Reporter: It is said that the unique structure of your company has performed well. How does the joint 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 work groups, where we will send them off on their own. We call that our internal ventures. But, that is the challenge—the coordination. 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 group, or medical device, or consumer group, we have all of those working in our R&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 & 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, 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. So we have a lot of both formal and informal ways that we can create this environment. Probably the last thing that we do which has been very successful is we’ve created our own Internet for our scientists, so that they can go online and see what others are doing and communicate with each other. Then if there’s an interest in one area, they can get skunk work people to get together, think about those areas and work together to bring products to the market.
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。因此，我们有许 多正式和非正式的方式创造这种环境。 也许最后一件我们做的很成功的事情就 是，我们为科学家创造了我们自己的因 特网，那样他们就可以上线看到他人在做些什么，并且可以彼此之间进行交 流。如果他们对某一个领域产生了兴 趣，他们就可以把不同领域的人集合起 来共同思考，并一起努力将生产出来的 产品推向市场。
Reporter: What are the major challenges facing drug and healthcare companies, both in the US and abroad?
记者：无论是在美国还是在其他国家， 药材和卫生保健公司所面临的主要挑战 都有什么呢？
Weldon: If you look at the cost of health care, I think it’s a responsibility we all have to figure out how to get it under control. It’s driven by demographics. It’s driven by the aging population, the emerging middle class in other parts of the world and technology. People want to live longer, they want to live better and they want to live healthier. I think that we have a couple of responsibilities. One is to get up front and look at prevention and wellness, healthy people and how do you keep them healthy and treat them on the other end, where they need the treatment. And so the cost of health care is a big challenge. I think that the regulatory environment has become another huge challenge. People are looking for products that can be risk free. You get up in the morning and you walk across the street-that’s not risk free. So don’t think that you’re going to be able to deliver a product in a patient. Drugs by definition have good effects and side effects. I’ve had a knee replaced and you know there’s a risk associated with having your knee replaced; mine has worked out extremely well. But it could have also gone another way. There are all kinds of issues there and I think that everybody is looking for this risk free environment—and it's not risk free. There are risks associated with it. I think that we have to define them. We have to do good research. We have to look at evidence-based medicine and see what is going to come out of it. But I think that the regulatory environments have become somewhat risk averse, if you will, in trying to find out everything. And usually with patients, many times you don’t find everything out because of the way somebody may use a product or what not. So, I think that it is in the area of cost control. I think that it is in the area of regulatory—they are probably the two biggest. No matter where you look in the world, there are barriers that we have to overcome. This puts the onus on the industry and this isn’t all bad. It puts the onus on us to do better work when we do our clinical trials, when we do our research and when we have full transparency and disclosure. I think that’s really important and I think that that comes from the ability of the regulatory bodies and the industry to work together. We’ve been advocates of strengthening the regulatory bodies, because the stronger they are in science, the stronger it will force us to be and the better it will be for patients. And, then with the cost side, we just have to be willing to step up. I think that the industry does support indigent people. We’ve actually supported in Sub-Sahara Africa our HTV products; we’ve made them available there at very low prices. If there are indigent patients here in the United States, they just have to file a form with us or any other pharmaceutical company and we will supply them with products free of charge if they qualify, which is a very low level to qualify. I think that we are doing all that we can, but we have to continue to do more.
