367.經濟學人-How to cope with middle age-2

Being hauled before Congress is, on the face of it, a sign of success.

But it also marks a difficult moment for Google’s leaders: the onset of corporate middle age (see Briefing).This is a problem as old as business itself.

How do companies sustain the creativity and agility that made them great, even as they forge a culture and corporate machine that is built to last?

For Google the transition is especially dramatic because its founders, Larry Page and Sergey Brin, tried from the start to build a firm in which this moment would never arrive.

As Google prepared to go public in 2004 they declared that it was not a conventional company, and 「we do not intend to become one」.

They hoped playground-like offices, generous perks and a campus atmosphere would allow it to retain the agility and innovation of a startup as it grew.

The appearance of wrinkles on the corporate forehead is an admission of failure.

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這是《經濟學人》2020年8月刊的一篇文章&39;第2段，共7句。

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在國會接受審問，表面上看是成功的標誌。

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但是對於谷歌的領導層來說同樣也是艱難的時候，即公司中年的開始（見Briefing專欄），這是一個和商業本身一樣古老的問題。

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公司在打造持久的文化和公司機器的同時，如何保持其創造力和敏捷性呢？

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對於谷歌來說這一轉變尤其具有戲劇性，因為其創始人Larry Page 和 Sergey Brin從建立公司一開始就嘗試著這一刻永遠不要到來。

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就像谷歌準備在2004年上市之際宣稱的那樣，他不是一家傳統的企業，「我們也不打算成為那樣的企業」

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他們期望像遊樂園式的辦公場所，豐厚的津貼以及校園般的氛圍，能夠使其在成長過程中一直保持初創公司般的活力和創新力。

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公司前額上隱現的皺紋就是一種對衰敗的承認。

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【詞彙部分】

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