第25屆韓素音青年翻譯競賽英譯漢參考譯文
Globalization
全球化
A fundamental shift is occurring in the world economy. We are moving rapidly away from a world in which national economies were relatively self-contained entities, isolated from each other by barriers to cross-border trade and investment; by distance, time zones, and language; and by national differences in government regulation, culture, and business systems. And we are moving toward a world in which barriers to cross-border trade and investment are tumbling; perceived distance is shrinking due to advances in transportation and telecommunications technology; material culture is starting to look similar the world over; and national economies are merging into an interdependent global economic system. The process by which this is occurring is commonly referred to as globalization.
世界經(jīng)濟正在發(fā)生著根本性轉(zhuǎn)變。我們正迅速向一個世界告別，在此世界中，各國經(jīng)濟曾為相對自成體系的實體，因為跨境貿(mào)易和投資的壁壘重重，各國地理位置各異、時區(qū)不同、語言不通，以及各國政府管控制度不一、文化有別、經(jīng)濟體制相異，這些實體彼此獨立。與此同時，我們正邁向一個新世界，在這個世界中，跨境貿(mào)易和投資的壁壘正在坍塌，隨著運輸手段和電信技術(shù)的進步，可感距離日益縮短，世界各地物質(zhì)文化日漸趨同，各國經(jīng)濟日趨相互依存，逐漸融為全球經(jīng)濟體系。正在發(fā)生這一變化的過程通常稱為全球化。
Correspondent: Globalization has been one of the most important factors to affect business over the last twenty years. How is it different from what existed before? Companies used to export to other parts of the world from a base in their home country. Many of the connections between exporting and importing countries had a historical basis. Today, to be competitive, companies are looking for bigger markets and want to export to every country. They want to move into the global market. To do this many companies have set up local bases in different countries. Two chief executives will talk about how their companies dealt with going global. Percy Barnevik, one of the world’s most admired business leaders when he was Chairman of the international engineering group ABB and Dick Brown of telecommunications provider Cable & Wireless.
記者：過去二十年，全球化成為影響商務(wù)活動的最重要因素之一。如今的商務(wù)運營與以往有何不同?過去，企業(yè)從本國基地向世界其他地方出口產(chǎn)品。為了具有競爭力，企業(yè)都在尋求更大的市場，以期出口到每個國家。他們都想進軍全球市場。為了實現(xiàn)這個目標，很多企業(yè)在不同國家設(shè)立了本土基地。兩位首席執(zhí)行官下面會談到他們的企業(yè)是如何躋身全球的。佩爾西·巴列維曾任國際工程集團ABB1的董事長，是位享譽世界的商業(yè)領(lǐng)袖;迪克·布朗來自電信運營商英國大東電報局。
Cable & Wireless already operates in many countries and is well-placed to take advantage of the increasingly global market for telecommunications. For Dick Brown globalization involves the economies of countries being connected to each other and companies doing business in many countries and therefore having multinational accounts.
大東電報局已在許多國家運營，在利用日益全球化的電信市場方面名列前茅。在迪克·布朗看來，全球化意味著各國經(jīng)濟彼此聯(lián)通，企業(yè)在多國經(jīng)營，因而擁有許多跨國客戶。
Dick Brown: The world is globalizing and the telecommunications industry is becoming more and more global, and so we feel we’re well-positioned in that market place. You see currency markets are more global tied, economies are globally connected, more so nowadays with expanded trade, more and more multinational accounts are doing business in many, many more countries. We’re a company at Cable & Wireless now, well-positioned to carry the traffic and to provide the services to more and more companies that now need to get to five countries or twelve countries, we’re often there.
迪克·布朗：世界處于全球化進程中，電信業(yè)也愈來愈全球化，所以我們覺得，我們在電信市場占有先機。眾所周知，貨幣市場愈加全球化，各個經(jīng)濟體全球聯(lián)通，現(xiàn)今隨著貿(mào)易擴大，這種聯(lián)系更加深化，越來越多的跨國企業(yè)客戶在更多的國家經(jīng)營業(yè)務(wù)。作為大東電報局的子公司，我們的市場地位十分有利，能夠滿足通信需求，為越來越多的公司服務(wù)，即使這些公司需要馬上開通五個甚至十二個國家的業(yè)務(wù)，我們也能隨時覆蓋到這些市場。
Correspondent: When Percy Barnevik became head of the international engineering group ABB, his task was to make globalization work. He decided to divide the business into over a thousand smaller companies. In this way he believed the company could be both global and local. In answering the question “How do you make globalization work?”, Percy Barnevik describes the “global glue” that keeps the many different people in ABB together. He then looks at the need to manage the three contradictions of company: it is decentralized but centrally controlled, it is big and small at the same time and it is both global and local.
