[转帖]New World Disorder 新的世界无序

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                        New World Disorder 新的世界无序

Thursday, Oct. 16, 2008

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Globality: Competing with Everyone from Everywhere for Everything

by Hal Sirkin (Author), Jim Hemerling (Author), Arindam Bhattacharya (Author)
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Facebook Yahoo! Buzz Mixx Permalink Reprints Related Imagine 100 companies from Former Third World ｃｏｕｎｔries with a combined revenue in the trillions of dollars--greater than the total economic output of many ｃｏｕｎｔries--competing with U.S. companies for space on the world stage. Imagine several hundred such companies.
 想象一下，假如有100家来自以前那些第三世界国家且拥有总值数万亿美元营收的公司—超过了许多国家的经济总量—在全世界范围里与美国公司竞争。试想一下有几百个这样的公司。再试想一下假设有数千家之多会怎么样。

You are looking at the future, when U.S. companies will be competing not only with European, Japanese, South Korean and Chinese companies but also with highly competitive companies from every corner of the world: Argentina, Brazil, Chile, Egypt, Hungary, India, Indonesia, Malaysia, Mexico, Poland, Russia, Thailand, Turkey, Vietnam and places you'd never expect. And you can anticipate that future versions of the World Economic Forum's Global Competitiveness Index will be reflecting more rapid ascents and descents than it has in the past. The current financial crisis may only serve to speed up the process.
您正在审视未来，一个美国公司将不仅与欧洲、日本、韩国和中国的公司，而且不得不与世界每一个角落具有高度竞争力的公司竞争的未来：阿根廷、巴西、智利、埃及、匈牙利、印度、印度尼西亚、马来西亚、墨西哥、波兰、俄罗斯、泰国、土耳其、越南和你从来都没有预料到的地方。你能够预感到世界经济论坛全球竞争力指数报告的未来版本将比之其过去反映更多的剧烈起伏波动。当前的金融危机可能只会加快这一进程。

In the past year alone, for example, Brazil, Russia and China have all moved up in the ｃｏｕｎｔry rankings and are now lodged in the top half of the list, while the United Kingdom has fallen. One of the biggest gainers from last year to this year is Montenegro, rising from 82nd to 65th place, just behind Turkey and Brazil.
例如仅在过去一年中巴西、俄罗斯和中国在这个国家排名的名次都得到了提升，而且现在是位居名单的上游，相反的是（大不列颠）联合王国已经下滑。从去年到今年最大的胜利者之一是黑山，它从排名榜上的第82上升到第65位，仅次于土耳其和巴西。

This is the future world of what we call "globality," a world of hypercompetition in which Americans--and Swiss and Japanese--compete with everyone from everywhere for everything. And not just for customers and market share: they'll compete for energy and raw materials, skilled and unskilled workers, knowledge, patents, financing, suppliers, partners, even potential acquirers.
这就是我们称之为“全球性”的未来世界，一个超级竞争的世界，美国人-瑞士和日本-与来自任何地方的人为了任何事物而竞争的世界。这些竞争将不只是为客户和市场份额：他们将争夺能源和原材料、熟练工人和非熟练工人、知识、专利、融资、供应商、合作伙伴、甚至潜在的收购者。

Global competitiveness has been a buzzword in Washington, on college campuses, in union halls, in corporate boardrooms and in the media for decades. What is different in this new era is the scale and speed of the coming challenge, which will see hundreds of companies from developing ｃｏｕｎｔries charging at us relentlessly, from all sides, like a modern version of king of the hill. Are we ready?
全球竞争力几十年来在华盛顿一直都是一个时髦术语，在大学校园、工会礼堂、在公司董事会、同样也在媒体上也是。而这个新时代的不同之处正在于未来挑战的规模和到来的速度，我们将眼睁睁看着数百家来自发展中国家的公司从四面八方无情残酷地扑向我们，这就像《山丘之王》（福克斯电视台的长寿动画剧集）的现代版。而我们做好准备了吗？

Most of the world's future economic growth will take place in developing nations, and our growth--and Western Europe's and Japan's--will largely be based on theirs. Do we understand these economies? And are we ready to compete for the business of the billions who live there and are just now starting to move up from poverty to life as consumers--consumers who would love to buy U.S. products because of their quality?
世界未来经济增长的大部分将来自于发展中国家，并且我们（经济）增长-包括西欧和日本的（经济增长）-将在很大程度上依赖于它们的（增长）。我们明白这些经济状况吗？同时我们做好争夺亿万商业财富的准备了吗？—那些这个世界上现在才刚刚开始从贫穷走向愿意因为质量而去购买美国产品的消费者生活的人们所带来的财富。

My colleagues and I have examined more than 3,000 companies from developing ｃｏｕｎｔries and have identified 100 companies from 14 ｃｏｕｎｔries with the near term potential to become global leaders. China is home to the greatest number of global challengers, with 41; followed by India, with 20; Brazil, with 13; and then Mexico, Russia and Turkey. Together, these 14 ｃｏｕｎｔries acｃｏｕｎｔed for 17.3% of the world's total economic output, or gross domestic product, in 2006.
 我和我的同事调查了超过3000家来自发展中国家的公司，并且已确定来自14个国家的100家有着短期潜力的公司将成为全球的领头羊。中国拥有数量最多的全球性的挑战者，41家公司;其次是印度的20家，巴西的13家，然后是墨西哥、俄罗斯和土耳其。2006年这14个国家的经济总量或国内生产总值加起来占世界总值的17.3％。

