Over the last two decades, India has become a global hub for software development and offshoring of back office services, as we call it, and what we were interested in finding out was that because of this huge industry that has started over the last two decades in India, offshoring software development and back office services, there's been a flight of white collar jobs from the developed world to India. When this is combined with the loss of manufacturing jobs to China, it has, you know, led to considerable angst amongst the Western populations.
Tokom poslednje dve decenije, Indija je postala globalni centar za razvoj softvera i izmeštanje službi internog poslovanja, kako ih mi zovemo a ono što smo mi želeli da saznamo je to što je zbog ove velike industrije koja je pokrenuta tokom poslednje dve decenije u Indiji, došlo je do izmeštanja razvoja softvera i službi internog poslovanja, i do premeštanja poslova belih okovratnika iz razvijenog sveta u Indiju. Kada se to spoji sa gubitkom proizvodnih radnih mesta u Kini, to vodi razumljivoj zebnji među zapadnjačkim populacijama.
In fact, if you look at polls, they show a declining trend for support for free trade in the West. Now, the Western elites, however, have said this fear is misplaced. For example, if you have read — I suspect many of you have done so — read the book by Thomas Friedman called "The World Is Flat," he said, basically, in his book that, you know, this fear for free trade is wrong because it assumes, it's based on a mistaken assumption that everything that can be invented has been invented. In fact, he says, it's innovation that will keep the West ahead of the developing world, with the more sophisticated, innovative tasks being done in the developed world, and the less sophisticated, shall we say, drudge work being done in the developing world.
Zapravo, ako pogledate ankete, one pokazuju opadajući trend kada je u pitanju podržavanje slobodne trgovine na Zapadu. Sada, zapadnjačka elita međutim kaže da je taj strah nestao. Uzmimo na primer, ako ste pročitali, a verujem da većina vas jeste, knjigu Tomasa Fridmana "Svet je ravan", on u osnovi kaže da je ovaj strah od slobodne trgovine pogrešan zato što pretpostavlja, a to je zasnovano na pogrešnoj pretpostavci da sve što se može izmisliti je već izmišljeno. Zapravo, on kaže, da inovacija koja će zadržati Zapad na čelu razvijenog sveta, je to što će se sofisticiraniji, inovativniji zadaci obavljati u razvijenom svetu, a oni manje sofisticirani, možemo reći, teški poslovi raditi u zemljama u razvoju.
Now, what we were trying to understand was, is this true? Could India become a source, or a global hub, of innovation, just like it's become a global hub for back office services and software development? And for the last four years, my coauthor Phanish Puranam and I spent investigating this topic.
Sada, ono što mi pokušavamo da shvatimo je, da li je to istina? Da li Indija može postati izvor, ili globalni centar inovacija, kao što je postala globalni centar službi internog poslovanja i softverskog razvoja? Poslednje četiri godine moj koautor Faniš Puranam i ja smo proveli istražujući ovu temu.
Initially, or, you know, as people would say, you know, in fact the more aggressive people who are supporting the Western innovative model, say, "Where are the Indian Googles, iPods and Viagras, if the Indians are so bloody smart?" (Laughter)
U početku, znate, kako bi ljudi rekli, zapravo, oni malo agresivniji ljudi koji podržavaju zapadni inovativni model, kažu: "Gde su Indijski Guglovi, iPodovi i vijagre, ako su Indijci tako pametni?" (Smeh)
So initially, when we started our research, we went and met several executives, and we asked them, "What do you think? Will India go from being a favored destination for software services and back office services to a destination for innovation?" They laughed. They dismissed us. They said, "You know what? Indians don't do innovation." The more polite ones said, "Well, you know, Indians make good software programmers and accountants, but they can't do the creative stuff."
Tako da smo u početku, kada smo počeli naše istraživanje, otišli i sastali se sa nekoliko rukovodilaca i pitali ih: "Šta vi mislite? Hoće li Indija prerasti iz omiljenog mesta za softverske usluge i službe internog poslovanja u odredište za inovacije?" Smejali su se. Odbacili su nas. Rekli su: "Znate šta? Indijci se ne bave inovacijama." Jedan malo ljubazniji od njih je rekao: "Pa, znate, Indijci su dobri softverski programeri i računovođe, ali oni ne mogu raditi kreativne stvari."
