????作為土耳其移動運營商Turkcell Group的首席執(zhí)行官，蘇瑞亞?瑟利夫執(zhí)掌著歐洲最重要的電信巨頭之一。同時，他也是飛速發(fā)展的土耳其經(jīng)濟的重要參與者（土耳其的GDP增速今年早些時候甚至超過了中國）。因此，這位53歲的高管完全有資格給眼下焦頭爛額的歐元區(qū)鄰居們以及更遠一些的、停滯不前的西方大國們一點建議。他的建議？鼓勵私營公司投資基礎(chǔ)設(shè)施領(lǐng)域。

????以瑟利夫的影響力，他的建議不容小覷。自從四年前他就任首席執(zhí)行官以來，Turkcell在土耳其及周邊八國的用戶總數(shù)從4,490萬增至了6,170萬。瑟利夫率領(lǐng)Turkcell開拓新市場（最近新進入的市場是德國），并通過Fintur和其他子公司強化市場地位。總的來說，Turkcell已經(jīng)在土耳其、哈薩克斯坦、阿塞拜疆、格魯吉亞和北塞浦路斯占據(jù)了市場領(lǐng)先地位，在烏克蘭、白俄羅斯和摩爾多瓦也已站穩(wěn)腳跟。8月份的一次網(wǎng)速調(diào)查中，電信業(yè)巨頭愛立信（Ericsson）發(fā)現(xiàn)在包括北美國家在內(nèi)的53個工業(yè)化國家中，手機下載數(shù)據(jù)速度最快的還是Turkcell的土耳其3G網(wǎng)絡(luò)。

????如今置身于土耳其權(quán)力中心的瑟利夫曾在美國生活多年。1983年從哈佛商學(xué)院（Harvard Business School）畢業(yè)后，瑟利夫和他人共同創(chuàng)辦了信息管理服務(wù)公司Novasoft Systems。1997年，他離開Novasoft，開始執(zhí)掌微軟（Microsoft）的土耳其業(yè)務(wù)。到2000年，他已升任微軟全球營銷高管職位，并回到了美國，常駐位于華盛頓州雷德蒙德的微軟總部。他從2007年1月起出任Turkcell首席執(zhí)行官，常駐伊斯坦布爾。

????瑟利夫的話聽起來與公司高管在對投資者的說辭大同小異。談到土耳其令人矚目的發(fā)展，瑟利夫說：“土耳其相當(dāng)簡單，但卻相當(dāng)相當(dāng)聰明。”取得如此高速發(fā)展的核心是什么？基礎(chǔ)設(shè)施項目——而且是大量的基礎(chǔ)設(shè)施建設(shè)項目。他是基礎(chǔ)設(shè)施建設(shè)的狂熱支持者，項目從公路到醫(yī)院無所不包，當(dāng)然還有光纖。他掰著手指歷數(shù)種種益處：提振國民經(jīng)濟、拉動國內(nèi)相關(guān)產(chǎn)業(yè)發(fā)展和促進就業(yè)。瑟利夫正在大力宣揚被稱之為“建設(shè)—經(jīng)營—移交”（BOT)模式的有效性。

????很多美國人可能都在開車時接觸到過BOT項目。美國有些州方興未艾的私營公司收費公路經(jīng)營體系就是典型的BOT模式。私營公司獲得項目特許權(quán)后進行融資、建設(shè)并經(jīng)營一段時間，然后交回給公眾。作為回報，政府把原本可能不會得到改善的公共資產(chǎn)交給私營公司。私營公司從中可能得到的好處是收回投資并獲得利潤，而政府可以避免動用公共資金。這種模式在很多行業(yè)都可得到有效應(yīng)用，從比較簡單的橋梁項目到復(fù)雜的醫(yī)療或數(shù)據(jù)網(wǎng)絡(luò)項目。雖然BOT模式在土耳其、澳大利亞和日本都取得了成功，但在歐洲和美國的應(yīng)用仍然滯后。

