????您一直在致力于推動讓員工在辦公室外協(xié)作辦公的技術(shù)，但是現(xiàn)在，一些企業(yè)正試圖讓員工回到辦公室。您在自己的客戶中有沒有發(fā)現(xiàn)這種做法？

????我們并沒有看到這種做法。如果企業(yè)確實(shí)必須讓員工聚到一起，同時必須改造自身時，這種做法可能算是一種勢在必行的策略。而在思科，我們的領(lǐng)導(dǎo)團(tuán)隊(duì)每年會有兩次大聚會，其它的時間我們也能隨時溝通——在機(jī)場用iPad就能參加視頻會議。我可以在家召開會議，我也確實(shí)是這么做的。因?yàn)槲沂侨蚋吖?，我可以每?0點(diǎn)開會，同時還能在孩子睡覺前照看他們。我們絕大多數(shù)客戶都在設(shè)法讓自己的辦公空間虛擬化，讓商業(yè)模式更靈活，同時關(guān)注更大范圍的全球市場。除了支持一個高度虛擬的工作環(huán)境，沒有其他方式可以做到這一點(diǎn)，否則就會讓員工抓狂。我們都知道，不遠(yuǎn)萬里飛到班加羅爾出差是什么滋味。我們在圣何塞，與班加羅爾差不多正好隔著半個地球。去那兒出趟差真是太遠(yuǎn)了。

????很明顯，作為高管您肯定得使用自家產(chǎn)品，但要讓這種做法成為思科公司文化的一部分，您是怎么做到？

????這需要自上而下地推動，由約翰?錢伯斯掛帥統(tǒng)領(lǐng)。公司各部門都有一套考核標(biāo)準(zhǔn)，確保大家主動推動這些變化。當(dāng)我開始掌管思科的全球銷售業(yè)務(wù)時，我在經(jīng)濟(jì)衰退開始時做的第一個決策就是，取消許多人都喜歡的規(guī)模龐大的年度全球銷售會議，轉(zhuǎn)而利用網(wǎng)真系統(tǒng)舉行全球視頻會議，不再讓大家都坐飛機(jī)飛到會議地點(diǎn)。對我們這種規(guī)模的公司來說，這種開銷太大了。

????那大家作何反應(yīng)呢？

????他們剛開始肯定不喜歡。這樣他們就沒法和同事面對面交流了。不過幾年后他們表示，這種做法在某些方面更有好處。他們喜歡能實(shí)時點(diǎn)評報告人的現(xiàn)場報告，喜歡在在線談話中看到自己同事的對話。這些都是在真實(shí)的會議室里無法獲得的實(shí)時互動體驗(yàn)。我們在培訓(xùn)、領(lǐng)導(dǎo)力、營銷和通訊等領(lǐng)域有大量應(yīng)用協(xié)作技術(shù)的案例，它們都已經(jīng)成為行業(yè)的標(biāo)桿。世界各地的人都可以通過WebEx參加會議?，F(xiàn)在我的WebEx也能加入網(wǎng)真系統(tǒng)了，從WebEx就能進(jìn)入網(wǎng)真會議，所以看起來大家獲得的幾乎是一樣的體驗(yàn)。

????譯者：清遠(yuǎn)

????You've been pushing technology that allows employees to collaborate outside of the office, but some companies are trying to get them back into the office. Are you seeing similar efforts from you customers?

????We're not seeing that. When you really have to pull people together and you really have to transform a company that may be one tactic to doing it. At Cisco we bring all the leadership team together twice a year, but between those points we see them all the time -- in virtual meetings, from iPads in airports. I can hold meetings from my home, which I do. Since I have a global job I can hold a meeting at 10 o'clock and still see my kids before they go to bed. The vast majority of our customers are looking to virtualize their real estate and are creating flexibility in their business model and looking at more global markets. You can't do this any other way but by supporting a very virtualized work environment, or you will drive people crazy. We all know what it's like to fly to Bangalore. We're in San Jose, and if you took a knitting needle and stuck it straight through the world you would miss Bangalore by about 20 minutes. It's a long trip.

????Obviously you have to eat your own dog food, but how do you make this part of the Cisco culture?

????It's top down, driven from [CEO] John Chambers. There were metrics put in place for parts of the company to make sure they were driving for these changes. When I was running worldwide sales at Cisco, the first decision I made at the beginning of the recession was to cancel our big, annual global sales meeting which everybody loves and do a virtual meeting over TelePresence around the world, instead of all getting on a plane, which at our scale costs a lot of money.

????How did people react?

????They didn't like it. They missed their interaction with colleauges. But in the subsequent years they said in some ways it was better. They liked the ability to comment on a presenter's presentation in real time and watch their colleagues dialogue in an online chat. You get a real-time interaction that you couldn't achieve in a real room. There are examples across the board where we've used collaborative technologies in education, leadership, marketing, and communications that have really set the bar. We have people join meetings anywhere in the world on a WebEx connection. And now my WebEx can join my TelePresence, and from my WebEx I can appear in a TelePresence conference, so it looks like you're part of the same experience.