第25屆韓素音青年翻譯競(jìng)賽英譯漢參考譯文

　　摘要：這是第二十五屆韓素音青年翻譯獎(jiǎng)競(jìng)賽英譯漢參考譯文，原文是一篇以對(duì)話形式談及“全球化”的話題，世界經(jīng)濟(jì)正在發(fā)生著根本性的轉(zhuǎn)變，我們正迅速的向另一個(gè)世界告別。

　　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(jì)正在發(fā)生著根本性轉(zhuǎn)變。我們正迅速向一個(gè)世界告別，在此世界中，各國(guó)經(jīng)濟(jì)曾為相對(duì)自成體系的實(shí)體，因?yàn)榭缇迟Q(mào)易和投資的壁壘重重，各國(guó)地理位置各異、時(shí)區(qū)不同、語(yǔ)言不通，以及各國(guó)政府管控制度不一、文化有別、經(jīng)濟(jì)體制相異，這些實(shí)體彼此獨(dú)立。與此同時(shí)，我們正邁向一個(gè)新世界，在這個(gè)世界中，跨境貿(mào)易和投資的壁壘正在坍塌，隨著運(yùn)輸手段和電信技術(shù)的進(jìn)步，可感距離日益縮短，世界各地物質(zhì)文化日漸趨同，各國(guó)經(jīng)濟(jì)日趨相互依存，逐漸融為全球經(jīng)濟(jì)體系。正在發(fā)生這一變化的過(guò)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(guò)去二十年，全球化成為影響商務(wù)活動(dòng)的最重要因素之一。如今的商務(wù)運(yùn)營(yíng)與以往有何不同?過(guò)去，企業(yè)從本國(guó)基地向世界其他地方出口產(chǎn)品。為了具有競(jìng)爭(zhēng)力，企業(yè)都在尋求更大的市場(chǎng)，以期出口到每個(gè)國(guó)家。他們都想進(jìn)軍全球市場(chǎng)。為了實(shí)現(xiàn)這個(gè)目標(biāo)，很多企業(yè)在不同國(guó)家設(shè)立了本土基地。兩位首席執(zhí)行官下面會(huì)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(guó)際工程集團(tuán)ABB1的董事長(zhǎng)，是位享譽(yù)世界的商業(yè)領(lǐng)袖;迪克·布朗來(lái)自電信運(yùn)營(yíng)商英國(guó)大東電報(bào)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(bào)局已在許多國(guó)家運(yùn)營(yíng)，在利用日益全球化的電信市場(chǎng)方面名列前茅。在迪克·布朗看來(lái)，全球化意味著各國(guó)經(jīng)濟(jì)彼此聯(lián)通，企業(yè)在多國(guó)經(jīng)營(yíng)，因而擁有許多跨國(guó)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(jìn)程中，電信業(yè)也愈來(lái)愈全球化，所以我們覺(jué)得，我們?cè)陔娦攀袌?chǎng)占有先機(jī)。眾所周知，貨幣市場(chǎng)愈加全球化，各個(gè)經(jīng)濟(jì)體全球聯(lián)通，現(xiàn)今隨著貿(mào)易擴(kuò)大，這種聯(lián)系更加深化，越來(lái)越多的跨國(guó)企業(yè)客戶在更多的國(guó)家經(jīng)營(yíng)業(yè)務(wù)。作為大東電報(bào)局的子公司，我們的市場(chǎng)地位十分有利，能夠滿足通信需求，為越來(lái)越多的公司服務(wù)，即使這些公司需要馬上開(kāi)通五個(gè)甚至十二個(gè)國(guó)家的業(yè)務(wù)，我們也能隨時(shí)覆蓋到這些市場(chǎng)。

　　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(guó)際工程集團(tuán)后，他的任務(wù)就是推進(jìn)公司的全球化。他決定將企業(yè)分成千余家小型公司。他認(rèn)為這會(huì)讓企業(yè)既具有全球化，又具有本土性。在回應(yīng)“您是怎樣使全球化奏效的”提問(wèn)時(shí)，佩爾西·巴列維描述了能使國(guó)際工程集團(tuán)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(wèn)題：分散經(jīng)營(yíng)和集中管理的矛盾，大型集團(tuán)與小型公司的矛盾，全球化視野與本地化經(jīng)營(yíng)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(lái)已經(jīng)十年，這期間，我們創(chuàng)造了一種“全球膠”機(jī)制，這種機(jī)制將公司員工凝聚起來(lái)，人們不再內(nèi)部競(jìng)爭(zhēng)，而是互相支持，如此一來(lái)，企業(yè)既有全球管理者承擔(dān)全球職責(zé)，也有地方經(jīng)營(yíng)者負(fù)責(zé)地方盈利，因此可以說(shuō)，如果妥善設(shè)定這些人員的工作目標(biāo)，合理設(shè)置組織機(jī)構(gòu)，就能夠利用規(guī)模經(jīng)濟(jì)效應(yīng)，發(fā)揮企業(yè)既大又小的優(yōu)勢(shì)。我們過(guò)去常說(shuō)企業(yè)要面對(duì)三對(duì)矛盾：分散經(jīng)營(yíng)與集中管理的矛盾，大型集團(tuán)與小型公司的矛盾，全球化視野與本地化經(jīng)營(yíng)的矛盾，當(dāng)然， 還要盡力促使這些矛盾有效協(xié)同，如此我便認(rèn)為企業(yè)在組織層面上具有了更強(qiáng)大的競(jìng)爭(zhēng)優(yōu)勢(shì)。

