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Take clothing retailer H&M (HMB ). Every time it designs a new outfit, the Swedish company can choose on the fly among more than 700 manufacturers worldwide. It looks for the right skills, geographic proximity, and ability to finish the job quickly -- and then gets the plant rolling in a matter of hours or days. Or consider Wipro Ltd., the Indian outsourcing firm. It does engineering and design for clients, and in some cases, part of its fee is based on the success of the product it delivers. Customers can keep costs low, until they know they\'ve got a hit on their hands. \"Our clients are under a lot of pressure to get new products faster into the market. Their core employment isn\'t adequate for it, so they\'re looking for partners who can do it for them,\" says Azim Premji, Wipro\'s chairman.
Then there\'s technology. The Internet has become ubiquitous, so companies can connect with talent anywhere in the blink of an eye, inside or outside the company. Open-source software can be plucked off the shelf to become the foundation of new software programs or Web sites. Algorithms can be used to slice and dice market information and spot new trends.
Perhaps most important, today\'s fleet companies are embracing a management approach that would have been heresy just a decade ago: If you don\'t fail occasionally, you\'re not pushing hard enough. Executives tend to try lots of things, expecting a number of them to flop. It doesn\'t matter as long as you produce a steady stream of hits. Even losers can burnish a company\'s reputation for innovation if they\'re seen as exciting experiments. \"It\'s not just O.K. to fail; it\'s imperative to fail,\" says Seth Godin, a marketing expert and author of several books, including Unleashing the Ideavirus.
- 1 decade agoFavorite Answer
帶衣服零售商H&M(HMB)。 每當它設計新全套裝備時，瑞典公司能從全世界的超過700個製造商中挑選高速旋轉。 它尋找正確的技能，地理接近和迅速完成工作的能力 -- 然後使植物在比較短的時間裡或者天滾。 或者認為Wipro為有限公司，轉包業務的印度人堅定。 它設計和去客戶的設計，並且有時候，部分的它費用的基于成功的那些產品它交付的那兒。 用戶能保持花費低，直到他們知道他們手上有擊中。 "我們的客戶是在使迅速的新產品進入市場的許多壓力下。 他們的核心雇用不足夠它，因此他們正尋找能為他們做它的合伙人，"Wipro的主席，Azim Premji 說。
然後有技術。 網際網路變得無所不在，公司能在或者在公司外邊內任何地方與才能聯繫一眼睛的眨眼。 打開源軟體可能被扯掉這付架子成為新軟體程式或者網站的基礎。 算法能用來把商情和點新趨勢切成片並且切成小方塊。
或許非常重要，今天的艦隊公司正接受十年前本會是只不過異教的一種管理方法︰ 如果你不偶爾失敗，你推得不足夠嚴重。 執行者傾向于試驗許多事情，期望許多他們移動。 只要你產生一連串穩定擊中，它不重要。 即使如果他們被視為刺激實驗，失主能磨光一個公司的革新的名聲。 "失敗不只是OK； 失敗是緊急的，"塞思‧戈丁，一位幾本書的銷售專家和作者說，包括釋放Ideavirus。