Nirmalya Kumar: India's invisible innovation

Translator: Thu-Huong Ha Reviewer: Jenny Zurawell

Prevodilac: Snezana Petrovic Lektor: Aleksandar Stankovic

Over the last two decades, India has become

Tokom poslednje dve decenije, Indija je postala

a global hub for software development

globalni centar za razvoj softvera

and offshoring of back office services, as we call it,

i izmeštanje službi internog poslovanja, kako ih mi zovemo

and what we were interested in finding out was that

a ono što smo mi želeli da saznamo je to

because of this huge industry that has started

što je zbog ove velike industrije koja je pokrenuta

over the last two decades in India,

tokom poslednje dve decenije u Indiji,

offshoring software development and back office services,

došlo je do izmeštanja razvoja softvera i službi internog poslovanja,

there's been a flight of white collar jobs

i do premeštanja poslova belih okovratnika

from the developed world to India.

iz razvijenog sveta u Indiju.

When this is combined with the loss of manufacturing jobs

Kada se to spoji sa gubitkom proizvodnih radnih mesta

to China, it has, you know, led to considerable angst

u Kini, to vodi razumljivoj zebnji

amongst the Western populations.

među zapadnjačkim populacijama.

In fact, if you look at polls, they show a declining

Zapravo, ako pogledate ankete, one pokazuju opadajući

trend for support for free trade in the West.

trend kada je u pitanju podržavanje slobodne trgovine na Zapadu.

Now, the Western elites, however, have said

Sada, zapadnjačka elita međutim kaže

this fear is misplaced.

da je taj strah nestao.

For example, if you have read — I suspect many of you

Uzmimo na primer, ako ste pročitali, a verujem da većina vas

have done so — read the book by Thomas Friedman

jeste, knjigu Tomasa Fridmana

called "The World Is Flat," he said, basically, in his book

"Svet je ravan", on u osnovi kaže

that, you know, this fear for free trade is wrong

da je ovaj strah od slobodne trgovine pogrešan

because it assumes, it's based on a mistaken assumption

zato što pretpostavlja, a to je zasnovano na pogrešnoj pretpostavci

that everything that can be invented has been invented.

da sve što se može izmisliti je već izmišljeno.

In fact, he says, it's innovation that will keep the West

Zapravo, on kaže, da inovacija koja će zadržati Zapad

ahead of the developing world,

na čelu razvijenog sveta,

with the more sophisticated, innovative tasks being done

je to što će se sofisticiraniji, inovativniji zadaci obavljati

in the developed world, and the less sophisticated,

u razvijenom svetu, a oni manje sofisticirani,

shall we say, drudge work being done

možemo reći, teški poslovi raditi

in the developing world.

u zemljama u razvoju.

Now, what we were trying to understand was,

Sada, ono što mi pokušavamo da shvatimo je,

is this true?

da li je to istina?

Could India become a source, or a global hub,

Da li Indija može postati izvor, ili globalni centar

of innovation, just like it's become a global hub

inovacija, kao što je postala globalni centar

for back office services and software development?

službi internog poslovanja i softverskog razvoja?

And for the last four years, my coauthor Phanish Puranam

Poslednje četiri godine moj koautor Faniš Puranam

and I spent investigating this topic.

i ja smo proveli istražujući ovu temu.

Initially, or, you know, as people would say, you know,

U početku, znate, kako bi ljudi rekli,

in fact the more aggressive people who are supporting

zapravo, oni malo agresivniji ljudi koji podržavaju

the Western innovative model, say,

zapadni inovativni model, kažu:

"Where are the Indian Googles, iPods and Viagras,

"Gde su Indijski Guglovi, iPodovi i vijagre,

if the Indians are so bloody smart?" (Laughter)

ako su Indijci tako pametni?" (Smeh)

So initially, when we started our research, we went

Tako da smo u početku, kada smo počeli naše istraživanje, otišli

and met several executives, and we asked them,

i sastali se sa nekoliko rukovodilaca i pitali ih:

"What do you think? Will India go from being a favored

"Šta vi mislite? Hoće li Indija prerasti iz omiljenog

destination for software services and back office services

mesta za softverske usluge i službe internog poslovanja

to a destination for innovation?"

u odredište za inovacije?"

