新編研究生綜合英語教程UNIT7(潘海英)

新編研究生綜合英語教程

AdvancedEnglishforGraduateStudents:

GeneralSkills&AcademicLiteracy2021/5/91UnitSeven

Management2021/5/92TextALeadershipStrategy:JackWelchorNapoleonBonaparte?2021/5/93Strategyisaboutdetailedplanning:abattleofwitsbetweentheleader/managerandwhateverforcesheorsheispittedagainst.Evenrelativelysimplebusinessinitiativesrequirestrategicthinking---theneedtoactinawaythatmovesyouclosertothefinalgoal,ratherthaninawaythatmerelysolvestheimmediateproblem.Leadershipistheartandscienceofgettingthingsdonethroughpeople.Agreatleaderdecidesthedirectionofeffortsandthelifeordeathofacompanyoranation.ThroughtheanalysisofstrategiesemployedbyJackWelch,Overview2021/5/94thefirstCEOoftheworldandNapoleonBonaparte,oneofthegreateststrategicthinkersofhistory,theauthorshowsusthesignificantrolestrategyplaysinbusinessesandbattlesandstressesthefactthatifthegrandstrategyisright,thenpotentialvictoryisstillinthedetail,butwithoutbrilliantconceptionandflawlessplanning,theminorstrategiesthatyouemployinpursuitoftheoverallgoalwillfail.2021/5/95

BackgroundInformation

Pre-readingQuestions

TextALeadershipStrategy:JackWelchorNapoleonBonaparte?

Vocabulary

ExercisesTextALeadershipStrategy:JackWelchorNapoleonBonaparte?Contents2021/5/96BackgroundInformation2021/5/97TextALeadershipStrategy:JackWelchorNapoleonBonaparte?

2021/5/98VWritingExercisesIVTranslation2021/5/99JonathanGiffordisalecturerofEuropeanCommunicationsSchool,authorofMarshallCavendishBusiness.Background1.Informationabouttheauthor2021/5/910:.Background2.InformationaboutJackWelch(1935-)Americanbusinessexecutive,authorandchemicalengineer.HewaschairmanandCEOofGeneralElectricbetween1981and2001.DuringhistenureatGE,thecompany’svalueroseby4000%.In2006,Welch’snetworthwasestimatedat$720million.WhenheretiredfromGEhetookaseverancepaymentof$417million,thelargestsuchpaymentinhistory.

2021/5/911:.Background3.InformationaboutNapoleonBonaparte(1769-1821)NapoleonBonapartewasaFrenchmilitaryandpoliticalleaderwhorosetoprominenceduringthelatterstagesoftheFrenchRevolutionanditsassociatedwarsinEurope.AsNapoleonI,hewasEmperorofFrancefrom1804to1814.heimplementedawidearrayofliberalreformsacrossEurope,includingtheabolitionoffeudalismandthespreadofreligioustoleration.HislegalcodeinFrance,theNapoleonicCode,influencednumerouscivillawjurisdictionsworldwide.2021/5/912:.Background3.InformationaboutNapoleonBonaparte(1769-1821)NapoleonisrememberedforhisroleinleadingFranceagainstaseriesofcoalitionsintheNapoleonicWars.HewonthemajorityofhisbattlesandseizedcontrolofmostofcontinentalEuropeinaquestforpersonalpowerandtospreadtheidealsoftheFrenchRevolution.Widelyregardedasoneofthegreatestcommandersinhistory,hiscampaignsarestudiedatmilitaryacademiesworldwide.Heremainsoneofthemoststudiedpoliticalandmilitaryleadersinallofhistory.2021/5/913Q1:Howdoyouunderstandmanagementandstrategy?

Q2:Whatgreatleaderscanyouthinkofinthefieldsofbusiness,politics,themilitary,etc.?Andwhatcharacteristicsorpersonalqualitiesmakeagoodleader?Q3:Doyouthinkthereareanycommoncharacteristicsbetweenbusinessesandbattles?Q4:Canyouciteanyexamplesofstrategyusedinpractice?Pre-readingQuestions2021/5/914:.ManagementManagementistheutilizationofhuman,physical,andfinancialresourcestoachieveorganizationalgoals.Accordingtothemanagementguru

PeterDrucker

(1909-2005),thebasic

task

ofmanagementincludesbothmarketing

and

innovation.Practice

ofmodernmanagementoriginatesfromthe16thcenturystudy

oflow-efficiencyand

failures

ofcertainenterprises,conductedbytheEnglishstatesman

SirThomasMore(1478-1535).Managementconsistsoftheinterlocking

functions

ofcreating

corporatepolicy

and

organizing,planning,controlling,and

directing

anorganization’sresources

inordertoachievetheobjectivesofthatpolicy.Themajorbranchesofmanagementare

financialmanagement,

marketingmanagement,

humanresourcemanagement,

strategicmanagement,

productionmanagement,

operationsmanagement,

servicemanagement

and

informationtechnologymanagement.