記者：佩爾西·巴列維掌管國際工程集團后，他的任務(wù)就是推進公司的全球化。他決定將企業(yè)分成千余家小型公司。他認為這會讓企業(yè)既具有全球化，又具有本土性。在回應“您是怎樣使全球化奏效的”提問時，佩爾西·巴列維描述了能使國際工程集團眾多不同的人員協(xié)同工作的“全球膠”。隨后，他還談了需要處理企業(yè)的三大矛盾問題：分散經(jīng)營和集中管理的矛盾，大型集團與小型公司的矛盾，全球化視野與本地化經(jīng)營的矛盾。
Percy Barnevik: We have now for ten years after our big merger created a “global glue” where people are tied together, where they don’t internally compete, but support each other, and you have global leaders with global responsibility and your local managers working with their profit centers, and if you have the right, so to say, agenda for these people and the right structure, you can use a scale of economy and your advantages of bigness but being small. We used to say you have three contradictions: decentralized and still centrally controlled, big and small, global and local, and, of course, to try to make these contradictions work together effectively, then I think you have a big organizational competitive edge.
佩爾西·巴列維：大兼并以來已經(jīng)十年，這期間，我們創(chuàng)造了一種“全球膠”機制，這種機制將公司員工凝聚起來，人們不再內(nèi)部競爭，而是互相支持，如此一來，企業(yè)既有全球管理者承擔全球職責，也有地方經(jīng)營者負責地方盈利，因此可以說，如果妥善設(shè)定這些人員的工作目標，合理設(shè)置組織機構(gòu)，就能夠利用規(guī)模經(jīng)濟效應，發(fā)揮企業(yè)既大又小的優(yōu)勢。我們過去常說企業(yè)要面對三對矛盾：分散經(jīng)營與集中管理的矛盾，大型集團與小型公司的矛盾，全球化視野與本地化經(jīng)營的矛盾，當然， 還要盡力促使這些矛盾有效協(xié)同，如此我便認為企業(yè)在組織層面上具有了更強大的競爭優(yōu)勢。
Correspondent: Globalizations can bring advantage to a business, but how does a company go global? Dick Brown mentions three ways companies can achieve “globalness”. Firstly, companies can work together in alliances. Secondly, they can acquire or buy other companies, and thirdly they can grow organically by expanding from their existing base.
記者：能為企業(yè)增益的全球化途徑很多，但公司如何才能走向全球呢?迪克·布朗提及公司能夠具備“全球性”的三個途徑：一是與其他公司聯(lián)盟;二是收購或購買其他公司;三是在已有基礎(chǔ)上自身拓展。
Dick Brown: Well, as you go global, and a handful or more of companies are going to really push out, in my view, to be truly global companies, and some of them, maybe all of them, will also work to be local. They’ll be local in chosen markets and global in their ability to carry their customers’ needs from continent A to continent B. We want to be one of the companies that’s both global and local. Alliances are one way to be global, it’s not the only way to be global; you can acquire your way to “globalness”, you can organically grow your way to “globalness”, you can have alliances which help you get global quicker, so you take your pick.
迪克·布朗：在你走向全球之時，其他一些公司或更多的公司也想切實向外拓展業(yè)務(wù)，在我看來，他們也想成為真正的全球性公司，而其中一些公司或許所有公司也會著力本土化經(jīng)營。這些公司在既定市場著眼于當?shù)?，而在將客戶需求從一個大陸傳帶到另一個大陸的服務(wù)能力方面卻又放眼全球。我們希望成為既有全球性又具有地方性的公司之一。走向全球，聯(lián)盟是一個途徑，但并非唯一途徑?？渴召?，可走向“全球”;靠本身自然發(fā)展，也能走向“全球”;聯(lián)盟能幫助你更快地走向全球。因此，你自己的路要自己選。
Percy Barnevik: You have to start from the top with local people who understand language, culture and so on, and I think in this global world where the East is coming up now, that’s a winning recipe.
