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In 1995, a graphic design teacher named Lynda Weinman, and also an aspiring entrepreneur, decided to get the website Lynda.com.
在1995年，一位名叫Lynda Weinman的平面設計老師，同時也是一位有抱負的企業家，決定創建網站Lynda.com。
She did so because she needed a sandbox to play in, with the new graphic-design tools, the digital tools that were being developed at that time:
她這麼做是因為她需要一個可以玩耍的沙盒，來使用當時正在開發的新平面設計工具和數位工具：
Photoshop, Illustrator and many more.
像是Photoshop、Illustrator等等。
And she needed a place to put her students' work so all could see it.
而且她需要一個地方來展示她學生的作品，讓大家都能看到。
Well, she put that website together, and the business began to grow.
好吧，她把那個網站組合起來，生意開始成長。
And in 2002, she discovered it could be much, much more, so she moved all of her teaching online.
在2002年，她發現這可以變得更大、更好，所以她將所有教學搬到線上。
Later, the business was sold to LinkedIn, who renamed it LinkedIn Learning, sold for 1.5 billion US dollars.
後來，這個生意被賣給LinkedIn，並改名為LinkedIn Learning，售價達15億美金。
Lynda is the poster child for what I call the counterconventional mindsets of entrepreneurs.
Lynda是我所稱的企業家反常規思維的典範。
So I want to tell you about these mindsets today, and here we go.
所以我今天想告訴你們這些思維，讓我們開始吧。
So, number one, why do I call them counterconventional?
那麼，第一個問題是，為什麼我稱它們為反常規的呢？
First, these six mindsets run counter to the best practices, as we call them, that are done in big companies today.
首先，這六種思維與我們所稱的大公司最佳實踐相反。
They fly in the face of much of what we teach at London Business School and other business schools about strategy, about marketing, about risk and about much more.
它們與我們在倫敦商學院和其他商學院所教的策略、行銷、風險等許多內容背道而馳。
Now, you might say, “John, what do you mean by ‘mindset?’” A mindset, of course, is up here, right?
現在，你可能會問：“John，你所說的‘思維’是什麼意思？”思維，當然就是在這裡，對吧？
It's those things, attitudes, habits, thoughts, mental inclination which, when something comes our way, predetermines the response we make to that something that comes our way,
它是那些事情、態度、習慣、思想、心理傾向，當某事發生時，預先決定我們對那件事的反應。
and those somethings, as we entrepreneurs call them, are opportunities.
而那些事情，正如我們企業家所稱的，就是機會。
So I want to tell you about these six mindsets, and the first one, I call "Yes, we can." Now, B-school strategy 101 says the following:
所以我想告訴你這六種思維，第一個我稱為「是的，我們可以」。現在，商學院的策略101是這樣說的：
what we're supposed to do, in a company, is stick to our knitting.
在公司裡，我們應該專注於我們擅長的事情。
We've got to figure out what we're really good at -- we call them core competencies -- and we've got to build on them, invest in them, nurture them,
我們必須找出我們真正擅長的地方——我們稱之為核心競爭力——並在此基礎上發展、投資、培養，
make them more robust.
讓它們變得更強大。
And if somebody comes along and says, “Can you do something different, that’s outside of that?” what are we supposed to say?
如果有人來問：“你能做些不同的事情，超出這個範疇嗎？”我們應該怎麼回答？
"No, I'm sorry, we don't do that around here." Well ...
「不，我很抱歉，我們這裡不這樣做。」好吧……
A Brazilian entrepreneur named Arnold Correia built a wonderful business that, today, is called Atmo Digital, by disregarding those rules.
一位名叫阿諾德·科雷亞的巴西企業家，藉由不遵循那些規則，建立了一個叫做 Atmo Digital 的美好事業。
He'd already reinvented his business twice, to become a major provider of event management and production services, when one of his customers said to him, "You know, I have 260 stores scattered all around Brazil,"
他已經重新創造了自己的事業兩次，成為大型活動管理和製作服務的主要供應商，當時他的客戶對他說：「你知道，我在巴西有260家分店。」
and Brazil is a big country, "and I'd like to be able to broadcast training and motivational events to the stores in real time.
