????美國總統(tǒng)奧巴馬在國情咨文演講中把制造業(yè)工作崗位當(dāng)作美國經(jīng)濟(jì)發(fā)展藍(lán)圖中的重頭戲。他說：“我們首要的任務(wù),，是要把美國變成新的制造業(yè)工作崗位的吸鐵石,。”我支持奧巴馬復(fù)興制造業(yè)的目標(biāo)和熱情,，但是要實現(xiàn)這個目標(biāo),，我們首先要拋棄工業(yè)時代的舊思想。工業(yè)時代已經(jīng)一去不返了,，同時消失的還有美國1979年至2012年間在美國消亡的710萬個制造業(yè)崗位,。我們必須建立能夠利用美國現(xiàn)有優(yōu)勢的21世紀(jì)的制造業(yè)崗位。隨著我們加快利用科技促進(jìn)產(chǎn)能,，美國的制造業(yè)一定會再次增長,，而且會催生為大規(guī)模定制化生產(chǎn)服務(wù)的新商業(yè)模式，釋放我們所有人的制造才能,。

????首先,，我們需要認(rèn)識到，制造并不單純的是一個產(chǎn)業(yè)部門,，而是一種能力,，其中蘊(yùn)含著許多創(chuàng)新機(jī)會。只是目前我們理所當(dāng)然地把它看成一個產(chǎn)業(yè)部門,。工業(yè)時代的“產(chǎn)業(yè)”就像一個個俱樂部,，每個產(chǎn)業(yè)都有各自的準(zhǔn)入標(biāo)準(zhǔn)和暗箱操作，只向那些同意按規(guī)則出牌的公司敞開,。工業(yè)時代是由一個個界定清晰的產(chǎn)業(yè)構(gòu)成的,，我們很容易就能把每家公司歸類到一個個產(chǎn)業(yè)部門里?？此祁H有君子之風(fēng),，就好像大家都在監(jiān)督之下公平競爭，就像拳擊賽一樣,，人人都要按規(guī)則出招,。每個企業(yè)都會有一個標(biāo)準(zhǔn)產(chǎn)業(yè)代碼（SIC）（現(xiàn)為北美產(chǎn)業(yè)分類系統(tǒng)，簡稱NAICS）,，用來確定各自屬于哪個產(chǎn)業(yè)部門,。

????但是這樣的日子已經(jīng)結(jié)束了。各個產(chǎn)業(yè)的運行規(guī)則也不復(fù)如舊,，工業(yè)時代也一去不返,。谷歌（Google）到底是一家生產(chǎn)商還是服務(wù)商,，或者兩者兼而有之？谷歌收購摩托羅拉移動（Motorola Mobility）,，在美國生產(chǎn)Nexus Q家庭媒體播放器,，表明谷歌在非常認(rèn)真地打造自己的生產(chǎn)能力。蘋果（Apple）算生產(chǎn)商還是服務(wù)商,，又或兩者兼而有之呢？現(xiàn)在我們已經(jīng)很難指出生產(chǎn)商和服務(wù)商之間的區(qū)別,，而且二者之間的區(qū)別也很有限,。如今生產(chǎn)商和服務(wù)商之間的界限正在漸漸模糊。以iPod為例,，蘋果并不是第一個推出MP3播放器的廠家,。但是蘋果把它的產(chǎn)品（iPod）和服務(wù)（iTunes）捆綁推出后，給我們帶來了一種新的價值定位,，改變了我們體驗音樂的方式,。蘋果看待競爭的角度與其他產(chǎn)品生產(chǎn)商不同，蘋果并不是搶占市場,，而是在創(chuàng)造市場,。

????工業(yè)時代的思維方式以及NAICS產(chǎn)業(yè)代碼使企業(yè)的思維模式陷入窠臼，它們的業(yè)務(wù)模式不是以產(chǎn)品為中心,，就是以服務(wù)為中心,。這是一種錯誤的選擇。生產(chǎn)一種產(chǎn)品,，并不意味著一家公司只能在某個市場里競爭,。把一家公司定位成生產(chǎn)商會限制業(yè)務(wù)模式的創(chuàng)新機(jī)會。如果我們希望重振美國的制造業(yè),，我們必須改變對制造業(yè)的思維模式,。

????In his State of the Union Address, President Obama made a big deal about manufacturing jobs as a central part of his economic vision for the country. "Our first priority is making America a magnet for new jobs in manufacturing", he proclaimed. I support the president's aim and passion to revive manufacturing, but to accomplish it we first have to jettison industrial era thinking. The industrial era and the 7.1 million manufacturing jobs lost in the U.S. from 1979 to 2012 aren't coming back. We must create new 21st century manufacturing jobs that leverage what America is great at, creativity and innovation. Manufacturing will grow in the U.S. when we accelerate the use of technology to increase productivity, enable new business models designed for mass customization and unleash the manufacturers in all of us.

????To begin, we need to recognize that manufacturing isn't an industry sector, it's a capability with plenty of opportunity for innovation. We take industry sector definitions for granted. As if industries were clubs with exclusive admission criteria and secret handshakes only revealed to companies that agree to play by understood rules. The industrial era was defined by clearly delineated industries, making it easy to identify which sector every company was competing in. It was all so gentlemanly really, as if competition was governed, like boxing, by a code of generally accepted Marquess of Queensberry rules. Companies were all assigned a numerical Standard Industrial Classification (SIC) code (now North American Industry Classification System, or NAICS) identifying which industry sector they fit in to.

????Those days are over. Industries don't work that way any more, the industrial era isn't coming back. Is Google (GOOG) a manufacturer or a service provider or both? Their acquisition of Motorola Mobility and U.S. production of the Nexus Q home media player suggest Google is serious about building manufacturing capability. Is Apple (AAPL) a manufacturer or a service provider or both? It's hard to tell the difference between a manufacturer and a service provider and the distinction is limiting. Today the lines are blurring. Think iPod. Apple didn't bring the first MP3 player to the market. It changed the way we experienced music by delivering on a value proposition that bundled product (iPod) and service (iTunes). Apple didn't view the competition as other product manufacturers Apple is a market maker not a share-taker.

????Industrial-era thinking and NAICS industry codes force companies into characterizing their business models as being either product- or service-focused. This is a false choice. Making a product doesn't define the market a company is creating or competing in. Describing a business as a manufacturer immediately constrains business model innovation opportunities. If we want to bring back manufacturing we have to start by changing our thinking about manufacturing.