　　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(gè)途徑：一是與其他公司聯(lián)盟;二是收購(gòu)或購(gòu)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(shí)，其他一些公司或更多的公司也想切實(shí)向外拓展業(yè)務(wù)，在我看來(lái)，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(huì)著力本土化經(jīng)營(yíng)。這些公司在既定市場(chǎng)著眼于當(dāng)?shù)兀趯⒖蛻粜枨髲囊粋€(gè)大陸傳帶到另一個(gè)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(gè)途徑，但并非唯一途徑?？渴召?gòu)，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(kāi)始，公司就必須聘用通曉語(yǔ)言、文化等方面的本地人。我認(rèn)為，在東方正在崛起的全球化世界中，這是一個(gè)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(guó)際工程集團(tuán)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(yùn)營(yíng)實(shí)踐。那么，您是如何將理念成功地應(yīng)用于實(shí)踐的呢?佩爾西·巴列維認(rèn)為，成功實(shí)現(xiàn)全球化需要員工攜手工作，克服國(guó)家障礙和文化障礙，形成一切以客戶需求為導(dǎo)向的運(yùn)營(yíng)機(jī)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(shí)際運(yùn)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(guó)文化障礙，打造一種共識(shí)膠，即國(guó)際工程集團(tuán)，而且要做到一切為顧客著想。倘若你能達(dá)到這個(gè)目標(biāo)，并使這種文化深入人心，那么我覺(jué)得，你就具備了重要的競(jìng)爭(zhēng)優(yōu)勢(shì)。

　　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(shí)際上，“全球戰(zhàn)略”存有一些短板，其劣勢(shì)之一是，整合式競(jìng)爭(zhēng)舉措會(huì)導(dǎo)致企業(yè)在某些國(guó)家犧牲其收入、利潤(rùn)和競(jìng)爭(zhēng)地位——這種劣勢(shì)在下例情境中尤為突出：有時(shí)企業(yè)會(huì)指令其在某國(guó)的子公司向企業(yè)的全球競(jìng)爭(zhēng)者發(fā)起攻擊，目的是發(fā)出一個(gè)信號(hào)，轉(zhuǎn)移該競(jìng)爭(zhēng)對(duì)手在他國(guó)的資源。跨國(guó)公司經(jīng)營(yíng)者所面臨的挑戰(zhàn)是認(rèn)準(zhǔn)并用好各種具有跨境協(xié)同效應(yīng)2的機(jī)遇，權(quán)衡公司的本地需求與全球視野。要?jiǎng)?chuàng)建高效的跨國(guó)運(yùn)營(yíng)機(jī)制，需要打造一種尊重各種文化和市場(chǎng)差異性的企業(yè)文化。

　　【韓素音青年翻譯獎(jiǎng)】

　　《中國(guó)翻譯》雜志從1986年開(kāi)始舉辦青年“有獎(jiǎng)翻譯”活動(dòng)，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(jiǎng)”。至2013年，“韓素音青年翻譯獎(jiǎng)”競(jìng)賽已經(jīng)舉辦了二十五屆，是目前中國(guó)翻譯界組織時(shí)間最長(zhǎng)、規(guī)模最大、影響最廣的翻譯大賽。每年獲獎(jiǎng)人員來(lái)自社會(huì)各界，比賽并非是從所有譯文中選出最好的就評(píng)為第一名，很多時(shí)候會(huì)出現(xiàn)第一名空缺的現(xiàn)象，因?yàn)樵u(píng)委組是按照嚴(yán)格的標(biāo)準(zhǔn)來(lái)篩選譯文，沒(méi)有最優(yōu)秀的，第一名的位置就會(huì)空缺，由此可見(jiàn)韓素音翻譯大賽的權(quán)威性和嚴(yán)謹(jǐn)性。