韦尔登：如果去看一下卫生保健的费用， 我想我们每个人都有责任，应该将其控 制在一定的范围之内。那是由人□特征 决定的，由老龄人□决定的，和其他地 区出现的中产阶级决定的。人们想要生 活得更久、更好、更健康，所以我认为 我们肩负一定的责任。首先我们应该去 看一下预防和保健，那些健康的人们是 如何保健的，并且给予他们必要的治疗， 所以卫生保健的费用是一个很大的挑战。 我想，公司的监管环境也将是一个很大 的挑战。人们现在正在追求零风险的产 品，然而当你早上起床后，走在街上， 这也不是一件零风险的事情。所以零风 险的产品是很难得到的。药物，顾名思 义就有好的效果以及副作用。我曾经将 自己的膝盖替换过，每个人都知道那将 会有风险，我的替换的膝盖现在证明很 好，但是它其实也有不好的可能。有很 多这样的事情，我想每个人都在寻找一 个零风险的环境，但是实际上它并不是 没有风险的，无论什么事情总会伴随有 一定的风险，我们必须要清楚地对此进 行界定。我们必须要作详细的研究与调 查，研究那些药物以及它们的效果。但 我认为，监管环境在试图找出所有问题时也变得有些不愿意接 罘风险。通常对于病人 是那样的，但是很多时 候由于人们使用产品的 方式你并不能发现所有 问题。所以，我认为它 是存在于控制成本方面 的。我认为这是在成本控制区，它们可 能是两个最大的。世界上总是存在我们 必须克服的障碍。这就将责任归到了工 业方面，但这也不是没有好处的。有了 这项责任，我们就会在临床试验时做得 更好，做研究做得更好，让我们在完全 的透明公开下做得更好。我觉得那很重 要，要求监察当局和我们的产业方面共 同合作共同努力。我们一直提倡加强监 察当局的监察力度，因为他们在科学方 面越强大，就会促进我们的产业越强大， 那就对我们的病人越有利。至于花费方 面，我们不得不加快脚步。我想，产业 总是会给贫困的人们一些资助。我们曾 经给撒哈拉以南的地区资助过HIV产品， 并且以很低的价格出售。如果在美国也 有贫困病人的话，他只用给我们或其他 药品公司提交一个表格，如果他们有资 格，我们也同样会免费为他们提供产品， 我想我们一直在尽我们所能来做这些事 情，我们也会继续做更多。
Reporter: Johnson & Johnson has operated in India for more than 50 years now. Recently, there was a big shake-up among drug companies there when the Japanese firm Daiichy Sankyo bought out Ranbaxy. What is your view on that deal and does it say anything about the state of the pharmaceutical industry in India?
记者：强生集团在印度已经经营了 50 多年的时间了。最近，你们的药物公 司受到了日本Daiichy Sankyo公司收购 Ranbaxy的巨大冲击，您对此的看法是 什么呢？这能说明现在印度的制药工业 所处的状态吗？
Weldon: I could be wrong on this but I think that about 70% of drugs dispensed are generics, here in the United States today. There is a big opportunity in the generic field because of large products going off patent. But, I think that if you are a research-based company, you need to really commit yourself to research. If you are a company committed to your employees, you need to make sure that they are treated appropriately and properly and there are costs associated with that. Each company has its own choices that it has to make. Personally, I think that if you have good research, if you understand the needs of patients and if you can deliver good products into the market, that is the most important thing to be doing and that is where we’ve committed ourselves so far. But that is not to say that we wouldn’t go into generics or other companies. I think that there is a big market emerging and big opportunities in the future. Each company has its own business model that it thinks is the best; some may be both research-based and a generic company; others just research-based and others just generic-based. I think that it is an individual choice. But as the generic industry has evolved, it’s evolved into very good products. Many reputable companies are going there and feeling that that’s part of the model that they want to choose. So, I guess it’s just really a personal choice for the company.
韦尔登：也许我在这方面的看法不对， 但是大约70%的配药都是现今在美国 很常见的药物。由于很多药品都没有了 专利，因而那些普通的药物能够给我们 带来很好的机会。但是我想，如果你是 一个以研究为主的公司，那你就应该全 身心投入到研究中去；如果你的公司对 雇员承担了一定的义务，那你就应该确 保雇员得到了恰当的待遇， 那就伴随着一定花费。每 个公司都有其必须要作的 决定。个人而言，如果你 能够作出很好的研究，如 果你了解病人的需求，如 果你能够将很好的产品推 广到市场上，那就是要做 的最重要的事情，那也是 至今我们致力于的方向。 但是那并不是说我们就不 会去处理一些其他公司的 事情。我想，现在正有一个很大的市场 在显现，将来也会有很大的机会。每个 公司都会有自己认为做的最好的产业典 范，有些可能既是研究型又是通用型公 司，有些可能只是研究型公司，也有些 可能只是普通型公司。我想那是每个人 作出的选择不同。但随着通用工业的演 变，它会演变成非常好的产品。许多著 名的公司到那里去，感觉那就是他们想 要选择的模型中的一部分。所以我想， 那只是个人为公司作出的一个选择。