the world, and I think the expectations of what a chief executive would be and would do were quite a bit different from the 90s and 80s.
雷富礼：我们都要为公司制定策略、指引 方向，我们是在不同的情境之下上任的， 但是我们都认为公司的策略需要有所改 变，我想我们都认为既然我们的公司具有 强大的核心影响力，那么我们就必须要使 公司具有相对应的能力和水平。另外，我 们都是在2CXXK2001年度上任的，而那个 时候，世界上的很多东西都在发生变化， 因而我认为人们对于一个首席执行官应该 怎样、应该做什么期望与上世纪80年代 和90年代是有很大不同的。
Reporter: Immelt, is that what you were thinking? Despite many overlaps and connections, you two didn’t know each other well until you both became CEOs.
记者：伊梅尔特先生，您也是这样想的 吗？尽管你们之间有很多相同之处也有 过联系，但是你们俩是在都成为CEO 之后才开始真正熟悉的。
Immelt: In my case, I was taking over a well—known company that had been led by a famous and excellent CEO. But I never wanted to run that company, and I never wanted to be that CEO. But I knew the company had to change. I would say most of us were trained to have a pretty healthy disrespect for history. We respect performance, respect integrity, but everybody was trained to have a look—forward attitude instead of look— backward. I inherited a company that had great strengths for a long time—good risk management, good cost control, good productivity—and I viewed the mission for my generation as not to lose those things but to build capability around growth, which we didn’t have. There are maybe four companies in the world that have done this—Toyota , I think P&G is one. Not many have what I would call ambidextrous leadership.
伊梅尔特：在我这方面，我所接手的是 一个之前由一位很知名很优秀的首席执 行官领导的公司。但是我从来都没有想 过会领导这个公司，从来没有想过自己 会成为一名首席执行官。但是我知道， 公司必须要有一些改变。我想说的是， 我们中的大多数人都不太关注历史，我 们注重的是公司的表现与诚信，但是我 们每一个人都是被训练勇往直前而不是 反思历史。我接手的公司是一个一直以 来都拥有强大实力的公司，有很好的风 险管理，很好的成本控制以及先进的生产力。我的任务就是在任职期 间，让这些很好的传统能够保持 下去，并且在成长的过程中挖掘 我们尚未表现出来的能力。世界 上大约有4个公司已经做到了这 一点：比如说丰田公司、宝洁公 司等。没有多少公司的领导像我 上面所说的那样优秀。
Reporter: So let me ask both of you about growth. You have to produce huge amounts to satisfy investor expectations—Immelt, you’ve got to find about $15 billion of new re veil ui- this year; A.G., something like $7 billion of new revenue. And if you give even a hint that you’re not going to find it, your stock gets hammered. So what’s your strategy?
记者：那么现在让我来问二位一 些有关公司发展的问题。你们必 须要生产很多产品以满足投资者 的高期望值。伊梅尔特先生，您 今年需要引进150亿美元的新投资，雷 富礼先生需要的是70亿美元。如果你 们发现了其实并不能够带来这么多新产 值的话，那么股票就会受到影响。对此 您二位的应对策略是什么呢？
Kafley: Well, it’s challenging. Despite a string of acquisition from 1998 through last year, with Gillette, we try to focus hard on sustainable organic growth. We're in markets that in a good year grow 2 or 3 percent, so for us to do 5 to 7 percent top-line growth, which is our goal at the end of this decade, we’ve got to grow market shares and move* into adjacencies and create new categories of business. So the name of the game is innovation. We work really hard to try to turn innovation into a strategy and a process that’s a little more consistent, a little more reliable, so that we can build a portfolio of innovations and get the field we need to get that $6 billion or $7 billion a year.
雷富礼：那是很有挑战性的，尽管从 1998年到去年，和吉利一起完成了一系 列的兼并，我们试着将注意力放在有利 于可持续发展的有机增长上。在景气的 一年中，我们获益会增长2% — 3%，现 在的市场是这样的，所以要达到我们在 这个10年的目标，即将获益增长5%— 7%，我们必须要提高我们的市场占有 率，打入周边市场，并开发新的产业。 因此这项工作的名字就是“创新”，我 们工作真的非常努力，以使改革创新成 为一种策略，成为一个连贯的、可靠的 过程，那样我们就能够通过创新来实现 我们的收益目标，一年获得60亿到70 亿美元。
Reporter： Organic growth is also a mantra at GE. But Immelt, I don’t know any company your size that has achieved your target for organic growth, which is about 8 percent a year. What makes you think you can do it?