佩爾西·巴列維：從高層開始，公司就必須聘用通曉語言、文化等方面的本地人。我認為，在東方正在崛起的全球化世界中，這是一個致勝的良策。
Correspondent: ABB already found the winning recipe. Its theory of globalization has become the company’s working practice. So how do you make theory work in practice? Percy Barnevik believes that successful globalization involves getting people to work together, overcoming national, cultural barriers and making the organization customer-driven.
記者：國際工程集團已經(jīng)找到制勝良策，其全球化理念已經(jīng)轉(zhuǎn)化為該公司的運營實踐。那么，您是如何將理念成功地應用于實踐的呢?佩爾西·巴列維認為，成功實現(xiàn)全球化需要員工攜手工作，克服國家障礙和文化障礙，形成一切以客戶需求為導向的運營機制。
Percy Barnevik: You see the easy thing is to have the theory, but then to make the systems work, to make people really work together, to trust each other — Americans, Europeans, Asians, to get over these national cultural barriers and create a common glue, ABB, and then make them customer-driven. If you can achieve that, and create that culture deep down then I think you have an important competitive edge.
佩爾西·巴列維：大家知道，提出理念不難，難在使各系統(tǒng)實際運作，讓員工在工作中同心協(xié)力，相互信任——美洲人、歐洲人、亞洲人，不僅要消除各國文化障礙，打造一種共識膠，即國際工程集團，而且要做到一切為顧客著想。倘若你能達到這個目標，并使這種文化深入人心，那么我覺得，你就具備了重要的競爭優(yōu)勢。
Correspondent: What Dick Brown and Percy Barnevik have shown is that there are different routes to globalization and that companies have to work hard to succeed in going global. Actually one of the disadvantages of the Global Strategy is that integrated competitive moves can lead to the sacrificing of revenues, profits, or competitive positions in individual countries — especially when the subsidiary in one country is told to attack a global competitor in order to convey a signal or divert that competitor’s resources from another nation. The challenges managers of transnational corporations face are to identify and exploit cross-border synergies and to balance local demands with the global vision for the corporation. Building an effective transnational organization requires a corporate culture that values global dissimilarities across cultures and markets.
記者：如迪克·布朗和佩爾西·巴列維所述，通向全球化有不同的路徑，而要成功走向全球，各公司必須艱苦奮斗。實際上，“全球戰(zhàn)略”存有一些短板，其劣勢之一是，整合式競爭舉措會導致企業(yè)在某些國家犧牲其收入、利潤和競爭地位——這種劣勢在下例情境中尤為突出：有時企業(yè)會指令其在某國的子公司向企業(yè)的全球競爭者發(fā)起攻擊，目的是發(fā)出一個信號，轉(zhuǎn)移該競爭對手在他國的資源?？鐕窘?jīng)營者所面臨的挑戰(zhàn)是認準并用好各種具有跨境協(xié)同效應2的機遇，權(quán)衡公司的本地需求與全球視野。要創(chuàng)建高效的跨國運營機制，需要打造一種尊重各種文化和市場差異性的企業(yè)文化。
【韓素音青年翻譯獎】
《中國翻譯》雜志從1986年開始舉辦青年“有獎翻譯”活動，1989年韓素音女士訪華提供了一筆贊助基金，以此設(shè)立了“韓素音青年翻譯獎”。至2013年，“韓素音青年翻譯獎”競賽已經(jīng)舉辦了二十五屆，是目前中國翻譯界組織時間最長、規(guī)模最大、影響最廣的翻譯大賽。每年獲獎人員來自社會各界，比賽并非是從所有譯文中選出最好的就評為第一名，很多時候會出現(xiàn)第一名空缺的現(xiàn)象，因為評委組是按照嚴格的標準來篩選譯文，沒有最優(yōu)秀的，第一名的位置就會空缺，由此可見韓素音翻譯大賽的權(quán)威性和嚴謹性。