2021/5/915Managersarethepeoplewhoconducttheseprocesses.Managementfocusesontheresultsofteamworkratherthanindividualefforts.Itisthejobofthemanagertocoordinatetheworkofothersandisheldaccountablefortheirwork.Thefivemainjobsofmanagersareplanning,organizingandstaffing,leadingandmotivatingtheorganization,coordinationthroughcommunicationofobjectivesandplans,andassessingandmeasuringtheworkofemployees.Effectivemanagersshouldrelyonfourtypesofskills:conceptualskills,interpersonalskills,technicalskillsanddecision-makingskills.Part2_TA1_s2021/5/916ThemostimportantqualitiesforbeingasuccessfulmanagerConceptualskills:abilitytounderstandtherelationshipamongvarioustasksofanorganizationInterpersonalskills:abilitytocommunicatewithcustomersandemployees,tomotivateandinfluencetheactionsandproductivityoftheemployeesTechnicalskills:abilityusedtoperformspecificday-to-daytasksDecision-makingskills:abilityforusingexistinginformationtodeterminehowanorganizations’resourcesshouldbeallocated2021/5/917:.StrategyModernbusinessstrategyemergedasafieldofstudyandpracticeinthe1960s.AlfredChandler

wrotein1962that:"Strategyisthedeterminationofthebasiclong-termgoalsofanenterprise,andtheadoptionofcoursesofactionandtheallocationofresourcesnecessaryforcarryingoutthesegoals.”MichaelPorter

definedstrategyin1980asthe“...broadformulaforhowabusinessisgoingtocompete,whatitsgoalsshouldbe,andwhatpolicieswillbeneededtocarryoutthosegoals”andthe“...combinationofthe

ends

(goals)forwhichthefirmisstrivingandthe

means

(policies)bywhichitisseekingtogetthere.”2021/5/918Inbusiness,strategyisthepathbywhichyoucreatesustainablecompetitiveadvantageoveryourcompetitors.Itislong-termandisconcernedwiththetypeofdecisionsthatrequiresubstantialinvestmentoftime,resourcesandcapital;decisionsthatwillhaveanimpactfarintothefuture.Itisimportantintermsofbeingabletoalignthedifferentelementsofabusinesstogetherandmakesurethatallofthepeopleintheorganizationclearlyunderstandwherethecompanyisgoingandwhat’srequiredinordertogetthereaswellaswhatroletheywillplayinexecutingthecompany’soverallsuccessfulstrategy.Inotherwords,strategyisabout:Whereisthebusinesstryingtogettointhelong-term(direction)?Whichmarketsshouldabusinesscompeteinandwhatkindofactivitiesareinvolvedinsuchmarkets(scope)?Howcanthebusinessperformbetterthanthecompetitioninthosemarkets(advantage)?Whatresources(skills,assets,finance,relationship,technicalcompetence,andfacilities)arerequiredinordertobeablecompete(resources)?

Whatexternal,environmentalfactorsaffectthebusinesses’abilitytocompete(environment)?Whatarethevaluesandexpectationsofthosewhohavepowerinandaroundthebusiness(stakeholders)?2021/5/919:.StrategyInmilitarytheory,strategyis“theutilizationduringbothpeaceandwar,ofallofthenation‘sforces,throughlargescale,long-rangeplanninganddevelopment,toensuresecurityandvictory”.

RandomHouseDictionaryThefatherofWesternmodern

strategicstudy,

CarlvonClausewitz,definedmilitarystrategyas"theemploymentofbattlestogaintheendofwar."

B.H.LiddellHart’sdefinitionputlessemphasisonbattles,definingstrategyas“theartofdistributingandapplyingmilitarymeanstofulfilltheendsofpolicy“.U.S.NavalWarCollegeinstructorAndrewWilsondefinedstrategyasthe”processbywhichpoliticalpurposeistranslatedintomilitaryaction.”Easternmilitaryphilosophydatesbackmuchfurther,withexamplessuchasthe

TheArtofWar

by

SunTzu

datedaround500B.C.

