英文部分來(lái)自 Economist 雜志.. 12月10日的期刊..

翻譯僅作學(xué)習(xí)之用.. 感謝閱讀喔 -v-

CHARLES KOCH may well be the most demonised businessman in America, with his younger brother, David, a close second. Journalists argue that he is the mastermind of the country’s vast right-wing conspiracy. Lunatics have made death threats. The ultra-rich, particularly those who made their original fortunes in oil and gas, are supposed to make amends by giving their money to liberal causes. The Kochs have instead spent hundreds of millions backing conservative political causes (though Charles Koch has no love for Donald Trump), lobbying for lower taxes and attacking the idea of man-made global warming.

說(shuō)到全美最被妖魔化的商人，Charles Koch可能當(dāng)仁不讓缺脉，而他弟弟 David 大概位列第二。 記者們認(rèn)為他是本國(guó)右翼陰謀的大策劃者，瘋子們甚至發(fā)出了死亡威脅椅野。超級(jí)富豪們，尤其是那些在石油和天然氣中積累了原始財(cái)富的人锭碳，應(yīng)該通過(guò)在自由主義上花錢來(lái)彌補(bǔ)欺税。 Kochs卻反其道而行之环肘，他把數(shù)億美元都花在游說(shuō)降低稅收和攻擊人為全球變暖的觀點(diǎn)上?欲虚，以此支持保守的政治原因（雖然 Charles Koch 并不喜歡 Donald Trump ）。

背景知識(shí)

這里有個(gè)梗廷臼，因?yàn)镈onald Trump也是支持這兩個(gè)政治觀點(diǎn)的苍在，作者在括號(hào)里解釋Koch并不是因?yàn)橹С諸rump的政見(jiàn)才出錢的绝页，Koch 只是 Koch。

Mr Koch doesn’t come across as Dr Evil. ?True, the headquarters of Koch Industries is a collection of black boxes outside Wichita, Kansas; the security screening is rigorous. But its CEO has more of the air of a university professor. Despite his $40bn fortune, he lives in a nondescript neighbourhood in one of America’s most boring cities, puts in nine or more hours a day in the office and lunches in the company canteen. He doesn’t seem that interested in his surroundings: complimented on the firm’s art collection, he says his wife takes care of that sort of thing. What he is really interested in is books and ideas.

Koch 并不是什么魔鬼博士（這里是和第一句的demonised呼應(yīng)寂恬，解釋這人并不是傳統(tǒng)認(rèn)知中的妖魔）续誉，誠(chéng)然Koch工業(yè)的總部就是Knasas州的Wichita以外安檢嚴(yán)格的黑盒子集合，但它的CEO卻是個(gè)這樣的大學(xué)教授：盡管他有400億美元的財(cái)富初肉，他住在美國(guó)最無(wú)聊的城市中酷鸦，一個(gè)不起眼的街區(qū)，每天在辦公室工作九個(gè)小時(shí)以上牙咏，在公司餐廳吃午飯臼隔，他對(duì)周圍的環(huán)境漠然初之：贊揚(yáng)公司藝術(shù)藏品的時(shí)候，他說(shuō)都是他的妻子在管這些東西妄壶，他真正感興趣的是書和想法摔握。

It was as an engineering student at the Massachusetts Institute of Technology in the 1950s that he first fell in love with ideas. There he hit on the subject that has preoccupied him since: why some human organisations flourish while others stagnate. He gorged on the Austrian school of economics—F.A. Hayek, Joseph Schumpeter and, his personal favourite, Ludwig von Mises, Hayek’s mentor. He devoured American polemicists such as F.A. “Baldy” Harper, whose treatise of 1957, “Why Wages Rise” (because of productivity improvements by workers, not union action), he describes as “l(fā)ife-changing”.