而巴西是一個大國，「我希望能夠實時向這些商店廣播培訓和激勵活動。」
So, Arnold, could we put televisions in the training room of all my stores, and could we build a satellite uplink so we can send all this wonderful stuff to the stores?"
所以，阿諾德，我們能否在我所有商店的培訓室裡放置電視，並建立一個衛星上行鏈路，讓我們可以把這些美好的東西發送到商店？
So what did he say?
那麼，他說了什麼？
He said, “Yes, we could do that,” even though he knew nothing about satellite technology, had never operated outside São Paulo, but he got it done.
他說：「是的，我們可以做到。」儘管他對衛星技術一無所知，從未在聖保羅以外的地方運作，但他還是完成了這件事。
Then, several years later, some of the other customers, one of them in particular, Walmart, said, “You know, it’s nice that we have all of these television screens
幾年後，其他一些客戶，特別是沃爾瑪，說：「你知道，我們有這麼多電視螢幕真不錯。
in the back room of the store, but wouldn't it be cool if we had them on the sales floor?
但如果我們能在銷售區域裡也有它們，那會不會很酷？
Because then, we could run advertising, so when the customer walks down the aisle for detergent, perhaps there's an ad for Procter and Gamble's detergent in that aisle?"
因為這樣，我們可以播放廣告，當顧客走過洗衣精的過道時，或許那個過道裡會有寶潔的廣告？
And what did Arnold say to that request?
那阿諾德對這個要求說了什麼？
"Yes, we can do that." Over a period of years, Arnold reinvented his business, fundamentally, four different times, by saying, when a customer wanted something new
「是的，我們可以做到。」在幾年的時間裡，阿諾德四次根本性地重新創造了他的事業，當客戶想要一些超出他核心能力的東西時，他總是說：「是的，我們可以。」
that lay outside of his core competencies, "Yes, we can." The second one I want to tell you about, I call "problem-first, not product-first logic." So in big companies today, it's all about the products.
我想告訴你們的第二個例子，我稱之為「問題優先，而不是產品優先的邏輯。」在今天的大公司裡，一切都圍繞著產品。
So while I'm in the US, my family and I have used Tide, for many years, to wash our clothes.
所以當我在美國時，我和我的家人已經用 Tide 洗衣粉很多年了。
And we get a chuckle, every now and then, because we can tell a new brand manager has come along, because what happens, they change the product, right?
我們時不時會笑一笑，因為我們可以告訴一位新的品牌經理來了，因為發生的事情是，他們會改變產品，對吧？
They take the blue speckles out of it and turn them green.
他們把藍色的斑點去掉，變成綠色的。
And they call it "new, improved." Is this innovation, guys?
他們稱之為「全新改良版。」這算是創新嗎，各位？
I'm not so sure.
我不太確定。
Coca-Cola, what is there?
可口可樂，裡面有什麼？
There was Classic Coke, and then, there was New Coke.
有經典可樂，然後是新可樂。
That didn't work out too well.
這個結果不太理想。
Then, there was Diet Coke, Coke Zero and Vanilla Coke and Cherry Coke, lots of Cokes.
然後，有健怡可樂、零度可樂、香草可樂和櫻桃可樂，很多可樂。
I don't think this is what innovation is all about.
我不認為這就是創新的全部。
But for entrepreneurs, we don't focus on products, we focus on problems.
但對於企業家來說，我們不專注於產品，而是專注於問題。
A guy named Jonathan Thorne developed a technology that did something very useful.
有個叫喬納森·索恩的傢伙開發了一項非常有用的技術。
This instrument you see in front of you is called a surgical forceps.
你面前這個工具叫做外科鉗。
It's the tool that almost every surgeon, in any kind of medical discipline, uses to do his or her work.
幾乎每位外科醫生在任何醫療領域都會使用這個工具來進行工作。
But there's a problem with these surgical forceps -- they stick to human tissue.
不過這些外科鉗有個問題——它們會黏在人體組織上。
So imagine you're having a facelift, and the plastic surgeon is doing the final touches, but the tissue sticks to the forceps.