记者：通用电气的有机增长也被传为佳 话，但是伊梅尔特，我并没有听说其他如此大规模的公司也实现了和你们一样 的有机增长的目标，即一年增长8%，是 什么让你认为能够实现这个目标呢？
Immelt: We're not a monolithic company. So I sit here and say we have a $17 billion health-care business. I can grow that business 8 percent. I would say, with A.G., it's not just any growth. We want to create growth that is visible, reliable and valuable. It’s important to make growth a process. In a multi business structure, to make it something we can talk to investors about, we’ve got to drive it across the company. GE this year will have $30 billion of revenue in developing countries-China, India, the Middle East, Africa, Latin America. When I joined GE in 1982, we were a $25 billion company. Now the developing world is $30 billion, growing 20 percent a year. Just like lafley, I want a pipeline of innovation. Some projects will fail. But the goal for a company like ours or P&G is using size as an advantage. Most people just assume big companies are slow and lethargic, and only a small company can grow. But if you get good processes, you can make size an advantage.
伊梅尔特：我们并不是一个单一产业公 司，因此我坐在这里说我们有一个价值 170亿美元的卫生保健项目，我们可以使 那个产业每年增长8%。我想说，有了雷 富礼，那并不算增长。但是我们想要实现 的增长是明显的、可靠的、有价值的。把 增长变成一个过程是很重要的。在多产业 的结构中，要想对投资者有所交代，我们 就必须要把增长贯穿于整个公司之中。今 年，通用电气将从发展中国家，包括中 国、印度、中东、非洲和拉丁美洲收入 300亿美元。在我1982年加入通用电气 的时候，我们只是一个拥有250亿美元的 公司，现在只算在发展中国家的收入就有 300亿美元，这在一年中增长了 20%。像 雷富礼一样，我也想要进行创新。一些项 目会失败，但是对于像我们或者宝洁这样 规模的公司来说，要实现那样的目标，公 司的规模就是我们优势。大多数人会想， 大公司动作总是很缓慢，只有小的公司才 可以成长。但是如果整个过程进行的很好 的话，我们就可以把规模当作一个优势。
Reporter: You've invested hundreds of millions in the R&D labs at GE, but there’s more to it than just putting more money into it. What have you done to get more revenues?
记者:您已经向通用电气的研发实验室 投资了上亿美元，但是投资不仅仅在于投 资金钱，更主要的是为了获得更多的收 益，那么您还做了什么呢？
Immelt: Three things. First, 25 years ago [then—CEO] Jack Welch looked at Crotonville, the leadership institute. The place looked like crap. He put money into it and said, we’re going to make this a showcase for GE. In a multibusiness company, for building culture, you need things like that. Second flash forward. Our global research center in Schenectady looked lousy. The physical plant, the amount of customers who came through every year —we'd just fallen behind. It’s one of our best assts. So the first thing we did is just fix that physical plant to give it the look of a winner. Then we globalized it and opened up centers in Bangalore and Shanghai and Munich. Third, we had a high-priced job shop. We had more than 2,000 projects being done in that infrastructure. I cut it to 80.1 went and said，molecular medicine—we’re going to own it. Nanotechnology—we're going to own it. Renewable energy, energy efficiency, environmental technology — we，re going to own it. All this [stuff] around some guy saying, I'm selling billable hours in the research center. You all work for me. I’m going to tell you exactly what I want you to do, and here’s what the business is going to pay for. It’s going to be very clear. Here’s what you have to deliver on.
伊梅尔特：有三件事情。第一，25年前， 当杰克?韦尔奇（当时的首席执行官）看 领导机构克顿维尔学院时，那里很不像个 样子。然后他对其进行投资并且说，我们 将把这里改造成通用电气荣誉的展现。在 一个跨领域的公司中，为了创建企业文化我们需要那样做。第二，展望未来C我们 位于史耐克特迪的全球研究中心看起来是 很糟糕的。在机械设备、每年的顾客数量 方面，我们都已经落后了。那是我们最好 的资产之一，因此我们所做的第一件事情 就是整修机械设备，使之看起来有胜利者 的样子。然后我们对其进行全球化地发 展，在班加罗尔、上海和慕尼黑也开设了 研究中心。第三，我们有一个昂贵的加工 车间，作为一个基础设施，我们过去在车 间内进行着2000多个项目，现在我将项 目的数量减少到了 80个。到那里的时候 我说，分子医学我们要留着，纳米技术我 们要留着，可再生能源、能源利用效率、 环境技术，我们都要留着。一些人说，我 是在研究中心出售可计费小时，但是，你 们都是为我工作的，我会告诉你们应该做 什么，而那才是我们的企业将会为之投资 的东西。它将变得很明确，这就是你们必 须覆行的义务。
Reporter: Mr.lafley, you also changed the innovation process significantly, though in a completely different way. Why?
