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Datacenter Leadership Challenges in the Fourth Industrial Age
有人说过唯一不变的是变化本身。 如今，可以说比以往任何时候，变革已成为以易变性、不确定性、复杂性和模糊性(VUCA)为特征的数据中心行业格局的基本要素。 VUCA环境的许多要素混合并捆绑在一起，导致数据中心行业（以及其他行业）的管理和领导效能面临重大挑战，这很可能是一个模糊而强大的敌人。
It’s been said that the only constant is change. Now, arguably more than ever, change has become the foundational element to a datacenter sector landscape characterised by volatility, uncertainty, complexity and ambiguity (VUCA). Much of the elements of the VUCA environment are conflated and bundled together resulting in key challenges to management and leadership effectiveness in the datacenter sector (and other sectors, too) are likely to be seen as one nebulous and formidable entity.
由于对自己技术的领先毫无疑问，领导力的目标是提供一种最佳实践，以细致入微的方式来解决数据中心行业背景下的领导者所面临的一般性问题。
The work is unapologetic for a lack of focus on the technical aspects of datacenter leadership. It aims to deliver a best practice, nuanced approach to the generic issues facing leaders with a datacenter sector contextual overlay.
本文并不只是详尽列出当前的问题。它的目的是确定并简要讨论一些领导者当前应该关心的一些关键挑战。它寻求的不是形成一致的决议，而是鼓励在采取目的明确地适当行动之前必须提高认识和关注。
This paper is not an exhaustive catalogue of current issues. Rather it aims to identify and briefly discuss some of the key challenges that should be of current interest to leaders. It seeks not to identify resolutions, but to encourage the awareness and concern that necessarily precedes appropriate action with clarity of purpose.
LEADERSHIP AND INDUSTRY 4.0
尽管我们在进入第四次工业革命之际，关于领导力目前面临的挑战存在大量争论，但是领导力本身的概念必须加以审视。领导力既是一种组织活动能力，也是一套行为准则和价值观，以及一系列能力的集合，它是可变的并和环境相关，正如我们的组织和行业环境已经改变了一样，领导力的概念也必须发生变化。
While there is a good deal of debate about the current challenges to leadership as we settle into the fourth industrial revolution, the notion of leadership itself must be scrutinised. Leadership is at once an organisational activity, a suite of behaviours and values, and a collection of competencies. It is mutable and context bound. Just as our organisational and sectoral environments have changed, so must the notion of leadership.
然而，有大量证据表明，领导者及其自身作为人和过程领导者的能力，可能没有跟上需要领导者关注的那些变革。最近一份由德勤（Deloitte）撰写、世界经济论坛（World Economic Forum）发布的研究报告显示，去年87%接受调查的高管表示，他们正在竭尽所能为“工业4.0”创造合适的劳动力。今年他们发现这个数字已经下降到不到47%。这表明，尽管已经充分认识到了与新工业时代相关的组织和个人面临挑战，以及对（正如IBM首席执行官Ginni Rometty所说的）“新领工人”的需求，但人们对正在做出的应对措施缺乏信心。同样，该报告还发现缺乏领导远见，是制定适当战略以应对当前组织发展挑战的关键障碍。
However, there is significant evidence to suggest that leaders and their own capacities as leaders of people and process, may not be keeping up with the changes that demand leadership attention. A recent research report authored by Deloittei and published by the World Economic Forum, suggests that last year 87 percent of C-level executives interviewed said they were doing all they could to create an appropriate workforce for Industry 4.0. This year they found that figure had dropped to less than 47 percent. This suggests that while there is a good deal of realisation of the organisational and personal challenges associated with the new industrial age - and the demands for (as IBM CEO Ginni Rometty terms it) a “New Collar Workforce” - there is little confidence in the responses being made. So too, the same report found that lack of leadership vision was key barrier to developing appropriate strategies to meet current organisational development challenges.
那么，在一个迭代式变革已经被技术、人口统计、社会价值观和商业模式等等的彻底变革所取代的环境中，需要什么呢？既然现在VUCA成为“新常态”，对领导者又有什么期望？
So, what is required in an environment where iterative change has been replaced with radical shifts in technology, demographics, societal values and business models for example? What is expected of leaders now that VUCA is business as usual - the “new normal”?
