原文已被隐藏，你可用 快捷键 - 或点击 显示原文 按钮来查看原文
第一段
1 .Good morning, everyone.
大家早上好。
2 .In the last few lectures I've been dealing with business finance, but now I'm going to move on to business systems.
在过去的几次讲座中，我一直在讲商业金融，但现在我将继续谈一下商业体制。
3 .And in today's lecture I'm going to talk about what can go wrong when businesses try to copy their own best practices.
在今天的讲座中．我将讨论一下当企业试图复制他们自己的最优方法时会出现什么问题。
第二段
1 .Once a business has successfully introduced a new process-managing a branch bank, say, or selling a new product-the parent organization naturally wants to repeat that success, and capture it if possible on a bigger scale.
一旦一个企业成功地引入了一个新的流程一比方说，管理一个支行，或者销售一个新产品一母公司很自然地想要复制自己的成功，如果可能的话，在更大的范围内实施这个流程。
2 .The goal, then, is to utilize existing knowledge and not to generate new knowledge.
该句暂无译文！
3 .It's a less glamorous activity than pure innovation, but it actually happens more often, as a matter of fact.
这听起来并没有创新来的抓人眼球，但实际上它经常发生。
4 .However, surprisingly, getting things right the second time is not necessarily any simpler than it was the first time.
然而，令人惊讶的是，想要复制成功并不比第一次取得成功容易。
第三段
1 .Now, there's been a lot of research into how companies can repeat their previous successes, and it certainly hasn't been confined to the United States.
现在，有很多人研究企业如何复制他们以前的成功，这样的研究不是只有美国才在做。
2 .It seems that most large industries are trying to repeat their own successes, and manage the knowledge they've acquired - but even so it has been shown that the overwhelming majority of attempts fail.
看来，大多数大行业都在试图复制自己的成功，管理他们所获得的知识，但即使如此，绝大多数的尝试已经表明这样做很容易失败。
3 .A host of studies confirm this, covering a wide range of business settings: branch banks, retail stores, real estate agencies, factories, call centres…to name but a few.
一系列的研究证实了这一点，涵盖了广泛的业务背景：分支银行，零售店，房地产中介，工厂，呼叫中心…等等。
第四段
1 .So why do-so few managers get things right the second or third time?
那么，为什么想要复制成功的经理大多都没有成功?
2 .Let's consider one reason for failure-placing too much trust in the people who are running the successful operation, the 'experts'-shall we say.
让我们考虑失败的一个原因一过分相信可以成功管理的人，也就是我们所说的“专家们”。
3 .Managers who want to apply existing knowledge typically start off by going to an expert-such as the person who designed and is running a successful department store-and picking their brains.
想要应用现有知识的管理者通常都会先去找一个专家，例如一个设计并且成功经营百货商店的人，然后学习他们的经验。
4 .Now, this approach can be used if you want to gain a rough understanding of a particular system, or understand smaller, isolated problems.
现在，如果你想要粗略了解某一个体系，或是更小更加孤立的问题，就可以用这种方法。
5 .The trouble is, even the expert doesn't fully grasp the whole thing because when it comes to complex systems, the individual components of the process are interwoven with one another.
问题是，即使是专家并没有完全掌握整个大局，因为在复杂的系统里，流程的独立部分通常是相互交织的。
6 .The expert never has complete access to the necessary information.
专家从来都不能完整的接触到必要信息。
7 .And the situation's complicated even further by the fact that experts are usually not aware of their own ignorance.
而且情况会变得更加复杂，因为专家们通常不能意识到自己的无知。
8 .The ignorance can take various forms.
无知可以采取各种形式。
9 .For instance, a lot of details of the system are invisible to managers.
例如，经理室看不见许多体制的细节。
10 .Some may be difficult to describe learned on the job and well known by workers perhaps, but impossible to describe in a way that's helpful.
有些细节可能很难描述，因为要亲手做了才知道，一半都是工人才能看到的，但是要有建设性地描述这些细节就更加遥不可及了。
11 .And there are some things that people know or do that they're not even aware of.
而且有些细节是人们知道或者做的时候都没有意识到的。
第一段
1 .Now, let's consider two types of mistake that can occur when a manager actually starts to set up a duplicate system to replicate a successful process.
现在，让我们来看一下，当一个管理者开始建立一个系统来复制成功时，可能会出现两种类型的错误。
2 .Firstly, perhaps he forgets that he was just trying to copy another process, and starts trying to improve on it.
首先，也许他忘记了他只是在尝试复制另一个进程，所以会开始尝试改进它。
3 .Another mistake is trying to use the best parts of various different systems, in the hope of creating the perfect combination.
另一个错误是尝试使用各种不同体系的最佳部分，以创造完美的组合。
第二段
1 .Unfortunately, attempts like these usually turn out to be misguided and lead to problems.
不幸的是，这样的尝试通常会误导人，产生问题。
2 .Why?
为什么呢?
3 .Well, for various reasons.
原因各种各样。
4 .Perhaps there weren't really any advantages after all, because the information wasn't accurate.
因为信息不准确，可能体系根本就没有任何好处。
5 .Or perhaps the business settings weren't really comparable.
或者也许是商业背景并没有可比性。
6 .More typically, the advantages are real enough, but there are also disadvantages that have been overlooked.
更典型的是，这些优点是真实的，但也有一些缺点却被忽视了。
7 .For example, the modifications might compromise safety in some way.
例如，改进在某种程度上可能会损害安全性。
第三段
1 .So, what's the solution?
那么，解决方案是什么呢?
2 .Well, I don't intend to suggest that it's easy to get things right the second time... it's not.
好吧，我并不想说复制成功很容易…一点也不容易。
3 .But the underlying problem has more to do with attitudes than the actual difficulty of the task, and there are ways of getting it right.
但真正的问题和态度有关而不是任务本身的难度。
4 .These involve adjusting attitudes, first of all, being more realistic and cautious really.
其中包含改变态度，首先…要更务实，更谨慎。
5 .Secondly, they involve exerting strict controls on the organisational and operational systems.
第二，他们需要对组织和操作系统实施严格管控。
6 .And this in turn means copying the original as closely as possible.
这反过来又意味着尽可能地复制原始。
7 .Not merely duplicating the physical characteristics of the factory, but also duplicating the skills that the original employees had.
不仅仅是复制工厂的物理属性，而且复制原有员工的技能。
8 .Reliance on a template like this offers the huge advantage of built-in consistency.
依赖这样的模板就会有内置一致的巨大优势。