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楼主:飞度技术养生咨询 时间:2019年01月24日 02:34:57 点击:0 回复:0
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When he was appointed chief financial officer of the Walt Disney Co. (DIS) at age 31, he was the youngest CFO in Fortune 500 history. When he became CEO of Starwood Hotels (HOT) in 1998, he was one of the first black Fortune 500 chiefs. Richard Nanula later became CFO of drug giant Amgen (AMGN) and served on the board of Boeing (BA).理查德#8226;纳努拉在31岁的时候被任命为迪士尼公司(Walt Disney Co.)首席财务官,成为《财富》美国500强(Fortune 500)历史上最年轻的CFO。1998年,纳努拉担任喜达屋酒店集团(Starwood Hotels)CEO,是《财富》美国500强中第一位黑人执行官。后来,理查德#8226;纳努拉又担任过医药巨头安进公司(Amgen)的CFO,而且还是波音公司(Boeing)的董事会成员。Now the corporate golden-boy#39;s career is in tatters. A Los Angeles Times story this past Sunday charges that Nanula, posing as a porn star called ;Mr. Rich,; taped himself having sex with adult film actresses. The story followed up on explicit photos posted on a website called Thedirty.com.可如今,这位企业界的金童却落得一个名誉扫地的境况。上周日,《洛杉矶时报》(Los Angeles Times)的一篇文章披露,纳努拉假装成一位名为“Mr. Rich”的色情明星,录下了自己与女演员发生性关系的过程。文章中还配有在一家名为Thedirty.com的网站上发布的露骨的照片。According to the LA Times story, the fateful entanglements, along with a sexual harassment charge, led Nanula, 53, to resign in July from private equity firm Colony Capital and the Miramax film company, where he was chairman.据文章披露,致命的桃色关系,以及性骚扰指控,迫使纳努拉在七月份辞去了私募股权公司柯罗尼资本集团(Colony Capital)与米拉麦克斯电影公司(Miramax,纳努拉担任该公司董事长)的职务。I knew Nanula back when he was at his height of success. And ironically, he was known as an extraordinarily cautious and conservative businessman. As CFO of Disney, his main role was to be a critical and reliable ;No; man to then-CEO Michael Eisner. ;You can hold back the bridle of a fast horse more easily than you can get a dead horse to move,; Eisner once told me. ;I liked having Richard say, #39;No, we shouldn#39;t do that. Stop. It#39;s irresponsible.#39;;笔者认识纳努拉的时候,他正处于事业的巅峰。颇具讽刺意味的是,他以格外谨慎和保守而著称。身为迪士尼公司的CFO,他的主要任务是对时任CEO迈克尔#8226;艾斯纳的决策提出质疑,并因此被称作是一位关键和可靠的“质疑者”。艾斯纳曾对笔者说过:“勒住一匹快马的缰绳,要比让死马跑起来容易得多。我喜欢有理查德对我说:‘不,我们不能那么干。停。那么干不负责任。’”Nanula was key to Disney#39;s success in the #39;90s. When EuroDisney was sucking billions of capital, the young Nanula negotiated with Saudi Arabia#39;s Prince Alwaleed bin Talal bin Abdul Aziz Alsaud to help save Paris#39;s version of Disneyland from bankruptcy. Actually, Nanula was so cautious that he discouraged Eisner from buying a TV network—which Eisner went ahead and did, acquiring A in a billion deal in 1995. That purchase brought Disney ESPN and turned out to be a very wise investment.对于迪士尼在上世纪90年代的成功,纳努拉居功至伟。当时,欧洲迪士尼乐园耗费了数十亿美元资金,年轻的纳努拉经过与沙特阿拉伯王子阿尔瓦利德#8226;本#8226;塔拉勒磋商,说他帮助巴黎迪士尼乐园免于破产。实际上,纳努拉非常谨慎,他甚至反对艾斯纳收购一家电视网络。1995年,艾斯纳还是坚持己见,以190亿美元收购了美国广播公司(A)。此次交易为迪士尼带来了ESPN,事实明这是一笔非常明智的投资。Nanula went on to head Disney Stores and was on the company#39;s fast track for 12 years before his best friend from Harvard Business School, Barry Sternlicht, wooed him away to run Starwood Hotels and Resorts. ;I wanted to kill him,; Eisner told me about Nanula#39;s departure in 1998. ;I was aggravated and personally hurt.; Eisner gave Nanula his blessing, however, since Starwood—Sternicht#39;s patched-together hotel empire, following a hard-fought takeover battle for ITT-Sheraton --was ;a once-in-a-lifetime opportunity; to lead a Fortune 500 company.之后,纳努拉曾负责迪士尼商店(Disney Stores),在公司的12年间可谓平步青云,直到他在哈佛商学院(Harvard Business School)时最好的朋友巴里#8226;斯坦里克将他挖走,前去运营喜达屋酒店及度假村集团。谈到1998年纳努拉离职一事时,艾斯纳说:“我真想杀了他。我深受刺激,从个人情感方面来说,我也受到了伤害。”不过,艾斯纳还是送上他对纳努拉的祝福,毕竟,跳槽到喜达屋是一个千载难逢的领导《财富》500强公司的机会。经过激烈的ITT喜来登(ITT-Sheraton)收购大战,斯坦里克将喜达屋整合成一个酒店帝国。At Starwood, the golden boy#39;s success began to unravel. Nanula, calm and self-possessed, and Sternlicht, who is intense and impetuous, couldn#39;t stand working with each other. They veered toward divorce corporate-style. That is the title of my 1999 Fortune story about their time at Starwood. Nanula quit the day the Fortune story came out. The two men, who had once been in each other#39;s weddings and had gone on family vacations and trips to the Super Bowl together, didn#39;t talk until they ran into each other years later.不过,在喜达屋,金童纳努拉未能延续自己的成功。沉着冷静的纳努拉与热情莽撞的斯坦里克在工作中很难相处。两人坚持两种不同的经营风格。1999年,笔者为《财富》杂志撰文,讲述了他们在喜达屋的经历。杂志出版当天,纳努拉从公司辞职。两人曾参加过彼此的婚礼,两家还曾一起度假,观看超级碗(Super Bowl)比赛,但从纳努拉辞职之后,两人之间便再无往来,直到多年以后两人不期而遇,才打破了两人之间的沉默。Nanula never got back on the fast track. Dismissing Eisner#39;s invitation to go back to Disney, he briefly ran an Internet startup, Broadband Sports, whose investors included Michael Dell (DELL) and former Viacom (VIA) CEO Frank Biondi. The firm went bust a year or so after Nanula joined. His tenure as CFO of Amgen lasted six years but ended with controversy over late public disclosure of disappointing drug-study results.之后,纳努拉的事业一直不顺利。拒绝艾斯纳邀请重回迪士尼的好意之后,他加入了一家互联网公司Broadband Sports,后者的投资人包括迈克尔#8226;戴尔和前维亚康姆(Viacom)CEO弗兰克#8226;比安迪。纳努拉加入后一年左右,公司便宣告破产。他在安进公司担任了六年CFO,然而最终在一片争议中告终,因为他未能及时向公众披露令人失望的药物研究结果。At Los Angeles-based Colony Capital since 2008, Nanula was viewed as a smooth and astute businessman who operated below the radar. As chairman of Miramax, which Colony acquired from Disney in 2010, he was trying to restore the film studio to the stature it had when it was run by the prolific Weinstein brothers.纳努拉在2008年加入洛杉矶柯罗尼资本集团,在这里他被认为是一个低调精明的商人。作为米拉麦克斯(2010年被柯罗尼资本从迪士尼手中收购)董事长,他一直希望,这家电影制片厂能够恢复到由多产的温斯坦兄弟运营时的地位。There has always been a bit of mystery to Richard Nanula. The son of an Italian father and an African-American mother, he once told me that his parents#39; divorce when he was six years old was very hard on him—and his way of handling their breakup was to make things seem just fine. That#39;s how Nanula handled most hardships in his life. Today, Nanula has little chance to fulfill the high expectations that so many people once had of him. He didn#39;t respond to an email that I sent to his personal account or to a voicemail left at his home.理查德#8226;纳努拉身上总是带有一丝神秘。纳努拉的父亲是意大利人,母亲是非洲裔美国人。他曾对笔者称,在他六岁的时候,父母离婚让他很难接受——而他处理家庭破裂的方式便是让一切看起来很好。这也是纳努拉处理人生中大多数难题的方法。如今,纳努拉已经没有机会兑现人们对他的高期望值。笔者曾给他的个人邮箱和他家里的语音信箱发过电子邮件,均未收到回复。 /201309/256173