关于领导者应如何应对，有大量的研究和见解涌现，这里简要概述了一些数据中心领域领导者（可能是）最迫切需要了解的问题。
There is a raft of emerging research and opinion on how leaders should respond, here is a short overview of some of (arguably) the most pressing for leaders in the datacenter sector.
Leadership and Innovation
数据中心行业对于数字经济至关重要。它是技术的推动者，这些技术正在改变我们的劳动力，我们的经济和我们的生活方式。正因如此，领导者们肩负着废除源自二十世纪早期僵化的等级森严的组织结构中产生的限制性规定的责任。创新、创造力和提升不同团队与个人的能力是关键。传统的由领导指挥和控制的模式或是孤立的商业方法是无法实现向数字生态系统的转变，如果数据中心机构希望在2025年之前从数字生态系统中预计产生的60万亿美元收入中获利，这一点尤其明显。
The datacenter sector is central to the digital economy. It is an enabler of technologies that are changing the face of our workforces, our economies and our very ways of living. As such, leaders are charged with dismantling restrictive practices that grew out of the early twentieth century mechanistic and hierarchical organisational structures. Innovation, creativity and a capacity to enhance the capabilities of disparate teams as well as individuals is key. The shift to digital ecosystems cannot be served by traditional command and control leadership or siloed approaches to business. This is particularly so if datacenter organisations are to contribute to, and profit from the estimated $60 trillion of revenue expected to be generated within digital ecosystems by 2025ii.
Leadership of and within ecosystems
传统的供应链概念已经替换为一系列生态系统元素的集合体，客户、监管机构、供应商、人员、群体利益相关者不再作为线性或断开的流程链的元素存在。领导者的职责是在执行过程中明确目标和效率，以确保其能够适当的参与到生态系统中的某一部分，为组织和其他利益相关者提供价值。
Traditional notions of supply chains have been replaced with a collective of ecosystem elements. Customers, regulators, suppliers, personnel, community stakeholders no longer exist as elements of linear or disconnected process chains. Leaders are charged with generating clarity of purpose and efficacy in execution to ensure that their part of the ecosystem is appropriately engaging to deliver value to the organisation as well as other stakeholders.
简而言之，这意味着领导者必须弄清楚复杂的全球供应链带来的碰撞和影响，能力短缺（对熟练劳动力的需求），物理、数字、物理技术和流程的相互作用，以及来自新兴来源（例如颠覆性商业模式和新兴经济体）的竞争压力 。要从这些要素的交互中获得收益，数据中心领导者必须设想出从组织内部，或通过作为生态系统的一部分与其他组织之间的关系来创造价值的方法。
In short, this means that leaders must develop a clarity about the impact and influence of complex global supply chains, capability shortfalls (demand for skilled labour), the interactions of physical to digital to physical technologies and processes, and competitive pressures from emerging sources (e.g. disruptive business models and emerging economies)iii. To reap rewards from the interaction of these elements, datacenter leaders must imagine ways of generating value from inside the organisation or as a part of the ecosystem through relationships with other organisations.
作为一个数据中心的领导者，只是保持系统正常运行是远远不够的。
As a datacenter leader, just keeping the lights on is not enough.
Leadership and creativity
现在有很多关于领导者所需要的能力的建议。但是，对于这些推荐的方法，没有比创造性更好的平台了。虽然有人说要用敏捷的方法来思考和处理问题，但也有人建议通过明确的目的来创新。我们也强烈建议运用适应性领导能力，以谦逊和信任的态度创造更人性化的方法。无论如何，质疑传统和毫不含糊的直面问题的能力是由创造力驱动的。
There is much advice published regarding the suite of capabilities required of leaders today. However, there is no better platform to each one of these recommended approaches than creativity. While some talk of generating agile approaches to thinking and processiv, others suggest innovation through clearly articulated purposev. Employing adaptive leadership capacities and generating a more human approach with humility and trust come highly recommended, too. However, the capacity to question the traditional and be confronted but unafraid of ambiguity is driven by creativity.