2021/5/920Q2:Whatgreatleaderscanyouthinkofinthefieldsofbusiness,politics,themilitary,etc.?Andwhatcharacteristicsorpersonalqualitiesmakeagoodleader?Open

2021/5/921PLANNINGAmanagerwantstoreachsomegoals.Whenhewantstosucceedheneedsacertainplanfortheshorttimebutmoreimportantforthelongterm.Aplanconsistingofinvestmentscanbeusefulforthelongterm.Maybetheseinvestmentswillhaveanegativeimpactontheprofitofthecompanythefirstyearsbutwillresultinahigherprofitandariseintheturnover.1.Mostimportantqualitiesofasuccessfulmanager:Part2_TA_Topic-relatedinformation12021/5/922AGOODTEACHERAmanagerneedsagoodteam.Themanagerknowswhichgoalsneedtobereached.Communicationwithyourteamisimportant.Teachyouremployeeswhattheirtasksareandtheirresponsibilitiesandgivethemachancetosharetheirideastoworkinthemostefficientway.Givingcommandsinarespectfulwayisthekeytosuccess.AGOODLISTENERWorkingwithateammeansthatyouneedtounderstandtheattitudesofyouremployees.Trytounderstandtheirmotivationsandincaseofproblemstrytofindsolutionstotheirproblems.Agoodlistenerisalwayssomeonewhohasanopenmindforsuggestionsofemployeesofhisteam.IncaseoneormoreofyourPart2_TA_Topic-relatedinformation22021/5/923employeesdisagreewithyourdecision,itisimportantthatyoucanlistentothemandcometoanacceptablecompromise.Managersneedtotreathisorheremployeesequalregardlessoftherace,religion,age,sexoranyotherfactor.DELEGATIONAmanageristheleaderofacompanyandisresponsibleforalltheworkwhichwillhappeninthecompany.Amanagerneedstodelegatesometaskstohisemployeesbuthecan’tgiveawaytheultimateresponsibility.Hewillbuildastaffteamwithdifferentresponsibilitiesandthesestaffmembersneedtocareforthefinalresultoftheirtasks.Communicationisimportantandwhenthetasksaredonethereistheneedforconversationanddiscussion.FromPart2_TA_Topic-relatedinformation32021/5/924Generally,a

battle

isaconceptualcomponentinthehierarchyof

combat

in

warfare

betweentwoormore

armedforces,or

combatants.A

war

sometimesconsistsofmanybattles.Battlesgenerallyarewelldefinedinduration,area,andforcecommitment.Bothareguidedbystrategyinwhichresourcesshouldbeutilizedfortheultimategoalinthefuture.Q3:Doyouthinkthereareanycommoncharacteristicsbetweenbusinessesandbattles?

2021/5/925Coca-ColaoriginallyenteredChinain1927,butleftin1949.in1979,itreturnedwithashipmentof30,000casesfromHongKong.Since1990ithasbeenmakingprofitsinChinaandithadamarketshareofover50percentshareoftheChinesebeveragesmarketin2002.howdidCokeachievethissuccessinChina?Coke’stopmanagersandindustryobservers,too,believethatitisthecompany’swinningapproachof“Thinklocal,actlocal”thathasenabledittocapturemarketsoutsideoftheUnitedStates.Cokeencourageslocalmanagerstodevelopstrategiesthatarebestsuitedfortheirareas,andregionalofficeshavethefreedomtoapprovelocalinitiatives.Fromtheverybeginning,Coke’sstrategyforre-entryintotheChinesemarkethasbeenbasedonlocalizationoftheentireCoca-Colasystem.Inordertoachievethis,CokehadtoworkcloselywithChinesestate-ownedenterprisesanddevelopstrongrelationshipswiththeChinesestate-ownedenterprisesanddevelopstrongrelationshipswiththeChinesegovernment.ItbroughtitstechnologyandequipmenttoChinaandbuiltbottlingplants,whichitthenhandedownertotheChinese-government.Eventhoughinitiallyithadtoimportcertaininputsfortheproductionprocess,CokeeventuallysourcedthemfromChinesecompanies.ThisstrategyoflocalizationoftheCoca-ColasysteminChinaprovedtobeasuccessandChinagrewtobeitssecondlargestmarketinAsiain2003(intermsofvolume).CokehasenjoyedgreatsuccessinChinaandintheAsianmarketsonthewhole.Accordingtothe2003annualreport,Coke’sAsianoperatingsegmentsboostedinrevenueswhengrowthinitsUSmarketwasslowingdown.source:http://the/download/sony-turnaround-strategy-1.htmlQ4:Canyouciteanyexamplesofstrategyusedinpractice?

