资料：Keeping the Zeal of a Startup as You ScaleThere are many reasons that founder-led companies are so good at disrupting industries and making life miserable for slow-moving incumbents. But perhaps the most powerful is that founders create great insurgencies. They ignore established industry rules and boundaries. They create better ways to solve old problems. They disdain anything that blurs their focus on the front line. From top to bottom, they are at war against the industry leaders on behalf of undeserved customers.Our research on what we call the “founder’s mentality” shows that maintaining a strong insurgent mission is critical to long-term, sustainable growth. But to compete long term, insurgent companies also need to develop scale and scope, which very often dulls their insurgent’s zeal. In many ways, this is because their perspective on the future slowly changes. Insurgents see the days ahead—both long and short term—as ripe with opportunity. They embrace change and chaos. They invest in whatever it takes to innovate new solutions for customers. Incumbents, on the other hand, very often see the future as a threat. As leaders invested heavily in the status quo, innovation and disruption are not good for them. Turbulence erodes profitability; innovation marginalizes their current product offerings. The future is not better.The companies that find a way to achieve scale without losing their insurgent mission---we call them “Scale Insurgents”--remain acutely alert to this difference in perspective. They actively fight back against the very natural tendency to retreat behind the castle walls to avoid future change and turbulence. Instead, they do what in some companies might seem like heresy---they commit to disrupting their own insurgency. They know that acquiring the benefits of scale requires ruthless focus on a well-defined core business and a commitment to building the systems and processes to support it. But they aren’t wedded to their business model—they are wedded to what will serve their customers best. Rather than erecting defenses against the future, they embrace the notion of limitless horizons—the idea that a company can intelligently extend the boundaries of its core ever outward.According to paragraph l, why are founder-led companies often considered as “insurgents”?A.Because they often get more supports from the customersB.Because they often damage the market orderC.Because they often challenge the old companies in many waysD.Because they often make more momey than old companies
资料：Keeping the Zeal of a Startup as You Scale
There are many reasons that founder-led companies are so good at disrupting industries and making life miserable for slow-moving incumbents. But perhaps the most powerful is that founders create great insurgencies. They ignore established industry rules and boundaries. They create better ways to solve old problems. They disdain anything that blurs their focus on the front line. From top to bottom, they are at war against the industry leaders on behalf of undeserved customers.
Our research on what we call the “founder’s mentality” shows that maintaining a strong insurgent mission is critical to long-term, sustainable growth. But to compete long term, insurgent companies also need to develop scale and scope, which very often dulls their insurgent’s zeal. In many ways, this is because their perspective on the future slowly changes. Insurgents see the days ahead—both long and short term—as ripe with opportunity. They embrace change and chaos. They invest in whatever it takes to innovate new solutions for customers. Incumbents, on the other hand, very often see the future as a threat. As leaders invested heavily in the status quo, innovation and disruption are not good for them. Turbulence erodes profitability; innovation marginalizes their current product offerings. The future is not better.
The companies that find a way to achieve scale without losing their insurgent mission---we call them “Scale Insurgents”--remain acutely alert to this difference in perspective. They actively fight back against the very natural tendency to retreat behind the castle walls to avoid future change and turbulence. Instead, they do what in some companies might seem like heresy---they commit to disrupting their own insurgency. They know that acquiring the benefits of scale requires ruthless focus on a well-defined core business and a commitment to building the systems and processes to support it. But they aren’t wedded to their business model—they are wedded to what will serve their customers best. Rather than erecting defenses against the future, they embrace the notion of limitless horizons—the idea that a company can intelligently extend the boundaries of its core ever outward.
According to paragraph l, why are founder-led companies often considered as “insurgents”?
There are many reasons that founder-led companies are so good at disrupting industries and making life miserable for slow-moving incumbents. But perhaps the most powerful is that founders create great insurgencies. They ignore established industry rules and boundaries. They create better ways to solve old problems. They disdain anything that blurs their focus on the front line. From top to bottom, they are at war against the industry leaders on behalf of undeserved customers.
