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  3. What Is Missing? Carlos Ghosn, the Brazilian-born car executive, is head of the Japanese car manufacturer, Nissan. He spoke

What Is Missing? Carlos Ghosn, the Brazilian-born car executive, is head of the Japanese car manufacturer, Nissan. He spoke

admin2005-10-14  68
问题                          What Is Missing?
    Carlos Ghosn, the Brazilian-born car executive, is head of the Japanese car manufacturer, Nissan. He spoke to reporters about Japanese economy. [TONE]∥[TONE]
    NEWSWEEK: Japan’s economy is even worse off now than when you arrived in 1999. Did you expect it to get this bad? [TONE]∥[TONE]
    GHOSN: Little by little, I’ve come to think that what’s remarkable about Japan is that there is so much potential. I can see it inside and outside Nissan, but so little is delivered. Japan is always extremely strong when there’s a mission. The glorious years have always been driven by a strong, clear vision. It would be fair to say that this vision doesn’t exist today—or if it exists, it is blurred. Or fake. People talk about problems, with bad loans and things. What is missing is a clear vision that would mobilize all the qualities Japanese people can show in periods of challenge. [TONE]∥[TONE]
    Why are people saying Japan has a problem? What goals would be realistic? [TONE]∥[TONE]
    First, Japan did not grow as much as people were expecting. Second, the creation of value and wealth were on very strong up trend until the 1990s. How can Japan resume wealth creation? And how can Japan grow again? Let me give you an example in the automobile market. At its peak, 6 million cars were sold in Japan per year. Today we’re barely at 4 million. One objective may be to say: "How can we return to the peak years?" Coming back to the best performance Japan has reached would represent a big jump forward. [TONE]∥[TONE]
    Why don’t more companies put their own houses in order? Nissan is certainly a model. [TONE]∥[TONE]
    There is a lot of coverage of Nissan. From the beginning we anticipated this. I had a sense that we needed to be extremely transparent because we would be introducing a lot of change, and for change to work people need to know why and how we’re making these changes. Because Japan’s strengths are (found) particularly at the base. The work force is second to none, and once they are convinced that this is the direction to take, people are willing to go the extra mile for these things to happen. [TONE]∥[TONE]
    Many Japanese fear radical reform. Is there a middle way? [TONE]∥[TONE]
    I personally don’t believe in middle ways. I’m not telling you this to be provocative; at Nissan we would never have taken the middle road. When I met Nissan’s unions in July of 1999. They came to my office and at the end of these informal talks, I asked if there was anything they wanted to tell me as we worked to come up with a plan. They said: "Yes, we have something. Whatever you have to do, do it fast." They just wanted to get out of the tunnel. [TONE]∥[TONE]
    Is Japan overreacting to the threat from China? [TONE]∥[TONE]
    Japan is establishing a very solid relationship with China. When you see the transfers of technologies, the investments and collaborations, Japan is finding very smart ways to associate itself with the government. ObvioUsly, there are many countries that would love to take Japan’s place. But they will do it if, and only if, Japan allows them to do it. I don’t think there is a major outside threat to Japan. The major threat is internal. We’re not recognizing the potential of the country and not acting on this potential. [TONE]∥[TONE]
    With Japan’s stock prices at 20-year lows, is now a good time to invest? [TONE]∥[TONE]
    This is the moment to invest, both for Japanese people and for those outside Japan who are seeking opportunity. It will have to be active investment; you’ll have to work on it to make sure it delivers. But it’s an opportunity, no doubt about it. [TONE]∥[TONE]   
选项
答案 什么东西丢了? 卡洛斯?戈恩是一位巴西裔的汽车经理人，现在是日本汽车制造商尼桑公司的老板，他同记者谈 论日本的经济情况。 《新闻周刊》：日本现在的经济状况比你1999年刚来的时候要糟糕得多，你是否预料到了这一点? 戈恩：我渐渐地认识到日本的过人之处在于它的潜力，无论是在尼桑公司还是其他地方我都能看到这一点，但潜力发挥得却有限。一旦有了使命感，日本就会非常强大，过去的辉煌岁月正是由 于有一种强大而清晰的远见。公平地讲，现在这种远见已经不复存在了，或者说，即使存在，也不 再清晰可见，或者说是假象。人们谈论各种问题，谈论不良贷款，还有其他东西，但缺乏一种清晰 的远见，正是这种丢失的远见才能够激发起日本人在困难时期所表现出的所有民族品质。 为什么人们说日本存在问题?什么样的目标是现实的目标? 首先，日本没有像人们预计的发展得那么快；其次，价值与财富创造在20世纪90年代前达到了高峰。那么，日本如何能继续创造财富?如何能再次发展呢?我举一个汽车市场的例子。在最好 的时候，日本每年能销售600万辆汽车，而现在只有400万辆。所以我们可以这样定一个目标：怎 样才能回到过去最好的时期?而回到历史最好时期就意味着一个跳跃式发展。 为什么越来越多的公司不进行必要的改革?尼桑就是一个典型代表。 有很多关于尼桑的报道，从一开始我们就估计到了这一点。我有一种感觉，我们需要极端地透明，因为我们要进行变革。要使变革成功，就要让人们知道我们为什么以及怎样进行变革。因为日本的实力 体现在基层，其生产力是首屈一指的，而且一旦他们坚信选定的方向的话，就会全力以赴去实现目标。 很多日本人害怕激进式的变革，有没有中间道路可走? 我个人并不相信有中间道路，我这么说并不是和谁过不去。在尼桑我们从不走中间道路。1999年7月份，我会见了尼桑的工会人员，他们来到我的办公室，当时我们正在制订一项计划。在这种 非正式谈话结束的时候，我问他们还有什么想说的。他们说：“有，就是不管你要做什么，一定要行 动迅速。”他们只想尽快走出黑暗。 日本是不是对中国的威胁反应过激? 日本正在和中国建立非常稳固的关系。你看到有技术转让、投资、合作等等，日本正在寻求非 常明智的方法与中国政府接触。当然，很多国家都想取代日本的地位，但只有日本允许他们取代， 他们才能取代。我并不认为日本存在严重的外部威胁，主要的威胁是来自内部，也就是说，他们认 识不到本国的潜力，不能发挥这种潜力的作用。 日本股价创下了20年来的新低，这是不是投资的最佳时机? 这确实是投资的最佳时机，无论对于日本人还是寻求机遇的外国人来说都是如此。这种投资必 须是积极主动的，要全力以赴，确保投资的有效性。但这的确是个机遇，这一点毫无疑问。
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