They laughed. They dismissed us.

Smejali su se. Odbacili su nas.

They said, "You know what? Indians don't do innovation."

Rekli su: "Znate šta? Indijci se ne bave inovacijama."

The more polite ones said, "Well, you know, Indians

Jedan malo ljubazniji od njih je rekao: "Pa, znate, Indijci

make good software programmers and accountants,

su dobri softverski programeri i računovođe,

but they can't do the creative stuff."

ali oni ne mogu raditi kreativne stvari."

Sometimes, it took a more, took a veneer of sophistication,

Ponekad to ide i dalje pa, pod plaštom sofisticiranosti,

and people said, "You know, it's nothing to do with Indians.

ljudi kažu: "Znate, to nema nikakve veze sa Indijcima.

It's really the rule-based, regimented education system

To je zapravo tako regulisan, disciplinovan obrazovni sistem

in India that is responsible for killing all creativity."

u Indiji koji je odgovoran za ubijanje kreativnosti."

They said, instead, if you want to see real creativity,

Oni kažu, umesto toga, ako želiš da vidiš pravu kreativnost

go to Silicon Valley, and look at companies

idi u Silikonsku dolinu i pogledaj u kompanijama

like Google, Microsoft, Intel.

kao sto su Google, Microsoft, Intel.

So we started examining the R&D and innovation labs

Tako smo mi počeli sa ispitivanjem laboratorija za istraživanje i razvoj i inovacije

of Silicon Valley.

u Silikonskoj dolini.

Well, interestingly, what you find there is,

Zanimljivo, ono što ćete naći tamo,

usually you are introduced to the head of the innovation lab

obično vas upoznaju sa vođom inovacione laboratorije

or the R&D center as they may call it,

ili R&D centrom, kako oni to zovu

and more often than not, it's an Indian. (Laughter)

i u većem broju slučajeva je to Indijac. (Smeh)

So I immediately said, "Well, but you could not have been

Ja sam odmah rekao: "Dobro, ali vi sigurno niste

educated in India, right?

obrazovani u Indiji, zar ne?

You must have gotten your education here."

Sigurno ste stekli svoje obrazovanje ovde."

It turned out, in every single case,

Ispostavilo se, u svakom pojedinačnom slučaju,

they came out of the Indian educational system.

da su oni izašli iz indijskog sistema obrazovanja.

So we realized that maybe we had the wrong question,

Shvatili smo da možda postavljamo pogrešno pitanje,

and the right question is, really, can Indians

a pravo pitanje zapravo jeste, mogu li Indijci

based out of India do innovative work?

negde van Indije da rade inovativne poslove?

So off we went to India. We made, I think,

Tako da smo otišli u Indiju. Imali smo, mislim,

about a dozen trips to Bangalore, Mumbai, Gurgaon,

oko dvanaestak putovanja u Bangalor, Mumbaj, Gurgaon,

Delhi, Hyderabad, you name it, to examine

Delhi, Hajderabad, da ispitamo

what is the level of corporate innovation in these cities.

koji je nivo korporativnih inovacija u ovim gradovima.

And what we found was, as we progressed in our research,

I ono što smo otkrili je, kako smo dalje napredovali u našim istraživanjima,

was, that we were asking really the wrong question.

bilo to da smo mi zaista postavljali pogrešno pitanje.

When you ask, "Where are the Indian Googles,

Kada pitate: "Gde su Indijski Guglovi,

iPods and Viagras?" you are taking a particular perspective

iPodovi i Vijagre?", vi posmatrate određeni aspekt

on innovation, which is innovation for end users,

inovacije, koji predstavlja inovaciju za krajnje korisnike,

visible innovation.

vidljivu inovaciju.