Our research on what we call the “founder’s mentality” shows that maintaining a strong insurgent mission is critical to long-term, sustainable growth. But to compete long term, insurgent companies also need to develop scale and scope, which very often dulls their insurgent’s zeal. In many ways, this is because their perspective on the future slowly changes. Insurgents see the days ahead—both long and short term—as ripe with opportunity. They embrace change and chaos. They invest in whatever it takes to innovate new solutions for customers. Incumbents, on the other hand, very often see the future as a threat. As leaders invested heavily in the status quo, innovation and disruption are not good for them. Turbulence erodes profitability; innovation marginalizes their current product offerings. The future is not better.
The companies that find a way to achieve scale without losing their insurgent mission---we call them “Scale Insurgents”--remain acutely alert to this difference in perspective. They actively fight back against the very natural tendency to retreat behind the castle walls to avoid future change and turbulence. Instead, they do what in some companies might seem like heresy---they commit to disrupting their own insurgency. They know that acquiring the benefits of scale requires ruthless focus on a well-defined core business and a commitment to building the systems and processes to support it. But they aren’t wedded to their business model—they are wedded to what will serve their customers best. Rather than erecting defenses against the future, they embrace the notion of limitless horizons—the idea that a company can intelligently extend the boundaries of its core ever outward.
According to paragraph l, why are founder-led companies often considered as “insurgents”?
A.Because they often get more supports from the customers
B.Because they often damage the market order
C.Because they often challenge the old companies in many ways
D.Because they often make more momey than old companies
B.Because they often damage the market order
C.Because they often challenge the old companies in many ways
D.Because they often make more momey than old companies
参考解析
解析：本题考查的是细节理解。
【关键词】why；founder-led companies；considered as；insurgents
【主题句】第一段There are many reasons that founder-led companies are so good at disrupting industries and making life miserable for slow-moving incumbents.（创始人领导的公司擅长扰乱行业，使缓慢前行的领导地位企业举步维艰。）They ignore established industry rules and boundaries. They create better ways to solve old problems. They disdain anything that blurs their focus on the front line. From top to bottom, they are at war against the industry leaders on behalf of undeserved customers.（他们不顾已建立的行业规则和界线。他们创造解决老问题的更好方法。他们将重点放在前线，鄙视妨碍他们视线的任何事物。从上到下，他们代表受冤的消费者与行业领袖对抗。）
【解析】第1题问“根据第一段，为什么创始人领导的公司（founder-led companies）通常被看成叛乱？”。文中第一段提到创始人领导的公司特点包括：1.忽略已建立的行业规则和界线；2. 创造解决老问题的更好方法；3. 将重点放在前线，鄙视妨碍他们视线的任何事物；4. 他们与行业领袖对抗。A选项“他们通常从消费者那得到更多的支持”，文中只说了他们代表受冤的消费者，但并未说得到消费者的支持，故排除。B选项“他们通常会破坏市场秩序”，原文只是在说他们忽略规则，并未破坏规则，信息有误，故排除。C选项“他们通常在很多方面挑战老牌公司”，文章在一开始提到创始人创办的公司在挑战老牌公司，并在下文举出多个例子论述该点，故该选项应为正确答案。D选项“因为他们通常比老牌公司收入更多”，该选项并未在文中提及。
【关键词】why；founder-led companies；considered as；insurgents
【主题句】第一段There are many reasons that founder-led companies are so good at disrupting industries and making life miserable for slow-moving incumbents.（创始人领导的公司擅长扰乱行业，使缓慢前行的领导地位企业举步维艰。）They ignore established industry rules and boundaries. They create better ways to solve old problems. They disdain anything that blurs their focus on the front line. From top to bottom, they are at war against the industry leaders on behalf of undeserved customers.（他们不顾已建立的行业规则和界线。他们创造解决老问题的更好方法。他们将重点放在前线，鄙视妨碍他们视线的任何事物。从上到下，他们代表受冤的消费者与行业领袖对抗。）
【解析】第1题问“根据第一段，为什么创始人领导的公司（founder-led companies）通常被看成叛乱？”。文中第一段提到创始人领导的公司特点包括：1.忽略已建立的行业规则和界线；2. 创造解决老问题的更好方法；3. 将重点放在前线，鄙视妨碍他们视线的任何事物；4. 他们与行业领袖对抗。A选项“他们通常从消费者那得到更多的支持”，文中只说了他们代表受冤的消费者，但并未说得到消费者的支持，故排除。B选项“他们通常会破坏市场秩序”，原文只是在说他们忽略规则，并未破坏规则，信息有误，故排除。C选项“他们通常在很多方面挑战老牌公司”，文章在一开始提到创始人创办的公司在挑战老牌公司，并在下文举出多个例子论述该点，故该选项应为正确答案。D选项“因为他们通常比老牌公司收入更多”，该选项并未在文中提及。
