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晩間,在新開張不久的TJ
Buffet,匹兹堡部分華人與正準備競選賓夕法尼亞州長位子的"保羅·曼果"(Paul Mango)先生會見交談。
交談涉及廣泛的內容,涵蓋了我們華人關心的移民、健保、敎育等議題…。保羅非常健談,對於我們的問題一一作答。
Paul
Mango在快結束時説:"亞裔美國人對美國文化,科學,經濟上作出很大的貢獻,贏得了在美國的地位,但是千萬不要因爲內斂而不進一步施加更大的正面影響。亞裔美國人應該可以在政治上也有更大的作爲。"
我不多評論今晩談話內容,畢竟保羅在競選過程中,離實現他的抱負還需要努力。
但就是這樣以一群關心政治的華人,與一位州政府首長競選者會面,華人方面反映自己群體的需求;競選者闡述自己的政見,相互溝通這件事本身,才更重要!
幾年前匹兹堡華人開始形成大團結的局面成功展示了文化藝術的才華和發出聲音的力量!但這只是千里之行始于足下的第一步。
華人參政議政,是提陞美國華人族群地位的第二步。只有扎紮實實地走好第二步,才可能進入到最重要的第三步---一大批華人進入各級決策層,成爲制定政策,監督審議執行的力量!那才是美國華人和在所有海外的華人族群取得社會公平公正公義的終極目標。
因此今晩的會見,其重要意義不言而喩!
誠懇希望越來越多的華人認識到這一點,積極參與這類活動,不但自己參與,而且帶領下一代參與。讓華人群體參政議政成爲華人群體的新傳統!
海老KK 2017/5/8
Paul Mango is a Director in McKinsey's Pittsburgh office
where he leads the North American Payor/Provider practice. He joined
the Firm initially in 1988, left in 1991 to start and operate a
clinical laboratory diagnostics business, and then rejoined the Firm
in 1996 to further develop its presence in the health care industry.
Paul has led recent health care engagements spanning a broad
spectrum of strategy, operations, and organization topics, with an
increasing emphasis on such areas new approaches to medical
management, development of distinctive service strategies, physician
channel management effectiveness, and applying lean manufacturing
principles to patient care delivery processes. He has also worked
recently on enhancing hospitals' ability to effectively introduce
new drugs and medical devices. He works extensively with some of the
country's largest payors and providers and has also spent a
significant amount of time serving health care clients in Europe,
Asia, and the Middle East.
Since 1997, Paul has co-authored five articles published in the
McKinsey Quarterly. The first, titled "GPOs Are No Panacea For U.S.
Hospitals" focused on how integrated health systems could better
exploit a growing number of supply chain reconfiguration
opportunities. The second, titled "M&A Malpractice" examined the
failure of hospitals to create the value anticipated from mergers.
The third, titled "Hospital Heal Thyself" suggested practical
alternatives to physician practice ownership as a means of
influencing the channel. The fourth, titled "Hospitals Get Serious
About Operations" examined the trend in operating efficiency in U.S.
hospitals in the new millennium. The fifth, entitled "The Case for
Boutique Health Care" offers a brief overview of the increasing
trend of nonprofit hospitals offering premium services and
accommodations to patients willing and able to pay for them.
During his five years away from McKinsey, Paul served as the
Executive Vice President and Chief Operating Officer at the
Institute for Transfusion Medicine, a private biotech services firm
located in Pittsburgh.
Prior to joining McKinsey in 1988, Paul served five years as a field
artillery officer in the US Army. He left the service in 1986 as a
Captain. Paul's formal education include a General Engineering
degree from West Point where he graduated as a distinguished cadet
in 1981, and a Masters in Business Administration from Harvard
University where he graduated as a Baker Scholar in 1988.
作者:海老KK(匹兹堡·賓夕法
我的美篇
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