Instead, innovation, if you remember, some of you

Umesto toga, inovacija, ako se sećate, neki od vas

may have read the famous economist Schumpeter,

su možda čitali poznatog ekonomistu Šumpetera,

he said, "Innovation is novelty

koji kaže: "Inovacija je novina

in how value is created and distributed."

u načinu kako se vrednost kreira i distribuira."

It could be new products and services,

To mogu biti novi proizvodi i usluge,

but it could also be new ways of producing products.

ali to takođe mogu biti i novi načini proizvodnje proizvoda.

It could also be novel ways of organizing firms and industries.

To takođe može biti novi način organizovanja firmi i industrije.

Once you take this, there's no reason to restrict innovation,

Jednom kada to preuzmete, nema razloga da ograničite inovaciju,

the beneficiaries of innovation, just to end users.

korisnike inovacije, samo na krajnje korisnike.

When you take this broader conceptualization of innovation,

Kada uzmete tu širu konceptualizaciju inovacije,

what we found was, India is well represented

otkrili smo da je Indija veoma zastupljena

in innovation, but the innovation that is being done in India

u inovacijama, ali inovacije koje se sprovode u Indiji

is of a form we did not anticipate, and what we did was

su u formi koju mi nismo predvideli, a ono što smo uradili

we called it "invisible innovation."

je da je nazovemo "nevidljiva inovacija. "

And specifically, there are four types of invisible innovation

Konkretno, postoje četiri vrste nevidljivih inovacija

that are coming out of India.

koje dolaze iz Indije.

The first type of invisible innovation out of India

Prva vrsta nevidljivih inovacija iz Indije

is what we call innovation for business customers,

je ono što mi zovemo inovacijom za poslovne korisnike,

which is led by the multinational corporations,

na čijem su čelu multinacionalne korporacije,

which have -- in the last two decades, there have been

koje imaju, a u poslednje dve decenije je bilo

750 R&D centers set up in India by multinational companies

750 R&D centara multinacionalnih kompanija postavljenih u Indiji

employing more than 400,000 professionals.

koji zapošljavaju više od 400 000 profesionalaca.

Now, when you consider the fact that, historically,

Sada, kada uzmete u obzir činjenicu da je, istorijski gledano,

the R&D center of a multinational company

R&D centar multinacionalne kompanije

was always in the headquarters, or in the country of origin

uvek bio u sedištu ili u zemlji porekla

of that multinational company, to have 750 R&D centers

te multinacionalne kompanije, imati 750 R&D centara

of multinational corporations in India

multinacionalnih kompanija u Indiji

is truly a remarkable figure.

je zaista izuzetna brojka.

When we went and talked to the people in those innovation

Kada smo otišli i razgovarali s ljudima u tim inovacionim

centers and asked them what are they working on,

centrima i pitali ih na čemu oni rade,

they said, "We are working on global products."

rekli su: "Mi radimo na globalnim proizvodima."

They were not working on localizing global products

Nisu radili na lokalizovanju globalnih proizvoda

for India, which is the usual role of a local R&D.

za Indiju, što je uobičajena uloga lokalnih R&D.

They were working on truly global products,

Oni su radili na stvarnim globalnim proizvodima

and companies like Microsoft, Google, AstraZeneca,

i kompanije kao sto su Microsoft, Google, AstraZeneca,

General Electric, Philips, have already answered

General Electric, Philips, su već odgovorili

in the affirmative the question that from their Bangalore

potvrdno na pitanje da su njihovi R&D centri iz Bangalora

and Hyderabad R&D centers they are able to produce

i Hajderabada, sposobni da proizvedu

products and services for the world.

proizvode i usluge za ceo svet.

But of course, as an end user, you don't see that,

Ali naravno, kao jedan krajnji korisnik, vi to ne vidite,

because you only see the name of the company,

zato što vidite samo ime kompanije,

not where it was developed.

ne i gde je to razvijeno.