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资料：Keeping the Zeal of a Startup as You ScaleThere are many reasons that founder-led companies are so good at disrupting industries and making life miserable for slow-moving incumbents. But perhaps the most powerful is that founders create great insurgencies. They ignore established industry rules and boundaries. They create better ways to solve old problems. They disdain anything that blurs their focus on the front line. From top to bottom, they are at war against the industry leaders on behalf of undeserved customers.Our research on what we call the “founder’s mentality” shows that maintaining a strong insurgent mission is critical to long-term, sustainable growth. But to compete long term, insurgent companies also need to develop scale and scope, which very often dulls their insurgent’s zeal. In many ways, this is because their perspective on the future slowly changes. Insurgents see the days ahead—both long and short term—as ripe with opportunity. They embrace change and chaos. They invest in whatever it takes to innovate new solutions for customers. Incumbents, on the other hand, very often see the future as a threat. As leaders invested heavily in the status quo, innovation and disruption are not good for them. Turbulence erodes profitability; innovation marginalizes their current product offerings. The future is not better.The companies that find a way to achieve scale without losing their insurgent mission---we call them “Scale Insurgents”--remain acutely alert to this difference in perspective. They actively fight back against the very natural tendency to retreat behind the castle walls to avoid future change and turbulence. Instead, they do what in some companies might seem like heresy---they commit to disrupting their own insurgency. They know that acquiring the benefits of scale requires ruthless focus on a well-defined core business and a commitment to building the systems and processes to support it. But they aren’t wedded to their business model—they are wedded to what will serve their customers best. Rather than erecting defenses against the future, they embrace the notion of limitless horizons—the idea that a company can intelligently extend the boundaries of its core ever outward.Which of the following is NOT a represestation of startups’ “rebellious”?A.They are more concentrated and tend to stick to their goalsB.They frequently defeat old companies in competitionsC.They try figure out new ways to solve problemsD.They do not follow existing rules
资料：Keeping the Zeal of a Startup as You ScaleThere are many reasons that founder-led companies are so good at disrupting industries and making life miserable for slow-moving incumbents. But perhaps the most powerful is that founders create great insurgencies. They ignore established industry rules and boundaries. They create better ways to solve old problems. They disdain anything that blurs their focus on the front line. From top to bottom, they are at war against the industry leaders on behalf of undeserved customers.Our research on what we call the “founder’s mentality” shows that maintaining a strong insurgent mission is critical to long-term, sustainable growth. But to compete long term, insurgent companies also need to develop scale and scope, which very often dulls their insurgent’s zeal. In many ways, this is because their perspective on the future slowly changes. Insurgents see the days ahead—both long and short term—as ripe with opportunity. They embrace change and chaos. They invest in whatever it takes to innovate new solutions for customers. Incumbents, on the other hand, very often see the future as a threat. As leaders invested heavily in the status quo, innovation and disruption are not good for them. Turbulence erodes profitability; innovation marginalizes their current product offerings. The future is not better.The companies that find a way to achieve scale without losing their insurgent mission---we call them “Scale Insurgents”--remain acutely alert to this difference in perspective. They actively fight back against the very natural tendency to retreat behind the castle walls to avoid future change and turbulence. Instead, they do what in some companies might seem like heresy---they commit to disrupting their own insurgency. They know that acquiring the benefits of scale requires ruthless focus on a well-defined core business and a commitment to building the systems and processes to support it. But they aren’t wedded to their business model—they are wedded to what will serve their customers best. Rather than erecting defenses against the future, they embrace the notion of limitless horizons—the idea that a company can intelligently extend the boundaries of its core ever outward.What is main difference between an “insurgent “ company and an “incumbent” company?A.An insurgent company invests more in the future while an incumbent company invests more in the status quoB.An insurgent company prefers chaos to stabilityC.An insurgent company loves challenging the incumbent companiesD.An insurgent company sees changes as opportunities while an incumbent company loves stability more