作為一個(gè)20世紀(jì)50年代在麻省理工學(xué)院就讀的工程系學(xué)生，他一開(kāi)始醉心于一些想法丁寄。在那里氨淌，他開(kāi)啟了從那以來(lái)一直關(guān)注的話題：為什么一些人類組織得以蓬勃發(fā)展，而其他人則停滯不前伊磺。他汲取了奧地利經(jīng)濟(jì)學(xué)派—— F.A. Hayek,Joseph Schumpeter以及他個(gè)人最喜歡的盛正，Hayek 的導(dǎo)師Ludwig von Mises 。他向 比如 F.A.“Baldy”Harper 這類美國(guó)的辯論家飽學(xué)諸多屑埋，這個(gè)人1957年發(fā)表了一篇論文“為什么漲薪”（這是由于工人的生產(chǎn)力改善豪筝，而不源自工會(huì)行動(dòng)），他將此描述為“人生變革”摘能。

Since then his reading has taken him far and wide. The bookshelves in his office are stuffed with works of history, biographies and the latest titles with big ideas. He is surprisingly keen on Howard Gardner, a quintessential Harvard-Yard liberal, and his theory of multiple intelligences (linguistic, musical and interpersonal among them). But Mr Koch found the answer to his question about how organisations prosper by reading the classical liberals: he regards the “spontaneous order” of the free market—the notion that systems are best left to correct naturally, free of human intervention, with the price mechanism allocating resources to the most efficient use—with the same awe with which he regards the natural order of the universe.

從那時(shí)開(kāi)始续崖，閱讀充實(shí)了他。他辦公室的書架上放滿了歷史徊哑、傳記和最新標(biāo)題與偉大想法的作品袜刷。令人吃驚的是聪富，他欣賞 Howard Gardner莺丑，一個(gè)典型的哈佛大學(xué)自由主義者和他的多元智能理論（語(yǔ)言、音樂(lè)和人際關(guān)系）墩蔓。而Koch發(fā)現(xiàn)了通過(guò)閱讀古典自由主義來(lái)振興組織的問(wèn)題的答案：他認(rèn)同自由市場(chǎng)的“自發(fā)秩序”這個(gè)概念——體系最好自然運(yùn)作梢莽，少了人類的干預(yù)，價(jià)格機(jī)制將資源分配給最有效的使用 - 他對(duì)宇宙的自然秩序報(bào)以同樣的敬畏奸披。

Mr Koch has used his reading to forge a theory of management which the Charles Koch Institute, his think-tank-cum-philanthropic outfit, has trademarked as market-based management or MBM. The main idea is that market signals should operate just as vigorously within organisations as between them. Workers should be paid according to the value they add rather than their position in the hierarchy. Koch Industries keeps base pay low (it is regarded as just a down-payment on the year’s value-added reward) and workers are often paid more than their bosses. Companies should grant “decision rights” to those employees who have records of making choices that boost profits.

Koch先生以他的閱讀積淀 在他的智囊團(tuán)和慈善機(jī)構(gòu) Charles Koch研究所內(nèi)創(chuàng)造了一個(gè)管理理論昏名，這個(gè)理論已被注冊(cè)為市場(chǎng)化管理或MBM。核心思想是市場(chǎng)信號(hào)在組織內(nèi)部應(yīng)該像在它們之間一樣有力地運(yùn)行阵面。工人應(yīng)該根據(jù)他們?cè)黾拥膬r(jià)值轻局，而不是他們?cè)趯哟谓Y(jié)構(gòu)中所處的位置來(lái)獲取報(bào)酬洪鸭。Koch 工業(yè)集團(tuán)提供了較低的底薪（它被視為只是一個(gè)年初的增值獎(jiǎng)勵(lì)的首付），工人經(jīng)常賺得比他們的老板還要多仑扑，公司應(yīng)該給那些有提高利潤(rùn)的記錄的員工“決策權(quán)”览爵。

As Mr Koch’s philosophy took shape, so his company boomed. When he took over as chief executive from his father in the late 1960s Koch Industries was a small company centred on oil and gas with $200m in yearly sales and 650 employees. Today it is the second-largest private firm in America, with $100bn in annual revenues and more than 100,000 employees. It is one of the world’s largest commodities traders, operates three ranches covering more than 460,000 acres, processes some 600,000 barrels of crude oil a day and produces a wide range of materials such as paper towels, nylon and spandex. Koch Industries estimates that its value has increased over 4,500 times since 1960, outperforming the S&P 500 index by a factor of nearly 30.

