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標(biāo)題: engineer們莫要悲觀,，還是大有可為的,！ [打印本頁(yè)]

作者: 一兩酒 時(shí)間: 2011-7-16 22:09
標(biāo)題: engineer們莫要悲觀,，還是大有可為的,！
http://www.time.com/time/magazine/article/0,9171,2081930,00.html
誰(shuí)有空可以翻譯一下。
engineer們莫要悲觀,，還是大有可為的,！
Driven off the Road by M.B.A.sby Rana Foroohar

Bob Lutz, the former Vice Chairman of General Motors, is the most famous also-ran in the auto business. In the course of his 47-year rampage through the industry, he's been within swiping range of the brass ring at Ford, BMW, Chrysler and, most recently, GM, but he's never landed the top gig. It's because he "made the cars too well," he says. It might also have something to do with the fact that Maximum Bob, who could double as a character on Mad Men, is less an éminence grise than a pithy self-promoter who has a tendency to go off corporate message. That said, his new book, Car Guys vs. Bean Counters: The Battle for the Soul of American Business, has a message worth hearing. To get the U.S. economy growing again, Lutz says, we need to fire the M.B.A.s and let engineers run the show.

Lutz's main argument is that companies, shareholders and consumers are best served by product-driven executives. In his book, Lutz wisecracks his way through the 1960s design- and technology-led glory days at GM to the late-1970s takeover by gangs of M.B.A.s. Executives, once largely developed from engineering, began emerging from finance. The results ranged from the sobering (managers signing off on inferior products because customers "had no choice") to the hilarious (Cadillac ashtrays that wouldn't open because of corporate mandates that they be designed to function at -40°F). It's pretty easy to imagine Car Guy Lutz removing his mirrored shades and shouting to the cowering line manager, "Well, customers in North Dakota will be happy. Too bad nobody else will!" (See five destructive myths about the U.S. economy.)

The auto industry is actually a terrific proxy for a trend toward short-term, myopically balance-sheet-driven management that has infected American business. In the first half of the 20th century, industrial giants like Ford, General Electric, AT&T and many others were extremely consumer-focused. They spent most of their time and money using new technologies to create the best possible products and services, regardless of development cost. The idea was, if you build it better, the customers will come. And they did.

The pendulum began to swing in the postwar era, when Harvard Business School grad Robert McNamara and his "whiz kids" became famous for using mathematical modeling, game theory and complex statistical analysis for the Army Air Corps, doing things like improving fuel-transport times and scheduling more-efficient bombing raids. McNamara, who later became president of Ford, brought extreme number crunching to the business world, and soon the idea that "if you can measure it, you can manage it" took hold — and no wonder. By the late 1970s, M.B.A.s were flourishing, and engineers were relegated to the geek back rooms. (See why you should still go to college.)

This is not to say that the Whiz Kidding of American business yielded no positives; things like the hyperefficient FedEx logistical hubs and the entire consulting industry were born out of it. But ultimately, moving numbers around can do only so much. Over the long haul, you've got to invent or improve real products and services to grow.

In the U.S., the growth of the financial industry has only exacerbated the trend toward balance-sheet-driven management. Companies everywhere, but particularly in the U.S., where the banking sector wields the most power, are under tremendous short-term pressure to make their quarterly numbers. This often leads to planning that's reactive rather than smart: force the highest-paid engineers to retire, even if they are the best, and reduce payroll costs across all divisions rather than invest in the ones that are pushing the New New Thing through the pipeline. (See the 20 best- and worst-paid college majors.)

It's interesting to note that the one area of the U.S. economy that's adding jobs and increasing productivity and wealth is also the one that is the most relentlessly product- and consumer-focused: Silicon Valley. The company off Highway 101 that best illustrates this point is, of course, Apple. The only time Apple ever lost the plot was when it put the M.B.A.s in charge. As long as college dropout Steve Jobs is in the driver's seat, customers (and shareholders) are happy. The reason is clearly the one Lutz puts forward in his book: "Shoemakers should be run by shoe guys, and software firms by software guys."

Meanwhile, despite all the post-financial-crisis soul searching within the business community about the value of an M.B.A., schools are still churning them out. There are, and will be for the foreseeable future, a lot more bean counters than engineers in this country. But the same may soon be true in China, where the state plans to open 40 new graduate schools of business in the next few years. As Lutz puts it, "That's the best news I've heard in years."

See why women now hold more advanced degrees than men.

