HOW E-SMART ARE YOU

Translate into Vietnamese

HOW E-SMART ARE YOU?

The Internet is shattering the law of business and companies need to keep up

1. Are you an e-believer? Then you probably are convinced that the Internet rewrites the rules of competition, overturns conventional wisdom about how to run a company, and offers limitless opportunities to grow new businesses and create wealth.

2. Or are you cyberspaced-out? Perhaps you think that the Internet is overhyped, or that e-commerce promises more than it has delivered, or that e-mail and websurfing consume too much time, draining productivity.

3. Enthusiast or sceptic - choose your side of the debate. These are just some of the views expressed by leaders of organisations throughout the world. Beneath these general attitudes lie a series of assumptions about whether, when, and how much to change. When Internet experts talk about the old days, they mean late 1997. E-commerce is sweeping the landscape of almost every industry so rapidly that the concept of new has become irrelevant.

4. The advent of the Internet is a massive, even unprecedented, exercise in managing change. The Internet presents a new context for all businesses, whether or not they conduct transactions over the www or add dotcom to their names. Established companies in traditional industries are just beginning to grapple with the nature and magnitude of the changes. Some are waiting to let their customers, suppliers, or competitors determine their fate.

5. But success is not simply a matter of linking to the Internet or creating a website. One leader used the analogy of putting lipstick on a bulldog to express efforts to get old companies to do business on the web. Not only is this makeover job hard to do, but the bulldog doesnt suddenly become beautiful because it is forced to wear lipstick. A company is not transformed just because it creates a website. Success requires changing the model for how to organise the work and lead the organisation. It requires challenging traditional assumptions about organisation, communication, decision-making, operating style, managerial behaviour - and then defining a new way. That is a human problem, not a technological one.

6. To take full advantage of the potential in e-business, leaders must lead differently, and people must work together differently. Lets call this new way of working e-culture - the human side of the global information era, the heart and soul of the new economy.

7. E-culture is neither well-defined nor well-understood. If an enterprise is not born digital, then what must it change in its culture and operating style to become digital? To identify the dimensions of e-culture, the readiness of companies to embrace it, and the capability of leaders to lead within it, a global e-culture project has been launched. The project includes Harvard Business School cases, interviews with selected executives in companies with contrasting strategies, and a global print and online survey.

8. The projects initial investigations have uncovered a long list of reasons established companies give for shifting slowly, or not at all, into e-business mode. Barriers to change range from a reluctant workforce, or financial and human resource constraints. In some slow-moving companies, leadership itself is a barrier. This is easy to understand: taking advantage of any major new technology requires rethinking every aspect of the whole system.

Translate into English

1. Mt s nh kinh t cho rng c th quc gia ny thot ra khi khng hong qu nhanh nn khng th tin hnh nhng ci cch c bn. (may)

2. Mt s Ngh s M pht biu rng chnh ph thc ra bit trc v thm ho s xy ra tp on Enron v l ra h nn cnh bo iu vi dn chng. (should)

3. Hn Quc hn phi n lc rt nhiu mi c th cho chng ra khi cn bo ti chnh chu (must)

4. Mc d c mt s ph n Nht Bn rt thnh t trong kinh doanh, nhng hu ht cc cng ty ca Nht u do nam gii iu hnh.

5. Mc d rt tn tm vi cng ty nhng vn c nhiu nhn vin Nht mun c nhiu thi gian rnh ri hn.

6. Mc d c thi quen lm vic vi cng cao, nhng nhiu ngi Nht vn bit cch ngh ngi hp l sau gi lm vic.

7. K nguyn cng ngh thng tin khng ch em li c hi m cn c thch thc, nht l i vi cc cng ty cha nng lc n nhn n.8. thu ht u t trc tip nc ngoi trong khu vc ti chnh, chnh ph cn ban hnh nhng chnh sch u i i vi cc ngn hng c vn u t nc ngoi.

9. Phng n kinh doanh s tht bi nu khng c chun b k lng.