When Motorola Inc. split up in 2011, the spotlight was mostly on Motorola Mobility Inc., the mobile handset business that Google Inc. later bought in a $12.5 billion deal.

　　摩托罗拉公司(Motorola Inc.)在2011年解体后，公众将注意力转向了摩托罗拉移动技术公司(Motorola Mobility Inc.)，这一移动设备公司后来被谷歌(Google Inc.)以125亿美元并购。

　　But the business that Google didn't buy, Motorola Solutions Inc., has thrived as a provider of public-safety communications gear used by law enforcement and firefighters, posting record revenue and operating profit last year.

　　但是谷歌没有收购的摩托罗拉系统公司(Motorola Solutions Inc.)却于去年发布了其破纪录的营业额和营业利润。它通过为执法部门和消防部门提供公共安全通信装备，获得了欣欣向荣的发展。

　　Motorola Solutions Chief Technology Officer Paul Steinberg, who joined Motorola in 1992, has seen the company change dramatically over the years.

　　摩托罗拉系统公司的首席技术官(Chief Technology Officer)保罗•斯坦伯格(Paul Steinberg)于1992年加入摩托罗拉公司。他见证了摩托罗拉这些年的巨变。

　　He spent most of his career in Motorola's wireless-network equipment division, which was sold to competitor Nokia Siemens Networks in 2010, shortly after he joined the public-safety radio business.

　　他职业生涯的大部分时间都在摩托罗拉的无线网络设备部门度过;不过，当他于2010年转入公共安全无线电部门不久，这个部门就被诺基亚西门子通信公司并购(Nokia Siemens Networks)了。

　　Motorola Solutions' main business is supplying a range of public-safety products, from two-way radios for police officers to connected patrol vehicles with video surveillance systems.

　　摩托罗拉系统公司的主要业务是提供多种公共安全产品，从供警官使用的双向无线电，到配备视频监控系统的联网巡逻警车。

　　That side of the business accounts for roughly two-thirds of the company's revenue, while the rest comes from products for enterprise customers, such as bar code readers or smart tags using radio-frequency identification technology.

　　这一产业大约构成了公司收入的三分之二，而其余的收入则来自于卖给企业用户的产品，如条码读取器或使用了无线识别科技的智能标签。

　　In an interview with The Wall Street Journal, Mr. Steinberg talked about trends and competition in the public safety communications industry, as well as Motorola's transformation over the past few years.

　　在《华尔街日报》的采访中，斯坦伯格谈到了公共安全通信产业的趋势、竞争，以及过去几年摩托罗拉走过的转型之路。

　　Edited excerpts:

　　采访内容节选(下文中《华尔街日报》简称WSJ)

　　Mr. Steinberg: Having spent over 20 years at Motorola, I had mixed emotions seeing the company change, though it didn't affect my job much. There were some people who didn't want it to happen. They felt like they were leaving a family because they would no longer be part of Motorola. But nothing is forever. The world changes.

　　斯坦伯格： 我已经在摩托罗拉待了20多年，虽然这次收购对我的工作没有太大影响，但看到公司发生巨变，我还是百感交集。有些人并不想看到这一幕。他们觉得像离开了自己的家，因为他们不再是摩托罗拉的一员了。但天下没有不散的筵席，世界也永远都在改变。

　　When Motorola Solutions and Motorola Mobility separated, both companies kept the brand Motorola, and both retained the cross license for all the intellectual property. Other than that, Motorola Mobility is now purely and simply a part of Google.

　　摩托罗拉系统和摩托罗拉移动技术分开的时候，双方都保留了摩托罗拉这一品牌名，也都在知识产权上保留了交叉许可证。除此之外，摩托罗拉移动技术公司现在已经完全成为谷歌公司的一部分了。

　　We do talk to them and we have worked on projects with them, but it's a separate company.

　　我们跟他们交涉过，也一起合作过项目，但是它毕竟已经是另外一家公司了。

　　WSJ: How is your core public-safety communications business doing?

　　WSJ： 那你们最核心的公共安全通信领域的运作如何呢?

　　Mr. Steinberg: In the U.S., for public-safety radio systems, we have a dominant market share. We've been in this business for almost 40 years. It's a highly specialized business and the market is relatively constrained, so the entry barrier is quite high.

　　斯坦伯格： 在美国的公共安全无线电市场里，我们有最大的市场份额。我们在这方面已经做了将近40年。这个行业非常专业化，市场也相对封闭，所以准入门槛也相当高。

　　We spend a lot of time on customer research. We have ethnographers -- anthropologists, sociologists, psychiatrists -- who ride in firetrucks, police cars and live a day in the life of a customer. We don't expect a fireman or policeman to tell us what they need, but if you watch them the right way they will show you what they need. We gain a lot of insight from our ethnographers and I think that's why our customers trust us. They know we understand them.

　　我们在市场调查上花了很多时间。我们有民族学专家──人类学家、社会学家、精神病专家──他们坐在消防车和警车内，并以消费者的角度度过一天。我们并不指望消防员或者警察直接来告诉我们他们需要什么，但是如果你了解他们，你就可以看到他们的需求。我们从专家那里了解到了许多深入的信息，我想这就是客户信任我们的原因。他们知道我们了解他们。

　　Economies go up and down but typically public-safety communications are prioritized. Even when governments step into the period of austerity, they have to take care of the population. I wouldn't say it's recession-proof, but generally speaking we are relatively strong even during an economic downturn.

　　经济有涨有落，但是公共安全通信是重中之重。即便政府陷入经济困境，它们还是得照顾老百姓。我不会说我们的产品可以完全抵御经济衰退的影响，但总体来讲，就算是有经济危机，我们也能保持相对强劲。

　　WSJ: How much business are you doing in Asia?

