★英語(yǔ)聽力頻道為大家整理的英語(yǔ)聽力：本田勝豐田（有聲雙語(yǔ)）。更多閱讀請(qǐng)查看本站英語(yǔ)聽力頻道。
Think of a successful Japanese car maker and you'll probably think of Toyota. After all it's the world's number one auto manufacturer renowned for its lean production system. But American journalist Jeffrey Rothfeder thinks this popular assumption is all wrong. He reckons the real star of the Japanese car industry is Honda, not Toyota. And he's written a whole book about it called Driving Honda after he was allowed behind Honda's famously private doors. So I asked him what did he find.
談到日本汽車行業(yè)的佼佼者，你或許會(huì)想到豐田，因?yàn)樗吘故鞘澜缟系钠嚿a(chǎn)商，并且以其精益生產(chǎn)系統(tǒng)而聞名。但是美國(guó)記者Jeffrey Rothfeder則并不認(rèn)同這個(gè)民間廣泛流傳的說(shuō)法。他認(rèn)為日本汽車產(chǎn)業(yè)里真正的明星是本田而非豐田。在他有幸進(jìn)入一向含蓄排外本田公司一探究竟之后，他甚至寫了整整一本書，名叫《Driving Honda》，用以闡述自己的看法。那么現(xiàn)在他正在接受我的采訪，告訴我他所發(fā)現(xiàn)的東西。
What Honda does is they essentially set up operations wherever they go, and give them virtually total autonomy to be a local citizen, to basically be a localised company. So it's a very decentralised structure that most multinationals won't even attempt, because most multinationals like to have, like Toyota for example, like to have a very centralised structure. Decisions that Toyota makes in Japan are the ones to get passed around the world, and anything has to be approved through Japan.
本田公司運(yùn)轉(zhuǎn)的精髓就是他們每到一個(gè)地方都會(huì)重新建立起一套經(jīng)營(yíng)方式，并且讓他們幾乎全權(quán)自治成為當(dāng)?shù)仄髽I(yè)。這個(gè)去中心化的結(jié)構(gòu)式大多數(shù)跨國(guó)公司所不敢嘗試的，因?yàn)榇蠖鄶?shù)跨國(guó)公司包括豐田都更偏愛權(quán)力集中的管理模式。豐田公司日本總部所做的決定就是世界各地其他分部需要執(zhí)行的，而分部的任何想法都要先經(jīng)過日本總部的批準(zhǔn)。
Where did that come from, that decentralised idea?這種去中心化的想法是從何而來(lái)的呢？
It's really a small business, still run with the DNA of the founder all over the company. And Honda's always been sort of the startup, the company that had to do things on the cheap, that had to figure out ways to do things, that had to be a great engineering, a great innovation company. And that's what Soichiro Honda really put into the company.
本田其實(shí)是一個(gè)小公司，血液里還流淌著成立之初（小企業(yè)經(jīng)營(yíng)）的DNA。而且本田公司似乎一直都處于小公司啟動(dòng)階段，這是一個(gè)需要精打細(xì)算、想盡一切辦法的公司，他們注定有很強(qiáng)的技術(shù)能力和創(chuàng)新能力。而這也是最初本田宗一郎為公司灌注的精神。
Think of a successful Japanese car maker and you'll probably think of Toyota. After all it's the world's number one auto manufacturer renowned for its lean production system. But American journalist Jeffrey Rothfeder thinks this popular assumption is all wrong. He reckons the real star of the Japanese car industry is Honda, not Toyota. And he's written a whole book about it called Driving Honda after he was allowed behind Honda's famously private doors. So I asked him what did he find.
談到日本汽車行業(yè)的佼佼者，你或許會(huì)想到豐田，因?yàn)樗吘故鞘澜缟系钠嚿a(chǎn)商，并且以其精益生產(chǎn)系統(tǒng)而聞名。但是美國(guó)記者Jeffrey Rothfeder則并不認(rèn)同這個(gè)民間廣泛流傳的說(shuō)法。他認(rèn)為日本汽車產(chǎn)業(yè)里真正的明星是本田而非豐田。在他有幸進(jìn)入一向含蓄排外本田公司一探究竟之后，他甚至寫了整整一本書，名叫《Driving Honda》，用以闡述自己的看法。那么現(xiàn)在他正在接受我的采訪，告訴我他所發(fā)現(xiàn)的東西。
What Honda does is they essentially set up operations wherever they go, and give them virtually total autonomy to be a local citizen, to basically be a localised company. So it's a very decentralised structure that most multinationals won't even attempt, because most multinationals like to have, like Toyota for example, like to have a very centralised structure. Decisions that Toyota makes in Japan are the ones to get passed around the world, and anything has to be approved through Japan.
本田公司運(yùn)轉(zhuǎn)的精髓就是他們每到一個(gè)地方都會(huì)重新建立起一套經(jīng)營(yíng)方式，并且讓他們幾乎全權(quán)自治成為當(dāng)?shù)仄髽I(yè)。這個(gè)去中心化的結(jié)構(gòu)式大多數(shù)跨國(guó)公司所不敢嘗試的，因?yàn)榇蠖鄶?shù)跨國(guó)公司包括豐田都更偏愛權(quán)力集中的管理模式。豐田公司日本總部所做的決定就是世界各地其他分部需要執(zhí)行的，而分部的任何想法都要先經(jīng)過日本總部的批準(zhǔn)。
Where did that come from, that decentralised idea?這種去中心化的想法是從何而來(lái)的呢？
It's really a small business, still run with the DNA of the founder all over the company. And Honda's always been sort of the startup, the company that had to do things on the cheap, that had to figure out ways to do things, that had to be a great engineering, a great innovation company. And that's what Soichiro Honda really put into the company.
本田其實(shí)是一個(gè)小公司，血液里還流淌著成立之初（小企業(yè)經(jīng)營(yíng)）的DNA。而且本田公司似乎一直都處于小公司啟動(dòng)階段，這是一個(gè)需要精打細(xì)算、想盡一切辦法的公司，他們注定有很強(qiáng)的技術(shù)能力和創(chuàng)新能力。而這也是最初本田宗一郎為公司灌注的精神。