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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 eculture - 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.