A key leadership function is to be creative.
创造力需要创新，它需要人们要摆脱传统的限制，远离舒适区。同时它也需要协作。创造力是解决恶劣、怪异和紧迫问题的关键。创造力也需要具有承担风险的勇气和决心。
Creativity demands innovation. It demands the capacity to move away from what’s traditional and safe. And it requires collaboration. Creativity is key to solving problems that are wicked, novel and pressing. Creativity pre-supposes courage and purpose with an acceptance of risk.
数据中心的领导者们面临着技术、人力和环境等多方面的挑战，有时候还是大规模的挑战，而应对我们这个时代的一些重大问题(人口变化、资源使用、气候变化、多元化和包容性，以及泛滥的数字技术)的能力，创造力的作用是显而易见的。
Datacenter leaders are challenged with technical, human and environmental challenges, sometimes on a grand scale and the capacity to respond with creativity to some of the biggest issues of our time (shifting demographics, resource use, climate change, diversity and inclusion and rampant digital technologies) is a bit of a no-brainer.
我们可以理解那些对“机器人来了!”这种说法略带恐慌的人们。对于那些“知情人士”来说听到这些只会一笑置之。从广义上讲，它们已经在那儿了。
One could be forgiven for falling for the slightly panicked statement ‘the robots are coming!’ For those ‘in the know’ we simply chuckle and dismiss the statement as untrue. Broadly speaking, they’re already here.
自动化、人工智能、机器学习、AR和类似的技术(更不用说5G带来的新技术了)在全球劳动力中扮演着越来越重要的角色。事实上，2017年就有人提出，到2030年，10个职业中至少有6个可以在技术上实现自动化。按照统计中位数估计，全球可能有4亿人因次而失去工作导致流离失所。
Automation, artificial intelligence, machine learning, augmented reality and similar technologies (not to mention new technologies facilitated by 5G) are playing an increasing role in the global workforce. Indeed, in 2017 it was suggested that at least 30 percent of 6 out of 10 occupations could be technically automatable by 2030. The midpoint estimations suggest that 400 million people globally could be displaced from their occupationsvi.
当然，在数据中心行业，那些常规的、可重复的、技术的、数据驱动的和/或过程驱动的职业转向自动化的时机已经成熟。一些数据中心企业正在发挥自动化的关键功能，以解决技能短缺，劳动力短缺以及为其产品提供增值服务，从而为客户带来利益。
In the datacenter sector of course, occupations that are routine, repeatable, technical, data driven and/or process driven are ripe for a shift to automation. Some datacenter enterprises are making a key feature of automation to address skills shortages, labour shortages and to add value to their product offering delivering a benefit to customers.
尽管如此，领导者必须认识到，将数字技术应用于其所在组织和生态系统对员工意味着什么。其中一些问题包括：
Despite this, leaders must identify what the broader implications of adoption of digital technologies to the workforce means to their organisation and the ecosystem in which it exists. Some of these matters include:
How can the datacenter organisation/sector generate value in a broad sense?
鉴于人工智能和相关深度学习技术的年产值高达每年5.8万亿美元，如何利用这些技术的开发，部署，使用以及这些技术的包容性为组织和行业生态系统创造价值？ 可以产生哪些生产力收益，或者如何交付新产品？如何将客户或用户的亲密度和良好体验转化为创造新的价值？
Given that the value of AI and related deep learning technologies account for an annual value as much as $5.8 trillionvii, how can the development, deployment, use and product inclusion of such technologies be used to generate value to the organisation and the sector ecosystem? What productivity gains can be generated or how can new products be delivered? How can customer or user intimacy and experience be transformed into new value creation?
What workforce gains can be made
数据中心行业似乎一直在经历所谓的“技术短缺”，这已经不是什么秘密了。更准确地说，它确实是一系列不透明而神秘的技能需求、劳动力短缺和无形的雇主品牌交织而成的“完美风暴”。领导者必须认识到使用自动化和增强现实等数字技术的好处，以满足快速变化和非标技能要求不断增长的行业的需求。
It’s no secret that the datacenter sector seems to be perpetually experiencing what is euphemistically termed a skills shortageviii. What it does have, more accurately stated perhaps, is the perfect storm of an opaque and mysterious suite of skills demands, a labour shortage and an almost invisible employer brand. Leaders must be cognisant to the benefits of the use of digital technologies such as automation and augmented reality in particular, to meet the demands of a growing sector with rapidly shifting and non-standard skills demand profiles.