The other thing we were told then was, "Yes, but, you know,

Druga stvar koja nam je zatim rečena je: "Da, ali, znate,

the kind of work that is coming out of the Indian R&D center

ta vrsta posla koja dolazi iz indijskog R&D centra

cannot be compared to the kind of work that is coming out

ne može se uporediti sa vrstom posla koja dolazi

of the U.S. R&D centers."

iz američkih R&D centara."

So my coauthor Phanish Puranam, who happens to be

Tada je moj koautor Faniš Puranam, koji je

one of the smartest people I know, said

jedan od najpametnijih ljudi koje znam, rekao

he's going to do a study.

da će uraditi studiju.

What he did was he looked at those companies

On je pogledao u onim kompanijama

that had an R&D center in USA and in India,

koje su imale R&D centar u SAD i u Indiji

and then he looked at a patent that was filed

zatim je pogledao patent koji je zaveden

out of the U.S. and a similar patent filed out of the same

u SAD i sličan patent zaveden

company's subsidiary in India,

u filijali iste kompanije u Indiji

so he's now comparing the patents of R&D centers

tako da sada upoređuje patente R&D centara

in the U.S. with R&D centers in India of the same company

u SAD sa R&D centrima iste kompanije u Indiji

to find out what is the quality of the patents filed

da bi otkrio koji je kvalitet patenata zavedenih

out of the Indian centers and how do they compare

u indijskim centrima i kako se oni porede sa

with the quality of the patents filed out of the U.S. centers?

kvalitetom patenata zavedenih u SAD centrima?

Interestingly, what he finds is

Zanimljivo, ono što je našao

— and by the way, the way we look at the quality of a patent

- uzgred, način na koji smo posmatrali kvalitet patenta

is what we call forward citations: How many times

je ono kako mi shvatamo naredne citate: koliko puta

does a future patent reference the older patent? —

sledeći patent upućuje na stariji patent?

he finds something very interesting.

Otkrio je nešto veoma interesantno.

What we find is that the data says

Ono što smo otkrili da podaci govore

that the number of forward citations of a patent filed

je da je broj daljih navođenja zavedenih patenata

out of a U.S. R&D subsidiary is identical to the number

R&D filijala u SAD identičan broju

of forward citations of a patent filed by an Indian subsidiary

daljih navođenja patenata zavedenih u indijskoj filijali

of the same company within that company.

istog preduzeća unutar te kompanije.

So within the company, there's no difference in the forward

Tako da u kompaniji, nema razlike u stopi daljih

citation rates of their Indian subsidiaries versus

navoda u njihovoj indijskoj filijali naspram

their U.S. subsidiaries.

njihove SAD filijale.

So that's the first kind of invisible innovation coming out of India.

To je prva vrsta nevidljive inovacije koja dolazi iz Indije.

The second kind of invisible innovation coming out of India

Druga vrsta nevidljive inovacije koja dolazi iz Indije

is what we call outsourcing innovation to Indian companies,

je ono što mi zovemo outsourcing inovacija u indijskim kompanijama,

where many companies today are contracting

gde mnoge kompanije danas sklapaju ugovore

Indian companies to do a major part of their product

sa indijskim kompanijama da rade najveći deo njihovog posla

development work for their global products

na razvoju proizvoda za njihove globalne proizvode

which are going to be sold to the entire world.

koji će se prodavati u celom svetu.

For example, in the pharma industry, a lot of the molecules

Na primer, u farmaceutskoj industriji, najveći deo molekula

are being developed, but you see a major part of that work

se razvija, ali vidite da se veći deo tog posla

is being sent to India.

šalje u Indiju.

For example, XCL Technologies,

Na primer, XCL tehnologije,

they developed two of the mission critical systems

razvile su dva kritična sistema borbenog leta

for the new Boeing 787 Dreamliner,

za novi Boing 787 Dreamliner,

one to avoid collisions in the sky,

prvi da izbegne sudar na nebu

and another to allow landing in zero visibility.

i drugi da omogućava sletanje pri nultoj vidljivosti.