资料：What if you were told there was a way you may strengthen your cognitive skills and heighten your intelligence, and all you had to do was was learn to strike up basic conversations in another language?It probably sounds great, because if you’re like most you would love to be able to speak a second language. But then, you recall your experience in high school foreign language-boring tote memorization and long hours with little progress-and perhaps it doesn’t sound so good any more.But, what if you were told it would take only 10 days to be on your way to becoming bilingual? Most people recognize the many benefits of learning a foreign language: You can travel to foreign countries and fell comfortable, be a more productive and enticing employee in today’s competitive job market, and immerse yourself in the vast cultures that surround you.But now, the collective evidence from a number of recent studies suggests that the bilingual experience improves the brain’s so-called executive function-a command system that directs the attention processes that we use for planning, solving problems, and performing various other mentally demanding tasks.These processes include the ability to ignore distractions to stay focused, switching attention willfully from one thing to another, and holding information in the mind-like remembering a sequence of directions while driving.Even better, new approaches to learning mean you can learn a new language without the endless repetition, homework, and memorization. One of the most powerful actually trains people to start speaking a new language in as little as 10 days! In fact, it’s so powerful, even the FBI has purchased it!Want to know more about this amazing approach? Click here!The passage is most likely ________.A.attracting readers to a new approach that will help them become bilingual in 10 daysB.introducing various ways of learning a foreign languageC.explaining the benefits of learning a foreign languageD.making readers pay attention to the importance of learning foreign languages
资料：What if you were told there was a way you may strengthen your cognitive skills and heighten your intelligence, and all you had to do was was learn to strike up basic conversations in another language?It probably sounds great, because if you’re like most you would love to be able to speak a second language. But then, you recall your experience in high school foreign language-boring tote memorization and long hours with little progress-and perhaps it doesn’t sound so good any more.But, what if you were told it would take only 10 days to be on your way to becoming bilingual? Most people recognize the many benefits of learning a foreign language: You can travel to foreign countries and fell comfortable, be a more productive and enticing employee in today’s competitive job market, and immerse yourself in the vast cultures that surround you.But now, the collective evidence from a number of recent studies suggests that the bilingual experience improves the brain’s so-called executive function-a command system that directs the attention processes that we use for planning, solving problems, and performing various other mentally demanding tasks.These processes include the ability to ignore distractions to stay focused, switching attention willfully from one thing to another, and holding information in the mind-like remembering a sequence of directions while driving.Even better, new approaches to learning mean you can learn a new language without the endless repetition, homework, and memorization. One of the most powerful actually trains people to start speaking a new language in as little as 10 days! In fact, it’s so powerful, even the FBI has purchased it!Want to know more about this amazing approach? Click here!Those learning a foreign language may ________ .A.seem more productive in the job marketB.comfortably travel to foreign countriesC.get to know different culturesD.all of the above
资料：What if you were told there was a way you may strengthen your cognitive skills and heighten your intelligence, and all you had to do was was learn to strike up basic conversations in another language?It probably sounds great, because if you’re like most you would love to be able to speak a second language. But then, you recall your experience in high school foreign language-boring tote memorization and long hours with little progress-and perhaps it doesn’t sound so good any more.But, what if you were told it would take only 10 days to be on your way to becoming bilingual? Most people recognize the many benefits of learning a foreign language: You can travel to foreign countries and fell comfortable, be a more productive and enticing employee in today’s competitive job market, and immerse yourself in the vast cultures that surround you.But now, the collective evidence from a number of recent studies suggests that the bilingual experience improves the brain’s so-called executive function-a command system that directs the attention processes that we use for planning, solving