想像一下你正在做拉皮手術，整形外科醫生正在做最後的修整，但組織黏在鉗子上。
Maybe it's not going to look quite as good as it was supposed to look.
也許效果不會像預期的那樣好。
And maybe the plastic surgeon is going to get a little frustrated, and it's going to take longer to do the work.
也許整形外科醫生會有點沮喪，這樣工作會花更長的時間。
And John said, "You know, that's a problem I think I can solve," with a new silver-nickel alloy that he had developed.
喬恩說："你知道，我覺得這是一個我能解決的問題，"他用自己開發的新銀鎳合金。
It turned out the business didn't grow very fast, focusing on plastic surgeons.
結果這個業務增長得並不快，專注於整形外科醫生。
So he said, "I wonder if there's another surgical specialty that has an even bigger problem that I could solve," and he discovered one, and that's neurosurgeons.
所以他說："我想知道是否有其他外科專業有更大的問題我可以解決，"他發現了神經外科醫生。
And neurosurgeons work in two places on our bodies, in our spines and in our brain.
神經外科醫生在我們身體的兩個地方工作，脊椎和大腦。
So I hope you never have brain surgery, and I hope I never have it, but if they have to take a little tumor out, I hope the forceps don't stick to some other tissues,
我希望你永遠不需要腦部手術，我也希望我不需要，但如果他們必須取出一小塊腫瘤，我希望鉗子不會黏在其他組織上，
because I kind of want to keep all the brain cells I can, right?
因為我有點想保留所有的腦細胞，對吧？
John Thorne built a fantastic business, sold it some years later to Stryker.
喬恩·索恩建立了一個很棒的企業，幾年後將其賣給了斯特萊克。
Stryker is very happy, John and his investors are very happy too.
斯特萊克非常高興，喬恩和他的投資者也很高興。
Why? Because John focused on solving problems, not on thinking about products.
為什麼？因為喬恩專注於解決問題，而不是思考產品。
The next one, I call it “think narrow, not broad.” Like John Thorne, an entrepreneur I’m going to tell you about focused on a problem but thought very narrowly about the target market.
下一個，我稱之為「專注於狹窄，而不是廣泛」。像約翰·索恩這位企業家，他專注於一個問題，但對目標市場的思考非常狹窄。
But the big-company wisdom doesn’t want narrow target markets, it wants big target markets, right?
但大公司的智慧不想要狹窄的目標市場，它想要的是大的目標市場，對吧？
Because you've got to move the needle.
因為你必須讓事情有所改變。
Why would a big company mess around with something small?
為什麼大公司要去搞一些小事情呢？
Phil Knight was a runner, a distance runner, and he could run almost, not quite, a four-minute mile, and Bill Bowerman was his track coach.
菲爾·奈特是一位長跑運動員，他幾乎可以跑到四分鐘一英里的速度，而比爾·鮑曼是他的田徑教練。
And there was a problem with their shoes, because running shoes, in those days, were really made for sprinters.
他們的鞋子有個問題，因為當時的跑鞋真的只適合短跑選手。
And when sprinters train, they run around the track.
短跑選手訓練時，都是在跑道上跑。
It's a nice, smooth track.
那是一條平滑的跑道。
But distance runners don't run around tracks.
但長跑選手不會在跑道上跑。
Where do they run?
那他們在哪裡跑呢？
They run on country paths and dirt roads, and they're always stepping on sticks and rocks, and so they get sprained ankles.
他們在鄉間小路和泥土路上跑，總是踩到樹枝和石頭，因此容易扭傷腳踝。
And they run mile after mile after mile, and they get shin splints.
他們一英里接著一英里地跑，會得小腿疼痛。
Well, Knight and Bowerman said, "We need better shoes, shoes that are made especially for distance runners, especially elite distance runners, who really train a whole lot.
奈特和鮑曼說：「我們需要更好的鞋子，專門為長跑選手，特別是那些訓練非常多的精英長跑選手設計的鞋子。」
So we're going to build a better shoe that's going to have better lateral stability, a wider footbed.