How will ‘robots’ fit in with humans?
领导力的一个关键作用是管理人员在系统、流程和组织结构（包括文化）中工作时的互动。 如何将工作中所有这些自动化元素或者说“机器人雇员”整合在一起将是很大的挑战。
A key function of leadership is to manage the interactions of people as they work within systems, processes and organisational structures (including culture). Integrating all this with an automated element of work or as a “robotic employee” will have challenges.
例如，大家都知道，一个人的某些而非全部工作内容可能已经实现自动化。这可能意味着员工现在需要更高水平的技能和解决问题的能力以及更高的个人价值。领导者将如何确定这种新的培训和“升级”要求？如何管理？谁来买单？新旧技能和知识过度阶段的效果如何？投资回报率是多少？个人工作中新的自动化部分和传统部分的接口如何界定？对管理人员的工作可能有一系列的影响，因为它要么可能会降格为兼职或合同工，要么可能会重新调整全部人员。
For example, it’s understood that it’s more likely, at this point, that some, but not all, of an individual’s workload may be automated. And that may mean that the employee now needs higher-level skills and problem-solving capabilities - and at higher value. How will leaders identify this new training and “upskilling” requirement? How will this be managed? Who pays? What’s the likely effectiveness of new/old/transitioning skills and knowledge? What’s the return on investment?
How will one person’s newly automated role interface with others? There’s a whole raft of implications regarding managing people’s work as it might downshift to a part time or contract role, or people may be redeployed completely.
What are the unintended consequences or creative advantages?
轻率地向数字化转型以及大量取代人类工人，注定会导致意想不到的后果。 事实上，领导者必须敏锐地意识到，在这个过程中应该考虑所有工业/商业生态系统的利益相关者。例如，供应商或客户会收到何种干扰或者处于何种不利地位？在更广泛的市场中是否会有竞争影响？另外，是否有机会利用数字技术和自动化的实施，为供应商/客户更好地提供服务？作为一个企业公民，资源效率的提高和增值能否产品更好的社会效应？领导者需要考虑但不要纠结于所有的优势和劣势，从而不仅要为所在的机构，也要为整个生态系统带来好处。
Rolling headlong into a digital transformation that includes the displacement of human workers is fraught with the possibility of unintended consequences. Indeed, leaders must be acutely aware that stakeholders across an industrial/business ecosystem should be considered. For example, how might suppliers and/or customers be disrupted or disadvantaged? Is there a competitive implication in the broader market? Alternatively, can suppliers/customers find opportunities to leverage the implementation of digital technologies and automation for better service provision? Are there benefits to the broader community such as resource efficiency or value adding as a corporate citizen? Leaders should explore - but avoid being paralyzed by - the whole suite of advantages and disadvantages to derive benefit not only for the organisation but the ecosystem as well.
自动化、人工智能、增强现实、机器学习等数字技术带来的机遇和挑战是巨大的。领导人应该考虑战略储备问题，这些包括:
The opportunities and challenges posed by digital technologies such as automation, AI, AR, machine learning etc are vast. Leaders should consider strategic imperatives. These include:
• Delivering productivity gains and leveraging a return on investment in economic, environmental and human terms;
创建一种支持创新的文化，让数字技术/机器人的好处远不止于那些表象的部分；
• Creating a culture that supports innovation to extend benefits of digital/robotic technologies beyond the obvious;
了解到STEM（科学、技术、工程、数学）技能的半衰期在某些情况下不到五年，因此需要建立一个能够随着时间的推移不断进行再教育和再培训的学习组织。这需要对人及其技能以外的能力进行创造性投资;
• Generating a learning organisation that has the capacity to constantly re-educate and reskill over time knowing that the half-life of STEM skills is less than five years in some casesix. This requires a creative investment in people and their capabilities beyond technical skills;
固守新技术不会产生最佳效果，领导者必须重新思考新工业时代下的组织结构、流程和政策改如何制定；
• Bolting on new technologies won’t deliver optimal results. Leaders must rethink organisational structure, process and policy for a new industrial age;
行业对劳动力流动性，零工经济从业者以及雇主观点的重构有什么反应，要传递给那些有熟练技能，流动的创新性人才，让他们比以前有更多的选择去哪里工作。
• Sectoral responses to labour mobility, a ‘gig’ economy for labour and reimagined employer propositions that deliver value to skilled, mobile and innovative people who have greater choice as to where they apply their labour than ever before.
