????是的,。在那些國家,，許多藥品都要老百姓自掏腰包。與此同時(shí),，想想中國的經(jīng)濟(jì)增長(zhǎng)和它的巨大人口,。我們已經(jīng)把很多創(chuàng)新藥品投放到了中國市場(chǎng),，許多需要這些藥物的中國民眾都會(huì)自掏腰包購買。

????非洲的情況如何,？

????我認(rèn)為非洲是下一個(gè)新興市場(chǎng),。它也許不會(huì)在五年內(nèi)就發(fā)展起來，但是我們必須開始在撒哈拉以南的非洲地區(qū)建立基礎(chǔ)醫(yī)療設(shè)施,，比如在尼日利亞和肯尼亞等國家,。因?yàn)檫@些國家的經(jīng)濟(jì)年增長(zhǎng)率達(dá)到了6%至7%，但他們的醫(yī)療基礎(chǔ)設(shè)施還處在雛形階段,。但是這些國家將出現(xiàn)新興的中產(chǎn)階層,。我認(rèn)為在5到15年的時(shí)間里，非洲將為諾華公司提供重大的增長(zhǎng)機(jī)會(huì),。

????你2007年加盟諾華公司以前,，大部分職業(yè)生涯都在從事消費(fèi)產(chǎn)品行業(yè)，包括在亨氏食品（J.J.Heinz）的幾年,。你對(duì)那些專業(yè)科技知識(shí)不足的商業(yè)領(lǐng)袖有什么建議嗎,？

????作為一個(gè)既非醫(yī)療專業(yè)人士，也不是科學(xué)家的人,，同時(shí)又要管理一個(gè)科技型企業(yè),，的確是一項(xiàng)非常有意思的挑戰(zhàn)。你必須了解足夠的科學(xué)知識(shí),，才能知道應(yīng)該聽誰的,，不該聽誰的。我的建議是發(fā)揮自己的長(zhǎng)項(xiàng),。我的長(zhǎng)項(xiàng)是,，能夠看到行業(yè)之外的局勢(shì)，了解世界的變化趨勢(shì),，然后利用這個(gè)長(zhǎng)項(xiàng)幫助公司明確定位,。沒有特定行業(yè)背景的人有時(shí)也有他的優(yōu)勢(shì)，因?yàn)樗粫?huì)被很多內(nèi)部的固有思維捆住手腳,。

????譯者：樸成奎

????Yes, it is. A lot of the drug payment in those countries is self-pay -- people paying out of their own pockets. At the same time, think about the economic growth in China and the absolute size of the population. We have many innovative drugs that we have launched in China that are freely paid for by many of the Chinese who will pay out-of-pocket because they want the drug.

????How about Africa?

????I see Africa as the next set of emerging markets. Probably not in the next five years, but we have to start building infrastructure now in sub-Saharan Africa, countries like Nigeria and Kenya, because those economies are growing at 6% to 7% per year. Their health care infrastructures are in their infancy. You're going to see an emerging middle class in those countries. In years five through 15, I see Africa as a tremendous growth opportunity for Novartis.

????Before joining Novartis in 2007, you'd spent most of your career in consumer products, including several years at H.J. Heinz (HNZ, Fortune 500). What's your advice to any leader who may not have the technical expertise of some of the people he works with?

????Not being a physician or a scientist and running a science-based organization is a very interesting challenge. You have to know enough about the science to know who to listen to and who not to listen to. The advice I would give is to play to your strengths. I had the advantage of being able to look at the landscape outside of this industry and understand how the world was changing, and then help to position the company in a way that could take advantage of that. Not coming from a particular industry sometimes has its advantages. You don't get caught up in a lot of the internal way of thinking.