這個(gè)委員會(huì)什么時(shí)候開(kāi)始召開(kāi)會(huì)議？

????未來(lái)幾個(gè)星期之內(nèi),。我想要做的是創(chuàng)造一種注重生產(chǎn)力的企業(yè)文化,。實(shí)現(xiàn)這個(gè)目標(biāo)的方式就是讓各業(yè)務(wù)部門(mén)的工作人員都參與進(jìn)來(lái)，讓他們形成一個(gè)指導(dǎo)性的聯(lián)盟,，這正是我們正在做的事情,。必須確保我們?cè)谶@方面達(dá)到一種平衡。注重創(chuàng)新和注重提高生產(chǎn)力兩者并不矛盾,。

????生產(chǎn)力是一個(gè)促成因素,。它使我們有能力把資金重新投向創(chuàng)新產(chǎn)品，或者使我們有能力在應(yīng)對(duì)意外事件時(shí)擁有緩沖資金,。寶潔公司已經(jīng)有175年的悠久歷史了,，本月底我們將慶祝寶潔成立175周年。我正在重讀《財(cái)富》雜志（Fortune）1981年發(fā)表的一篇文章,。文章談到了寶潔鼎盛時(shí)期的CEO約翰?斯梅爾當(dāng)時(shí)面臨的困境,，并且采訪(fǎng)了一位寶潔退休員工，這位退休員工表示寶潔公司創(chuàng)新不足,。那篇文章還談到了寶潔在1973年至1980年期間股價(jià)下跌的情況,。

????使寶潔公司與眾不同的特點(diǎn)之一是我們公司在一段時(shí)間內(nèi)會(huì)徹底改造自己。每個(gè)接受任命,、擔(dān)任公司CEO的人都必須重塑公司,，這樣公司就可以為未來(lái)175年做好準(zhǔn)備。

鮑勃,，為什么寶潔以前沒(méi)有徹底改變自己呢,？現(xiàn)在你擔(dān)任寶潔CEO已有幾年的時(shí)間了。現(xiàn)在才說(shuō)要形成一個(gè)注重生產(chǎn)力的企業(yè)文化,，這個(gè)想法令我感到有些奇怪,，大多數(shù)CEO都是在走馬上任的時(shí)候發(fā)表這類(lèi)言論。寶潔公司的生產(chǎn)力到底出了什么情況,？

????我們面臨自1929年至1933年期間全球性經(jīng)濟(jì)大蕭條以來(lái)最糟糕的一個(gè)經(jīng)濟(jì)狀況,。我們?cè)诖笞谏唐吩牧戏矫娴某杀鹃_(kāi)支增加了35億美元，這對(duì)我們的盈利能力造成了極為不利的影響,。我們的計(jì)劃正是對(duì)目前的形勢(shì)作出的一個(gè)回應(yīng),。

但是其他公也面臨這樣的經(jīng)濟(jì)阻力，然而他們的業(yè)績(jī)都比寶潔出色,。如果可以的話(huà),，你希望改變自己過(guò)去在哪些方面的做法？

????我在今年6月份在巴黎召開(kāi)的德意志銀行全球消費(fèi)者與食品零售商大會(huì)上已經(jīng)闡述過(guò)有關(guān)這方面的所有原因,。

能再說(shuō)一遍嗎,。我知道你對(duì)這個(gè)問(wèn)題進(jìn)行了大量的思考,，難道寶潔從中沒(méi)有任何經(jīng)驗(yàn)教訓(xùn)可以吸取嗎？

????我們已落實(shí)的計(jì)劃表明了我們從中已吸取到的經(jīng)驗(yàn)和教訓(xùn),。我們目前把重點(diǎn)放在改善非連續(xù)性創(chuàng)新的任務(wù)上,。我們目前計(jì)劃在全球范圍內(nèi)裁員5,700人，削減成本100億美元,。

我的理解是,，這個(gè)計(jì)劃來(lái)看，你們吸取的經(jīng)驗(yàn)教訓(xùn)就是,，公司之前開(kāi)支過(guò)度了,。

????是的，我們面臨大宗商品原材料價(jià)格上漲的不利因素,，而倘若我們沒(méi)有把原材料價(jià)格上漲反映到我們的產(chǎn)品定價(jià)中去的話(huà)，那么就會(huì)對(duì)我們的盈利能力造成同等程度的削減,。

但向貴公司股票投資的投資者群體并不認(rèn)同這種說(shuō)法,。前寶潔部門(mén)總裁加里?馬丁撰寫(xiě)了這封批評(píng)信。阿克曼與你會(huì)晤——要求你辭職,。投資者似乎并不接受你傳遞的訊息,。可以這么說(shuō)嗎,？

????我們提供了這個(gè)信息,。投資者現(xiàn)在相信，我們正在按照這個(gè)計(jì)劃持續(xù)實(shí)現(xiàn)目標(biāo),。在4～6月份的季度里,，我們?cè)硎疚覀円炎咴谟?jì)劃前面了，當(dāng)時(shí)投資者對(duì)此反響積極,。我們公布4～6月份的季度財(cái)報(bào)之后,，寶潔股價(jià)當(dāng)天上漲了2美元?；蛟S這個(gè)信息已傳達(dá)給了市場(chǎng),，而投資者正在尋找信心，但我們正在實(shí)現(xiàn)這些計(jì)劃中所制定的績(jī)效目標(biāo),。

????譯者：iDo98

When will that council begin to meet?

????Within the next couple of weeks. What I want to do is create a culture of productivity. The way you do that is you involve people in the various business units and they create a guiding coalition and that's what we're going to do. You have to be sure that we have balance. Innovation and productivity are not contradictory.

????Productivity is an enabler. It allows you to invest back into innovation or by being able to have a shock absorber against surprises. The Procter & Gamble Company has been around 175 years, and we are celebrating our birthday at the end of this month. I was rereading an article in Fortune from 1981. It talked about the difficulty John Smale had and interviewed a retiree who said the company didn't have enough innovation. It talked about the stock price falling from 1973 to 1980.

????One of the things that makes this company unique is the way it reinvents itself over a period of time. Each of us that is asked to be CEO at one time during their tenure is required to reinvent the company so it becomes ready for the next 175 years.

How come this didn't happen before, Bob? You have been CEO now for several years. The idea of NOW creating a culture of productivity strikes me as strange; Most CEOs say something like that when they start their job. What happened to the productivity of the company?

????We faced one of the worst economies that we've had since the Great Depression. We had $3.5 billion of incremental commodity costs that affected our profitability. Our plan is a reaction to the situation.

Yet other companies have had this economic headwind but have done better. What part do you wish you had done differently?

????I laid out all those reasons in the June Deutschebank Conference in Paris.

Tell me again. I know you've given a lot of thought to this. Aren't there any lessons learned?

????The plan that we've put in place suggests what we've learned. We're focused on improving discontinuous innovation. We're reducing enrollment in the company by 5700, saving $10 billion.

So what I would take out of that is that the lesson would be that you spent too much money.

????We had the commodity headwinds, right, which had we not priced would have reduced our profitability by that amount.

But it didn't take with the community that invested in your stock. Former executive Gary Martin writes this [critical] letter. Ackman meets with you. That message did not get through. Is that a fair statement?

????We provided the message. Investors now are confident that we're delivering against the plan. In the April through June quarter, we said we were ahead of the plan and the investors reacted positively there. When we announced April through June the stock went up $2 that day. Maybe the message was out there and investors were looking for confidence but those results are being delivered.