Reporter: Many of our readers are familiar with Johnson & Johnson consumer products. But, they may not be familiar with the Johnson & Johnson family of companies and what that actually encompasses. Can you give us an overview?
记者：我们的很多读者朋友们都对强 生产品很熟悉，但是他们可能对强生 的家族，以及强生家族的经营范围并 不是很了解，您能就此给我们一个概 述吗？
Weldon: The way that we look at our organization is that we have three business segments we work in. One is the consumer business, which you alluded to, and it is a lot of the baby products, baby shampoo, baby powder, band —aids. But then it also includes Neutrogena and Aveeno and a lot of consumer companies that people would not know belong to the J&J family. The second part of our business is our medical device and diagnostics business, which by itself is the largest medical device and diagnostics business in the world. That consists of everything from cardio-vascular products for stents to joint replacements for knees and hips to contact lenses with ACCUVUE, blood glucose meters, surgical Ethicon sutures and endoscopic instruments. So it covers a broad array of products. And then, we have our pharmaceutical business, which is our largest segment of all. It’s actually over 40% of our business. That really deals with cardio-vascular products, oncology products, immune mediated products for rheumatoid arthritis and those types of areas and a lot in the Virology area for HIV AIDs and Tuberculosis. So when people look at J&J, most of them may think of it as the consumer side, but it’s actually our smallest portion of the business. And, we have about $61 billion in revenue and anywhere from $180 billion to $200 billion in market capital.
韦尔登：纵观一下我们这个组织，我 们拥有三个业务部门。一个是消费类 市场业务，也就是你刚刚指的那些消 费产品，这其中包括许多婴儿用品，如 婴儿洗发露、婴儿爽身粉等；还有邦 迪，也包括露得清、艾维诺等很多人们 并不知晓，但属于我们强生家族的消 费品公司。第二是医疗设备和诊器业 务，而我们这个业务在全世界来说是做 得最大的，这包括一切从心血管支架 产品到膝部和臀部关节置换装置，以及ACCUVUE、血糖仪、外科缝线缝合 及内镜仪器镜头等，所以那包含了很多 类产品。第三是我们拥有自己的制药业 务，那也是我们最大的一个部分，占据 了我们40%的业务。那主要与我们的 心血管产品、肿瘤产品、风湿性关节炎 的免疫产品等领域有关，还有艾滋病病 毒和肺结核等病毒领域相关。所以当提 到强生的时候，很多人想到的只是强生 的消费类场业务，但那实际上是我们 很小的一部分产业。我们的收入大约有 610亿美元，而市场资金大约在1800到 2000亿美元。
Reporter: What are the main challenges of leading in a decentralized corporate environment, including across countries and cultures?
记者：在这样一个权力下放的公司环境 中做领导，包括在跨国跨文化的环境下 做生意，您认为主要的挑战晕什么呢？
Weldon: You know it’s interesting. I think there are pluses and minuses to decentralized and centralized. I think J&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.
韦尔登：你知道，这是很有趣的。我 想，权力下放和权力集中都各有利弊， 强生也许是权力下放的一个典范。当然 会有挑战，因为如果将权力下放的话， 对公司就不会有权力集中时那么多的控 制力，但是其优势在于，你可以有很多 优秀的领导者，因而你就可以对这些领 导者领导公司的能力给予肯定和信任。 tt：如说，我们来看一下日本，我们的公 司在那里是由当地人进行管理的，因为 他们了解消费者，他们了解与他们做生 意的人，他们了解当地政府和市场的需 求，而如果是我们在美国对日本的公司 进行管理的话，那将会是一件很难的事 情，因为我们将很难了解到当地人了解 到的东西。因此我认为，尽管权力下放使我们少了些许控制力，但是那也同时 给我们提供了很多机会。但是，在我们 共同努力的信条和价值体系条件下，我 们对于我们的领导层和企业的管理者非 常有信心，我们也必须要对他们寄予信 任和信心。我想，权力下放还有一个好 处就是，它给我们提供了发挥人们潜力 的机会。我们能够给很多人提供机会， 使他们在不同的领域工作，在小公司里 面工作，经过一次次的挫折之后，他们 能够不断成长并向大公司里发展。有关 于你前面问到的文化利益的问题，我想 那就是你可以使当地人对公司进行管 理。在全世界管理我们公司的人大多都 是在当地的市场环境下成长起来的，他 们了解那个市场，并且是在那个环境下 逐渐发展起来的。无论消费者是谁，他 们都能够很好地了解到消费者的需求。 我将那些挑战看作是我们所能够获得的 益处，真的，我们并不把那看作是挑 战。因为权力集中的问题在于，如果一 个人犯了一个错误的话，那有可能会使 整个组织机构都瘫痪。因此采取权力下 放的方式，我们可以有很多优秀的领导 者，你必须要对他们有信心，让他们来 管理公司，同时你也不需要担心有人会 犯一个较大的错误。
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, 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&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 & Johnson’s decentralized corporate 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 & 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.
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。