Some of the challenger companies have already achieved great success. Among the 66 Asian companies on our list, China's appliance maker Haier has been so successful in the U.S. market that it's investing $100 million in a new factory in Camden, S.C. (And you thought U.S. factories couldn't compete with Chinese factories.) India's Suzlon Energy is among the world's top manufacturers of wind turbines, a renewable-energy technology with a limitless future. And Hong Kong's Johnson Electric is the world's largest
一些具有挑战能力的公司已经取得了巨大的成功。在我们名单上的66个亚洲公司中，中国的家电制造商海尔集团已美国市场获得巨大成功，它在南卡罗来纳州Camden的新工厂投资了1亿美元（你认为美国工厂无法与中国工厂竞争。）印度苏司兰能源公司世界顶级的风力涡轮机与拥有无限前景的可再生能源技术制造商。而香港的德昌电机则是世界最大的小型马达制造商。

It's much the same in Latin America, where Mexico's CEMEX, with nearly $21.7 billion in revenue last year, is one of the largest cement producers in the world. Brazil's Embraer is the leading manufacturer of regional jets in the world.
在拉丁美洲情况也同样如此，去年世界最大的水泥生产商之一墨西哥的CEMEX公司收益接近217亿美元。而巴西航空工业公司是世界范围内支线飞机的领先制造商。

And in Russia and Eastern Europe, Gazprom, based in Moscow, is the world's largest natural-gas company, providing 25% of Europe's natural gas. Another major player in Europe is Turkey's Vestel Electronics, the largest supplier of televisions on the continent.
同样在俄罗斯和东欧，总部设在莫斯科的俄罗斯天然气工业股份公司是世界上最大的天然气公司，它向欧洲提供其天然气的25％。另外一个欧洲的重要玩家是土耳其Vestel电子公司，是非洲大陆最大的电视剧供应商。

These are some of the more prominent success stories: companies from everywhere competing with us for everything. Hundreds of other challengers that are relatively unknown today are ready to join them.
这些都是一些比较突出的成功案例：来自世界各地的公司与我们为所有的一切而竞争。今天相对未知的其他数以百计的挑战者正准备加入它们的行列。

To meet this challenge, the U.S., or any other ｃｏｕｎｔry that wants to remain in the game, can't afford to repeat past mistakes. And the worst mistake of all is complacency--to dismiss the challengers as a nuisance, as the U.S. did Japan in the 1960s, rather than view them as serious competition. You can see the results of complacency when you look at the Big Three U.S. automakers.
为了迎接这一挑战，美国或任何其他希望继续在这场比赛中保留一席之地的国家，都负担不起重复过去错误所带来的后果。而其中最糟糕的错误就是自满—将挑战者看做是讨厌的东西而刻意回避，就如同美国上世纪60年代对待日本那样的避而不谈，而不认为它们是非同小可的竞争者。如果你看看美国的三大汽车生产商你就可以看到沾沾自喜所造成的结果。

In the new world of globality, the new rule is that there are no rules. Just because U.S. companies have always done something a certain way doesn't mean they should continue to do so. Companies need to be fast and flexible and understand their markets and customers as never before.
在新的全球化世界中，新的规则就是没有规则。美国公司以某种方式一直做着一些事情并不意味着他们应该继续这样做。公司比以往任何时候都需要有快速、灵活性，并且能够理解他们的市场和客户。

The road going forward is like an eight-lane highway with no access and egress signs, no directions, no lane markings, no speed limits, no police and no one knowing if they should drive on the left side or the right side of the road. You make your own rules and do your best to get to your destination. In the world of globality, you can't wait for someone else to set the rules.
在前进的道路就像是没有出入通道标识、没有方向、没有车道标志、没有车速限制、没有警察的八车道高速公路，没有人知道他们是该驾驶在道路的左边还是右边。你要自己制定自己手中的规则，并尽全力到达您的目的地。在全球化世界中，你不能等待别人来帮你制定规则。

I like to tell the story of a Chinese manufacturer that was getting feedback about its washing machines' clogging up drains. The company investigated and found that the machines worked just fine but that rural consumers were using them to wash potatoes. What would an American company do to solve this problem? Call in a p.r. firm to tell consumers that washing vegetables voids their warranty? The Chinese company had a better idea: it added a vegetable-wash cycle to its machines. We call this innovating with ingenuity--and no government program can teach this.
我想讲述一家曾经收集到了关于其洗衣机有着排水管堵塞问题的反馈意见的中国制造商故事。该公司调查后发现机器工作正常，真正原因是那些农村的消费者们利用那些洗衣机洗土豆。如果是一家美国公司，它将如何解决这个问题呢？通知公关公司敬告那些消费者清洗蔬菜所造成的损害不在其保单规定的保修范围内？这家中国公司有一个更好的主意：它为它的机器增加了清洗蔬菜的模式。我们称之为创新与创造力—没有政府计划可以教授我们这一点。

Global competitiveness in the era of globality--where the new rules are no rules--requires new ways, new thinking. This is a battle that any nation dares not lose.
 全球性时代的全球竞争力—一个新的规则就是没有规则的时代—有赖于新的方法，新的思维。这是一场任何民族都不敢输掉的战斗。

Sirkin is a senior partner at the Boston Consulting Group and a co-author of a new book, Globality: Competing with Everyone from Everywhere for Everything
施平是波士顿咨询集团的资深合伙人和新书《全球性：与无处不在的每个人竞争一切》的共同作者。