时代周刊 德勤CEO凯茜·恩格波特 四大的首位女性CEO(2)（在线收听）

At a time when fewer than one in 10 companies on the Fortune 500 has a female CEO,

在“财富500强”中每10家公司只有不到一家有女性CEO的背景下,

Engelbert exercises a particular brand of soft power, given that she runs the company that helps run 400 of those 500 businesses.

考虑到她管理的那家企业已经参与了上述500强企业中的400家企业的运营管理，恩格波特能成功靠的是非凡的软实力。

(KPMG, another of the Big Four, also has a female CEO.)

（毕马威，四大中的另一个巨头，也有一位女性CEO。）

More than 60% of her employees are millennials, the majority of whom, having been trained by Deloitte, will leave to work elsewhere.

她的员工60％以上都是千禧一代，其中有大部分人，受过德勤的培训，未来都会跳槽去其他企业。

She is responsible for forming tomorrow’s corporate leaders in an era when traditional models of political leadership are in flux—

在这个传统的政治领导模式纷纷动荡不定的年代，她有责任为公司培养未来的领导层，

when, as she says, "we’re walking on business eggshells,

正如她说的那样，在这个时代，“我们都是如履薄冰，

because every morning you wake up and you kind of cringe when you go to look at your breaking news."

因为每天早晨你醒来去看那些重大新闻的时候你都会变得畏畏缩缩。”

Engelbert is also at the helm at a tricky time for financial-services firms.

金融服务企业举步维艰的时候，恩格波特依然能够稳坐泰山。

While they are known for audit and tax services,

虽然这些企业以审计和税务服务著称，

most of the growth in recent years has been in management consulting, the much sexier and more lucrative end of the business.

但他们近年来的大部分增长都来自于管理咨询，这是该行业更诱人也更有利可图一项服务内容。

(Deloitte advises Meredith Corporation, the owner of this magazine.)

（德勤告知本刊母公司梅瑞狄斯。）

Instead of parachuting in to solve a particular problem,

如今，顾问们已经不再需要中途插手来解决某个具体的问题了，

consultants now need to be able to effect a corporate metamorphosis for a whole new environment,

他们需要的是能够让企业转型能够适应全新的环境，

one constantly being remade by digital technology.

适应被科技反复重塑的社会环境。

"Companies used to buy point solutions from us," says Engelbert. "Now they want to buy end-to-end transformation."

“过去企业从我们这里购买的往往是单点解决方案，”恩格波特说。 “现在他们想买的则是终端对终端的转型服务。”

Deloitte hires 18,000 people in the U.S. every year.

每年德勤都要在美国招聘1.8万名员工。

It has to predict who will be useful to businesses in the future.

所以，它必须预测谁未来能对企业有用。

"Now 65% of IT spending is in the cloud," says Engelbert by way of example.

“现在有65％的IT支付都是在云端完成的，”恩格波特举例说。

That requires hiring different people than we hired before. We need more data scientists.

“这就需要我们雇用不同于以前的类型的员工。我们需要更多懂数据的人。”

But it’s not just expertise that she has to build; it’s culture.

然而，她要培养的不止是专业性，更是文化。

"Every day I wake up and say there are 88,000 people going out to clients today," says Engelbert.

“每天醒来，我都会对自己说，今天又有8.8万人要出去见客户，”恩格波特说。

"You have to build the right culture into them."

“所以，你比如在他们身上注入正确的企业文化。”

These issues are not Deloitte-specific.

这些问题并非只有德勤才有。

She believes the concepts of an employee and a workplace are changing rapidly.

她认为，员工和工作场所的概念正在迅速发生变化。

"Jobs are being disconnected from work," she says.

“人们正在将职业和工作分离开来，”她说。

"Work has a whole new definition.

“工作被赋予了全新的内涵。”

There’s the gig economy, the open talent network. So how do you build culture when you can’t build it in your four walls?"

我们有零工经济，有开放式的人才网络，没有办法在固定的公司环境里培养你的公司文化的时候你要怎么培养呢？”