Sometimes, it took a more, took a veneer of sophistication, and people said, "You know, it's nothing to do with Indians. It's really the rule-based, regimented education system in India that is responsible for killing all creativity." They said, instead, if you want to see real creativity, go to Silicon Valley, and look at companies like Google, Microsoft, Intel.
Ponekad to ide i dalje pa, pod plaštom sofisticiranosti, ljudi kažu: "Znate, to nema nikakve veze sa Indijcima. To je zapravo tako regulisan, disciplinovan obrazovni sistem u Indiji koji je odgovoran za ubijanje kreativnosti." Oni kažu, umesto toga, ako želiš da vidiš pravu kreativnost idi u Silikonsku dolinu i pogledaj u kompanijama kao sto su Google, Microsoft, Intel.
So we started examining the R&D and innovation labs of Silicon Valley. Well, interestingly, what you find there is, usually you are introduced to the head of the innovation lab or the R&D center as they may call it, and more often than not, it's an Indian. (Laughter)
Tako smo mi počeli sa ispitivanjem laboratorija za istraživanje i razvoj i inovacije u Silikonskoj dolini. Zanimljivo, ono što ćete naći tamo, obično vas upoznaju sa vođom inovacione laboratorije ili R&D centrom, kako oni to zovu i u većem broju slučajeva je to Indijac. (Smeh)
So I immediately said, "Well, but you could not have been educated in India, right? You must have gotten your education here." It turned out, in every single case, they came out of the Indian educational system. So we realized that maybe we had the wrong question, and the right question is, really, can Indians based out of India do innovative work?
Ja sam odmah rekao: "Dobro, ali vi sigurno niste obrazovani u Indiji, zar ne? Sigurno ste stekli svoje obrazovanje ovde." Ispostavilo se, u svakom pojedinačnom slučaju, da su oni izašli iz indijskog sistema obrazovanja. Shvatili smo da možda postavljamo pogrešno pitanje, a pravo pitanje zapravo jeste, mogu li Indijci negde van Indije da rade inovativne poslove?
So off we went to India. We made, I think, about a dozen trips to Bangalore, Mumbai, Gurgaon, Delhi, Hyderabad, you name it, to examine what is the level of corporate innovation in these cities. And what we found was, as we progressed in our research, was, that we were asking really the wrong question. When you ask, "Where are the Indian Googles, iPods and Viagras?" you are taking a particular perspective on innovation, which is innovation for end users, visible innovation.
Tako da smo otišli u Indiju. Imali smo, mislim, oko dvanaestak putovanja u Bangalor, Mumbaj, Gurgaon, Delhi, Hajderabad, da ispitamo koji je nivo korporativnih inovacija u ovim gradovima. I ono što smo otkrili je, kako smo dalje napredovali u našim istraživanjima, bilo to da smo mi zaista postavljali pogrešno pitanje. Kada pitate: "Gde su Indijski Guglovi, iPodovi i Vijagre?", vi posmatrate određeni aspekt inovacije, koji predstavlja inovaciju za krajnje korisnike, vidljivu inovaciju.
Instead, innovation, if you remember, some of you may have read the famous economist Schumpeter, he said, "Innovation is novelty in how value is created and distributed." It could be new products and services, but it could also be new ways of producing products. It could also be novel ways of organizing firms and industries.
Umesto toga, inovacija, ako se sećate, neki od vas su možda čitali poznatog ekonomistu Šumpetera, koji kaže: "Inovacija je novina u načinu kako se vrednost kreira i distribuira." To mogu biti novi proizvodi i usluge, ali to takođe mogu biti i novi načini proizvodnje proizvoda. To takođe može biti novi način organizovanja firmi i industrije.
Once you take this, there's no reason to restrict innovation, the beneficiaries of innovation, just to end users. When you take this broader conceptualization of innovation, what we found was, India is well represented in innovation, but the innovation that is being done in India is of a form we did not anticipate, and what we did was we called it "invisible innovation." And specifically, there are four types of invisible innovation that are coming out of India.
Jednom kada to preuzmete, nema razloga da ograničite inovaciju, korisnike inovacije, samo na krajnje korisnike. Kada uzmete tu širu konceptualizaciju inovacije, otkrili smo da je Indija veoma zastupljena u inovacijama, ali inovacije koje se sprovode u Indiji su u formi koju mi nismo predvideli, a ono što smo uradili je da je nazovemo "nevidljiva inovacija. " Konkretno, postoje četiri vrste nevidljivih inovacija koje dolaze iz Indije.
