艾默生CEO：解决中国食物浪费充满商机

   你一直对美国的商业环境颇有微词，现在你的评价如何？ 

    我最大的批评一直在于立法的角度以及牵涉投资时给我们制造麻烦的官僚体制。从商业角度来看，如果政府每个月都有新花样，我们就没办法做生意。如果政府的政策30天一变，我们就会无所适从。因此，我们正在寻找其他地方进行投资。

    我们必须搞清楚如何减少监管，让它不要变成我们的绊脚石，同时还要在税收及政府结构问题上制定出一份路线图。什么是规则？我希望规则能够保持5年、10年、15年或20年不变。我知道规则必须要进行细微调整，但我们得拥有一份路线图。

    我之所以一直持批评态度，那是因为我觉得政府并不明白成功投资的必要条件。另外，我认为，作为一个国家，我们再一次因为实力雄厚，站到了全球舞台的风口浪尖。我们可以在全球范围内打败中国。

    怎么做？

    发挥自己的优势——创业精神、教育以及我们拥有的自然资源。美国人民历来工作勤奋，我们很聪明，我们希望接受教育，我们富有创新精神，我们可以重建创业精神，继续成为全球经济的参与者之一。

    你是从查克•奈特手上接管艾默生电气的。他是美国商业领域最伟大的CEO之一，你从他身上学到的最重要的事情是什么？

    有两件事：第一，发掘身边最优秀的人才，永远不要在人才问题上妥协；第二，不要害怕接受那些自认为力不能及的挑战，勇敢承担风险，付诸实践。查克把我提拔到了很多岗位，人们觉得我没有机会，但我成功了。他推动我们完成了我们自认为永远做不到的事情，这就是为什么如今在我内心深处，我觉得自己可以做成任何事。（财富中文网）

    译者：王灿均

     You've been very critical of the U.S. business environment. How do you rate it now?

    My biggest criticism has been from the standpoint of legislation and bureaucracy that create trouble for us when it comes to investing. From a business perspective, we do not work on month-to-month changes in government. If the government does a deal for 30 days, all that does is cause problems for us in deciding what we're going to do. So we're looking for other places to invest.

    We've got to figure out how to cut back regulation so it's not in our way all the time, and also how to have a road map on taxation or any type of structure you want from a government. What are the rules? I want the rules laid out for five, 10, 15, 20 years. I know they have to be altered a little bit, but you've got to have a road map.

    I've been very critical because I think government doesn't understand what it takes to invest, and I think we as a nation are sitting at a cusp of once again being a very strong global player. We can beat China on a global basis.

    How?

    You play to your strengths -- entrepreneurship, education, the natural resources we have. Our people have historically been hard working. We're smart. We want to get an education, and we're very innovative. We can rebuild that entrepreneurship spirit and continue to be one of the global economic players.

    At Emerson you succeeded one of the great CEOs of American business, Chuck Knight. What's the most important thing you learned from him?

    Two things. One, develop the best people around you. Never compromise with people. Two, do not be afraid of taking on challenges that you would think are far beyond what you could do. Take on that risk. Do it. Chuck threw me into a lot of positions that people would have thought I should have never been in, but I succeeded. He drove us to do things that we never thought we could do, and that's why inside me today, I think I can do anything.