[翻譯] Innovation from India: The Next Big …

看板India (印度)作者kenchung (i got a disease....)時間15年前 (2009/02/28 01:35)推噓7(7推 0噓 3→)

留言10則, 2人參與討論串1/1

因為自己本身對翻譯有一點興趣，因此最近都會嘗試翻譯一些文章，其中這一篇是最近在 businessweek裡面刊登的，談論有關印度未來的一些發展潛力。所以我嘗試翻譯了以後投在這個板上給對印度有興趣的板友看看，翻的不好也請多包含= ="如果對翻譯上有一些意見的話也歡迎不吝給予指教喔~ 網址 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 來自印度的創新:下一波席捲全球的大浪全球各地具有創新能力的公司現正尋找一些從印度出來具有發展優勢淺力的研究 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. 一個能在充電器充滿電下照100張心電圖，本身重量也少於3磅的一台新的可攜帶式心電圖機器-MAC 400，這在電力不是每次都有而且當地的病人沒有辦法很容易跑到都市診斷治療中心的偏遠農村地區來說是一個很方便的機器。MAC 400的來源跟它的功能一樣令人驚豔 --它是由GE在邦加洛(註:印度南方的一座大城)所設立的John F. Welch科技中心裡的一群印度工程師團隊所開發而成的。這裡是在2001到02年全球一篇不景氣的衰退期間所成立的，而也歸於他大部分早期的成長，這裡也是GE除了美國本土以外最大的研究發展中心。現今，這片50英畝大的院區雇用了3500名科學家和工程師，而他們也已經開發出了一些飛機引擎、機車和醫療器材的的專利。 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這一類的公司也開始發現印度人在新產品開發的專業能力上。科技創新已經加速西方世界在經濟高速成長與世界領導地位長達兩個世紀之久。藉由從蒸汽機到網際網路上這些科技的研究、開發與產品創新，西方世界帶領全球開創的大量的財富。同時也藉由活力且健全的教育體系架構和伴隨著強而有力的知識產權制度，西方世界也賦予了開發者與創新者獲取大量金錢的能力。 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. 不過西方世界這樣創新開發的能力在現在已經漸漸開始轉移了。儘管大多數的國家現今都面臨到經濟衰退的問題，我們仍將可以很快地見證到印度和中國在全球的R&D上戲劇化的高度成長。第一個原因是因為在20世紀扮演許多重大發明發源地的實驗室，如今其地位已逐漸在衰退當中。一些地方如貝爾實驗室、全錄帕洛阿爾托研究中心、IBM TJ Watson研究中心等已經不再像以前發現電晶體與發明滑鼠一樣享有同樣卓越的成就。今天一些眼明手快的公司依靠外部創新的系統生態來讓新產品推向市場；而像創投和私募股權基金的投資者也熱烈地資助那些具有快速成功同時也不需要長期孕育特性的聯合創新。 "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. "分佈式開發" 在尋求最佳的投資回報率的驅動之下，這樣的研發生態已經讓一些重要的研發區塊遠離西方移往海外，創造出專業化與分工化的特性。有組織的設計技巧與工具上的協助使得人們可以不用在同一棟建築但是卻也能像鄰居一樣一起工作。在同棟大樓不同樓層裡與相隔兩地一起工作的差異變的越來越小。一但這種分佈式開發成真，這將使一些傳統上很多要移到同一地點工作的工程師與科學家可以變的馬上可用! 以印度舉例，具有英文溝通能力且能夠在以後成為工程師的畢業生每年超過了十萬人，因此很多西方公司發現了可以應用分佈式開發這樣一個具吸引力的地方。另一方面，第一世界的國家開始有人口減少與學生選擇科技業就業比率漸低的趨勢，因此分佈式開發是未來新興公司公司在R&D上面第二個不可忽略的理由。 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，在很多產業上面，逐漸增加的競爭趨勢使得各個公司面臨到前所未有想要增快產品開發和上市的壓力。因為新科技變成商品化之前是能夠獲取最高利潤的時機，因此如果一項新產品具有四年的壽命而且你遲了一年才進入到市場，你可能會在這項產品上失去不只四分之一甚至將近一半的潛在報酬。在一項新產品的R&D上具領導地位的公司也已無法找到足夠且合適的西方工程師，因而開始轉移到亞洲的一些開發人員來讓產品能夠跟上更快的開發步調。即時上市量產的壓力因此導致了西方公司充分利用印度人才以持續地驅動新產品開發。 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，西方公司看到了一個具有來自於印度中國等新興市場收入的絕佳潛力。在1960年代時，印度人引進了錯誤方向的方向盤("錯誤"是因為以地方上的標準而言，印度人的駕駛座是在道路的左邊)，美國的設計被認為是具有自然優勢的象徵。但是到了今天，這些經濟體系不再願意去接受已經發展成熟或是西方傳承下來的舊的產品設計。對於這些想要成功打進這些新興市場的產品而言，他們必須要設計成符合當地的需求。一些聰明的西方公司明白這樣子重新設計過後的產品會在靠近目標市場的新興經濟體中表現的很好。 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. 以上這四項因素開啟了一些聰明的西方公司去全球化他們的產品發展的需求。