The first type of invisible innovation out of India is what we call innovation for business customers, which is led by the multinational corporations, which have -- in the last two decades, there have been 750 R&D centers set up in India by multinational companies employing more than 400,000 professionals. Now, when you consider the fact that, historically, the R&D center of a multinational company was always in the headquarters, or in the country of origin of that multinational company, to have 750 R&D centers of multinational corporations in India is truly a remarkable figure.
Prva vrsta nevidljivih inovacija iz Indije je ono što mi zovemo inovacijom za poslovne korisnike, na čijem su čelu multinacionalne korporacije, koje imaju, a u poslednje dve decenije je bilo 750 R&D centara multinacionalnih kompanija postavljenih u Indiji koji zapošljavaju više od 400 000 profesionalaca. Sada, kada uzmete u obzir činjenicu da je, istorijski gledano, R&D centar multinacionalne kompanije uvek bio u sedištu ili u zemlji porekla te multinacionalne kompanije, imati 750 R&D centara multinacionalnih kompanija u Indiji je zaista izuzetna brojka.
When we went and talked to the people in those innovation centers and asked them what are they working on, they said, "We are working on global products." They were not working on localizing global products for India, which is the usual role of a local R&D. They were working on truly global products, and companies like Microsoft, Google, AstraZeneca, General Electric, Philips, have already answered in the affirmative the question that from their Bangalore and Hyderabad R&D centers they are able to produce products and services for the world. But of course, as an end user, you don't see that, because you only see the name of the company, not where it was developed.
Kada smo otišli i razgovarali s ljudima u tim inovacionim centrima i pitali ih na čemu oni rade, rekli su: "Mi radimo na globalnim proizvodima." Nisu radili na lokalizovanju globalnih proizvoda za Indiju, što je uobičajena uloga lokalnih R&D. Oni su radili na stvarnim globalnim proizvodima i kompanije kao sto su Microsoft, Google, AstraZeneca, General Electric, Philips, su već odgovorili potvrdno na pitanje da su njihovi R&D centri iz Bangalora i Hajderabada, sposobni da proizvedu proizvode i usluge za ceo svet. Ali naravno, kao jedan krajnji korisnik, vi to ne vidite, zato što vidite samo ime kompanije, ne i gde je to razvijeno.
The other thing we were told then was, "Yes, but, you know, the kind of work that is coming out of the Indian R&D center cannot be compared to the kind of work that is coming out of the U.S. R&D centers." So my coauthor Phanish Puranam, who happens to be one of the smartest people I know, said he's going to do a study. What he did was he looked at those companies that had an R&D center in USA and in India, and then he looked at a patent that was filed out of the U.S. and a similar patent filed out of the same company's subsidiary in India, so he's now comparing the patents of R&D centers in the U.S. with R&D centers in India of the same company to find out what is the quality of the patents filed out of the Indian centers and how do they compare with the quality of the patents filed out of the U.S. centers?
Druga stvar koja nam je zatim rečena je: "Da, ali, znate, ta vrsta posla koja dolazi iz indijskog R&D centra ne može se uporediti sa vrstom posla koja dolazi iz američkih R&D centara." Tada je moj koautor Faniš Puranam, koji je jedan od najpametnijih ljudi koje znam, rekao da će uraditi studiju. On je pogledao u onim kompanijama koje su imale R&D centar u SAD i u Indiji zatim je pogledao patent koji je zaveden u SAD i sličan patent zaveden u filijali iste kompanije u Indiji tako da sada upoređuje patente R&D centara u SAD sa R&D centrima iste kompanije u Indiji da bi otkrio koji je kvalitet patenata zavedenih u indijskim centrima i kako se oni porede sa kvalitetom patenata zavedenih u SAD centrima?
Interestingly, what he finds is — and by the way, the way we look at the quality of a patent is what we call forward citations: How many times does a future patent reference the older patent? — he finds something very interesting. What we find is that the data says that the number of forward citations of a patent filed out of a U.S. R&D subsidiary is identical to the number of forward citations of a patent filed by an Indian subsidiary of the same company within that company. So within the company, there's no difference in the forward citation rates of their Indian subsidiaries versus their U.S. subsidiaries. So that's the first kind of invisible innovation coming out of India.