同样值得紧记的是，数字转型的最终目的是实实在在地改变客户或用户体验，从而彻底地改变商业模式和创造新的价值。以前不可能或想象不到的事情现在可以借助技术的创新来实现。
It’s also worth keeping top of mind, the ultimate purpose of digital transformation is quite literally to transform the customer or user experience in a such a way as to profoundly change business models and new value creation. What wasn’t possible or envisioned previously is now possible via technology enabled innovation.
THE BROADER VIEW OF DIVERSITY – TAKING AN INCLUSION APPROACH
众所周知，大多数技术领域都存在多元化和包容性问题。数据中心行业也不例外。鉴于该行业大致是由几个关键基础行业（例如，机电工程，电信，设施管理和信息技术）构成的，它从这些工业文明中汲取了有限的多元化。在不同程度上，这些行业平台中的每一个都拥有大致相同的劳动力，尤其是在西方市场，最明显的是缺乏性别多元化。
It’s no secret that most areas of technology have a diversity and inclusion problem. The datacenter sector is no different. Given that the sector has been roughly built out of several key foundational industries such as mechanical and electrical engineering, telecommunications, facilities management and IT for example, it has dragged from those industrial cultures a legacy of limited diversity. To differing extents, each one of these platform industries has a largely homogenous workforce, particularly in western markets and most notably in terms of a lack of gender diversity.
随着数据中心行业本身发展成为一个新兴的行业，它的发展越来越迅速，以满足市场迫切希望利用数字技术来促进和推动技术进步的需求。 反过来说，这个行业所需的劳动力大多来自其他行业。假如你询问一屋子的数据中心专业人员，他们中间有多少人在离开学校或大学后，迫切希望从事数据中心或数字基础设施方面的工作，你会发现几乎没有人举手。人们在机缘巧合下进入这个行业。
As it has emerged as a sector in its own right, the datacenter sector has sprung up to meet the demands of a market keen to capitalise on the technical advances that have been facilitated and advanced by digital technologies. In turn, the labour demanded to staff the sector has been drawn from other sectors. Ask a room full of datacenter professionals how many of them left school or university with a burning desire to work in a datacenter or digital infrastructure job and you’ll find few people raising their hands. People have fallen into employment in the sector as a matter of serendipity over purpose.
但是，随着该行业逐渐成熟，并成为第二次机械革命的发动机，技术和社会的需求，迫使领导者必须建立一支更加多元化的员工队伍。
However, as the sector has matured and become the powerhouse of the second machine age organisational, technical and social demands charge leaders with the imperative of creating a more diverse workforce.
多年来，商业案例中的多元化是显而易见的，事实是如此清晰，以至于人们一直在争论是否真的需要一个商业案例来证明。Uber的伯纳德·科尔曼三世(Bernard Coleman III)把这比作人们想要先看到数据，然后才相信烟雾、热量和火焰事实上表明他们的房子着火了。
The business case for diversity has been clear for many years. So clear in fact that it has been debated as to whether a business case is really needed. Uber’s Bernard Coleman III, likened it to people wanting to see the data before believing that smoke, heat and flames were in fact indicative that their house was burning downx.
大量的广泛而严肃的研究成果指出，齐心协力支持多元化是一项不言而喻的商业目标。它带来的好处包括但不限于更好的盈利能力、创新能力的提高、企业文化的改善和雇主品牌的提升(尤其是对于年轻员工)。
A broad and weighty collection of research points to a raft of benefits that make a concerted effort to support diversity as a business objective self-evident. Benefits include, but are not limited to, better profitabilityxi, increase in capacity for innovationxii, improved culture and improvement in employer brand (particularly with younger employees)xiii.
