麦肯锡季刊 ：能不能谈谈董事会？
本篇文章的另一个版本最先出现在《麦肯锡季刊》上。
A version of this article originally appeared in The McKinsey Quarterly.
我不想做什么预测。不过麦肯锡季刊的猜测是：悲惨的结局。
I won't make predictions, but McKinsey Quarterly has a guess: poorly.
麦肯锡季刊 ：为什么工行在公司治理上花这么大的精力？
The Quarterly: Why has ICBC put so much effort into thinking about corporate governance?
麦肯锡季刊：在工行这样一个大机构里，你怎样控制风险？你又怎么在组织中建立风险管理的文化呢？
The Quarterly: how do you control risk in a big institution like ICBC and how do you build that into the culture of the organization?
麦肯锡季刊于1997年写道，“在所有的管理大师当中，毋庸置疑，彼得·德鲁克可谓大师中的大师，受到其他大师的膜拜”。
In 1997 McKinsey Quarterly said: "in the world of management gurus, there is no debate. Peter Drucker is the one guru to whom other gurus kowtow."
这家咨询公司曾是安然（Enron）的长期顾问，麦肯锡有两名咨询师曾在《麦肯锡季刊》中称赞安然的业务模式。
The firm was a long-standing adviser to Enron, whose business model two of its consultants praised in the McKinsey Quarterly.
这家咨询公司曾是安然（Enron）的长期顾问，麦肯锡有两名咨询师曾在《麦肯锡季刊》中称赞安然的业务模式。
The firm was a long-standing adviser to Enron, whose business model two of its consultants praised in the McKinsey Quarterly.
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