1. Chinese men outnumber women by 39 million -- over ten times the population of Los Angeles, thanks to a distorted male vs. female birth ratio.(1)在中国,男人多于女人3900万——是洛杉矶人口的10倍多,多亏那不正常的男女出生比率。2. China has the world's biggest mall... but it's been 99% empty since 2005(2)中国拥有世界最大的购物中心……但,自2005年起,这家购物中心99%的商铺空置。 /201006/106070

如何分辨感冒、流感与甲流How to distinguish a swine flu from a cold or a common flu?中新网9月22日电时序入秋,流感高峰的冬天,愈来愈接近了,加上新流感的威胁,今年冬天大家在疾病预防上,要格外提高警觉。专家现在最担心的是新流感和季节性流感病毒,万一结合,疫情恐怕会更复杂。  据台湾中广新闻网22日报道,事实上,每年秋冬,各种类型的感冒混和作乱,是很常见的,在这种状况下,一旦感冒,该如何分辨它只是一般身体着凉、还是被病毒传染,有几个重点可以作为判断依据。   华盛顿医院的传染病学专家修罕说,感冒、季节性流感和新流感,都是呼吸道疾病,但是它们是不同病毒造成的。一般感冒的症状比较普通,病患通常会鼻塞、流鼻水、身体疼痛以及咳嗽。  季节性流感和新流感则会有发烧、更严重的身体疼痛、干咳、腹泻以及严重的疲劳感。不检验的话,通常很难知道病患得的究竟是流感还是新流感。最保险的作法就是,当你觉得自己感冒了,就该赶快去看医生,不管是新流感和季节性流感,如果不治疗,都有可能恶化,甚至让你送命。  美国疾管中心说,新流感高危险群包括6个月到25岁的族群,妇以及有慢性疾病的人,美国把这几种族群列入疫苗优先施打对象。  至于季节性流感疫苗,对幼儿、老人、有免疫问题、计划在冬天怀等,有可能因为流感衍生严重并发症的族群也特别重要,不过,就算你都不属于这些族群,也不表示你就不需要注射疫苗。专家说,每个人都应该注射流感和新流感疫苗,这是自我保护的最佳办法。  /200911/88834

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