2021/5/9261.Severalleadingmodernbusinessleadersseem,surprisingly,todownplaytheimportanceofstrategy.Youcanmaketoomuchfussaboutstrategy,theyimply---youhaveafewclearoptions;justchooseoneandgetonwithit.isitreallythatsimple?TextALeadershipStrategy:JackWelchorNapoleonBonaparte?一些領(lǐng)先的現(xiàn)代企業(yè)領(lǐng)導(dǎo)人似乎，奇怪的是，淡化戰(zhàn)略的重要性。你可以對策略太過計(jì)較，他們暗示---你有幾個(gè)明確的選擇，只需選擇一個(gè)，并應(yīng)對它就可以了。

難道真的那么簡單嗎？

JonathanGifford2021/5/9272.“Strategyisstraightforward---justpickageneraldirectionandimplementlikehell.”JackWelch,forexample---thechairmanandCEOoftheUSA’sGeneralElectricCompany;themanwhogrowthecompanyfromamarketcapitalizationof$27billiontoa$140billion,makingGEthelargestandmostvaluablecompanyintheworld.hemustknowathingortwoaboutstrategy.Buthere’swhathesays:“Inreallife,strategyisactuallyverystraightforward.Youpickageneraldirectionandyouimplementlikehell.”

2.“策略很簡單-只需選擇一個(gè)大方向，然后拼命地實(shí)施。”例如-美國的通用電氣公司董事長兼首席執(zhí)行官杰克·韋爾奇，把市場資本增長從270億美元升到1400億美元，使得GE成為世界上的最大和最有價(jià)值的公司。他必須對戰(zhàn)略略知一二。但這是他說的：“在現(xiàn)實(shí)生活中，戰(zhàn)略其實(shí)很直截了當(dāng)。你選擇一個(gè)大方向，然后拼命地實(shí)現(xiàn)它?！?021/5/928OrAllanleighton,themanwhowasrecruitedbyArchieNormantohelprescuetheUK’sailingAsdasupermarketchain,andwentontobuildthecompanyintooneofBritain’smostsuccessfulretailers.“Strategyisimportant,”saysLeighton,“butitisacompass,notaroadmap.Ittellsyouinwhichdirectionyouareheading,buttheimportantbitishowyougetthere.”或者阿倫.雷特頓，被阿奇諾曼所聘用，以幫助拯救英國疲弱的阿斯達(dá)連鎖超市，并繼續(xù)將公司建設(shè)成英國最成功的零售商之一的人是這樣看待戰(zhàn)略的：“戰(zhàn)略是非常重要的，”他說，“但它是一個(gè)指南針，而不是一個(gè)地圖。它會(huì)告訴你，你正朝著哪個(gè)方向前進(jìn)，但重要的一點(diǎn)是你如何到達(dá)那里。”2021/5/929OrLouisGerstner,themanwhorescuedIBMinthe1990’swhenthestrugglingmainframesupplierwasabouttobedrivenintoextinctionbythenew,smallerandmoreagilepersonalcomputermanufacturers.“Itisextremelydifficulttodevelopauniquestrategyforacompany;andifthestrategyistrulydifferent,itisprobablyhighlyrisky.Executionreallyisthecriticalpartofasuccessfulstrategy.Gettingitdone,gettingitdoneright,gettingitdonebetterthanthenextpersonisfarmoreimportantthandreamingupnewvisionsofthefuture.”或者路易斯.格斯特納，在1990年的時(shí)候挽救IBM，當(dāng)時(shí)這個(gè)苦苦掙扎的主機(jī)供應(yīng)商即將被新的，更小的，更靈活的個(gè)人電腦制造商所淘汰。他眼中的戰(zhàn)略是：“對一個(gè)公司來說發(fā)展一個(gè)獨(dú)一無二的戰(zhàn)略是極其困難的；如果戰(zhàn)略是真的不同，那么它可能是極其危險(xiǎn)的.執(zhí)行確實(shí)是一個(gè)成功的戰(zhàn)略的重要組成部分。做完它，做對它，做得比別人好遠(yuǎn)比憧憬未來更重要?！?/p>

2021/5/9303.Sostrategyissimple.Andhavinganingeniousnewstrategyislessimportantthancarryingitoutsuccessfully.Infactitmightbedangerous.Itthatright?Let’slookatonelastquotefromMr.Welch.“WhenIbecameCEOin1981,welaunchedahighlypublicizedinitiative:benumberoneornumbertwoineverymarket,andfix,sellorclosetogetthere.Thiswasnotourstrategy,althoughI’veoftenhearditdescribedthatway.3.因此策略很簡單。具有獨(dú)創(chuàng)性的新戰(zhàn)略沒有成功地實(shí)現(xiàn)它重要。事實(shí)上，這可能是危險(xiǎn)的。是這樣嗎？

