经济类外文翻译--风险管理幸存者的前车之鉴(共13页).docx

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1、精选优质文档-倾情为你奉上原文:（译文在后面）Report from Davos: Risk Management Survivors Offer Cautionary TalesWharton management professor joined heads of state, politicians, CEOs, celebrities and others at this years World Economic Forum in Davos, Switzerland, where, he says, the mood seemed to be one of muted optimis

2、m. But, as he points out, there was also a recognition of how much still needs to be done to prevent the kinds of catastrophes - both natural and created - that changed the lives of so many individuals over the past two years. Useem, director of Whartons , offers this report on Davos. Among the 2,50

3、0 business executives, political leaders and others who attended the 2011 meeting of the World Economic Forum in Davos, the mood was one of cautious recuperation from a self-induced, life-threatening illness. The financial crisis had been surmounted but not without lingering frailties, especially th

4、e under-employment of the West. The ongoing political upheavals in Tunisia and Egypt added another crisis to the focus in Davos. The Forum arranged a special session on the unfolding actions in North Africa and the Middle East, and many participants sought frequent updates on the historic events, wo

5、ndering whether the street protests, in the words of the special session, were a tipping point or tsunami, and whether they would result in a soft landing or a bloody one. Still, cautious optimism prevailed among the national and corporate leaders in Davos that they had taken the right steps for at

6、least the financial recovery. Not all their actions had worked, but on balance they had, and many of these leaders promised now to better prepare their agencies or enterprises to manage future threats in a world that has become ever more subject to low-probability but high-consequence events. The Ha

7、itian earthquake and BP oil spill in the Gulf of Mexico served as recent reminders that enormous catastrophes were not only financial - and that much remained to be done for managing extreme risks in a world more vulnerable than ever to both natural and unnatural calamities. The agenda going forward

8、: continue to monitor financial institutions and sovereign debt to prevent systemic collapse, build a learning network, redesign the board and rewire the mind. Continuing Vigilance Several of the more than 35 national leaders in Davos vowed to use their state powers to avoid any financial relapse. I

9、f governments had learned anything from the near death experience of the crisis, it was to more effectively oversee risk takers and their short-term, self-interested decisions. We were standing on the brink of an abyss, said French President Nicolas Sarkozy of the financial crisis, and we had to act

10、. But new perils are now leading toward new brinks, he warned, including the teetering sovereign debt of several European nations and a questioning of the euro. In the wake of the banking crisis, governments must again act boldly to prevent further upheaval. The euro is Europe, he declared. We will

11、never let the euro be destroyed.German Chancellor Angela Merkel added her own defense of the currency, saying it is the embodiment of Europe today. Should the euro fail, Europe will fail. She also sought tougher oversight of the players that had brought on the financial meltdown to begin with: I alw

12、ays said there would be a new deck of cards on the table after the crisis, though governments have not yet managed to deal all the right cards. Do we have the necessary mechanisms in place to ensure sustainable growth globally? We have laid down the groundwork, she stated, but we are not there yet.

13、Similarly, U.S. Treasury Secretary Timothy Geithner warned that, despite six quarters of GDP growth in the U.S., national leaders still had work to do to take catastrophic risks out of the market. And U.K. Prime Minister David Cameron, observing that given the traumas of recent years, the recovery w

14、as always going to be choppy, argued that country officials had no choice but to continue to modernize and adapt their economies or otherwise fall behind and fail. Other country leaders cited additional perils that required still more measures. Indonesian President Susilo Bambang Yudhoyono worried a

15、bout emerging conflicts over food, fuel and water that threatened to elevate private greed over public need. Russian President Dmitry Medvedev warned of the continued fragility of our condition, brought home just days before by a devastating explosion in the Moscow airport. But he, too, cautioned th

16、at the economic recovery was not yet complete. Many tend to speak of the end of the world financial crisis, he stated, but it is quite obvious that it is not all that simple. While the crisis has sobered up everyone, we have coped with only one part of the symptoms of the crisis, and so far we have

17、not found a model for growth. Symptomatic of the heightened awareness of risk management, the Prime Minister of Japan, Naoto Kan, referenced the English utilitarian philosopher Jeremy Benthams principle of creating the greatest happiness for the greatest number. In an era in which the downsides of r

18、isk have become more severe, he said that the Japanese government under his leadership, by contrast, would stress policies that generate not the greatest happiness - but rather a society with the least unhappiness - for the greatest number. Building a Learning NetworkGiven the global financial crisi

19、s and the devastating events in Haiti and the Gulf, it came as no surprise that the World Economic Forum, under the continuing leadership of founder Klaus Schwab, turned the spotlight at this years 41st annual meeting on both the principles and strategies of risk management. The Forum launched a new

