成人小说亚洲一区二区三区,亚洲国产精品一区二区三区,国产精品成人精品久久久,久久综合一区二区三区,精品无码av一区二区,国产一级a毛一级a看免费视频,欧洲uv免费在线区一二区,亚洲国产欧美中日韩成人综合视频,国产熟女一区二区三区五月婷小说,亚洲一区波多野结衣在线

立即打開
Schooled by China and India

Schooled by China and India

2009年05月07日

????What US tech companies can learn about innovation from abroad. Hint: it isn't just about cheap labor.

????By Stephanie N. Mehta

????It would be a groundbreaking deal if consummated: According to press reports, telephone operator Sprint is in serious discussions with Telefon AB L.M. Ericsson to outsource management of its wireless network to the Swedish equipment maker. If finalized, the arrangement would make Sprint (S, Fortune 500) the first major U.S. wireless operator to cede total maintenance of its network to a third party consultant.

????But in parts of Asia, outsourcing whole swaths of a tech business is old hat. India's leading wireless operator, Bharti Airtel, for example, does little more than set strategy and handle marketing and sales of phones and service. Contractors, including Ericsson (ERIC) and IBM (IBM, Fortune 500), take care of running and upgrading the actual phone network, operating call centers and other day-to-day operations.

????Global consultant John Hagel expects to see more U.S. companies plucking ideas from their international counterparts. Hagel, co-chairman of Deloitte Consulting's Center for Edge Innovation, says Asian companies have started to implement some innovative management ideas that could resonate in the United States. And while many of these ideas on the surface seem like cost-cutting initiatives, Hagel says they also give tech companies flexibility and leverage, two things that benefit companies in good times and bad. "Chinese and Indian entrepreneurs understand that the only way to get scale is to be very modular in terms of how you define activities," Hagel says.

????He cites the example of motorcycle manufacturers in Chongqing, where groups of parts makers, designers and other suppliers come together on an ad hoc basis to build a line of products. Unlike more formalized supply chains, such as those in Japan, the suppliers and vendors in China's motorcycle circles aren't bound to one another: They can leave the alliance at any time or forge new relationships. Some analysts liken this structure to the U.S. movie industry, where artists and craftsmen work together on a project-by-project basis, but in China the relationships are even less formal, allowing the motorcycle maker to add (or subtract) capabilities midway through a production cycle.

????In India, on the other hand, Hagel notes that companies use loose networks for distribution. Instead of trying to open offices in every rural village in India, banks, telcos and other retailers find ways to partner with community groups and even each other to extend their reach. "On one level, [western companies] have gotten into trouble because we've been so focused on financial leverage," Hagel muses. "There's a different kind of leverage that these Asian companies are pioneering: How do you connect with your customers without having to do it all yourself? "

????India's outsourcing giants have jumped on the innovation bandwagon, too. Wipro (WIT), for example, has started a division to help its customers with research and development. A few years ago tech companies would have blanched at the idea of outsourcing R&D. (Then again, it was pretty unthinkable until recently that a U.S. carrier would outsource its network.) But Wipro executives say they've had some successes, most notably with telecom customers, but also with computer and electronics companies.

????Co-CEO Girish Paranjpe has said the company often wins business because it can bring, say, telecom R&D expertise to a non-telecom customer: It recently successfully helped a medical device maker, for example, add wireless monitoring capabilities to a product.

????And while many U.S. companies may turn to their Asian counterparts for inspiration as a way to cut costs and bolster flagging businesses (Sprint this week said it lost more than 180,000 net subscribers in the first quarter of the year), Hagel maintains that international companies have much more to offer than cost-cutting solutions. "These companies are finding new ways to organize large networks. They often have to deal with challenging business problems, and they come up with some very creative solutions," he says. "This is innovation."

掃碼打開財(cái)富Plus App
亚洲精品日韩片无码中文字幕| 97日日碰人人模人人澡| 国产精品成人不卡乱码| 免费男同亚洲精品中文字幕无码| 日本xXXX片免费观看国产| 亚洲中文字幕另类人成在线| 精品亚洲AV无码一区二区| 日本xXXX片免费观看国产| 超碰97人人模人人爽人人| 精品国产一区AV天美传媒| 在线免费视频人妻| 成年女人免费视频播放体验区| 欧美日韩国产91| 亚洲欧美一区二区三区| 国精品无码一区二区三区左线| 中文无码不卡人妻在线看| 国产乱子伦视频在线观看| 久久久一本精品99久久精品66| 国产欧美综合在线观看| 国产乱人伦精品一区二区| 色噜噜综合亚洲av中文无码| 国内精品免费久久久久电影院97| 久久久精品欧美一区二区三区| 大地资源二在线观看免费高清| 婷婷丁香综合五月久久综合| 国产日韩欧美成人综合电影在线观看| 国产成人v片视频在线观看| 18成禁人视频免费午夜影视| 色AV永久无码影院AV| 亚洲AV综合永久无码精品| 性欧美VIDEOFREE高清| 国产免费AV片在线播放| 久久天天躁狠狠躁夜夜2020| 99精品国产在热久久无码| 精品人妻少妇一区二区三区不卡| 区在线观看亚洲欧洲日产国码aⅴ系列天堂| 国产精品免费av片在线观看| 婷婷色爱区综合五月激情| 最近中文mv字幕免费高清在线7| 无码精品国产VA在线观看DVD| 一个人免费观看A级大片|