But of course, when you climb onto the Boeing 787,

Ali naravno, kada se popnete u Boing 787,

you are not going to know that this is invisible innovation

nećete znati da je ovo nevidljiva inovacija

out of India.

koja je došla iz Indije.

The third kind of invisible innovation coming out of India

Treća vrsta nevidljivih inovacija koje dolaze iz Indije

is what we call process innovations, because of an injection

je ono što mi zovemo procesne inovacije, zbog uvođenja

of intelligence by Indian firms.

inteligencije iz indijskih firmi.

Process innovation is different from product innovation.

Procesne inovacije se razlikuju od proizvodnih inovacija.

It's about how do you create a new product or develop

To je vezano za ono kako stvarate novi proizvod ili razvijate

a new product or manufacture a new product,

novi proizvod ili izrađujete novi proizvod,

but not a new product itself?

ali ne i sam novi proizvod?

Only in India do millions of young people dream

Samo u Indiji milioni mladih ljudi sanjaju

of working in a call center.

da rade u call centru.

What happens — You know, it's a dead end job in the West,

Šta se dešava - znate, to je posao bez perspektive na Zapadu,

what high school dropouts do.

koji rade oni koji su napustili srednju školu.

What happens when you put hundreds of thousands

Šta se dešava kada stavite stotine hiljada

of smart, young, ambitious kids

pametnih, mladih i ambicioznih klinaca

on a call center job?

da rade posao u call centru?

Very quickly, they get bored, and they start innovating,

Veoma brzo im dosadi i oni počinju da smišljaju inovacije

and they start telling the boss how to do this job better, and

i počinju da govore šefu kako da učini taj posao boljim i

out of this process innovation comes product innovations,

iz ove inovacije procesa dolazi do inovacije proizvoda

which are then marketed around the world.

koji se kasnije prodaje širom sveta.

For example, 24/7 Customer,

Na primer, 24/7 korisnički servis

traditional call center company, used to be a traditional

tradicionalni call centar kompanije, predstavljao je tradicionalni

call center company. Today they're developing

call centar kompanije. Danas, oni razvijaju

analytical tools to do predictive modeling so that before

analitičke alatke da naprave model koji će predviđati, tako da pre

you pick up the phone, you can guess

nego što podignete slušalicu, možete da pogodite

or predict what this phone call is about.

ili predvidite na šta će se poziv odnositi.

It's because of an injection of intelligence into a process

To je zbog injekcije inteligencije u proces

which was considered dead for a long time in the West.

koji je smatran mrtvim dugo vremena na Zapadu.

And the last kind of innovation, invisible innovation

I poslednja vrsta inovacije, nevidljive inovacije

coming out of India is what we call management innovation.

koja dolazi iz Indije je ono što zovemo menadžment inovacija.

It's not a new product or a new process

To nije novi proizvod ili novi proces

but a new way to organize work,

već novi način organizacije posla

and the most significant management innovation to come

i najznačajnija menadžment inovacija koja dolazi

out of India, invented by the Indian offshoring industry

iz Indije, koju je izmislila indijska offshoring industrija

is what we call the global delivery model.

je ono što zovemo globalnim modelom isporuke.

What the global delivery model allows is, it allows you

Ono što vam globalni model isporuke omogućava je da

to take previously geographically core-located tasks,

uzmete zadatke koji su prethodno bili vezani za jezgro,

break them up into parts, send them around the world

podelite ih na delove, pošaljete širom sveta

where the expertise and the cost structure exists,

gde stručnost i struktura troškova postoje,

and then specify the means for reintegrating them.

a zatim odredite sredstva za njihovu reintegraciju.

Without that, you could not have any of the other

Bez toga, ne biste mogli da imate ni jednu od ostalih

invisible innovations today.

nevidljivih inovacija danas.

