通过在中国的业务,我们大大改善了自己的资源配置。20世纪90年代早期,GE在亚洲的主要业务对象还是日本,在那里的销售额大约是20亿美元。但我们知道,亚洲要比日本大得多,必须去中国。于是,我们挑选了一位最好的经理人,让他去负责,他就是吉姆·麦克纳尼,是新预算制度的积极推进者。当时,吉姆是GE位于康涅狄格州普莱恩维尔镇销售额达40亿美元的工业系统部门的CEO,他在各个方 Through our business in China, we have greatly improved our own resource allocation. In the early 1990s, GE’s main business in Asia was Japan, where sales were about $ 2 billion. But we know that Asia is much larger than Japan and must go to China. So, we picked one of the best managers for him to take charge of. He was Jim McNerney, who was an active promoter of the new budget system. At the time, Jim was CEO of GE’s $ 4 billion industrial systems division in Plainville, Conn.