记者：雷富礼先生，尽管是以一种完全不 同的方式，您也对公司的创新过程进行了 很大的调整，您这样做的原因是什么呢？
Lafley: The starting point was similar; narrowing the focus makes a difference, so we focus on eight to ten core technologies where we want to be world-class. I don’t know how it happens, but in every case I've been associated with over almost 30 years, the focus gets diffuse. More projects get started than anybody can manage. The second thing we did, maybe a little earlier than GE, was globalize our R&D platform. We distributed our R&D centers into Asia. We’ve grown out of the one we have in China, and we’re building a new one there. Where we made big changes is with what we call connect and develop. The underlying assumption is that great invention is going on anywhere and everywhere in the world. We，re good inventors but probably not better in a lot of areas than others outside. What we，re really good at is developing, qualifying and commercializing for our industries and our channels. In 2000 a little more than 10 percent of our innovation was partnered with at least one external partner. We set a goal of 50 percent. Last year a bit more than 40 percent of what we commercialized had at least one external partner. In our pipeline through the end of the decade, half of the innovation has an external partner- and that means we’re going to be more effective, more efficient. More of what we do will get commercialized. My principal scientists and my engineers would point to the patents on the wall. Well, the sad fact was that only about 15 percent of those patents had been commercialized. So we wanted to get our hatting average way up. Why shouldn’t 75 or 80 percent of the innovation commercialized be done with a world-class partner?
雷富礼：我们的出发点是相似的。将我 们的聚焦范围缩小是很重要的，因此我 们把主要精力放在8到10个核心技术上， 在这些方面我们想成为世界一流的。我不 知道那是怎样发生的，但是每一项技术的 完成我们都花费了将近30年的时间，那 这个聚焦就变得很冗长。很多项目开始的 时候没有人能够控制它。我们做的第二件 事情也许比通用电气稍微早一点，那就是 将我们的研发平台全球化。我们将研究中 心分布到亚洲去，我们在中国的研发中心 做得不错，因此我们正准备在那里再建一个研发中心，我们在连接和发展方面作了 重大调整，我们基本的推测是伟大的发明 可能在世界上任何一个地方发生。我们是 不错的发明者，但是也许我们在很多领域 并不比其他的发明者优秀。而我们真正擅 长的是发展，并使我们的产业和渠道合格 化、商业化。2000年，我们超过10%的 创新都是与至少一个外部伙伴进行合作而 完成的，我们给自己设立的目标是50%。 去年，多于40%的产业商业化是与其他 合4伙伴共同完成的。到这10年结束， 我们要达到一半的创新活动都有自己的合 作伙伴，使我们更高效，能有更多的东西 融入到商业化轨道。我们首席的科学家和 工程师将会向人们展示我们所获得的墙在 贴的专利。一个遗憾的事实是，那些专利 中只有15%实现了商业化，所以我们想 要提高平均成功率，为什么我们不能与一 个世界顶级的伙伴合作，来使我们75%— 80%的创新都实现商业化呢？
Reporter: Your two companies have two of the most celebrated leadership-development programs in the world, yet you have both changed them. How come?
记者：你们这两个公司都有世界上最出 名的领导力发展项目，但是你们改变了 它们，为什么呢？
Lafley: We made innovations in two areas. First was in the leadership training we felt we would need for the 21st century. We have an inspirational leadership program that is highly individualized for handpicked managers. They’re nominated by business leaders or functional leaders, and I pick them. A big chunk of it is about personal development. We also have a general manager program, right before or right after you become a general manager. And then we have an executive leadership program for individuals headed to be a president or a group president. It’s pretty intense.
雷富礼：我们在两个方面进行了创新。首 先是领导力的训练，因为我们认为这对 21世纪的我们有一定的帮助，我们有鼓 舞人心的领导力训练项目，这些是对我们 精心选出的管理者量身定制的。公司的领 导或者有影响力的人对他们进行提名，然 后我选出了一些人。其中一个重要的部分 就是关于个人发展的。我们也有一个“总 经理计划”，就在你真正成为一个总经理 之前或之后进行。对于即将成为主席或小 组主席的人，我们有一项主管领导培训项 目。那些计划强度都很大。