So, what I'm trying to say is, what we are finding

Ono što pokušavam da kažem je, i ono što smo otkrili

in our research is, that if products for end users

u našem istraživanju je, da ako su proizvodi za krajnje korisnike

is the visible tip of the innovation iceberg,

vidljivi vrh ledenog brega inovacija

India is well represented in the invisible, large,

Indija je dobro predstavljena u nevidljivom, velikom,

submerged portion of the innovation iceberg.

potopljenom delu ledenog brega inovacija.

Now, this has, of course, some implications,

Sada, ovo naravno ima neke implikacije

and so we developed three implications of this research.

i mi smo razvili tri implikacije ovog istrazivanja.

The first is what we called sinking skill ladder,

Prva je kako je mi zovemo potapanje lestvice veštine

and now I'm going to go back to where I started my

i sada ću se vratiti tamo gde sam počeo svoj

conversation with you, which was about the flight of jobs.

razgovor sa vama, koji je bio o premeštanju poslova.

Now, of course, when we first, as a multinational company,

Sada, naravno, kada smo prvo, kao multinacionalna kompanija

decide to outsource jobs to India in the R&D,

odlučili da izmestimo poslove u Indiju u R&D

what we are going to do is we are going to outsource the

ono što smo nameravali da uradimo je da izmestimo

bottom rung of the ladder to India, the least sophisticated jobs,

najniži stepenik lestvica u Indiju, najmanje sofisticirane poslove

just like Tom Friedman would predict.

kao što bi Tom Fridman predvideo.

Now, what happens is, when you outsource the bottom rung

Ono što se sada dešava kada premestimo poslednji stepenik

of the ladder to India for innovation and for R&D work,

lestvica u Indiju zbog inovacija ili zbog R&D poslova

at some stage in the very near future you are going to have

u nekom momentu u veoma bliskoj budućnosti

to confront a problem,

suočićete se sa problemom

which is where does the next step

a to je koji je sledeći korak

of the ladder people come from within your company?

ljudi koji su na lestvicama u vašoj kompaniji?

So you have two choices then:

Imate dva izbora:

Either you bring the people from India into

ili ćete dovesti ljude iz Indije u

the developed world to take positions in the next step

razijeni svet da zauzmu pozicije na novim stepenicama

of the ladder — immigration —

lestvica - imigracija -

or you say, there's so many people in the bottom step

ili ćete reći, ima tako mnogo ljudi na poslednjem stepeniku

of the ladder waiting to take the next position in India,

lestvica koji čekaju da zauzmu sledeću poziciju u Indiji,

why don't we move the next step to India?

zašto ne premestiti sledeći korak u Indiju?

What we are trying to say is

Ono što pokušavamo da kažemo je

that once you outsource the bottom end of the ladder, you --

da jednom kada prepustite donji deo lestvica

it's a self-perpetuating act, because of the sinking skill ladder,

to je samoinicijativni akt, zbog potapanja lestvica veštine

and the sinking skill ladder is simply the point that

i potapanje lestvica veštine je jednostavno stanovište da

you can't be an investment banker

ne možete biti bankar,

without having been an analyst once.

a da niste pre toga nekada bili analitičar.

You can't be a professor without having been a student.

Ne možete biti profesor, a da pre toga niste bili student.

You can't be a consultant without having been a research associate.

Ne možete biti konsultant, a da pre toga niste bili naučni saradnik.

So, if you outsource the least sophisticated jobs,

Tako da, ako prepustite najmanje sofisticirane poslove

at some stage, the next step of the ladder has to follow.

u nekom trenutku, sledeći koraci na lestvicama treba da slede.

The second thing we bring up is what we call

Druga stvar koju smo izneli je ono što zovemo

the browning of the TMT, the top management teams.

označavanje TMT-ja, top menadžment timovi.

If the R&D talent is going to be based out of India

Ako će R&D talenti biti stacionirani izvan Indije

and China, and the largest growth markets

i Kine, a i tržišta koja beleže najveći rast

are going to be based out of India and China,

će biti bazirana izvan Indije i Kine,

you have to confront the problem that

suočićete se sa problemom da će

your top management of the future

vaš top menadžment u budućnosti

is going to have to come out of India and China,

morati da dođe iz Indije i Kine

because that's where the product leadership is,

zato što je tamo proizvodno rukovodstvo,

that's where the important market leadership is.

tamo je važno tržišno rukovodstvo.

