????談及改變世界的創(chuàng)想，創(chuàng)業(yè)公司往往搶盡風(fēng)頭。誰(shuí)都知道，在創(chuàng)新領(lǐng)域，新人沒(méi)有什么歷史負(fù)擔(dān)，有其天生的優(yōu)勢(shì)。但是，我們也要看到：有許多里程碑式的工具和技術(shù)，要?dú)w功于在一些在全球最大的公司里工作的聰明人。上世紀(jì)70年代，施樂(lè)公司發(fā)明了以太網(wǎng)，如今這已經(jīng)成為現(xiàn)代化互聯(lián)網(wǎng)辦公室的必備裝置。80年代，摩托羅拉提出了六西格瑪管理策略，這套流程改進(jìn)技術(shù)改變了很多《財(cái)富》500強(qiáng)公司的運(yùn)營(yíng)模式。90年代，沃爾瑪采用庫(kù)存連續(xù)補(bǔ)貨策略，成為其十多年來(lái)穩(wěn)居《財(cái)富》美國(guó)500強(qiáng)前列的一個(gè)重要原因。未來(lái)十年又會(huì)誕生哪些新事物？現(xiàn)在還不好說(shuō)。但是，這五位行動(dòng)者和變革者最有可能給我們帶來(lái)改變。

????When it comes to the creation of world-changing ideas, startups get all the acclaim. We get it—being the new kid on the block is a blessing, not a curse, in the land of innovation. But that’s not the whole picture. A number of landmark tools and technologies can be credited to clever people working for some of the largest companies on the planet. Xerox (No. 143) XRX0.38%in the 1970s invented Ethernet, now a fixture of the modern Internet-connected office. Motorola (No. 363) MSI0.45%in the 1980s developed Six Sigma, a set of process-improvement techniques that changed the way Fortune 500 companies operated. And Walmart’s (No. 1) WMT1.34%use of “continuous replenishment” for inventory in the 1990s is a key reason it has spent more than a decade at or near the top of our iconic list. What will the next 10 years bring? Hard to say—but these five movers and shakers are among those best positioned to grasp it. Read on to discover Fortune‘s 2015 Accelerators.

????謝莉?希柯克，37歲

????下一代全尺寸卡車首席工程師

????公司：通用汽車

????美國(guó)500強(qiáng)排名：第6位

????“力保成功，別留下任何遺憾。”

????謝莉?希柯克輕聲笑著說(shuō)：“我覺(jué)得自己就像是汽車業(yè)的婚禮策劃師。把各種零件、部件和制造汽車的人組合到一起。”她領(lǐng)導(dǎo)的團(tuán)隊(duì)負(fù)責(zé)雪佛蘭西爾維拉多車型，該部門對(duì)通用汽車至關(guān)重要，她也承認(rèn)一個(gè)小失誤都會(huì)“危及公司的長(zhǎng)遠(yuǎn)預(yù)期。”但這并不是她最關(guān)心的。“我們始終以成功為目標(biāo)。下一代卡車將使這個(gè)行業(yè)更上一層樓。”

????Sheri Hickok, 37

????Chief Engineer, Next-Gen Full-Size Trucks

????General Motors

????No. 6

????“It’s about owning it and not having any regrets.”

????“I consider myself the wedding planner of the auto industry,” Sheri Hickok says with a chuckle. “I pull together the pieces, parts, and people who execute a vehicle.” Hickok leads the group responsible for the Chevrolet Silverado, a division so important to GM that a misstep could be “detrimental to the company’s long-term outlook,” she admits. Not that she’s worried. “We have our eyes on the prize. The next truck will take it to the next level.” —Andrew Nusca