Reporter: It is said that the unique structure of your company has performed well. How does the joint effort work in your company ?
記者：據說，強生公司獨特的公司結構運行得很好，您能說一下，你們公司共同合作的體系是怎樣運轉的嗎？
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 and 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.
韋爾登：有時當我們試圖將不同小組的人員結合到一起工作時，他們往往在自己的工作領域里已經有足夠多的事情要做，而我們卻要他們跨界與其他小組的人一起來工作。有時候我們必須要成立一些突擊編組，我們將員工獨自派往那里，我們將此稱之為內部結合。但是挑戰就是處理好公司的協調問題。這與其說是復制，不如說是我們要找到合適的人，不僅僅在其工作的領域之內為我們提供資源以及技術的融合。無論是在配藥小組、醫療設備小組還是消費品小組中，你都看到我們有不同領域的員工一起工作，他們一起進行產品的創新。是那些員工們的跨界工作能力為公司帶來了真正的創新，使我們有了突破性的進展，并且也將在未來為我們帶來突破性的產品。但是那也的確需要我們員工之間的協調以及個人的付出。使人們從他們熟悉的工作環境中脫離出來，并且與其他的工作小組一起工作，這是最困難的一件事情。
Reporter: Can you identify the formal and informal ways that Johnson and Johnson identifies new innovations?
記者：您能為我們說一下強生集團定義創新的正式的和非正式的方式嗎？
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.
韋爾登：有幾件事情。一是我們有所謂的內部結合，那樣企業內部的人組成一個合作小組，人們就可以提出各自的建議。比如說，我們現在正在做的事情就是對干細胞的研究，沒有一個小組真正的擁有它。所以大家制定一項計劃，先提出想法，并且制定運算，然后我們就可以使那個小組開始從事這個工作。我們還可以制造些其他的環境，比如說，如果我們要對腫瘤學進行一下研究，我們就將消費品小組、配藥小組、醫療設備小組和診斷小組中的工作人員聚集起來，讓他們彼此分享自己所做的事情。通過共同的交流與分享，他們可能就會有了一些想法，然后一起努力將新產品研制出來。通常，如果是他們自己自發的研制出某項產品的話，那就比我們要求他們那樣做的效果要好得多。我們也的確對我們的體系進行過評估，那大概是在一年以前。我們發現，大概有80件產品是經過必要的結合的，現在對于我們來說重要的事情在于我們應該了解那些產品所能帶來的價值。我們還有另一個產品，在我們的醫療設備小組，主要研究傷□縫合領域的技術，那需要我們工作人員在生物技術領域的技能。它實際上是一個能夠阻止嚴重傷口出血的產品，但它有它的生物基礎。事實上，我們帶來了工作小組，專門的生物技術領域的科學家。
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