Zanimljivo, ono što je našao - uzgred, način na koji smo posmatrali kvalitet patenta je ono kako mi shvatamo naredne citate: koliko puta sledeći patent upućuje na stariji patent? Otkrio je nešto veoma interesantno. Ono što smo otkrili da podaci govore je da je broj daljih navođenja zavedenih patenata R&D filijala u SAD identičan broju daljih navođenja patenata zavedenih u indijskoj filijali istog preduzeća unutar te kompanije. Tako da u kompaniji, nema razlike u stopi daljih navoda u njihovoj indijskoj filijali naspram njihove SAD filijale. To je prva vrsta nevidljive inovacije koja dolazi iz Indije.
The second kind of invisible innovation coming out of India is what we call outsourcing innovation to Indian companies, where many companies today are contracting Indian companies to do a major part of their product development work for their global products which are going to be sold to the entire world. For example, in the pharma industry, a lot of the molecules are being developed, but you see a major part of that work is being sent to India. For example, XCL Technologies, they developed two of the mission critical systems for the new Boeing 787 Dreamliner, one to avoid collisions in the sky, and another to allow landing in zero visibility. But of course, when you climb onto the Boeing 787, you are not going to know that this is invisible innovation out of India.
Druga vrsta nevidljive inovacije koja dolazi iz Indije je ono što mi zovemo outsourcing inovacija u indijskim kompanijama, gde mnoge kompanije danas sklapaju ugovore sa indijskim kompanijama da rade najveći deo njihovog posla na razvoju proizvoda za njihove globalne proizvode koji će se prodavati u celom svetu. Na primer, u farmaceutskoj industriji, najveći deo molekula se razvija, ali vidite da se veći deo tog posla šalje u Indiju. Na primer, XCL tehnologije, razvile su dva kritična sistema borbenog leta za novi Boing 787 Dreamliner, prvi da izbegne sudar na nebu i drugi da omogućava sletanje pri nultoj vidljivosti. Ali naravno, kada se popnete u Boing 787, nećete znati da je ovo nevidljiva inovacija koja je došla iz Indije.
The third kind of invisible innovation coming out of India is what we call process innovations, because of an injection of intelligence by Indian firms. Process innovation is different from product innovation. It's about how do you create a new product or develop a new product or manufacture a new product, but not a new product itself?
Treća vrsta nevidljivih inovacija koje dolaze iz Indije je ono što mi zovemo procesne inovacije, zbog uvođenja inteligencije iz indijskih firmi. Procesne inovacije se razlikuju od proizvodnih inovacija. To je vezano za ono kako stvarate novi proizvod ili razvijate novi proizvod ili izrađujete novi proizvod, ali ne i sam novi proizvod?
Only in India do millions of young people dream of working in a call center. What happens — You know, it's a dead end job in the West, what high school dropouts do. What happens when you put hundreds of thousands of smart, young, ambitious kids on a call center job? Very quickly, they get bored, and they start innovating, and they start telling the boss how to do this job better, and out of this process innovation comes product innovations, which are then marketed around the world.
Samo u Indiji milioni mladih ljudi sanjaju da rade u call centru. Šta se dešava - znate, to je posao bez perspektive na Zapadu, koji rade oni koji su napustili srednju školu. Šta se dešava kada stavite stotine hiljada pametnih, mladih i ambicioznih klinaca da rade posao u call centru? Veoma brzo im dosadi i oni počinju da smišljaju inovacije i počinju da govore šefu kako da učini taj posao boljim i iz ove inovacije procesa dolazi do inovacije proizvoda koji se kasnije prodaje širom sveta.
For example, 24/7 Customer, traditional call center company, used to be a traditional call center company. Today they're developing analytical tools to do predictive modeling so that before you pick up the phone, you can guess or predict what this phone call is about. It's because of an injection of intelligence into a process which was considered dead for a long time in the West.
Na primer, 24/7 korisnički servis tradicionalni call centar kompanije, predstavljao je tradicionalni call centar kompanije. Danas, oni razvijaju analitičke alatke da naprave model koji će predviđati, tako da pre nego što podignete slušalicu, možete da pogodite ili predvidite na šta će se poziv odnositi. To je zbog injekcije inteligencije u proces koji je smatran mrtvim dugo vremena na Zapadu.