problems, and performing various other mentally demanding tasks.These processes include the ability to ignore distractions to stay focused, switching attention willfully from one thing to another, and holding information in the mind-like remembering a sequence of directions while driving.Even better, new approaches to learning mean you can learn a new language without the endless repetition, homework, and memorization. One of the most powerful actually trains people to start speaking a new language in as little as 10 days! In fact, it’s so powerful, even the FBI has purchased it!Want to know more about this amazing approach? Click here!You may have experienced all the following EXCEPT ________ while learning a foreign language in high school.A.hard work with little progressB.long hours of tiring learning.C.great pronunciation in a suddenD.boring memorization
All but the tiniest of roads have to have names so they can be recognized on a map,and so people can ask?directions to them.Americans name a lot of bridges,too.Very often these names carry a clear geographical reference the Pennsylvania Turnpike,for example.Or,like?the George Washington Bridge,roads and bridges are named for famous historical figures or powerful officers.We make a big deal out of naming things,as when someone decided to name an airport after a U.S.judge.So?now we have the Baltimore Washington International Thurgood Marshall Airport.Many,if not most,of our college buildings are named for wealthy people who gave a lot of money to the?schools.And our sports centers took this idea a step further.Companies paid a whole lot of money for what′s called?the"naming rights"to U.S.Cellular Field in Chicago,for example,and Citizens Bank Park in Philadelphia.Now the governor（州长）of Virginia,Bob McDonnell,wants to sell naming rights to roads and bridges in the state.He says not just companies,but also wealthy people,would help the Virginia transportation budget（预算）by paying to have their names--or perhaps those of loved ones--placed on roads and bridges,and thus on maps as well.People hold different views,however.Supporters say Americans are used to having things sponsored（赞助）.Others disagree,considering the idea as the next step in the"companies of America."They wonder how far such an?idea might spread,and where it would end:at the Burger King Pacific Ocean,perhaps.Who are many college buildings named for according to the passage?A.Powerful officers.B.Famous judges.C.Historical figures.D.Wealthy people.
Will you have some dessert, Judy?（）ANo, thank you. I‘m on a diet.BYes, I‘ve had enough.CYou are so good at making it.DOh, I don‘t mind.
Will you have some dessert, Judy?（）A、No, thank you. I‘m on a diet.B、Yes, I‘ve had enough.C、You are so good at making it.D、Oh, I don‘t mind.
What are two reasons to create synonyms? （）A、You have too many tables.B、Your tables are too long.C、Your tables have difficult names.D、You want to work on your own tables.E、You want to use another schema's tables.F、You have too many columns in your tables.
单选题Keeping a diary is _____ good habit. Stick to it, and you will make _____ great progress in writing.Aa; /Ba: aCthe; aD/; a
单选题—How do you find your new classmates? —Most of them are kind, but ______ is so good to me as Bruce.AnoneBnot oneCevery oneDsome one
问答题Task II (20 marks) Read the following poem and write an essay in which you discuss its moral and express your personal views.LifeBy Langston HughesLife can be good,Life can be bad,Life is mostly cheerful,But sometimes sad.Life can be dreams,Life can be great thoughts;Life can mean a personSitting in court.Life can be dirty,Life can even be painful;but life is what you make it.So try to make it beautiful. You should write no less than 160 words. Now write the essay on the Answer Sheet.
单选题—So, do you know where you’d like to go? ______. —Well, from what I hear Vancouver’s great. —Actually, I’ve heard that it’s very expensive and it’s cold all the time.AI beg your pardon?BYeah, but it’s not very good.CDo you know any good hotels?DDo you have any suggestions?
单选题MRK Consulting Ltd has been operating in the global market since 1988. We have successfully placed hundreds of IT Banking professionals in leading companies in the Finance, Banking and IT industries.AMRK is a leading company in Finance and IT Industries.BThere are many IT and Banking talents working with MRK.CMRK has helped many people found good jobs.
单选题Will you have some dessert, Judy?（）ANo, thank you. I‘m on a diet.BYes, I‘ve had enough.CYou are so good at making it.DOh, I don‘t mind.
单选题In a year when so many people lamented the decline in moral values or made excuses for bad behavior, he forcefully set _____ his vision of the good life and urged the world to follow it.AbackBupCdownDforth