089《经济学家》读译参考之八十九：商界精英-洛克菲勒基金改革掌门人.docVIP

TEXT 89 Rockefeller revolutionary 洛克菲勒基金改革掌门人（陈继龙 编译） Dec 13th 2006 From The Economist print edition Judith Rodin is shaking up one of the worlds most venerable charitable foundations 朱迪丝?罗丁正在对世界上最可敬的慈善基金会之一进行重新改组。 “I AM not a ‘steady as it goes’ sort of person,” says Judith Rodin, with admirable self-awareness. In the 21 months since she became president of the Rockefeller Foundation, Ms Rodin has shaken to its core the charitable foundation established by John D. Rockefeller, an oil tycoon, in 1913. （1）The 58 people who have left the staff, about one-third of those she inherited, are but the most visible evidence of the thorough change in culture over which she is presiding[1]—or, rather, the most audible evidence, judging by the vociferous[2] public complaints of some of the departed. “我不是那种能够‘悠着点儿’的人。”朱迪丝?罗丁说，言语间流露的自知之明令人钦佩。在成为洛克菲勒基金会总裁以来的21个月里，罗丁对这个由石油大亨约翰?D?洛克菲勒于1913年建立的慈善基金会进行了彻底的改革。至今基金会已有58名工作人员离职（相当于她接手时总人数的近三分之一），这正是她对基金会文化实施全面改革的最“明显”例证——或者从某些离职的人公开高声抱怨来看，更准确地说应该是最“响亮”的例证。 Ms Rodin is helping to answer one of the questions raised by a new generation of business-minded philanthropists, led by Bill Gates: whether the older philanthropic institutions would respond, and if so, how. Few institutions are less accountable than charitable foundations, which face no meaningful market pressure to keep them on top of their game. Yet who wants to work for, let alone run, an outfit widely seen as out of date and out of touch, not least by the fashionable new entrants to the industry? 面对以比尔?盖茨为首、具有较强商业意识的新一代慈善家，老一代的慈善机构是否会作出回应？如果要回应，该怎么回应？罗丁帮助人们找到了答案。相比大多数机构，慈善基金会由于无需面对“争当一流”而带来的真实的市场压力，因此承担的责任并不重。可是，谁又愿意为一个被大多数人尤其是刚刚涉足慈善业的时尚人物认为过时和自闭的机构工作呢？更不用说管理了。 Certainly not Ms Rodin, who joined Rockefeller after a successful career at the top of American higher education—one that briefly established her as the worlds highest-paid university president. She is determined to make the foundation fit for the 21st century. （2）She now talks of the “new Rockefeller”, while depl