And the last kind of innovation, invisible innovation coming out of India is what we call management innovation. It's not a new product or a new process but a new way to organize work, and the most significant management innovation to come out of India, invented by the Indian offshoring industry is what we call the global delivery model. What the global delivery model allows is, it allows you to take previously geographically core-located tasks, break them up into parts, send them around the world where the expertise and the cost structure exists, and then specify the means for reintegrating them. Without that, you could not have any of the other invisible innovations today.
I poslednja vrsta inovacije, nevidljive inovacije koja dolazi iz Indije je ono što zovemo menadžment inovacija. To nije novi proizvod ili novi proces već novi način organizacije posla i najznačajnija menadžment inovacija koja dolazi iz Indije, koju je izmislila indijska offshoring industrija je ono što zovemo globalnim modelom isporuke. Ono što vam globalni model isporuke omogućava je da uzmete zadatke koji su prethodno bili vezani za jezgro, podelite ih na delove, pošaljete širom sveta gde stručnost i struktura troškova postoje, a zatim odredite sredstva za njihovu reintegraciju. Bez toga, ne biste mogli da imate ni jednu od ostalih nevidljivih inovacija danas.
So, what I'm trying to say is, what we are finding in our research is, that if products for end users is the visible tip of the innovation iceberg, India is well represented in the invisible, large, submerged portion of the innovation iceberg.
Ono što pokušavam da kažem je, i ono što smo otkrili u našem istraživanju je, da ako su proizvodi za krajnje korisnike vidljivi vrh ledenog brega inovacija Indija je dobro predstavljena u nevidljivom, velikom, potopljenom delu ledenog brega inovacija.
Now, this has, of course, some implications, and so we developed three implications of this research. The first is what we called sinking skill ladder, and now I'm going to go back to where I started my conversation with you, which was about the flight of jobs. Now, of course, when we first, as a multinational company, decide to outsource jobs to India in the R&D, what we are going to do is we are going to outsource the bottom rung of the ladder to India, the least sophisticated jobs, just like Tom Friedman would predict.
Sada, ovo naravno ima neke implikacije i mi smo razvili tri implikacije ovog istrazivanja. Prva je kako je mi zovemo potapanje lestvice veštine i sada ću se vratiti tamo gde sam počeo svoj razgovor sa vama, koji je bio o premeštanju poslova. Sada, naravno, kada smo prvo, kao multinacionalna kompanija odlučili da izmestimo poslove u Indiju u R&D ono što smo nameravali da uradimo je da izmestimo najniži stepenik lestvica u Indiju, najmanje sofisticirane poslove kao što bi Tom Fridman predvideo.
Now, what happens is, when you outsource the bottom rung of the ladder to India for innovation and for R&D work, at some stage in the very near future you are going to have to confront a problem, which is where does the next step of the ladder people come from within your company? So you have two choices then: Either you bring the people from India into the developed world to take positions in the next step of the ladder — immigration — or you say, there's so many people in the bottom step of the ladder waiting to take the next position in India, why don't we move the next step to India?
Ono što se sada dešava kada premestimo poslednji stepenik lestvica u Indiju zbog inovacija ili zbog R&D poslova u nekom momentu u veoma bliskoj budućnosti suočićete se sa problemom a to je koji je sledeći korak ljudi koji su na lestvicama u vašoj kompaniji? Imate dva izbora: ili ćete dovesti ljude iz Indije u razijeni svet da zauzmu pozicije na novim stepenicama lestvica - imigracija - ili ćete reći, ima tako mnogo ljudi na poslednjem stepeniku lestvica koji čekaju da zauzmu sledeću poziciju u Indiji, zašto ne premestiti sledeći korak u Indiju?
What we are trying to say is that once you outsource the bottom end of the ladder, you -- it's a self-perpetuating act, because of the sinking skill ladder, and the sinking skill ladder is simply the point that you can't be an investment banker without having been an analyst once. You can't be a professor without having been a student. You can't be a consultant without having been a research associate. So, if you outsource the least sophisticated jobs, at some stage, the next step of the ladder has to follow.
Ono što pokušavamo da kažemo je da jednom kada prepustite donji deo lestvica to je samoinicijativni akt, zbog potapanja lestvica veštine i potapanje lestvica veštine je jednostavno stanovište da ne možete biti bankar, a da niste pre toga nekada bili analitičar. Ne možete biti profesor, a da pre toga niste bili student. Ne možete biti konsultant, a da pre toga niste bili naučni saradnik. Tako da, ako prepustite najmanje sofisticirane poslove u nekom trenutku, sledeći koraci na lestvicama treba da slede.