所以我們要製造一雙更好的鞋子，會有更好的側向穩定性和更寬的鞋墊。
It's going to have a little more cushioning in it, to protect against those shin splints -- and by the way, if it's a little bit lighter-weight,
它會有更多的緩衝，以保護那些小腿疼痛——順便說一句，如果它輕一點，
a few ounces lighter, times all the steps in running a mile, or a two-mile, or a marathon, it’s going to make for faster race times too.”
輕幾盎司，乘以跑一英里、兩英里或馬拉鬆的每一步，這樣也能讓比賽時間更快。」
So we know what happened with Nike, right?
所以我們知道耐克後來發生了什麼，對吧？
Once they developed the skills to design shoes explicitly made for a target market, a narrow one, and once they learned to import those shoes from Asia,
一旦他們發展出設計專門針對狹窄目標市場的鞋子的技能，並學會從亞洲進口這些鞋子，
and once they learned to get athletes to adopt those shoes, what did they do?
而且一旦他們學會讓運動員接受這些鞋子，他們接下來做了什麼？
Well, John McEnroe in tennis, Michael Jordan in basketball came next, and we know what the story is with Nike today.
好吧，約翰·麥肯羅在網球、邁克爾·喬丹在籃球接下來出現，我們知道今天耐克的故事是什麼。
They're the global leader in athletic footwear and much more.
他們是全球運動鞋及其他產品的領導者。
OK, the next one -- “asking for the cash, and riding the float.” Big companies today are awash in cash.
好吧，下一個是——「要求現金，並騎著浮動資金。」今天的大公司現金充裕。
Even in these tricky times we are in today, there is cash all over the place, right?
即使在今天這種棘手的時期，現金到處都是，對吧？
Merck, in 2018, spent all this money giving money back to shareholders through stock buybacks and dividends, and they could only find 10 billion worth of R and D to do,
默克在2018年花了很多錢回饋股東，透過股票回購和股息，但他們只能找到價值100億的研發資金。
with all that cash.
這麼多現金。
Is something wrong here?
這裡有什麼問題嗎？
I think this just doesn't feel right.
我覺得這樣不太對勁。
But for entrepreneurs like Elon Musk and the Tesla team, cash is the lifeblood of the entrepreneurial venture.
但對於像伊隆·馬斯克和特斯拉團隊這樣的企業家來說，現金是創業的命脈。
So when Musk joined the Tesla team, he said, "What's the plan here?" And that team had a plan, and it was to build a really fancy sports car,
所以當馬斯克加入特斯拉團隊時，他說：「這裡的計畫是什麼？」那個團隊有一個計畫，就是建造一輛非常高級的跑車。
make a lot of money from that one, use that money to build a somewhat lower-priced car, make some money from that one, and then, we're going to build a mass-market car
從那輛車賺很多錢，然後用那筆錢來建造一輛價格稍低的車，再從那輛車賺一些錢，然後，我們要建造一輛大眾市場的車。
that more people can afford.
這樣更多人能負擔得起。
And in so doing, we're going to make a real dent in the emissions problem that the global automobile industry creates.
這樣一來，我們就能真正減少全球汽車產業造成的排放問題。
Well, what Musk said is, "Let's go see if we can sell some cars." So ...
馬斯克說：「我們去看看能不能賣掉一些車。」所以...
they did a little road show in California, and they invited people, on this little road show, with three characteristics.
他們在加州做了一個小型路演，並邀請了人們，這個小型路演有三個特徵。
Number one, they cared about the environment.
第一，他們關心環境。
Number two, they were wealthy.
第二，他們很有錢。
And number three, they thought it might be cool to have the next big thing parked in their driveway.
第三，他們覺得擁有下一個大東西停在他們的車道上可能很酷。
They sold 100 Tesla Roadsters for 100,000 dollars each, cash on the barrelhead, paid tonight.
他們以每輛10萬美元的價格賣出了100輛特斯拉跑車，現金支付，今晚就要付。
How much? Do the math.
多少錢？算算看。
How much money have they got to start building Roadsters?