隨著Koch的理念逐步形成，他的公司也在蓬勃發(fā)展镇饮。當(dāng)他在20世紀(jì)60年代從他父親手中接任首席執(zhí)行官時(shí)蜓竹，Koch工業(yè)只是一家以石油和天然氣為中心的小公司，年銷售額2億美元储藐，員工650名俱济。到了今天，它已經(jīng)是美國(guó)第二大私營(yíng)公司钙勃，年收入1000億美元蛛碌，員工超過(guò)10萬(wàn)人。它是世界上最大的商品貿(mào)易商之一辖源，經(jīng)營(yíng)著面積超過(guò)46萬(wàn)英畝的三個(gè)牧場(chǎng)左医，每天處理大約60萬(wàn)桶原油，生產(chǎn)比如紙巾同木、尼龍和氨在內(nèi)的各種材料浮梢。粗略估計(jì)，Koch 工業(yè)自1960年以來(lái)彤路，其價(jià)值增加了4500多次秕硝，超過(guò)標(biāo)準(zhǔn)普爾500指數(shù)將近30倍。

背景知識(shí)

標(biāo)準(zhǔn)普爾500（Standard & Poor's 500洲尊，S&P 500）远豺，又譯為史坦普500，是一個(gè)由1957年起記錄美國(guó)股市的平均記錄坞嘀，觀察范圍達(dá)美國(guó)的500家上市公司躯护。標(biāo)準(zhǔn)普爾500指數(shù)的組成股票是由一個(gè)委員會(huì)選擇并會(huì)更換股票。這個(gè)運(yùn)作模式較接近道瓊斯工業(yè)平均指數(shù)丽涩，不過(guò)它的嚴(yán)格性卻不同于一般的其他指數(shù)棺滞，其他指數(shù)都是少見(jiàn)嚴(yán)格的。也正因?yàn)闃?biāo)準(zhǔn)普爾500指數(shù)評(píng)選公司的嚴(yán)格矢渊，它的股市代表性極強(qiáng)继准，甚至足以顯示美國(guó)經(jīng)濟(jì)的興衰。

Yet MBM has attracted remarkably few imitators. Mr Koch says that Morning Star, a California-based tomato producer, has also experimented, independently, with an internal-market system, but that hardly suggests a fashion. One reason may be that Koch Industries is based in the Midwest, away from the great business-theory factories such as Harvard or Stanford. Another is that it is easy to imagine MBM degenerating into a time-consuming bureaucracy. In any case, the firm’s success probably owes as much to Mr Koch’s managerial drive as to MBM (insiders joke that Koch stands for “keep old Charlie happy)”, and to two big insights: that its core competence in processing, transporting and trading can be applied to a wide range of commodities; and that the Midwest is full of first-class engineers and technicians educated in places like Murray State University and the University of Tulsa.

然而MBM已經(jīng)吸引了一些效仿者矮男。 Koch先生說(shuō)移必，加利福尼亞州的番茄生產(chǎn)商晨星也獨(dú)立地嘗試了內(nèi)部市場(chǎng)制度，但這基本不代表一種潮流毡鉴。一個(gè)原因可能是Koch工業(yè)公司位于中西部崔泵，遠(yuǎn)離了諸如哈佛或斯坦福等商業(yè)理論產(chǎn)地秒赤。另一個(gè)原因是，很容易想象MBM會(huì)變成一個(gè)耗時(shí)的官僚機(jī)構(gòu)憎瘸。不管怎樣倒脓，公司的成功可能歸功于 Koch 用MBM進(jìn)行的管理驅(qū)動(dòng)（內(nèi)部人士有個(gè)玩笑就是，Koch代表“ 讓老 Charlie 開(kāi)心”）含思，還有兩個(gè)明顯的理由：其處理崎弃、運(yùn)輸和交易的核心能力可應(yīng)用于廣泛范圍的商品，而中西部地區(qū)擁有在Murray 州立大學(xué)和 Tulsa 大學(xué)等地受過(guò)教育的一流工程師和技術(shù)員們含潘。