另外在印度組成R&D團隊的困難度也是不可忽視的一部份。 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" 外國公司在印度的直接管理一般說來比在本國地區的需要更高的責任標準。甚至具有顯著社會上良好聲譽的公司，例如Tata Motors(TTM)，正在受困於本地強烈反彈的危險中:他們反對TTM因購入在西孟加拉一塊要蓋新廠房的用地而導致他們改變原本要在另一端吉加拉特預備要蓋的土地。甚至如果公司決定要外包而不要自己直接生產的時候，他們需要細心地選擇他們的合作夥伴。正當Satyam Computer Services (SAY) 沒有積極地在外包他們的 R&D時，最近一些由前公司總裁所簿記的具有原創性的任用則讓很多西方公司去重新評估任何一家主要的外包夥伴。在我們的經驗裡，絕大多數新一代亞洲外包廠商會維持他們高標準的公司治理模式。 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. 其他像細緻但是卻很重要的一些跨文化的挑戰仍然讓全球化R&D團隊的這個夢想轉換在實行上有些難度存在，不過在現在這痛苦的經濟衰退中還是有很多聰明且眼明手快的公司會在經濟情況在未來變的好轉以後會變的更茁壯。 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. 在我們的顧問工作裡面，我們會常常被問到是否印度的工程師到底能不能完整地設計一個產品出來。這樣的問題常常會出現像是"當然，他們很擅長於做一些低階或是一般的任務例如像是數位化已經過時的設計圖(?)或是做一些很深奧的有限元素分析法。不過我需要的是一個完整的產品，而且我也不認為我有看過這樣的一個東西出現在印度。"其實這樣的印象已逐漸在變化當中。或許在今年，印度的塔塔汽車(Tata Motors)就開始會把他們低價格的汽車Nano銷往全世界。對我們而言，不是一個這樣低的價錢讓我們感到興奮，而是他們的創新。除了他們正在發展一流的車型設計以外，塔塔汽車甚至已經延伸了他們從設計程序上的創新到了供應鏈上。藉由倚賴他們的供應商去擠壓出他們最好的性價比來設計出折磨印度道路的汽車。具有安裝在後方的壓力鑄模引擎、裝在車體非常邊邊的車輪和一個單片雨刷就足以暗示你這不是你所看過的一般像是餅乾盒的四輪汽車。甚至於他們的銷售通路模式也是非常具有創新的:他們的汽車代理商可以在汽車剛要賣出去以前做最後組裝的部份！ 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. 在其他方面的領域上印度也充滿著大量其他的創新與發明，例如印度工程師已經發展出了能夠對抗偏頭痛與牛皮癬(一種嚴重且難纏的皮膚病)的藥。這些藥已經正在第二階段的藥品實驗中且已經能夠看到如果一但在全世界上面通過並且核准發行市面，這將是一款會大賣的藥。其他一些新藥的化學成分也都已正在開發當中，而直到我們看到從印度發展出來的智慧財產的成功醫藥，剩下的問題也只是時間的長短而已了。 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. "去尋找，你才會得到" 因為受到一些在歐洲和北美客戶的資金援助的關西，絕大多數在印度目前正在成長的產品開發與受到贊助的研究是在檯面下進行的，不能洩漏合約細節以防止大部分的開發內容被公開。不過一些高瞻遠矚的執行長在這樣的風險下仍舊忽略了這樣子的一個趨勢。在最近這幾年我們幫助了一些R&D的高層人員在消費性產品、化學、工業機器、能源、醫療器材、航太科技、電視遊樂器和其他的產業上去尋找和管理他們在產品發展進程上的中國和印度的供應商。 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. 很多人會自然的去問現在全球經濟上面的衰退會不會改變印度在創新方面的成長比率，我們對此相信印度現在在全球化R&D的上面會有一個暫時的停頓，主要是因為一些公司在現在重新審視他們的財務狀況以後，暫時凍結了公司的發展。不過一但等到這些公司重新繼續他們的產品開發計畫，眼明手快的公司則將會加速他們在產品全球化上面的努力。而在有限的預算下艱困推動以後，他們也就會發現若持續以前的方法會將導致很大的災難。我們剛好在2001到03年的經濟衰退中看到了資訊科技產業(IT)有這樣的趨勢，一些IT的廠商例如IBM、塔塔顧問服務公司(TCS.BO)、Infosys Technologies(印度一家上市電腦科技公司) 、WIT、ACN等快速增加了他們印度籍的主管。就在現在的經濟環境下，TCS.BO花了10億美元買下了花旗在印度的海外事業部門來擴張自己的版圖，另外Infosys公司的CEO Kris Gopalakrishnan 也在最近告訴Business Week 說他們公司"正在招募人才"而且也"發現他們公司在海外事業工作上的比重也將會增加。" 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. 我們相信這樣的趨勢也將會同樣的發生在公司R&D的海外移轉與外包上。事實上我們更覺得這樣的一個創新將會是下一代的IT產業的重心，而且公司如果預先在R&D全球化的方向上部局的話，也將會壓過於那些閒散的競爭者而更能增加自己的競爭優勢。 (完) -- ※ 發信站: 批踢踢實業坊(ptt.cc) ◆ From: 123.193.203.192 ※ 編輯: kenchung 來自: 123.193.203.192 (02/28 01:35)