Right? And the last thing we point out in this slide,

Zar ne? I poslednja stvar na koju želimo da ukažemo u ovom slajdu

which is, you know, that to this story, there's one caveat.

koja predstavlja jednu manu u čitavoj ovoj prici.

India has the youngest growing population in the world.

Indija ima najmlađe stanovništvo na svetu.

This demographic dividend is incredible, but paradoxically,

Ova demografska podela je neverovatna, ali paradoksalno

there's also the mirage of mighty labor pools.

postoji iluzija o moćnim radnim kartelima.

Indian institutes and educational system,

Indijski instituti i obrazovni sistem,

with a few exceptions, are incapable of producing students

sa nekoliko izuzetaka, su nesposobni da naprave studente

in the quantity and quality needed

potrebne po broju i kvalitetu

to keep this innovation engine going,

da održe ovaj motor inovacija u pokretu,

so companies are finding innovative ways to overcome this,

tako da kompanije nalaze inovativne načine da prevaziđu ovo

but in the end it does not absolve the government

ali na kraju to ne oslobađa vladu

of the responsibility for creating this educational structure.

odgovornosti što je stvorila ovakvu obrazovnu strukturu.

So finally, I want to conclude

Na kraju, želeo bih da zaključim

by showing you the profile of one company, IBM.

pokazujući vam profil jedne kompanije, IBM.

As many of you know, IBM has always been considered

Kao što većina vas zna, IBM je u poslednjih sto godina

for the last hundred years to be one of the most

smatran za jednu od

innovative companies.

najinventivnijih kompanija.

In fact, if you look at the number of patents filed over history,

Zapravo, ako pogledate broj patenata zavedenih kroz istoriju

I think they are in the top or the top two or three companies

mislim da su u vrhu ili u prve dve ili tri kompanije

in the world of all patents filed in the USA as a private company.

na svetu po broju patenata zavedenih u SAD kao privatna kompanija.

Here is the profile of employees of

Ovo je profil zaposlenih u

IBM over the last decade.

IBM-u tokom poslednje decenije.

In 2003, they had 300,000 employees,

U 2003., imali su 300 000 zaposlenih

or 330,000 employees, out of which, 135,000

ili 330 000 zaposlenih, od kojih je 135 000

were in America, 9,000 were in India.

bilo u Americi, a 9 000 je bilo u Indiji.

In 2009, they had 400,000 employees, by which time

2009., imali su 400 000 zaposlenih, a tada

the U.S. employees had moved to 105,000,

se broj zaposlenih u Americi smanjio na 105 000,

whereas the Indian employees had gone to 100,000.

dok se broj zaposlenih u Indiji povećao na 100 000.

Well, in 2010, they decided they're not going to reveal

U 2010., odlučili su da neće više otkrivati

this data anymore, so I had to make some estimates

ove podatke, tako da sam morao da napravim neke procene

based on various sources.

na osnovu različitih izvora.

Here are my best guesses. Okay? I'm not saying

Ovo su moja najbolja nagađanja. U redu? Ne kažem

this is the exact number, it's my best guess.

da je ovo tačan broj, to je moja najbolja pretpostavka.

It gives you a sense of the trend.

Daće vam okvirnu predstavu o trendu.

There are 433,000 people now at IBM, out of which

Ima 433 000 ljudi sada u IBM-u, od kojih je

98,000 are remaining in the U.S.,

98 000 ostalo u SAD,

and 150,000 are in India.

a 150 000 je u Indiji.

So you tell me, is IBM an American company,

Pa vi meni recite, da li je IBM američka kompanija

or an Indian company? (Laughter)

ili indijska kompanija? (Smeh)

Ladies and gentlemen, thank you very much. (Applause)

Dame i gospodo, mnogo vam hvala. (Aplauz)