作者: 2266998 時(shí)間: 2011-7-16 22:40
哈哈，酒蝦,，應(yīng)該這么說(shuō),，一個(gè)時(shí)代興一種東西，在那個(gè)當(dāng)下,，人民都認(rèn)為這個(gè)東西有效,，但過(guò)了那個(gè)時(shí)候，又認(rèn)為另外一個(gè)東西好,，在有的時(shí)代認(rèn)為工程師是決定因素,，另外一個(gè)時(shí)代就是其它家伙的時(shí)代，麥克納馬拉做防長(zhǎng)的時(shí)候,，前期厲害,，后來(lái)辦法不多，但把福特管理的還不錯(cuò),，也算一種時(shí)代變換吧,，

作者: honyo2011 時(shí)間: 2011-7-16 23:17
鮑勃.魯茲傳記？
我是不相信成功可以復(fù)制的,！

作者: 20002009 時(shí)間: 2011-7-17 08:13
任何事情對(duì)群體是個(gè)概率,，對(duì)個(gè)體就是絕對(duì)的。

作者: skudy 時(shí)間: 2011-7-17 09:38
是的,，成功不見得能復(fù)制,，因?yàn)闀r(shí)間,，地點(diǎn)，人,，環(huán)境都不同了,，人們的意識(shí)也發(fā)生的根本性轉(zhuǎn)變，不過(guò)多看些還是有借鑒的好處的,。國(guó)內(nèi)的經(jīng)濟(jì)環(huán)境不夠理想,，現(xiàn)在大部分民營(yíng)企業(yè)還處在產(chǎn)業(yè)鏈的最低端，沒有自主的知識(shí)產(chǎn)權(quán),，沒有長(zhǎng)遠(yuǎn)的戰(zhàn)略發(fā)展計(jì)劃,，最后只會(huì)淪為世界工廠，而不是研發(fā)工廠,。這是大的方面,，小到一家私企，它需要為社會(huì)負(fù)何種責(zé)任,，這種責(zé)任能否換得相對(duì)應(yīng)的利益，政策傾斜也好,，特別照顧也好,，這是當(dāng)下私營(yíng)企業(yè)主首先要考慮的問(wèn)題。,。

作者: yunsan 時(shí)間: 2011-7-17 09:43

失敗的人都大致相同,，成功的人卻各有各的精彩

作者: 一兩酒 時(shí)間: 2011-7-17 17:26
樓上幾位沒細(xì)看我轉(zhuǎn)的文章？
Bob Lutz認(rèn)為美國(guó)的經(jīng)濟(jì)衰退始發(fā)于大量任用MBA,，現(xiàn)在是需要大量任用工程師的時(shí)候,，才能帶來(lái)經(jīng)濟(jì)的復(fù)興。
最后一句：But the same may soon be true in China, where the state plans to open 40 new graduate schools of business in the next few years. As Lutz puts it, "That's the best news I've heard in years."

作者: 滾刀魚 時(shí)間: 2011-7-18 13:03
我也認(rèn)為成功不是可以復(fù)制的,，但是失敗卻是可以復(fù)制的,。

作者: tigerguo1975 時(shí)間: 2011-7-18 14:12
谷歌瀏覽器，自動(dòng)直接給翻譯了,。翻譯的那個(gè)亂八七糟慘不忍睹,，呵呵。
最后一句是不是有幸災(zāi)樂禍的味道,？

作者: 萬(wàn)戶門徒 時(shí)間: 2011-7-18 15:24
唉,，又是一個(gè)做蛋糕還是分蛋糕的爭(zhēng)論！

作者: yuzhiboxiao 時(shí)間: 2011-7-18 15:38
我只擔(dān)心我們?nèi)旰蟮臋C(jī)械行業(yè)是什么樣的,？機(jī)械行業(yè)我感覺什么都沒學(xué)到

作者: 寂靜天花板 時(shí)間: 2011-7-18 19:40
老毛與數(shù)控?還要背毛選嗎

作者: kric403 時(shí)間: 2011-7-18 22:16
回復(fù) 一兩酒的帖子

下面回帖的各種不相關(guān)啊莫非第一個(gè)回復(fù)定了基調(diào),。

作者: 工具人 時(shí)間: 2011-7-19 02:19
放棄理想信念，全部精力都注視在金錢上就是這種結(jié)果,。誰(shuí)不想賺快錢,？Bean Counter們隨便鼓搗一下數(shù)字就能讓股票漲起來(lái)圈錢,，也能讓它跌下去避稅，光想賺錢的老板誰(shuí)不喜歡這樣的經(jīng)理,？所以我喜歡看企業(yè)的Vision,，據(jù)說(shuō)Walmart當(dāng)初的目標(biāo)是讓窮人也能享受到不錯(cuò)的生活。
BTW,，這篇文章不容易看懂,，掃了一遍，好幾個(gè)詞不認(rèn)識(shí),。
難道北達(dá)科他是金融重鎮(zhèn),？我只知道花旗在那邊。