很少有数据中心会通过投入时间和精力来建立多元化的员工队伍或业务生态系统，而从那些棘手的挑战（例如技能提升，留住人才，创新和业务发展等方面）中受益，它们甚至无法找到解决方案。
There are few datacenters who would not benefit from, and indeed find resolutions to, some of their most pressing challenges by (e.g. skills, retention, innovation and business development) investing time and energy to build a diverse workforce and/or business ecosystem.
但是，如果说组织的本质是“多元化”，那么带来好处的则是包容的“实践”。只有多元化是不够，任何组织都可以积极地聘用非传统员工并从中提拔人才，如果只是一个在表格上打钩（box-ticking）、走形式的规定，反而会造成破坏。领导者和领导团队必须认真对待如何真正融入到组织文化中的包容性实践。这要困难得多，但显然值得付出努力，而且在社会上和道德层面是相称的。
But if ‘diverse’ is what organisation are, it is the ‘doing’ of inclusion that brings about the benefits. Being diverse is not enough, any organisation can actively hire and promote people from non- traditional workforces but a “box-ticking” exercise is not enough and will more than likely be damaging. Leaders and leadership teams must get serious about inclusive practices that become seamlessly embedded in the culture of the organisation. This is much more difficult to do but is clearly worth the effort as well as being socially and morally appropriate.
在谈到包容性时，必须认识到，虽然大多数人会联想到性别问题(这是一个数据中心行业的特别紧迫的问题)，但必须考虑的所有群体，这包括(但不限于)种族、文化、性取向、社会阶层和神经多样性(学习和处理信息的不同方式)等等。
When talking of inclusivity, it must be recognised that while most people will think of gender (a particularly pressing issue in the datacenter sector), a full spectrum of groups must be considered. This includes (but is not limited to) race, culture, sexual orientation, social class and neurodiversity (different ways of learning and processing information) for example.
领导团队在认真考虑发展或进一步加强包容性的职场文化时，必须考虑以下几点：
Leadership teams must consider the following when getting serious about developing or further enhancing an inclusive workplace culture:
数据是什么？数据是告诉我们哪些地方可以改进。通常情况下，在数据中心中，女性在行政、入门级或低薪职位上的比例会过高，而技术、高薪和更高级别职位上的比例则是更多的由男性占据。这些数据可能显而易见，但是多样化的劳动力的其他要素又如何呢？从社会和文化背景来看，劳动力从何而来呢？
• What’s the data? Know where improvement can be made. It’s often true that in datacenters there will be an over representation of women in administrative, entry level or lower paying roles with the technical, higher paying and more senior roles being disproportionately held by men. This might be clearly visible but what about the other elements of a diverse workforce? Where does the workforce come from in terms of social and cultural background?
渴望的是什么？ Uptime Institute最近的一份研究报告显示，受访者表示，其所在公司员工中只有6％为女性，而有超过70％的女性受访者表示女性比例这么低并不是个问题。 与出了问题相比，出了问题却对其视而不见才是一个更大的问题。 领导者和领导团队必须提出令人信服的论据，说明为什么一个多元化（所有表现形式的）的员工队伍是战略和道义上的当务之急。
• What’s the appetite? A recent Uptime Institute reportxiv suggested that respondents to a survey suggested that 6 percent of their workforce was women, and over 70 percent indicated that this was not a problem. Having a problem and being blind to it is a bigger issue than having the problem in the first place. Leaders and leadership teams must provide a compelling argument as to why an inclusive workforce (in all its guises) is a strategic and moral imperative.
空谈或是想轻而易举就成功的，最终势必会浪费金钱，剥夺员工的某些权利毫无作用，甚至可能会损害公司品牌。例如，在2017年谷歌解雇了一名员工，因为他公开反对公司的多元化和包容性的做法，这成为了头条新闻。这份“反多元化宣言”引发了争论，有人认为他有女性性别歧视，也有人认为他是一个真理的先驱。
• Paying lip-service or looking for easy wins is bound to waste money, disenfranchise people, do no good and, maybe, even result in damage to the brand. For example, in 2017 Google made headlines by sacking one of its employees for his public dissention over diversity and inclusion practices at the company. The “anti-diversity manifesto” caused debate which variously painted him as either a misogynist or a herald of truth poorly done by.
