2020上半年翻译资格初级笔译考试模拟试题

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　　Microsoft’s Transformation Required a Change of Culture(节选)

　　微软转型要求文化变革(节选)

　　However, the turnaround also required a change to the company’s culture and that is the main subject of the LBS study. The shift to cloud-based services meant that revenues would be generated in a different way. Under the old system, clients bought software under a fixed-term contract; once the sale was made, the revenue was guaranteed. Cloud services are paid for on a metered basis; revenue comes in only when customers use them. That required a new approach by the company’s sales team, led by Jean-Philippe Courtois.

　　The shift was enormous. Around 40,000 people had to change how they did their jobs. Three elements were important. First, staff had to understand how customers were using cloud-based services, so that they could be encouraged to use them more. This required 5,000 specialist hires.

　　Second, to permit existing sales staff to concentrate on attracting and retaining customers, they had to be relieved of some duties, such as preparing sales forecasts. Internal review meetings were reduced, including an intimidating ordeal known as the mid-year review in which senior executives grilled employees – and for which workers spent lots of time cramming like students for a test.

　　Lastly, salespeople needed an incentive to put in the work to flog the new products, which were potentially less lucrative for them than the old fixed-term contracts. This involved a greater use of performance bonuses.

　　然而，扭转乾坤还要求变革企业文化，这正是LBS案例研究的主要课题。向云服务转变意味着将以一种不同的方式产生收入。在旧模式中，客户以一份固定期限合同购买软件，一旦销售完成，就锁定了收入。云服务却是按使用量付费，仅在客户使用服务时才会产生收入。这样一来，微软由让-菲力浦∙古德华(Jean-Philippe Courtois)领导的销售团队就得采取一种新方式。

　　这是个巨大的转变。约有四万人不得不改变他们以往的工作方式。其中有三个重要因素。首先，员工必须了解客户使用云服务的方式，以便鼓励他们更多地使用。这需要雇用5000名专业人员。

　　其次，为了让现有的销售人员能够集中精力吸引和留住客户，必须减去他们的一些职责，比如不用再制定销售预测。内部评审会议减少了，包括一项称作年中评定的令人生畏的严酷考验——高级主管长时间“拷问”员工，员工则要像学生备考一样花大量时间做填鸭式的准备。

　　后，需要向销售人员提供激励，好让他们努力地销售新产品，因为他们从新产品中的获利可能少于旧的定期合同。这就需要用到更多的绩效奖金。