讓我們來看看韋爾奇說過的一句話?！爱?dāng)我在1981年成為首席執(zhí)行官[GE]的時(shí)候，我們推出了廣為宣傳的口號(hào)：在每一個(gè)市場成為頭號(hào)或排名第二，為達(dá)目的不惜整頓，出售或關(guān)閉。這不是我們的戰(zhàn)略，雖然我常常聽到有人那么說。2021/5/931Itwasagalvanising

mantratodescribehowweweregoingtodobusinessgoingforward.Ourstrategywasmuchmoredirectional.GEwasgoingtomoveawayfrombusinessesthatwerebeingcommoditizedtowardbusinessesthatmanufacturedhigh-valuetechnologyproductsorsoldservicesinsteadofthings.”這是一個(gè)激勵(lì)人心的口頭禪來形容我們的業(yè)務(wù)應(yīng)該向什么方向發(fā)展。我們的策略不僅僅是方向性的。通用電氣公司打算從生產(chǎn)商品化產(chǎn)品轉(zhuǎn)向生產(chǎn)高附加值的科技產(chǎn)品或出售服務(wù)替代出售產(chǎn)品?！?/p>

2021/5/932Grandstrategyversusstrategy4.IwouldarguethattheseCEO’sbluechipcorporationsaretakingaslightlyOlympianviewoftheconceptof“strategy.”Let’scallwhatheyaretalkingabout“grandstrategy”astrategy,butintheoverarchingsense,liketheAmericancarindustrysayingthattheyaregoingtomoveoutgas-guzzlersandintosmaller,morefuel-efficientmodels.大戰(zhàn)略與策略

4.我認(rèn)為，這些CEO的藍(lán)籌公司都對戰(zhàn)略概念采取了稍微涵蓋一切的觀點(diǎn)。讓我們把他們所談?wù)摰摹按髴?zhàn)略”稱為一個(gè)戰(zhàn)略，但這是在總體意義上來說的，就像美國汽車業(yè)說，他們會(huì)從高耗油車輛轉(zhuǎn)型到更小，更省油的車型。2021/5/933AndperhapsthisiswhereAllanleightonandLouisGerstnerwerecomingfromintheirearlierquotes.“Itwassimple,”Leightonmightsay.“Asdahadalwaysbeenaboutvalue.”O(jiān)rGerstnermightsay:“Itwassimple.WehadtogetIBMbacktothinkingaboutcustomerservice.”Maybe,forachiefexecutive,that’sstrategy---andrightlyso.ButIcan’tagreewithWelchwhenhesaysthat“Benumberineverymarket,andfix,sellorclosetogetthere”wasnotastrategy.也許這就是阿倫.雷特頓和路易.斯格斯特納先前所說的。“這很簡單,”雷特頓可能會(huì)說。“阿斯達(dá)一直與價(jià)值有關(guān)。”格斯特納可能會(huì)說：“這很簡單。我們必須讓IBM回到考慮客戶服務(wù)上面來?！币苍S，對于一個(gè)首席執(zhí)行官來說，這就是戰(zhàn)略–-的確如此。但我不同意韋爾奇的“在每一個(gè)市場成為世界第一或排名第二，為達(dá)目的不惜整頓，出售或關(guān)閉”不是一個(gè)戰(zhàn)略的觀點(diǎn)。2021/5/934Itwas,inmyhumbleopinion,averyclearbusinessstrategy:oneofthemanystrategiesthatWelchmusthaveemployedinpursuitofhisgrandstrategy,tomoveoutofcommodities.AndIalsodon’tbelieve(asLeightonandGerstnerappeartobelieve)that“l(fā)owlevel”strategyissimpleoreasilychosen,evenoncethegrandstrategyisclear,orthatitisdifficulttodevisearadicallynewstrategy.依我的愚見，那是很清晰的商業(yè)策略：是韋爾奇在追求他的大戰(zhàn)略---離開商品制造業(yè)時(shí)必定采用的許多戰(zhàn)略之一。而且我也不贊同這種說法（雷特頓和格斯特納似乎相信）：一旦大戰(zhàn)略是明確的，那么“低層次”的策略是很簡單或容易選擇的，或者說是很難設(shè)計(jì)出一種全新的戰(zhàn)略。

2021/5/935Abattleofwits5.Strategyisaboutdetailedplanning;abattleofwitsbetweentheleader/managerandwhateverforcesheorsheispittedagainst.Evenrelativelysimplebusinessinitiativesrequire“strategic”thinking---theneedtoactinawaythatmovesyouclosertothefinalgoal,ratherthaninawaythatmerelysolvestheimmediateproblem.智慧的戰(zhàn)役

5.戰(zhàn)略是關(guān)于詳細(xì)規(guī)劃，是一場領(lǐng)導(dǎo)者/管理者和任何他或她反抗的勢力之間的智慧戰(zhàn)役。即使是相對簡單的業(yè)務(wù)計(jì)劃也需要“戰(zhàn)略”思維-需要你以更接近最終的目標(biāo)的方法行動(dòng)，而不是以只是解決了眼前的問題的方式行事。

