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Thinking for a living

机译：谋生

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Central to much thinking about how organisations should be restructured for the 21st century is the idea that innovation and growth will depend more and more on so-called knowledge workers, the sort of people who, to quote the title of a recent book by Thomas Davenport of Bab-son College, Massachusetts, find themselves "Thinking for a Living". Lowell Bryan and Claudia Joyce at McKinsey reckon that knowledge workers (whom they prefer to call "professionals") "represent a large and growing percentage of the employees of the world's biggest corporations". In some industries, such as financial services, media and pharma-ceuticals, they think the share may already be as high as 25%. Others would put it much higher. One of the secrets of Toyota's success, says Ta-kis Athanasopoulos, the chief executive of the Japanese carmaker's European opera- tions, is that the company encourages every worker, no matter how far down the production line, to consider himself a knowledge worker and to think creatively about improving his particular corner of the organisation (of which more later).
机译：关于如何在21世纪重组组织的很多思考的核心思想是，创新和增长将越来越依赖于所谓的知识工作者，即引用托马斯·达文波特（Thomas Davenport）最近一本书的书名的那种人。马萨诸塞州巴布森学院的学生发现自己“为生活着想”。麦肯锡公司的洛厄尔·布莱恩（Lowell Bryan）和克劳迪娅·乔伊斯（Claudia Joyce）认为，知识型员工（他们更喜欢称其为“专业人士”）“代表着全球最大公司中越来越大的员工比例”。他们认为在某些行业中，例如金融服务，媒体和制药，这一份额可能已经高达25％。其他人会把它高得多。日本汽车制造商欧洲业务执行总裁Ta-kis Athanasopoulos说，丰田汽车成功的秘诀之一是，无论生产线有多远，该公司都鼓励每个工人都将自己视为知识型员工，创造性地考虑改善他在组织中的特殊一角（其中更多内容将在以后）。

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