因为自己本身对翻译有一点兴趣，因此最近都会尝试翻译一些文章，其中这一篇是最近在 businessweek里面刊登的，谈论有关印度未来的一些发展潜力。所以我尝试翻译了以後投 在这个板上给对印度有兴趣的板友看看，翻的不好也请多包含= ="如果对翻译上有一些 意见的话也欢迎不吝给予指教喔~ 网址 http://0rz.tw/P2Gf3 Innovation from India: The Next Big Wave Innovative companies the world over are discovering the research and development advantages to be found in India 来自印度的创新:下一波席卷全球的大浪 全球各地具有创新能力的公司现正寻找一些从印度出来具有发展优势浅力的研究 A new portable electrocardiogram machine, the MAC 400, can take 100 EKGs on a single battery charge and weighs less than three pounds. This is appropriate for rural areas in emerging markets where electricity is not always readily available and where patients cannot easily travel to urban diagnostic centers. The product's roots are as remarkable as its capabilities: The MAC 400 was designed at General Electric's (GE) John F. Welch Technology Center in Bangalore by a team of Indian engineers. Most of the early growth at this research and development center, GE's largest outside the U.S., took place during the 2001-02 recession. Today, the 50-acre campus employs 3,500 scientists and engineers; they've created patents on aircraft engines and locomotives in addition to medical devices. 一个能在充电器充满电下照100张心电图，本身重量也少於3磅的一台新的可携带式心电图 机器-MAC 400，这在电力不是每次都有而且当地的病人没有办法很容易跑到都市诊断治疗 中心的偏远农村地区来说是一个很方便的机器。MAC 400的来源跟它的功能一样令人惊艳 --它是由GE在邦加洛(注:印度南方的一座大城)所设立的John F. Welch科技中心里的一群 印度工程师团队所开发而成的。这里是在2001到02年全球一篇不景气的衰退期间所成立的 ，而也归於他大部分早期的成长，这里也是GE除了美国本土以外最大的研究发展中心。 现今，这片50英亩大的院区雇用了3500名科学家和工程师，而他们也已经开发出了一些飞 机引擎、机车和医疗器材的的专利。 Many other companies are, like GE, turning to Indian talent for new product development. Technological innovation has powered the rise and the economic domination of the West for two centuries. With scientific research, technology development, and product innovations from the steam engine to the World Wide Web, the West has led the world in wealth creation. A vibrant and structured educational system coupled with a strong intellectual property regime has enabled the creators and owners of ideas to profit handsomely. 很多其他像GE这一类的公司也开始发现印度人在新产品开发的专业能力上。科技创新已经 加速西方世界在经济高速成长与世界领导地位长达两个世纪之久。藉由从蒸汽机到网际网 路上这些科技的研究、开发与产品创新，西方世界带领全球开创的大量的财富。同时也藉 由活力且健全的教育体系架构和伴随着强而有力的知识产权制度，西方世界也赋予了开发 者与创新者获取大量金钱的能力。 But the balance of power has begun to shift. Despite the current economic problems both countries face, we will soon witness a dramatic rise in the participation of India and China in global R&D. The first reason for this is the diminished role of corporate laboratories that were the birthplace of many of the ideas of the 20th century. Bell Labs, Xerox Palo Alto Research Center, and IBM TJ Watson Center no longer enjoy the same preeminence that produced ideas such as the transistor and the mouse. Today's nimble companies rely on ecosystems of external innovation to drive new products to market; venture capital and private equity investors are eager to fund collaborative innovation for quick wins but have little appetite for long gestations for science. 不过西方世界这样创新开发的能力在现在已经渐渐开始转移了。尽管大多数的国家现今都 面临到经济衰退的问题，我们仍将可以很快地见证到印度和中国在全球的R&D上戏剧化的 高度成长。第一个原因是因为在20世纪扮演许多重大发明发源地的实验室，如今其地位已 逐渐在衰退当中。一些地方如贝尔实验室、全录帕洛阿尔托研究中心、IBM TJ Watson研究 中心等已经不再像以前发现电晶体与发明滑鼠一样享有同样卓越的成就。今天一些眼明手 快的公司依靠外部创新的系统生态来让新产品推向市场；而像创投和私募股权基金的投资 者也热烈地资助那些具有快速成功同时也不需要长期孕育特性的联合创新。 "Distributed Development" In the drive to seek the best return on invested capital, important components of these ecosystems have moved offshore and away from the West, creating specialization and disaggregation. Collaboration tools and disciplined design techniques make it conceivable for people who are not in the same building to work together as if they are neighbors. The difference between being one building apart and two continents apart becomes less significant. Once this "distributed development" becomes a reality, it is natural for portions of such work to migrate to locations where large numbers of talented scientists and engineers are more readily available. India, for example, graduates more than 100,000 English-speaking engineers each year, so Western companies find it particularly attractive as a destination for this work. On the other hand, first-world countries have declining populations and a lower percentage of students choosing technical careers. Distributed development is the second inexorable reason for the forthcoming rise of emerging company R&D. "分布式开发" 在寻求最佳的投资回报率的驱动之下，这样的研发生态已经让一些重要的研发区块远离西 方移往海外，创造出专业化与分工化的特性。有组织的设计技巧与工具上的协助使得人们 可以不用在同一栋建筑但是却也能像邻居一样一起工作。在同栋大楼不同楼层里与相隔两 地一起工作的差异变的越来越小。一但这种分布式开发成真，这将使一些传统上很多要移 到同一地点工作的工程师与科学家可以变的马上可用! 以印度举例，具有英文沟通能力且 能够在以後成为工程师的毕业生每年超过了十万人，因此很多西方公司发现了可以应用分 布式开发这样一个具吸引力的地方。另一方面，第一世界的国家开始有人口减少与学生选 择科技业就业比率渐低的趋势，因此分布式开发是未来新兴公司公司在R&D上面第二个不可 忽略的理由。 Third, in many industries, increased competition has pressured companies to speed products to market as never before. Because profits from new technologies are highest before the technologies become commoditized, if a new product has a four-year life and you are one year late to market, you may lose not one quarter but rather half of the potential profit from the product. Leaders in R&D, unable to hire enough qualified engineers in the West, turn to Asian resources to keep up with this faster pace of development. Time-to-market pressure continues to drive new product initiatives to leverage talent in India. 第三，在很多产业上面，逐渐增加的竞争趋势使得各个公司面临到前所未有想要增快产品 开发和上市的压力。因为新科技变成商品化之前是能够获取最高利润的时机，因此如果一 项新产品具有四年的寿命而且你迟了一年才进入到市场，你可能会在这项产品上失去不只 四分之一甚至将近一半的潜在报酬。在一项新产品的R&D上具领导地位的公司也已无法找 到足够且合适的西方工程师，因而开始转移到亚洲的一些开发人员来让产品能够跟上更快 的开发步调。即时上市量产的压力因此导致了西方公司充分利用印度人才以持续地驱动新 产品开发。 Finally, Western companies see the greatest potential for revenue growth among emerging economies such as India's and China's. In the 1960s, Indians accepted Jeeps with the steering wheel on the wrong side ("wrong" by local standards, since Indians drive on the left side of the road). U.S. designs were considered naturally superior. But today, these economies are unwilling to accept mature, hand-me-down product designs from the West. For products to enter these markets successfully, they must be designed to meet local needs. Smart Western companies have realized that such redesign is better performed in economies that are closer to the target markets 最後，西方公司看到了一个具有来自於印度中国等新兴市场收入的绝佳潜力。在1960年代 时，印度人引进了错误方向的方向盘("错误"是因为以地方上的标准而言，印度人的驾驶 座是在道路的左边)，美国的设计被认为是具有自然优势的象徵。但是到了今天，这些经 济体系不再愿意去接受已经发展成熟或是西方传承下来的旧的产品设计。对於这些想要成 功打进这些新兴市场的产品而言，他们必须要设计成符合当地的需求。一些聪明的西方公 司明白这样子重新设计过後的产品会在靠近目标市场的新兴经济体中表现的很好。 These four factors have created the need for smart Western companies to globalize their product development. The difficulties of including an R&D team in India are not minor. 以上这四项因素开启了一些聪明的西方公司去全球化他们的产品发展的需求。另外在印度 组成R&D团队的困难度也是不可忽视的一部份。 