????此外，賦橋也在向全球擴張：2011年，賦橋在韓國開設了集訓營；上個月，賦橋與沙特阿拉伯利雅得的蘇丹王子大學（Prince Sultan University）合作推出的第一期集訓營圓滿結束。共有14名男性和22名女性報名，并按性別進行了分批集訓。由于導師們并不確定集訓營能取得什么樣的成果，因此，他們為每六位學生安排了一名導師?！霸S多學員都是第一次接受職業培訓，”奧文斯說?！皬呐詫W員身上能明顯感覺到一種緊迫感，而男性學員都知道在畢業之后，自己肯定能找到一份工作。”賦橋集訓營結束后，學員們開始在普華永道（PriceWaterhouseCooper）、微軟（Microsoft）、利雅得商會（the Riyadh Chamber of Commerce）和當地幼兒園進行帶薪實習。今年夏天，賦橋集訓營將來到中國上海。

????公司對于反饋的堅持不會止步于學生；在當地的成功與失敗將被報告給奧文斯，他將幫助項目經理馬特?魯賓斯設計不同的課程方式——商業體驗、企業家精神與法律等，以滿足來自不同專業和不同地區的學員們對賦橋的需求。

????未來兩年，賦橋計劃推出數據庫JobX，其中包括對來自不同行業的1,000名員工進行的采訪，問題將涉及員工們對于本職工作喜歡和討厭的地方，并按照學生的職業測評指標進行編碼。（賦橋使用了哈佛商學院高級研究員蒂姆?巴特勒的CareerLeader程序。）此外，公司還收購了CollegePortfolio.com，希望利用這個網站的平臺在未來幾年建立平級指導小組，并將為賦橋畢業生們提供5至10天的跟進課程，深入學習市場營銷、技術、設計、金融等課題。

????2014年，賦橋將推出全球之旅：美國學生將到孟買、布拉格和上海等城市進行為期七周的集訓，而國際學生將訪問倫敦、紐約和硅谷。新活動專注于拓寬學生的眼界，讓他們了解所有的職業可能性。

????隨著賦橋的發展，如何在不犧牲人才素質的情況下招聘更多導師，如今成為公司不得不面臨的挑戰。畢竟，是導師讓集訓營更有價值，讓學員們能夠了解什么是職業關系，并為這些20歲左右的物質青年們重塑自信。從賦橋畢業的學生不見得要靠集訓營來獲得成功，但集訓營可以為學生們提供一個機會，找到與自己的個性相匹配的工作，而不是在商學院白白浪費高額學費。

????譯者：劉進龍/汪皓

????Fullbridge is also going global: In 2011, it launched a program in South Korea and last month, it ended its Phase 1 program in partnership with Prince Sultan University in Riyadh, Saudi Arabia. Fourteen men and 22 women enrolled, and were separated by gender. Since the coaches weren't sure what to expect, they overcompensated by assign one coach for every six students. "For many participants, it was their first experience in a professional setting," says Owings. "There was a sense of urgency among the women, whereas the men knew there would be jobs waiting for them upon graduation." Just after the Fullbridge program ended, the students began 7-month co-op assignments at PriceWaterhouseCooper, Microsoft (MSFT), the Riyadh Chamber of Commerce, and at area preschools. This summer, Fullbridge will run a program in Shanghai.

????The company's obsession with feedback doesn't end with the students; on-the-ground successes and failures are reported to Owings, who helps program manager Matt Rubins mold the different course tracks -- business immersion, entrepreneurship, and legal -- to cater to Fullbridge's professionally and geographically diverse audiences.

????Over the next two years, Fullbridge plans to launch JobX, a database of 1,000 interviews with employees from varying industries, asking what they love and what they hate about their jobs and coded based on students' career assessment indexes. (Fullbridge uses HBS senior fellow Tim Butler's CareerLeader program.) It also acquired CollegePortfolio.com, hoping to use its platform to create peer-mentoring groups over the next year, and will be rolling out follow up 5-10 day programs that dive deeper into subjects like marketing, technology, design, and finance for Fullbridge graduates.

????In 2014, Fullbridge is launching a World Tour: for American students, it's a seven-week program with stops in cities like Mumbai, Prague, and Shanghai; international students will visit London, New York City, and Silicon Valley. These new initiatives focus on opening students' eyes to all career possibilities.

????As Fullbridge grows, it faces the challenge of hiring more coaches without sacrificing talent quality. The coaches make the program worthwhile, giving participants a taste of what professional relationships are like, while instilling confidence in the dough-eyed twenty-somethings Its unlikely Fullbridge graduates needed the program to find success, but it does give students a chance to find careers that match their personalities -- and avoid the astronomical cost of business school.