　　WSJ： 那贵公司在亚洲的生意规模如何?

　　Mr. Steinberg: We have our regional headquarters in Singapore, and major design centers in Penang, Malaysia, and Chengdu, China. Our clients in Asia include Singapore's Ministry of Home Affairs and the Hong Kong police, among others.

　　斯坦伯格： 新加坡(Singapore)有我们的区域总部;马来西亚的槟城(Penang, Malaysia)和中国的成都也设有主要设计中心。我们的亚洲客户包括新加坡的内务部(Ministry of Home Affairs)、香港警署(Hong Kong police)等等。

　　China is also very important market for both public-safety and enterprise businesses. We sell our network systems to many public-safety agencies across China. On one hand, China wants to promote indigenous technology if it sees a technology that it realizes is important. Rightly so, I can't blame them. But what I've also seen is, when something is needed and there's an answer somewhere else, they will use it.

　　在公共安全和企业方面，中国也是重要的市场。我们把我们的通信系统卖给了中国各地的公共安全机构。一方面，如果中国意识到了某种技术的重要性，它会想要本土企业去开发。这符合情理，没什么好责怪的。但我同时也看到，如果中国有某种需求，并且市面上存在这种需求的解决方案，中国也会加以使用。

　　WSJ: What are some new technology applications in your business?

　　WSJ： 那您的公司有什么新的科技应用吗?

　　Mr. Steinberg: We have a wearable computing device called the HC1 Headset Computer, which you control with voice commands and head motions. It's designed for high-end repair people like jet-engine repair people who need to keep their hands free and also need to be able to get assistance. This could also be used for emergency medical operations. By sending images taken with the camera in the device, you can collaborate real-time with other experts elsewhere in the world.

　　斯坦伯格： 我们有一款可佩戴的电脑设备，叫作HC 1头戴式电脑(Headset Computer)，它可以通过语音命令和头部的移动来控制。它专为高端修理技工，如喷气式飞机引擎修理工而设计;这类工作人员需要腾出双手干活，也需要能及时获得协助。这个设备也可以用于急救。设备中的摄像头可以将图像传送给世界各地的专家，这样就可以进行实时合作。

　　Wearable devices could also find applications in public-safety systems. Police officers could wear glass-like devices equipped with broadband connection, cameras and facial recognition functions that help identify wanted people.

　　佩戴式设备也可以在公共安全系统中找到用武之地。警官可以戴着这个类似于玻璃的设备，装上宽带、摄像头和面部识别系统后就可以识别通缉的嫌疑犯。

　　WSJ: You used to work in Motorola's wireless network business, which Nokia Siemens acquired in 2010. Why did Motorola sell that business?

　　WSJ： 您曾经在摩托罗拉的无线通信部门工作，现在这个部门已经在2010年被诺基亚西门子通信公司收购。摩托罗拉为什么要卖掉它呢?

　　Mr. Steinberg: Motorola mainly provided radio-access components, but the market for network equipment gradually became dominated by players that offered a broader range of products, such as Ericsson and Huawei Technologies Co. Products became more standardized because carriers wanted to have multiple suppliers. As the business became more commoditized, it became more challenging for Motorola. I think selling the business to Nokia Siemens was the right decision.

　　斯坦伯格： 摩托罗拉主要提供无线电组件，但是通信设备市场逐渐被那些能提供多种产品的公司所占领，如爱立信(Ericsson)和华为公司(Huawei Technologies Co.)。产品越来越标准化，因为用户想要使用多个供应商的产品。这一行业商品化程度越高，摩托罗拉面临的挑战就越大。所以我觉得把它卖给西门子诺基亚通信公司是正确之举。

　　It was a very big business for Motorola and it was profitable, but it was shrinking. Of course it pained me to see it go. I spent 18 years in that business and felt very paternal toward it.

　　它曾是摩托罗拉很重要的一个组成部分;虽然收益可观，但也在缩水。当然，看到它被出售我很难过。我在那儿工作了18年，感情上像它的父亲一样。

　　WSJ: What specific challenges have you faced in your current job?

　　WSJ： 那现在您工作中面临的具体挑战有哪些呢?

　　Mr. Steinberg: When I took the CTO position in late 2010, I had a situation where the technology team at the time was viewed as a bunch of prima donnas that weren't connected to the business. The rest of the company thought that the team was working on technology for technology's sake, a classic research ivory-tower problem.

　　斯坦伯格： 我在2010年年底接受了首席技术官(CTO)的职位。当时的情况就是，技术团队在别人眼中就是一群高高在上的人，没有跟行业紧密相联。公司其它部门觉得这个团队是为科技而科技──典型的“象牙塔”问题。

　　That perception was clearly something I had to change. I didn't do anything special. It was a matter of getting people connected and making them accountable for the right things. Everything we needed was already there, so I just had to change their orientation.

　　很明显，我必须要改变这一看法。我没做什么特别的事。就是要让同事间建立感情，让他们理解我们做的事是正确的。我们需要的东西都是现成的，我要做的只是去调整方向而已。

　　Resume

　　保罗•斯坦伯格简历

　　Education: Bachelor of arts in computer science, Illinois Benedictine College; graduate studies in computer science at the University of Illinois.

　　教育背景： 伊利诺伊本笃会学院(Illinois Benedictine College)，计算机专业文学学士;伊利诺伊大学(University of Illinois)，计算机专业硕士。

　　Career: Joined Motorola Inc. in 1992 and spent most of his career at the company at its wireless-network business. Since 2010, he has worked in the company's public-safety systems business, which became Motorola Solutions Inc. in 2011.

　　职业履历： 1992年加入摩托罗拉公司，主要在其无线通信部门工作。自2010年起，在摩托罗拉公司的公共安全系统公司工作，该公司在2011年成为摩托罗拉系统公司。