???你一直對(duì)美國的商業(yè)環(huán)境頗有微詞,，現(xiàn)在你的評(píng)價(jià)如何？?

??? 我最大的批評(píng)一直在于立法的角度以及牽涉投資時(shí)給我們制造麻煩的官僚體制,。從商業(yè)角度來看,，如果政府每個(gè)月都有新花樣，我們就沒辦法做生意,。如果政府的政策30天一變,，我們就會(huì)無所適從。因此,，我們正在尋找其他地方進(jìn)行投資,。

????我們必須搞清楚如何減少監(jiān)管,，讓它不要變成我們的絆腳石，同時(shí)還要在稅收及政府結(jié)構(gòu)問題上制定出一份路線圖,。什么是規(guī)則,？我希望規(guī)則能夠保持5年、10年,、15年或20年不變,。我知道規(guī)則必須要進(jìn)行細(xì)微調(diào)整，但我們得擁有一份路線圖,。

????我之所以一直持批評(píng)態(tài)度,，那是因?yàn)槲矣X得政府并不明白成功投資的必要條件。另外,，我認(rèn)為,，作為一個(gè)國家，我們?cè)僖淮我驗(yàn)閷?shí)力雄厚,，站到了全球舞臺(tái)的風(fēng)口浪尖,。我們可以在全球范圍內(nèi)打敗中國。

????怎么做,？

????發(fā)揮自己的優(yōu)勢(shì)——?jiǎng)?chuàng)業(yè)精神,、教育以及我們擁有的自然資源。美國人民歷來工作勤奮,，我們很聰明,，我們希望接受教育，我們富有創(chuàng)新精神,，我們可以重建創(chuàng)業(yè)精神,，繼續(xù)成為全球經(jīng)濟(jì)的參與者之一。

????你是從查克?奈特手上接管艾默生電氣的,。他是美國商業(yè)領(lǐng)域最偉大的CEO之一,，你從他身上學(xué)到的最重要的事情是什么？

????有兩件事：第一,，發(fā)掘身邊最優(yōu)秀的人才,，永遠(yuǎn)不要在人才問題上妥協(xié)；第二,，不要害怕接受那些自認(rèn)為力不能及的挑戰(zhàn),，勇敢承擔(dān)風(fēng)險(xiǎn)，付諸實(shí)踐,。查克把我提拔到了很多崗位,，人們覺得我沒有機(jī)會(huì)，但我成功了。他推動(dòng)我們完成了我們自認(rèn)為永遠(yuǎn)做不到的事情,，這就是為什么如今在我內(nèi)心深處,，我覺得自己可以做成任何事。（財(cái)富中文網(wǎng)）

????譯者：王燦均

?????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.