商务英语4课文翻译Making a corporate marriage work

Making a corporate marriage work--翻译

Making a corporate marriage work（By Stefan Stem）

使企业联姻成功

Bringing two companies together is an enormous task.

将两家公司合并是一项巨大的任务。

There are grand, big picture questions that need to be resolved, such as the new group's strategy and direction.

像新集团的战略和发展方向之类的重大的，大局的问题需要解决。

There are also administrative, logistical and technical challenges.

也有来自行政、后勤和技术方面的挑战。

Will new contracts of employment be required?

是否需要新的雇佣合同？

Where should the headquarters of the combined operation be located?

联合运营的总部应该设在哪里？

How can the companies' information technology systems be integrated?

如何将两个公司信息技术系统整合？

'It takes a certain humility to make a merger work,’ says Charles Hampden-Turner, co-author of Building Cross-cultural Competence.

“要使合并成功确实需要谦逊，”查尔斯·汉普登·特纳，《建设跨文化能力》的合著者，他说。

'It doesn’t follow that your company is a better one simply because it has taken another company over.

“仅仅由于你的公司兼并了另一个公司，并不意味着你的公司更好。

It just means that you've got more money and have been prepared to pay: he says.

它只是意味着你有更多的钱并准备好为此支付”他说。

Work on bringing the partners together should start well before the deal becomes public knowledge.

应该在交易成为公共信息前，努力将合作双方撮合在一起。

But how can executives start planning integration without the news leaking out?

但高管们如何开始计划整合却不泄露消息呢？

Some use a so-called clean room’, where both sides to a deal can meet and discuss fut ure plans confidentially.

一些人使用所谓的“无尘室”，在那里交易双方可以会面并秘密地商讨未来计划。Computer manufacturers Hewlett Packard and Compaq, for example, adopted this appro ach in their $25bn (￡13 3bn) merger.

例如,电脑制造商惠普公司和康柏电脑公司就在其250亿美元的合并中采用了这种方法。Speed is of the essence.

速度是非常重要的。

Roger Pudney of the UK's Ashridge business school says; 'There is often a tendency for c ompanies to relax once the deal is signed, but this is precisely the point at which speed o f implementation becomes crucial.

英国阿什里奇商学院的Roger Pudney表示,“公司常常倾向于在签署合约后放松（警惕），但是此时恰恰是实施速度变得至关重要的时点。

Successful Mergers & Acquisitions companies stress the importance of quick wins as a wa y of demonstrating that the new combination is already producing added value.’

成功的并购公司强调速效方案作为一条说明新组合已产生附加值途径的重要性

HP and Compaq ran a series of 'Fast Start' seminars for their staff as soon as the deal wa s announced, to provide reassurance and a sense of direction - seminars that had been p lanned in advance in the clean room.

惠普和康柏电脑公司一宣布合并交易，就为他们的员工进行了一系列“快速启动”研讨会，为员工提供安慰和方向感，这些研讨会是提前在“无尘室”中计划好的。

Offering employees detailed information is essential at the early stage.

在早期为员工提供详细的信息是至关重要的

An internal human resources website set up for HP and Compaq staff received 2m hits o n the day the merger was unveiled.

一个为惠普和康柏电脑公司员工设置的内部人力资源网站，在宣布合并当天获得了2百万（2M是什么的缩写不清楚）的点击率。

Managers will inevitably be occupied with practical, administrative changes, such as esta blishing new terms and conditions and pushing through any redundancies.

经理将不可避免地忙于应对实践的、管理的变化，例如制定新的合同条款和推进冗余的消除。Yet dealing with the cultural issues in a merger is more subtle and challenging.

然而处理合并过程中的文化问题更微妙和更富有挑战性。

And when things go wrong in this context they can go wrong very quickly.

当事情在这种情况下出错时，他们可能非常容易出问题。

Michelle Bligh, a professor at Claremont Graduate University, California, has suggested m easures leaders should take to avoid the worst consequences of mergers.

米歇尔·布莱，加州克莱蒙特大学的教授，她建议领导者应该采取措施以避免兼并最坏的后果。

After studying a merger of health organizations in the US, Prof Bligh advised leaders to a void taking a dictatorial, top-down approach or micro managing the transition They need respond as the new situation demands, she says, and must 'help followers negotiate, mo dify and even manipulate cultural similarities and differences in the post- merger environ ment'.

在研究了一家美国健康机构的合并案例后，布莱教授建议领导者避免采取独裁的，自上而下的方法或者对过渡进行微管理。他们需要回应新形势的要求，她说，在合并后的环境中必须帮助追随者协商、修改甚至控制文化异同。

Prof Bligh identifies a few simple ground rules.

布莱教授认同一些简单的基本规则。

Managers should recognize cultural differences between the companies, for example, by l earning about the history of the new partner.

经理应该认识到公司间的文化差异，例如，通过学习新伙伴的历史。

They should give employees reasons why change is necessary, and find practical ways of communicating.

他们应该为员工解释为什么变化是必要的，并找到实用的交际方式。