20、 (RRN), an initiative to identify leading global risks and to better equip public, private and non-profit leaders with shared means for preventing, anticipating or responding to the risks. As part of the RRN initiative, an annual Global Risks report, already in its sixth year, will continue to rank

21、global perils as one pillar of the new network (the collaborates in the annual reports preparation). At the top of the reports ranking this year were the two inter-related risks of economic disparities and failing governance. The report warned that the benefits of globalization have not been evenly

22、shared, and when combined with unresponsive or ineffective regimes, resurgent nationalism and populism are a likely product. Evidently, it was just those factors in toxic combination that played a major role in stimulating the popular revolt against the long-serving but poorly governed regimes in Tu

23、nisia and Egypt. Two other RRN initiatives announced in Davos were intended to furnish country, company and NGO leaders with better tools for appraising risks and responding to disasters. A new Leading Practices Exchange will provide them with guidance on how to manage and mitigate risks. And a Comm

24、unity of Risk Officers will establish a network for mutual learning and peer counseling among those at the forefront of risk management. The first risks to be tackled by the new network include currency volatility, cyber security and resource scarcity, with others to be added. With this initiative,

25、the World Economic Forum has created an on-going platform to give those engaged in risk management better access to detailed data, proven practices and experienced players. By way of one example: A physician at the Davos meeting who had been active in recovery from the Haitian earthquake reported th

26、at in some areas, relief agencies provided fresh water to survivors free of charge, while in others a modest charge was imposed. The latter practice would help ration and allocate a still scarce resource, vital for recovery. But the physician found that cholera spread far more often through camps th

27、at charged for water than through camps that didnt charge, evidently because even a small cost led survivors to use less water in personal hygiene and food preparation. While charging a nominal amount for potable water made good economic sense, the experience here called into question whether it mad

28、e public health sense. Redesigning the Board The governing board is potentially one of the most pivotal places for the introduction of risk management practices in the view of those attending an annual-meeting session on Redesigning the Board. Chaired by Berkeley professor Laura DAndrea Tyson, who s

29、erves on the boards of several publicly traded companies, the dialogue drew on the experience of Donald J. Gogel, CEO of Clayton, Dubilier & Rice; Richard Haythornthwaite, chair of MasterCard Worldwide; Kevin Kelly, CEO, Heidrick & Struggles; Davide Serra, managing partner of Algebris Investments, a

30、nd Daniel Vasella, chair of Novartis. Leaving aside the question of whether company boards contributed to the recent financial crisis, the boardroom could serve as a barricade against the next crisis - if properly redesigned. The boards traditional focus has been on compliance, control and compensat

31、ion, fulfilling the oversight function mandated by both government regulators and listing requirements. But that is no longer sufficient, suggested several panel members. Directors should also be engaged in company strategy, talent development and risk management. It is a matter of not only feeding

32、the beast - providing investors with expected quarterly returns - but also building the business - advising executives on strategic direction and appropriate risk. To that end, directors should bring not just oversight capabilities to the boardroom. They should also be ready to challenge management

33、practices, exercise independent judgment and resist when executive actions pose excessive risk. It goes the other way, too, suggested one veteran board member: The worst thing is when a management team does not speak out. Directors, another participant pointed out, want management to speak up with i

34、ts concerns. For both sides to speak up, however, smaller boards make better forums. Seven to eight people can debate strategy, noted one governance veteran, the way a board of 15 cannot. If boards were once more ceremonial than substantive, more honorary than productive, that is a dying tradition i

35、n an era when directors are increasingly called - or demand - to serve as strategic advisors. Several directors reported that their boards regularly conduct 360-degree feedback surveys of one another, inviting company executives to appraise their individual performance as well. One board chair even

36、interviews every board member, asking for their appraisals of the other directors, and he then circles back with feedback, commending each director for his or her contribution to the boardroom but also citing one area for the directors improvement. Another director with extensive boardroom experienc

37、e found that the one best question to ask of each director about the others is, If you were the only shareholder of the company, would you want this person on the board? If well redesigned, company boards can thus help their companies in a race to the top - building long-term value and avoiding exce

38、ssive short-term risks - rather than permitting a race to the bottom that had driven some companies into the cauldron of the crisis. In another session, JPMorgan Chase CEO James Dimon reported that his own board had played just such a role when the more recent European sovereign crises materialized.