他們有多少錢可以開始建造跑車？
10 million US dollars in the bank, in cash, before they had built Roadster number one.
在他們建造第一輛Roadster之前，銀行裡有一千萬美元的現金。
That principle has carried Tesla all the way through its journey.
這個原則伴隨著特斯拉一路走來。
So when they introduced the Model 3, several years ago, nearly half a million consumers put down deposits of 1,000 dollars each.
幾年前他們推出Model 3時，將近五十萬名消費者各自支付了一千美元的訂金。
Half a million consumers, 1,000 dollars each -- half a billion dollars, in the bank, in cash, with which to begin doing the engineering, build the tooling, fit out the factory and more.
五十萬名消費者，每人一千美元，總共五億美元的現金，讓他們可以開始進行工程、建造工具、裝備工廠等等。
Wouldn't you like to build your entrepreneurial venture with that kind of business model?
你不想用這種商業模式來建立你的創業事業嗎？
OK, the next one.
好，下一個。
I call it “beg, borrow, but please, please don’t steal.” In B-school finance, we teach our students how to analyze whether a project's any good.
我稱之為「乞求、借用，但拜託，請不要偷。」在商學院的財務課中，我們教學生如何分析一個項目是否值得。
And then, you ask yourself, "Well, is that return on that investment sufficient?" And if the ROI is good enough, then you do the project.
然後，你要問自己：「那麼，這項投資的回報是否足夠？」如果投資回報率夠好，那就執行這個項目。
But for Tristram Mayhew, and Rebecca Mayhew, his wife, who built a wonderful business in the UK, called Go Ape, a treetop adventure business, they didn't think that way at all.
但對於Tristram Mayhew和他的妻子Rebecca Mayhew來說，他們在英國建立了一個叫Go Ape的美好事業，他們根本不這麼想。
They said, "We want to build a treetop adventure business, here in the UK." They'd seen one in France, that they liked, on a vacation.
他們說：「我們想在英國建立一個樹頂冒險事業。」他們在度假時看到過一個在法國的，覺得不錯。
"So where can we get some trees?" Well ...
「那麼，我們可以在哪裡找到樹呢？」好吧……
Who's got trees in the UK?
英國誰有樹呢？
It turns out the UK Forestry Commission has trees in the UK, lots of them, in all these Forestry Commission sites, and the Forestry Commission was very interested
結果發現英國林業委員會擁有很多樹，分佈在所有這些林業委員會的地點，他們對增加訪客數量非常感興趣。
in increasing their visitor count.
那麼，還有什麼比在他們的土地上設置一個Go Ape樹頂冒險課程更好的方法來增加訪客數量呢？
Well, what better way to increase their visitor count than to have a Go Ape treetop adventure course on their land?
所以Tris和Becs基本上就是去找林業委員會，說：「看看，如果你們給我們機會建五個，讓你們看看這行不行，
So what Tris and Becs essentially did was go to the Forestry Commission and say, "Look, if you'll give us a chance to build five of these and show you that it works,
我們希望未來的二十五年能獨家經營其他的。」這筆交易就這樣達成了。
we'd like an exclusive for the rest of them, for 25 years." The deal was done.
今天，英國有超過三十個Go Ape冒險地點，美國也有很多，那是怎麼發生的呢？
Today, there are more than 30 Go Ape adventure sites across the UK, there are a whole bunch of them in the US, and how did that happen?
因為他們借用了大部分所需的資產。
Because they borrowed most of the assets they needed.
他們借用了樹、廁所、停車場，所有這些東西。
They borrowed the trees, they borrowed the loos, they borrowed the parking lots, all that stuff.
他們借用了樹、廁所、停車場，所有這些東西。
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In 1995, a graphic design teacher named Lynda Weinman, and also an aspiring entrepreneur, decided to get the website Lynda.com.
在1995年，一位名叫Lynda Weinman的平面設計老師，同時也是一位有抱負的企業家，決定創建網站Lynda.com。
She did so because she needed a sandbox to play in, with the new graphic-design tools, the digital tools that were being developed at that time:
她這麼做是因為她需要一個可以玩耍的沙盒，來使用當時正在開發的新平面設計工具和數位工具：
Photoshop, Illustrator and many more.