2021/5/9366.NapoleonBonapartewas,inmyopinion,oneofthegreateststrategicthinkersofhistory,abrilliantplannerandamasterfullogistician.Inacareerstuddedwithbrilliantvictories,Napoleon’smostoverwhelmingstrategicvictorywasperhapshiscampaignof1805,whenhemadeapreemptive

strikeagainstthearmiesofAustriaandRussianwhowerecombiningforcestoinvadeFrance.6.拿破侖·波拿巴，在我看來，是歷史上最偉大的戰(zhàn)略思想家，杰出的策劃者和高超的軍需師之一。在滿是輝煌的勝利的職業(yè)生涯中，拿破侖的最壓倒性的戰(zhàn)略勝利也許是他1805年的戰(zhàn)役，當(dāng)時(shí)他對奧地利和俄羅斯聯(lián)合入侵法國的軍隊(duì)進(jìn)行了先發(fā)制人的打擊。2021/5/937Hedispatched

210,000troopsfromnorthernFrancetotheDanube,collecting25,000Bavarianalliesalongtheway:anunprecedentednumberofmentravellingmorethantwohundredmilesintheremarkablyshorttimeofthirteendays.NapoleonsurprisedtheAustrianswithboththespeedanddirectionofhisattack,cuttingthemoffinthefortresscityofUlmontheupperreaches

oftheDanube.TheAustrianGeneralMackwasforcedtosurrenderhis30,000menwithoutanysignificantbattlehavingbeenfought.他派出210,000軍隊(duì)從法國北部到多瑙河，沿途匯集25,000巴伐利亞盟友：以空前數(shù)量在十三天非常短的時(shí)間行駛兩百多英里。拿破侖以他的攻擊的速度和方向震驚了奧地利人，在多瑙河上游的要塞城市烏爾姆切斷他們。奧地利將軍馬克在沒有任何顯著戰(zhàn)斗的情況下被迫帶著30000人投降。2021/5/938拿破侖的浮躁的騎兵指揮官則無法執(zhí)行拿破侖以類似的方式包圍俄國軍隊(duì)的計(jì)劃從而使拿破侖處于一個(gè)非常暴露的位置，即使他的騎兵指揮官確實(shí)取得了占領(lǐng)奧地利首都維也納的紀(jì)念性勝利。法國軍隊(duì)在八周的征戰(zhàn)后非常疲憊，其通信線路也延伸太長。Napoleon’simpetuouscommanderofcavalrythenfailedtoexecuteNapoleon’splantoencircletheRussianarmyinasimilarway,leavingNapoleoninaveryexposedposition,eventhoughhiscavalrycommanderdidachievethetrophyvictoryofoccupyingVienna,theAustriancapital.Frenchtroopsweretiredaftereightweeksofcampaigning;theirlinesofcommunicationwereverystretched.2021/5/939俄國人會(huì)合了奧地利軍隊(duì)的殘部，他們的聯(lián)合部隊(duì)現(xiàn)在人數(shù)達(dá)到90,000人。拿破侖進(jìn)退兩難。他做了一個(gè)重要的戰(zhàn)略決策：攻擊。從明顯的弱點(diǎn)位置，他向敵人進(jìn)軍，引誘他們進(jìn)入決戰(zhàn)，這是他最好的成功的的希望---奧斯特利茨戰(zhàn)役（在現(xiàn)在的捷克共和國）。

TheRussianshadmetwiththeremnantsoftheAustrianArmyintheinteriorandtheircombinedforcesnownumberedsome90,000men.Napoleonwasexposedbetween

arockandahardplace.Hemadeakeystrategicdecision:attack.Fromapositionofapparentweakness,hemarchedtowardstheenemy,luring

themintothedecisivebattlethatwashisbesthopeofsuccess---thebattleofAusterlitz,inwhatinnowtheCzechRepublic..2021/5/940