????瑟利夫認為，這一模式能讓政府更親企業(yè)，保護企業(yè)的全球競爭力，同時促成直接提升公眾福祉的項目。這樣的戰(zhàn)略接下來還會鼓勵類似Turkcell這樣的大企業(yè)隨著信心的增強進一步擴大基礎(chǔ)設(shè)施建設(shè)。比如，Turkcell雖然語音業(yè)務(wù)平平，但對土耳其迅猛發(fā)展的智能手機和高速互聯(lián)網(wǎng)市場進行了巨額投資，瑟利夫認為這些市場有更多的成長空間。從“絲綢之路”到“光纖之路”的轉(zhuǎn)變，依托的是總長28,000公里且還在不斷延伸的光纖網(wǎng)絡(luò)以及BOT項目數(shù)億美元的大膽投資。瑟利夫的信念也正來源于此。

????As the CEO of Turkcell Group, Sureyya Ciliv sits at the helm of one of Europe's most important telecom giants. He is also a key player in the roaring Turkish economy. (Turkish GDP growth even outpaced China's earlier this year.) And that has put the 53-year-old executive in the position of offering some guidance to neighbors in the much-troubled Eurozone as well as to stagnating Western powers farther abroad. His idea? Privately funded investment in infrastructure.

????Ciliv has the clout to be doling out advice. Since he was made CEO four years ago, Turkcell has grown from 44.9 million subscribers to 61.7 million in Turkey and eight other countries in the region. Ciliv pushed Turkcell into new markets, most recently Germany, while building on positions through its Fintur subsidiary and others. Overall, Turkcell leads the market in Turkey, Kazakhstan, Azerbaijan, Georgia and Northern Cyprus. It also has toeholds in Ukraine, Belarus and Moldova. In an August study, Turkcell's data download speeds in Turkey for phones on its 3G network were rated the fastest for those of 53 industrial nations -- including ones in North America -- by telecom giant Ericsson.

????Now plugged into his home country's centers of power, Ciliv spent many years in the United States, graduating from Harvard Business School in 1983 before co-founding an information management solutions company, Novasoft Systems. He left Novasoft in 1997 to head up Microsoft's (MSFT) operations in Turkey. By 2000, he'd risen to an executive role in worldwide sales and marketing back in Redmond, WA. He's been CEO of Turkcell, based in Istanbul, since January 2007.

????Ciliv's pitch doesn't sound so different than something an executive might deliver to investors. "Turkey is something very simple, and yet very, very smart," Ciliv says, describing his country's remarkable development. At the center of that progress? Infrastructure projects -- and a lot of them. He's an ardent supporter of building everything from roads to hospitals and, naturally, fiber optics. He ticks off the main values on his fingers: boosting the national economy, driving local businesses and spurring employment. Ciliv is selling the efficacy of so-called build-operate-transfer (BOT) operations.

????Americans are most likely to have encountered BOT projects in their cars. The emerging system through which private companies maintain toll roads in some states is a classic BOT model. Private firms get a concession to finance, build and operate the project for a period of time before giving it back to the public. In return, the government turns over otherwise unimproved public assets. Private companies benefit if they can recoup their investment and turn a profit; the government, meanwhile, avoids shelling out public funds. The model can work with many sectors, from the more straightforward, such as bridges, to complex projects like health clinics or data networks. Despite the success of BOT in Turkey, Australia and Japan, adoption in Europe and the United States still lags.

????According to Ciliv, the system allows a government to be pro-business and keep its corporations competitive globally, while producing projects that directly help the public. Such tactics then encourage major players such as Turkcell to pursue additional infrastructure as confidence grows. Turkcell's voice business, for example, is flat, but the company is investing heavily in Turkey's booming smartphone and high-speed internet markets, where Ciliv's found more growth. That transition from "Silk Road" to "Fiber Road," depends on a fiber infrastructure 28,000 kilometers in length and growing, through aggressive investment of hundreds of millions of dollars in BOT projects. Hence Ciliv's faith.?