事实上，这场辩论揭示的是一些员工潜在的不满情绪。他们感到自己被排除在各种形式多元化的讨论之外，并感到自己被那些被视为“豁免批评”的多元化倡议边缘化了。显而易见的是，包容性文化与多元化的行政规定之间存在巨大差异，后者通常是前者的天敌。
In truth, what the debate uncovered was a latent sense of dissatisfaction experienced by some elements of the workforce. They felt left out of the conversation about diversity in all forms and were feeling marginalised by diversity initiatives seen to be “immune from criticism”xv. What was clear, that there is a vast difference between an inclusive culture and the administrative processes of diversity; the latter, often being the natural enemy of the former.
研究发现，仅仅是进行无偏见培训，或是在招聘广告中改变几个词，并不会带来包容性。整个组织的流程、程序、行为、价值观和语言都必须经过审查，并消除其中的偏见。这比让顾问或人力资源部门进行一个为期一天的计划告诉他们都有偏见更难。《经济学人》最近一篇文章提出，英语中最可怕的12个单词是“我来自人力资源部门，来这里是为了组织一个多元化研讨会”。
It’s been found that just implementing unconscious bias training for example or changing a few words in a job recruitment ad will not deliver inclusionxvi. Process, procedure, behaviour, values and language across the organisation must be examined and stripped of bias and that’s harder than getting a consultant or human resources in to run a one-day programme telling people that they’re all biased. A recent Economist article suggested that “12 of the most terrifying words in the English language are ‘I’m from human resources, and I’m here to organize a diversity workshop.’”xvii
领导者必须对包容性做全盘考虑，而不是寄希望于零敲碎打的培训能够成为解决多元化缺失问题的灵丹妙药。
Leaders must look at inclusion as a holistic activity not as a piecemeal training exercise hoped to be a panacea to a lack of diversity.
数据中心处于一场更广泛变革的最前沿，这场变革正在改变我们对组织的设想和运营方式。它是技术的推动者，这些技术已经或正在颠覆商业运作模式和人们的生活方式。这个行业是确保现代生活方式得到加强、保护和联系的关键。很少有哪个行业有如此多的义务来确保他们不仅要把事情做对，而且还要做对的事情。而且因为数字化转型时代的“工厂”确实是数据中心。它的作用成为应对诸如气候变化等重大挑战的中心和最重要的因素。这就是我们这个行业的领导者所肩负的重任。当我们从本地到全球的行业中心的背景来看，让灯一直亮着”的核心前提是更广泛、更重要、更复杂。
The datacenter is at the forefront of a broader revolution that is changing the way we envisage and operate organisations. It is the facilitator of technologies that have/are disrupting the way business is done and how people live. The sector is key to ensuring that a modern way of life is enhanced, protected and connected. There are few sectors with as much obligation to make sure they’re not only doing things right but doing the right thing. And because the “factory” of the digital transformation era is, indeed the datacenter. Its role becomes the centre of and of primary importance to crucial challenges such as climate change. This is the gravity of what our leaders in the sector are charged with. The central premise of ‘keeping the lights on’ is broader, more weighty and more complex when viewed in the context of the centrality of the sector to our communities from the local to the global.
因此，理所当然的，数据中心行业有机会也有义务认真审视领导力的构思、实施和发展方式。这里所述的问题只是领导者必须认真对待的一些紧迫问题，希望随着我们的社会更加深入的迈进第四次工业革命，有关数据中心行业领导力的讨论仍将继续下去。
It stands to reason, then, that datacenter organisations have both the opportunity and obligation to take a good hard look at the way in which leadership is conceived, enacted and developed. The issues stated here are but a few of the pressing matters that leaders must come to grips with and it is hoped that the conversation about leadership in the datacenter sector will continue on as our communities stride headlong into the depths of the fourth industrial revolution.
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