engineer們莫要悲觀,，還是大有可為的！

一兩酒

http://www.time.com/time/magazine/article/0,9171,2081930,00.html
+ S7 R6 D1 {; {  S2 a誰有空可以翻譯一下,。
7 W- T4 b9 I% \4 p0 C& a- mengineer們莫要悲觀,，還是大有可為的！
Driven off the Road by M.B.A.sby Rana Foroohar

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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.
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5 A+ R! S- G: V5 t' ^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.
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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."
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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.

Read more: http://www.time.com/time/magazine/article/0,9171,2081930,00.html#ixzz1SHFB1HIM
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2266998

哈哈,，酒蝦,，應(yīng)該這么說，一個時代興一種東西,，在那個當(dāng)下,，人民都認(rèn)為這個東西有效，但過了那個時候,，又認(rèn)為另外一個東西好,，在有的時代認(rèn)為工程師是決定因素，另外一個時代就是其它家伙的時代,，麥克納馬拉做防長的時候,，前期厲害，后來辦法不多,，但把福特管理的還不錯,，也算一種時代變換吧，

honyo2011

鮑勃.魯茲傳記,？
我是不相信成功可以復(fù)制的,！

20002009

任何事情對群體是個概率，對個體就是絕對的,。

skudy

是的,，成功不見得能復(fù)制，因為時間,，地點,，人,，環(huán)境都不同了，人們的意識也發(fā)生的根本性轉(zhuǎn)變,，不過多看些還是有借鑒的好處的,。國內(nèi)的經(jīng)濟環(huán)境不夠理想，現(xiàn)在大部分民營企業(yè)還處在產(chǎn)業(yè)鏈的最低端,，沒有自主的知識產(chǎn)權(quán),，沒有長遠(yuǎn)的戰(zhàn)略發(fā)展計劃，最后只會淪為世界工廠,，而不是研發(fā)工廠,。這是大的方面，小到一家私企,，它需要為社會負(fù)何種責(zé)任,，這種責(zé)任能否換得相對應(yīng)的利益，政策傾斜也好,，特別照顧也好,，這是當(dāng)下私營企業(yè)主首先要考慮的問題。,。

yunsan

        失敗的人都大致相同,，成功的人卻各有各的精彩

一兩酒

樓上幾位沒細(xì)看我轉(zhuǎn)的文章？
Bob Lutz認(rèn)為美國的經(jīng)濟衰退始發(fā)于大量任用MBA,，現(xiàn)在是需要大量任用工程師的時候,，才能帶來經(jīng)濟的復(fù)興,。
  C5 K# b8 \6 |0 d# Y1 J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."

滾刀魚

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,。

tigerguo1975

谷歌瀏覽器，自動直接給翻譯了,。翻譯的那個亂八七糟慘不忍睹,，呵呵。
( U& K& t9 N) ^4 H0 U. j% H最后一句是不是有幸災(zāi)樂禍的味道,？

萬戶門徒

唉,，又是一個做蛋糕還是分蛋糕的爭論！