Corporate Governance Foreign companies operating directly in India are generally held to a higher standard of corporate responsibility than their domestic counterparts. Even companies with stellar social reputations, such as Tata Motors (TTM), are at risk of suffering local backlash: Protests about land acquisition for a new factory in West Bengal caused the company to relocate a proposed plant to Gujarat, at the other end of the country. Moreover, if companies choose to outsource rather than operate directly, they need to choose their partners carefully. While Satyam Computer Services (SAY) was not very active in outsourced R&D, recent admissions of creative bookkeeping by its former chairman have led Western companies to reevaluate any major outsource partner. In our experience, most new-generation Asian vendors maintain high standards of corporate governance. "公司治理" 外国公司在印度的直接管理一般说来比在本国地区的需要更高的责任标准。甚至具有显着 社会上良好声誉的公司，例如Tata Motors(TTM)，正在受困於本地强烈反弹的危险中:他们 反对TTM因购入在西孟加拉一块要盖新厂房的用地而导致他们改变原本要在另一端吉加拉特 预备要盖的土地。甚至如果公司决定要外包而不要自己直接生产的时候，他们需要细心地 选择他们的合作夥伴。正当Satyam Computer Services (SAY) 没有积极地在外包他们的 R&D时，最近一些由前公司总裁所簿记的具有原创性的任用则让很多西方公司去重新评估任 何一家主要的外包夥伴。在我们的经验里，绝大多数新一代亚洲外包厂商会维持他们高标 准的公司治理模式。 Other subtle but important cross-cultural challenges make the transition to a global R&D team difficult. But smart and nimble companies that suffer the pain now in recessionary times will emerge much healthier when the economy turns around. 其他像细致但是却很重要的一些跨文化的挑战仍然让全球化R&D团队的这个梦想转换在实 行上有些难度存在，不过在现在这痛苦的经济衰退中还是有很多聪明且眼明手快的公司会 在经济情况在未来变的好转以後会变的更茁壮。 In our consulting work, we are frequently asked if Indians can design a complete product. The starting point is often: "Sure, they're good for lower-level or service tasks such as digitizing old-fashioned paper blueprints or for performing esoteric finite-element analysis. But what I need is a complete product, and I don't think I have seen anything like that from India." The rules are changing. Sometime this year, Tata Motors will ship the lowest-cost car in the world, the Nano. To us, it's not the low cost that is exciting, it's the innovation. In addition to developing a best-in-class design, Tata has extended the innovation to the design process and the supply chain by depending on suppliers to squeeze the best price-to-value ratio for an automobile uniquely designed for punishing Indian roads. A rear-mounted pressure die-cast engine, wheels that sit at the very extremities of the body, and a single windshield wiper indicate that this is not your average cracker-box four-wheeler. Even the distribution model is innovative: The dealer will perform some final assembly on all Nanos just prior to sale. 在我们的顾问工作里面，我们会常常被问到是否印度的工程师到底能不能完整地设计一个 产品出来。这样的问题常常会出现像是"当然，他们很擅长於做一些低阶或是一般的任务例 如像是数位化已经过时的设计图(?)或是做一些很深奥的有限元素分析法。不过我需要的是 一个完整的产品，而且我也不认为我有看过这样的一个东西出现在印度。"其实这样的印象 已逐渐在变化当中。或许在今年，印度的塔塔汽车(Tata Motors)就开始会把他们低价格的 汽车Nano销往全世界。对我们而言，不是一个这样低的价钱让我们感到兴奋，而是他们的 创新。除了他们正在发展一流的车型设计以外，塔塔汽车甚至已经延伸了他们从设计程序 上的创新到了供应链上。藉由倚赖他们的供应商去挤压出他们最好的性价比来设计出折磨 印度道路的汽车。具有安装在後方的压力铸模引擎、装在车体非常边边的车轮和一个单片 雨刷就足以暗示你这不是你所看过的一般像是饼乾盒的四轮汽车。甚至於他们的销售通路 模式也是非常具有创新的:他们的汽车代理商可以在汽车刚要卖出去以前做最後组装的部 份！ Other innovations abound. Indian scientists have developed novel treatments for migraine and for psoriasis, a serious skin condition. These drugs are in advanced "Phase II" trials and show the potential of being blockbuster products should they meet global approval. Additional new chemical entities are in the pipeline, and it's only a matter of time until we see a pharmaceutical success from India that is based on intellectual property developed there. 在其他方面的领域上印度也充满着大量其他的创新与发明，例如印度工程师已经发展出了 能够对抗偏头痛与牛皮癣(一种严重且难缠的皮肤病)的药。这些药已经正在第二阶段的药 品实验中且已经能够看到如果一但在全世界上面通过并且核准发行市面，这将是一款会大 卖的药。其他一些新药的化学成分也都已正在开发当中，而直到我们看到从印度发展出来 的智慧财产的成功医药，剩下的问题也只是时间的长短而已了。 Seek and You Shall Find The vast majority of growth in product development and sponsored research in India is under the radar since it is conducted by external vendors on behalf of European and North American clients; nondisclosure agreements prevent public dissemination of much of this work. But forward-looking executives ignore this trend at their own risk. In recent years we've helped R&D executives in consumer products, chemicals, industrial machinery, energy, medical devices, aerospace, video games, and other industries find and manage product development vendors in India and China. "去寻找，你才会得到" 因为受到一些在欧洲和北美客户的资金援助的关西，绝大多数在印度目前正在成长的产品 开发与受到赞助的研究是在台面下进行的，不能泄漏合约细节以防止大部分的开发内容被 公开。不过一些高瞻远瞩的执行长在这样的风险下仍旧忽略了这样子的一个趋势。在最近 这几年我们帮助了一些R&D的高层人员在消费性产品、化学、工业机器、能源、医疗器材、 航太科技、电视游乐器和其他的产业上去寻找和管理他们在产品发展进程上的中国和印度 的供应商。 It is natural to ask if the current economic slowdown will alter the rate at which innovation in India will grow. We believe there may be a temporary hiccup in R&D globalization, caused primarily by companies freezing in their tracks as they reassess the new financial realities. But as soon as they rebuild their product road maps, nimble companies will actually accelerate their globalization efforts, pushed harder by tight budgets and the realization that the old ways can be disastrous. We saw exactly this trend in the information technology business during the recession of 2001-03. IT vendors such as IBM (IBM), Tata Consultancy Services (TCS.BO), Infosys Technologies (INFY), Wipro (WIT), Accenture (ACN), and others increased their India staff rapidly. In the current environment, TCS has expanded by buying Citi's (C) India offshoring business for $1 billion, and Infosys CEO Kris Gopalakrishnan recently told BusinessWeek that his company "is hiring" and in fact "found there will be an increase in allocation for offshore work" by its clients. 很多人会自然的去问现在全球经济上面的衰退会不会改变印度在创新方面的成长比率，我 们对此相信印度现在在全球化R&D的上面会有一个暂时的停顿，主要是因为一些公司在现在 重新审视他们的财务状况以後，暂时冻结了公司的发展。不过一但等到这些公司重新继续 他们的产品开发计画，眼明手快的公司则将会加速他们在产品全球化上面的努力。而在有 限的预算下艰困推动以後，他们也就会发现若持续以前的方法会将导致很大的灾难。我们 刚好在2001到03年的经济衰退中看到了资讯科技产业(IT)有这样的趋势，一些IT的厂商例 如IBM、塔塔顾问服务公司(TCS.BO)、Infosys Technologies(印度一家上市电脑科技公司) 、WIT、ACN等快速增加了他们印度籍的主管。就在现在的经济环境下，TCS.BO花了10亿美 元买下了花旗在印度的海外事业部门来扩张自己的版图，另外Infosys公司的CEO Kris Gopalakrishnan 也在最近告诉Business Week 说他们公司"正在招募人才"而且也"发现他 们公司在海外事业工作上的比重也将会增加。" We believe that the same is true for the outsourcing and offshoring of R&D. In fact we think such innovation will be the next IT and that companies that are proactive about R&D globalization will gain competitive advantage over slothful competitors. 我们相信这样的趋势也将会同样的发生在公司R&D的海外移转与外包上。事实上我们更觉得 这样的一个创新将会是下一代的IT产业的重心，而且公司如果预先在R&D全球化的方向上部 局的话，也将会压过於那些闲散的竞争者而更能增加自己的竞争优势。 (完) --

※ 发信站: 批踢踢实业坊(ptt.cc) ◆ From: 123.193.203.192 ※ 编辑: kenchung 来自: 123.193.203.192 (02/28 01:35) ※ 编辑: kenchung 来自: 123.193.203.192 (02/28 17:26)