【#英語翻譯資格考試# #2020上半年翻譯資格初級筆譯考試模擬試題#】不積跬步，無以至千里，不積小流，無以成江海。©無憂考網整理為大家整理了“2020上半年翻譯資格初級筆譯考試模擬試題”，歡迎閱讀參考！更多相關訊息請關注©無憂考網！

　　Microsoft’s Transformation Required a Change of Culture(節(jié)選)

　　微軟轉型要求文化變革(節(jié)選)

　　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，扭轉乾坤還要求變革企業(yè)文化，這正是LBS案例研究的主要課題。向云服務轉變意味著將以一種不同的方式產生收入。在舊模式中，客戶以一份固定期限合同購買軟件，一旦銷售完成，就鎖定了收入。云服務卻是按使用量付費，僅在客戶使用服務時才會產生收入。這樣一來，微軟由讓-菲力浦∙古德華(Jean-Philippe Courtois)領導的銷售團隊就得采取一種新方式。

　　這是個巨大的轉變。約有四萬人不得不改變他們以往的工作方式。其中有三個重要因素。首先，員工必須了解客戶使用云服務的方式，以便鼓勵他們更多地使用。這需要雇用5000名專業(yè)人員。

　　其次，為了讓現有的銷售人員能夠集中精力吸引和留住客戶，必須減去他們的一些職責，比如不用再制定銷售預測。內部評審會議減少了，包括一項稱作年中評定的令人生畏的嚴酷考驗——高級主管長時間“拷問”員工，員工則要像學生備考一樣花大量時間做填鴨式的準備。

　　后，需要向銷售人員提供激勵，好讓他們努力地銷售新產品，因為他們從新產品中的獲利可能少于舊的定期合同。這就需要用到更多的績效獎金。