39、 With billions of dollars of European exposure and short-term losses likely, his board had advised against pulling back. Lets be rational and careful, he said the directors told him. Were in Europe for the long term, we serve a lot of European companies, and staying invested despite the crisis was t

40、he right thing to do. Rewiring the Mind For individuals, there are few better opportunities for re-thinking risk management than those offered by studying ones own setbacks as well as the experiences of others. The annual meeting was fortunate to have included panels on The Merits of Failure and Exp

41、loring the Extremes; a session with Chesley Sullenberger, the USAir pilot who safely landed his aircraft in the Hudson River after both engines failed; and an event with adventurer Alison Levine, who has reached the South Pole, North Pole, and Mt. Everest summit. Working in extremely high stakes env

42、ironments requires taking calculated risks, the antithesis of recklessness that had driven the sub-prime mortgage lending that sparked the financial crisis. And when critical decision points are reached - going for a dangerous summit, landing a stricken aircraft - a total focus on the task at hand a

43、nd the ability to draw on a lifetime of experience are vital for surmounting the perils of the moment. Cautionary Lessons for Managing RiskAmong the more unforgettable personal lessons from the World Economic Forums focus this year on managing risk in a more risky world: Will-power is essential, cal

44、culate the risks, and focus on the goal at hand however stressful the moment - whether restoring an economy, avoiding default, landing an aircraft or climbing a summit. And among the more enduring company and country lessons: Complacency will kill you, good governance is essential, and learn from ot

45、hers mistakes to avoid your own. The annual meeting in Davos served to reinforce a host of such messages. Between meetings, its Risk Response Network, Leading Practices Exchange and Community of Risk Officers will continue the Forums efforts to provide better ways to anticipate, mitigate, and even p

46、revent catastrophic risks from becoming the kinds of disasters that we have witnessed in the financial crisis, Haiti, the Gulf and beyond.译文:达沃斯报告：风险管理幸存者的前车之鉴今年，各国政府首脑、政界精英、企业总裁及各界名人齐聚瑞士达沃斯世界经济论坛，沃顿商学院管理学教授、沃顿领导力与变革管理中心主任迈克尔尤西姆（Michael Useem）在论坛上表示，论坛期间涌动着谨慎乐观的情绪。但是，他随即指出，在过去两年内，各种自然灾害和人为灾难改变了许多人的生

47、活，因此仍有许多工作要做以免悲剧重演，与会者对此均已达成共识。尤西姆就本次达沃斯论坛发表了这份报告。2011年，2,500位商界领导和政治人物出席了达沃斯世界经济论坛，论坛期间涌动着宛如大病初愈后的谨慎复苏的情绪。金融危机已经克服，但是经济形势仍不容乐观，特别是西方国家的就业不足问题。突尼斯和埃及最近发生的政变，则为达沃斯论坛增加了另一个危机主题。就北非和中东的抗议行动，论坛专门安排了一场特别会议，许多参会者不时要求获得此次历史事件的最新消息，同时思考这些街头抗议行动是否会成为特别会议所谓的“引爆点或海啸”，以及是否会导致“软着陆或血腥镇压”。然而，出席达沃斯论坛的国家和企业领导者普遍持有谨慎

48、乐观的态度，至少，他们在经济复苏方面采取的是正确的措施。并非所有的措施都是奏效的，但总体而言是有效果的，而且许多领导者在此承诺，让他们的部门或企业做好更加充足的准备，更加有效地应对未来的危机，因为当今世界越来越受到一些概率不高但后果严重的事件的影响。海地地震灾害以及英国石油公司的墨西哥湾漏油事故给世人敲响了警钟，这些事件表示，许多巨大的灾难不限于金融危机，而且在管理全球极端风险方面，仍有许多工作要做，尤其是在这个世界比以往任何时候都更加容易受到自然灾害和人为灾难破坏的时候。会议议程对将来进行了展望：继续对金融机构和主权债务进行监测以免发生系统崩溃、建立学习网络、重新规划董事会、重新梳理思路。警

49、钟长鸣 在出席达沃斯论坛的三十多位国家领导人当中，有几位领导人坚决表示会动用国家权力，以防止金融危机卷土重来。如果政府从危机中汲取了生死攸关的教训的话，他们将会更加有效地监督风险承担者及其短期的自利决策。“我们临渊而立，”法国总统尼古拉萨科奇就经济危机说道，“我们必须采取行动。”但是新的危机正在将我们引入新的深渊，他警告道，包括若干欧洲国家岌岌可危的主权债务以及对欧元前景的质疑。紧随金融危机之后，政府必须再次大刀阔斧地采取行动，防止出现进一步动荡局面。“欧元是欧洲的命脉，”他说道，“我们绝不能让欧元遭到破坏。”德国总理安格拉默克尔(Angela Merkel)也表示要坚决捍卫欧元，称欧元是“现代欧洲的象征。欧元亡则欧洲亡。”她还要求对一开始引发金融危机的机构加强监督，“我再三强调，在危机过后必须重新洗牌，”但是政府尚未能够将牌全部理顺