7NapoleonmarchednorthfromViennawithonly53,000troops.TheAllieswatchedastheFrencharmyseemedtowalkintoatrap.Onthedayofthebattle,Napoleonsprungatrapwithinatrap.Havingmadeagreatshowofrelinquishingthekeyhighgroundofthechosenbattlefield,inaapparentconfusion,beforetheactionbegan,heallowedtheRussianandAustrianAlliestoseizethiscommandingposition.HethendisposedofhistroopsinawaythatencouragedtheAlliestoattackhisapparentlyvulnerablerightwing.AstheAlliespouredtroopsoffthehighgroundinthecentertoattackthiswing,theFrenchattackedwithreinforcementswhohadarrivedbyforcedmarchfromVienna,asplanned,ontheveryeveofthebattle.7.拿破侖的只有53,000人的部隊(duì)從維也納向北部前進(jìn)。盟軍看著法軍仿佛走進(jìn)一個(gè)陷阱。在戰(zhàn)斗的這一天，拿破侖在陷阱中拿出了王牌。讓人很困惑的是，在行動(dòng)開始前，法軍故意做出放棄了選擇戰(zhàn)場的關(guān)鍵制高點(diǎn)的樣子，他讓俄羅斯和奧地利的盟友占領(lǐng)了這一制高點(diǎn)。然后，他以鼓勵(lì)盟軍攻擊他顯然是脆弱的右翼方式部署他的部隊(duì)。當(dāng)盟軍海嘯般從高地攻擊法軍的右翼部隊(duì)時(shí)，法國和它的增援部隊(duì)開始還擊，這支增援部隊(duì)是按計(jì)劃在戰(zhàn)斗的前夕從維也納急行軍抵達(dá)的。2021/5/941

Aheavyfogfilledthevalleybeneaththeheights,concealingthetroopsthatNapoleonwasgatheringathiscenter.Asthesunbrokethroughthemistatnineo’clock---”theglorioussunofAusterlitz”---theFrenchstormedandseizedthehighground,cuttingtheAlliedpositionintwo.TheRussiansandAustrianslost15,000killedwith12,000takenprisoner:nearlyonethirdoftheirforce.Theremainderofthearmywasscattered:theRussiansretreatedthroughHungaryandPoland.Thedayafterthebattle,theAustrianEmperoraskedforanarmistice.高地之下的山谷大霧彌漫，隱藏了拿破侖在中心聚集的部隊(duì)。當(dāng)太陽在九點(diǎn)透過薄霧的時(shí)候-“奧斯特利茨的偉大太陽'–法軍猛攻并占領(lǐng)了制高點(diǎn)，切斷盟軍的位置，把它一分為二。俄國人和奧地利人失去了15,000人，12,000被俘：損失了近三分之一的力量。該部隊(duì)的殘余也分散了：俄羅斯通過匈牙利和波蘭撤退。戰(zhàn)役后的第二天，奧地利皇帝要求停戰(zhàn)。

2021/5/942Destroytheoppositionasacohesiveforce8.ThebattleofAusterlitzwassurelyagreat“strategicvictory.”Napoleonneverwantedmerelytowinabattle;ineverycampaign,hetriedtobringtheenemytoapositionwheretheirdefeatwouldbecatastrophic.Hesoughteithertoneutralise

wholearmiesbyoutmanoeuvringthem,ortodestroythemasacohesivefightingforce.Napoleonoutthoughthisenemiesstrategically,whichwasfarmoresignificantthanhisundoubtedtacticalbrillianceonthebattlefield.集中優(yōu)勢兵力摧毀敵人

8.奧斯特利茨戰(zhàn)役無疑是一個(gè)巨大的“戰(zhàn)略勝利”。拿破侖從來不想只是為了贏得一場戰(zhàn)役，在每一場戰(zhàn)斗中，他盡力把敵人逼到災(zāi)難性的失敗的絕境。他要么智勝一籌地打垮整個(gè)軍隊(duì)，要么作為一個(gè)有凝聚力的戰(zhàn)斗力量摧毀他們。拿破侖在戰(zhàn)略方面是智勝了他的敵人，這是遠(yuǎn)遠(yuǎn)比在戰(zhàn)場上他不容置疑的戰(zhàn)術(shù)輝煌更為重要。

2021/5/943也許杰克·韋爾奇會(huì)說，拿破侖只是簡單地“選擇了他的大方向并拼命地實(shí)現(xiàn)它罷了。如果是這樣的話，那么我們將不得不后退一步，考慮什么可以代表拿破侖的“大戰(zhàn)略”---這個(gè)讓他選擇了”大方向”并實(shí)現(xiàn)它的總體戰(zhàn)略。9.PerhapsJackWelchwouldarguethatNapoleonhadsimply“pickedhisgeneraldirectionandimplementedlikehell.”Ifthatisthecase,thenwewouldhavetostepbackandconsiderwhatwouldrepresentNapoleon’s“grandstrategy”---theoverarchingstrategythatwouldthenenablehimtopick“generaldirections”andgetimplementing.2021/5/944Atthisstageinhiscareer,hisgrandstrategywasthedefenseoftheFrenchRepublic:eversincetheFrenchRevolution,theestablishedmonarchiesofEuropehadtriedtosnuffouttherevolutionandreestablishtheFrenchBourbonmonarchy.OnWelch’sanalysis,Napoleonwasfollowingthis“generaldirection”andimplementingawaybydestroyingorneutralizingtheinvadingAustrianandRussianarmiesandconcludinganextremelyfavorablearmistice.在他的職業(yè)生涯的這個(gè)階段中，他的大戰(zhàn)略是保衛(wèi)法蘭西共和國：自法國大革命以來，歐洲的各帝國就一直試圖扼殺革命，并重新建立法國波旁王朝。依韋爾奇的分析，拿破侖就是在這個(gè)“大方向”的指導(dǎo)下，通過摧毀或打垮入侵奧地利和俄國軍隊(duì)并締結(jié)一項(xiàng)極為有利的停戰(zhàn)協(xié)議而實(shí)現(xiàn)了他的目標(biāo)。