Even if MBM is not quite the magic formula that Mr Koch claims, however, it serves two clear purposes. It provides a diverse and rapidly growing company with a glue. Koch employees speak of MBM with the same enthusiasm that General Electric’s employees once talked about Six Sigma. Unsurprisingly, many have read Mr Koch’s books on MBM, “The Science of Success” (2007) and “Good Profit” (2015). For the less scholarly, MBM is funnelled into ten “guiding principles” (such as “principled entrepreneurship”) printed on coffee cups and posters throughout the group.

即使MBM不是Koch號(hào)稱的神奇公式饲做，但它有兩個(gè)明確的目的，它提供一個(gè)多樣化和快速成長(zhǎng)的有粘性的公司遏弱。 Koch員工談到MBM時(shí)也有著同樣的熱情盆均，通用電氣的員工曾經(jīng)談及六標(biāo)準(zhǔn)差。不出所料漱逸，許多人都讀過(guò)Koch先生關(guān)于MBM的書泪姨，一本是“成功的科學(xué)”（2007年），一本是“好利潤(rùn)”（2015年）饰抒。而不那么學(xué)術(shù)的肮砾，MBM融入的方式是被印在整個(gè)集團(tuán)的咖啡杯和海報(bào)的十個(gè)“指導(dǎo)原則”上（比如“基本創(chuàng)業(yè)精神”）。

背景知識(shí)

六標(biāo)準(zhǔn)差（英語(yǔ)：Six Sigma袋坑，6 sigma）仗处，又譯為六西格瑪，用于流程改善的工具與程序枣宫，是商業(yè)管理的戰(zhàn)略之一婆誓。

His philosophy also keeps the firm focused on Schumpeter’s idea of creative destruction. Mr Koch is good at spotting opportunities (buying Georgia Pacific, a pulp and paper firm, in 2005 for $21bn, produced a spell of fast growth). Less obviously, he is always pruning businesses that start to fade. Koch Industries could easily have been a low-growth energy company stuck in the middle of the Great Plains. That it has instead succeeded in doubling its earnings every six years or so since the 1960s is thanks in large part to Mr Koch’s unconventional and scholarly mind.

他的思維也使公司專注于Schumpeter 的創(chuàng)造性破壞理論， Koch先生善于發(fā)現(xiàn)機(jī)會(huì)（在2005年花210億美元購(gòu)買了一家紙漿和紙張公司Georgia Pacific也颤，如同魔法一般的飛速增長(zhǎng)）洋幻。相對(duì)低調(diào)的是，他總是精簡(jiǎn)開(kāi)始衰敗的企業(yè)翅娶，Koch工業(yè)可能很容易成為一個(gè)卡在大平原中央的低增長(zhǎng)能源公司文留。1960年代以來(lái)，它成功地將其收益每六年增加一倍故觅，而這很大程度上都要?dú)w功于Koch先生的不走尋常路和學(xué)者思維厂庇。

背景知識(shí)

creative destruction 創(chuàng)造性破壞理論是偉大的經(jīng)濟(jì)學(xué)家Schumpeter 最有名的觀點(diǎn)，這是其企業(yè)家理論和經(jīng)濟(jì)周期理論的基礎(chǔ)输吏。在他看來(lái)，“創(chuàng)造性破壞”是資本主義的本質(zhì)性事實(shí)替蛉，重要的問(wèn)題是研究資本主義如何創(chuàng)造并進(jìn)而破壞經(jīng)濟(jì)結(jié)構(gòu)贯溅，而這種結(jié)構(gòu)的創(chuàng)造和破壞主要不是通過(guò)價(jià)格競(jìng)爭(zhēng)而是依靠創(chuàng)新的競(jìng)爭(zhēng)實(shí)現(xiàn)的拄氯。每一次大規(guī)模的創(chuàng)新都淘汰舊的技術(shù)和生產(chǎn)體系，并建立起新的生產(chǎn)體系它浅。