Question

高手请进：英语论文翻译

Understanding the motivation
It is critical to establish a concept read of what innovation really means to the hiring organization (or client), so that the "innovation process" can be uniquely— and appropriately— tailored to address the specific challenges and requirements of that organization. But getting this foundational knowledge of what an "acceptable output of an innovation project" is...well, more difficult than one would suspect. It sounds obvious, but in order to define what innovation means to the client, the consulting firm contracted for the innovation services first needs to understand the client's motivation for seeking innovation services. Corporations typically seek innovation services in response to one of three situations:
1. They are currently engulfed in the flames of the "burning platform" (as Russ Ward, Director of New Product Development at IMP, Inc. calls it). Their profits are dropping, their products are not selling and they don't know what to do about it.
2. They have emerged from the days of the "burning platform" and have come to understand that innovation is not a start/stop process, but an evolving one that requires constant attention.
3. They are a leader in their industry and are determined to stay there. Failure is accepted within their organization because they understand and fully embrace the numbers game in product development.
Each of these situations generates a different definition (and role) for innovation within the hiring organization, and consequently defines a different landscape for how to manage the gig. For companies engulfed in the flames of the "burning platform," they've found innovation in a reactive mode. Speed is of the most concern, and "innovation" in this context often means taking the me-too approach to what their competitors are doing. For organizations that have recently emerged from the days of the "burning platform," their focus is on the quick hits and small wins— they're thankful that they have found some stability within their organization, but the days of job insecurity are too close for them to feel comfort in thinking "blue sky." For the industry leaders, they've usually got time— and the benefits of positive cash flow— on their side. They can think strategically about where they are today, and where they want to move in the future. They still need the small wins, but they can afford to think more tactically about how those successes contribute to a larger corporate strategy.
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Answer 1

了解动机
这是至关重要的，以建立一个概念，读什么样的创新，真正的手段，雇用组织（或客户） ，使“创新过程” ，可独特的和适当的定制，以解决面临的具体挑战和要求，该组织。但获得这个基础知识，什么是“可接受的输出一创新工程”是… …好，更难以比1将嫌疑人。它听起来很明显，但为了界定什么是创新，就是到客户端，该咨询公司签订合同的创新服务，首先需要了解客户的动机，寻求创新服务。公司通常会寻求创新服务的回应之一三种情况：
1 。他们目前正笼罩在战火“燃烧平台” （作为儒病房主任，新产品开发，在进出口公司要求它） 。他们的利润下降，他们的产品不销售，他们不知道做什么，关于它。
2 。他们出现了从天的“燃烧平台” ，并已经认识到，创新是不是一个启动/停止的过程，而是一个不断发展的一个需要不断的关注。
3 。他们的领导人在他们的行业，并决心呆在那里。失败是接纳他们的组织，因为他们理解和充分接受数字游戏在产品开发上。
每个这些情况会产生一个不同的定义（和作用）创新雇用组织，并因此定义了一个不同的景观，为如何管理演出。公司笼罩在战火“燃烧平台” ，他们已经找到创新的一种反应模式。速度是最关注的问题， “创新”在这方面往往意味着以我也是的办法是什么，他们的竞争对手正在这样做。为组织最近出现了从天的“燃烧平台” ，其重点是快速安打和小赢，他们很感谢他们发现，一些稳定他们的组织，但天的就业不安全是太接近让他们感到舒适，在思想的“蓝天” 。为业界领袖，他们通常得到的时间和带来的好处积极的现金流-站在他们的一方。他们可以认为，在战略上对他们的今天，而他们要移动在未来的。他们仍然需要小赢，但他们可以负担的费用多想想，战术上如何取得这些成功作出贡献较大的企业战略。