2021/5/94510.Atthispoint,weareindangerofarguingaboutsemantics.Nevertheless,Iwouldarguestronglythat,althoughNapoleon’s“strategy”wasthedefenseofFrance,hislower-leveldecisions-tosurprisetheAustrianswiththespeedanddirectionofhisfastattack,ortoluretheAlliesintoadecisivebattle---werestillstrategicdecisions.在這一點(diǎn)上，我們存在爭論語義的危險(xiǎn)。不過，我強(qiáng)烈認(rèn)為，雖然拿破侖的“戰(zhàn)略”是保衛(wèi)法國，但是他的低層的決策-以他的快攻的速度和方向震驚了奧地利人或引誘盟軍進(jìn)入決戰(zhàn)–仍然是戰(zhàn)略決策。2021/5/946Grandstrategy:lifeofdeath11.Intriguingly

itwasNapoleon’sgrandstrategythatwaslatertoleadtohisdownfall.Britain,un-invadedandunconquered,becameanincreasingthorninNapoleon’sside

asitusedthehugereservesofcashandcredit,derivedfromtheindustrialrevolutionandtheexpandingempire,tofundalliancesofvariousEuropeannationsagainstthenewFrenchRepublic.大戰(zhàn)略：生或死

11.很困惑的是，正是拿破侖的大戰(zhàn)略導(dǎo)致他后來的失敗。英國，這個(gè)未被入侵和征服的國家，越來越成為拿破侖的身邊的刺，因?yàn)樗脕碓从诠I(yè)革命和不斷擴(kuò)大的帝國的巨額的現(xiàn)金和信譽(yù)儲(chǔ)備給各個(gè)聯(lián)盟的歐洲國家提供資金反對新的法蘭西共和國。2021/5/947NapoleondecidedtostarveBritainofcash:hewouldconquerthewholeofEuropeandforcethecontinenttostoptradingwithBritain.Itwasanover-ambitiousstrategythatledhimtoinvadeBritain’soldtradingally.Portugal,andthenSpain,andfinallyRussia,withdisastrousconsequences.拿破侖決定要困死英國的現(xiàn)金：他要征服整個(gè)歐洲，并迫使歐洲大陸停止與英國的貿(mào)易。入侵英國的交易老友葡萄牙，然后西班牙，最后是俄羅斯，正是這個(gè)過度野心的戰(zhàn)略給他帶來了滅頂之災(zāi)。

。2021/5/94812.Welch,Leighton,Gerstnerandtheirfellowbusinessleaderswillnotbewrong:getthegrandstrategyrightandthensweattheexecution;getitwrongandyouraredoomed.But,ifthegrandstrategyisright,thenthedevil(andpotentialvictory)isstillinthedetail.Youcanexecuteforallyou’reworthbut,withoutbrilliantconceptionandfaultlessplanning,theminorstrategiesthatyouemployinpursuitoftheoverallgoalwillfail.12.韋爾奇，雷特頓，格斯特納和其他的企業(yè)領(lǐng)袖不會(huì)是錯(cuò)的：只要大戰(zhàn)略正確了，那么就拼命地執(zhí)行;弄錯(cuò)了，你是注定要失敗的。但是，如果大戰(zhàn)略是正確的，那么拼命地執(zhí)行（和潛在的勝利）仍然取決于細(xì)節(jié)。您可以不顧一切地執(zhí)行，但是，沒有杰出的構(gòu)思和完美的規(guī)劃，你在追求的大目標(biāo)時(shí)所使用的小策略將會(huì)失敗。

2021/5/94913.AndIsticktomyguns:theseareindeedstrategies:theyarenotmere“implementation.”13.我固執(zhí)己見：這些的確是策略：他們不是單純的“實(shí)施”。

2021/5/950downplay[?da?nplei]vt.tomakesomethingseemlessimportantthanitreallyis低估，輕視Thepresshasdownplayedthepresident’sroleintheforeignaffairs.報(bào)界貶低了總