作者: julianyan 時(shí)間: 2011-7-21 10:36
大致意思如下,，
造車的跟數(shù)豆子的競(jìng)爭(zhēng),，是美國(guó)工業(yè)核心的競(jìng)爭(zhēng)。Lutz講,，要讓美國(guó)重新振興,，需要炒掉MBA，讓工程師主掌大局,。
lutz的主要觀點(diǎn)是,，技術(shù)型總裁可以更好地服務(wù)公司，股份持有人及客戶,。
二戰(zhàn)后,，福特總裁McNamara將大量數(shù)理統(tǒng)計(jì)型人才引入公司，以后“如果你能測(cè)量,，你就可以管理”的理念開始盛興,。
MBA也非一無(wú)所長(zhǎng)，F(xiàn)EDEX物流中心及一些咨詢公司就是在此理論下誕生的,。但玩數(shù)字僅限于此,。長(zhǎng)久來(lái)看，你還得提高真正的產(chǎn)品及服務(wù),。
在美國(guó),，金融業(yè)銀行業(yè)占居主導(dǎo)地位，迫于資產(chǎn)損益表的壓力,，公司往往采取短視行為,，解雇高薪的技術(shù)人員，而不是投資于新產(chǎn)品的研發(fā),。
美國(guó)經(jīng)濟(jì)有活力的一個(gè)區(qū)域是,，硅谷。蘋果公司失去前進(jìn)方向的唯一時(shí)光是MBA主持的時(shí)候。當(dāng)喬布斯主持的時(shí)候,，客戶很開心,。原因很明確，就像Lutz講的,，“做鞋的應(yīng)由鞋匠來(lái)做,，軟件業(yè)應(yīng)又編程的來(lái)做”。

作者: luyupei 時(shí)間: 2011-7-21 17:13
中國(guó)暫時(shí)不會(huì)MBA大行其道,，因?yàn)橹袊?guó)現(xiàn)在是一個(gè)關(guān)系社會(huì),，誰(shuí)有門路誰(shuí)吃香。某些不需要門路實(shí)力非常強(qiáng)的私營(yíng)企業(yè),，都有一個(gè)超強(qiáng)的老大,，超強(qiáng)的老大一離開就企業(yè)就出問(wèn)題。

作者: smxkjt 時(shí)間: 2011-7-22 09:14
中國(guó)的情況和美國(guó)不同,，現(xiàn)在是全民投機(jī)炒作,。沒有人做踏踏實(shí)實(shí)的基礎(chǔ)工作，因?yàn)橐娦�,，好�?jīng)常是為他人作嫁衣,。從政府到民間都在搞錢生錢運(yùn)動(dòng)，房?jī)r(jià)飛漲,，一線城市只要有兩套房子都是千萬(wàn)富翁,。大家真的富了嗎？工程師要脫離單純的技術(shù)才能致富,。

作者: 綠人科技 時(shí)間: 2011-7-22 10:25
中國(guó)現(xiàn)在情況危險(xiǎn)啊。,。,。還沒吃成胖子就打腫臉沖胖子了

作者: lizh87 時(shí)間: 2011-7-23 14:35
成功的基本條件：天時(shí)、地利,、人和,。可以說(shuō)缺一不可,，這是古人早就總結(jié)的經(jīng)驗(yàn),。我覺得成功是在復(fù)制前人的基礎(chǔ)上加以創(chuàng)新，把自己的想法融入到其中,，使其變得更加新穎獨(dú)特,，那么你就成功了。

作者: yexiaodong 時(shí)間: 2011-7-23 17:18
哈哈,看了半天是工業(yè)方面的事情啊,不遺余力地去發(fā)展工業(yè)

作者: jian4317 時(shí)間: 2011-7-23 22:12
全英文的看起來(lái)有點(diǎn)難度

作者: liaoyuanbei 時(shí)間: 2011-7-23 23:50
全英文的看起來(lái)有點(diǎn)難度
4 z: F |( r2 ]2 B0 M3 R) q' u

作者: songfq 時(shí)間: 2013-6-28 10:59
社會(huì)分工越來(lái)越細(xì)致,，產(chǎn)品的結(jié)構(gòu)越來(lái)越復(fù)雜,。當(dāng)復(fù)雜程度超出工程師可以管理的范圍的時(shí)候，其它的管理角色就粉墨登場(chǎng)了。單純想回歸到過(guò)去的日子是不大現(xiàn)實(shí)了,。工程師慢慢變成了組織機(jī)構(gòu)中的“工蟻”,，地位確定后，沒有改變的機(jī)會(huì)了,。只能求變,。

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