The second thing we bring up is what we call the browning of the TMT, the top management teams. If the R&D talent is going to be based out of India and China, and the largest growth markets are going to be based out of India and China, you have to confront the problem that your top management of the future is going to have to come out of India and China, because that's where the product leadership is, that's where the important market leadership is.
Druga stvar koju smo izneli je ono što zovemo označavanje TMT-ja, top menadžment timovi. Ako će R&D talenti biti stacionirani izvan Indije i Kine, a i tržišta koja beleže najveći rast će biti bazirana izvan Indije i Kine, suočićete se sa problemom da će vaš top menadžment u budućnosti morati da dođe iz Indije i Kine zato što je tamo proizvodno rukovodstvo, tamo je važno tržišno rukovodstvo.
Right? And the last thing we point out in this slide, which is, you know, that to this story, there's one caveat. India has the youngest growing population in the world. This demographic dividend is incredible, but paradoxically, there's also the mirage of mighty labor pools. Indian institutes and educational system, with a few exceptions, are incapable of producing students in the quantity and quality needed to keep this innovation engine going, so companies are finding innovative ways to overcome this, but in the end it does not absolve the government of the responsibility for creating this educational structure.
Zar ne? I poslednja stvar na koju želimo da ukažemo u ovom slajdu koja predstavlja jednu manu u čitavoj ovoj prici. Indija ima najmlađe stanovništvo na svetu. Ova demografska podela je neverovatna, ali paradoksalno postoji iluzija o moćnim radnim kartelima. Indijski instituti i obrazovni sistem, sa nekoliko izuzetaka, su nesposobni da naprave studente potrebne po broju i kvalitetu da održe ovaj motor inovacija u pokretu, tako da kompanije nalaze inovativne načine da prevaziđu ovo ali na kraju to ne oslobađa vladu odgovornosti što je stvorila ovakvu obrazovnu strukturu.
So finally, I want to conclude by showing you the profile of one company, IBM. As many of you know, IBM has always been considered for the last hundred years to be one of the most innovative companies. In fact, if you look at the number of patents filed over history, I think they are in the top or the top two or three companies in the world of all patents filed in the USA as a private company.
Na kraju, želeo bih da zaključim pokazujući vam profil jedne kompanije, IBM. Kao što većina vas zna, IBM je u poslednjih sto godina smatran za jednu od najinventivnijih kompanija. Zapravo, ako pogledate broj patenata zavedenih kroz istoriju mislim da su u vrhu ili u prve dve ili tri kompanije na svetu po broju patenata zavedenih u SAD kao privatna kompanija.
Here is the profile of employees of IBM over the last decade. In 2003, they had 300,000 employees, or 330,000 employees, out of which, 135,000 were in America, 9,000 were in India. In 2009, they had 400,000 employees, by which time the U.S. employees had moved to 105,000, whereas the Indian employees had gone to 100,000.
Ovo je profil zaposlenih u IBM-u tokom poslednje decenije. U 2003., imali su 300 000 zaposlenih ili 330 000 zaposlenih, od kojih je 135 000 bilo u Americi, a 9 000 je bilo u Indiji. 2009., imali su 400 000 zaposlenih, a tada se broj zaposlenih u Americi smanjio na 105 000, dok se broj zaposlenih u Indiji povećao na 100 000.
Well, in 2010, they decided they're not going to reveal this data anymore, so I had to make some estimates based on various sources. Here are my best guesses. Okay? I'm not saying this is the exact number, it's my best guess. It gives you a sense of the trend. There are 433,000 people now at IBM, out of which 98,000 are remaining in the U.S., and 150,000 are in India. So you tell me, is IBM an American company, or an Indian company? (Laughter)
U 2010., odlučili su da neće više otkrivati ove podatke, tako da sam morao da napravim neke procene na osnovu različitih izvora. Ovo su moja najbolja nagađanja. U redu? Ne kažem da je ovo tačan broj, to je moja najbolja pretpostavka. Daće vam okvirnu predstavu o trendu. Ima 433 000 ljudi sada u IBM-u, od kojih je 98 000 ostalo u SAD, a 150 000 je u Indiji. Pa vi meni recite, da li je IBM američka kompanija ili indijska kompanija? (Smeh)
Ladies and gentlemen, thank you very much. (Applause)
Dame i gospodo, mnogo vam hvala. (Aplauz)