像是Photoshop、Illustrator等等。
And she needed a place to put her students' work so all could see it.
而且她需要一個地方來展示她學生的作品，讓大家都能看到。
Well, she put that website together, and the business began to grow.
好吧，她把那個網站組合起來，生意開始成長。
And in 2002, she discovered it could be much, much more, so she moved all of her teaching online.
在2002年，她發現這可以變得更大、更好，所以她將所有教學搬到線上。
Later, the business was sold to LinkedIn, who renamed it LinkedIn Learning, sold for 1.5 billion US dollars.
後來，這個生意被賣給LinkedIn，並改名為LinkedIn Learning，售價達15億美金。
Lynda is the poster child for what I call the counterconventional mindsets of entrepreneurs.
Lynda是我所稱的企業家反常規思維的典範。
So I want to tell you about these mindsets today, and here we go.
所以我今天想告訴你們這些思維，讓我們開始吧。
So, number one, why do I call them counterconventional?
那麼，第一個問題是，為什麼我稱它們為反常規的呢？
First, these six mindsets run counter to the best practices, as we call them, that are done in big companies today.
首先，這六種思維與我們所稱的大公司最佳實踐相反。
They fly in the face of much of what we teach at London Business School and other business schools about strategy, about marketing, about risk and about much more.
它們與我們在倫敦商學院和其他商學院所教的策略、行銷、風險等許多內容背道而馳。
Now, you might say, “John, what do you mean by ‘mindset?’” A mindset, of course, is up here, right?
現在，你可能會問：“John，你所說的‘思維’是什麼意思？”思維，當然就是在這裡，對吧？
It's those things, attitudes, habits, thoughts, mental inclination which, when something comes our way, predetermines the response we make to that something that comes our way,
它是那些事情、態度、習慣、思想、心理傾向，當某事發生時，預先決定我們對那件事的反應。
and those somethings, as we entrepreneurs call them, are opportunities.
而那些事情，正如我們企業家所稱的，就是機會。
So I want to tell you about these six mindsets, and the first one, I call "Yes, we can." Now, B-school strategy 101 says the following:
所以我想告訴你這六種思維，第一個我稱為「是的，我們可以」。現在，商學院的策略101是這樣說的：
what we're supposed to do, in a company, is stick to our knitting.
在公司裡，我們應該專注於我們擅長的事情。
We've got to figure out what we're really good at -- we call them core competencies -- and we've got to build on them, invest in them, nurture them,
我們必須找出我們真正擅長的地方——我們稱之為核心競爭力——並在此基礎上發展、投資、培養，
make them more robust.
讓它們變得更強大。
And if somebody comes along and says, “Can you do something different, that’s outside of that?” what are we supposed to say?
如果有人來問：“你能做些不同的事情，超出這個範疇嗎？”我們應該怎麼回答？
"No, I'm sorry, we don't do that around here." Well ...
「不，我很抱歉，我們這裡不這樣做。」好吧……
A Brazilian entrepreneur named Arnold Correia built a wonderful business that, today, is called Atmo Digital, by disregarding those rules.
一位名叫阿諾德·科雷亞的巴西企業家，藉由不遵循那些規則，建立了一個叫做 Atmo Digital 的美好事業。
He'd already reinvented his business twice, to become a major provider of event management and production services, when one of his customers said to him, "You know, I have 260 stores scattered all around Brazil,"
他已經重新創造了自己的事業兩次，成為大型活動管理和製作服務的主要供應商，當時他的客戶對他說：「你知道，我在巴西有260家分店。」
and Brazil is a big country, "and I'd like to be able to broadcast training and motivational events to the stores in real time.
而巴西是一個大國，「我希望能夠實時向這些商店廣播培訓和激勵活動。」
So, Arnold, could we put televisions in the training room of all my stores, and could we build a satellite uplink so we can send all this wonderful stuff to the stores?"
所以，阿諾德，我們能否在我所有商店的培訓室裡放置電視，並建立一個衛星上行鏈路，讓我們可以把這些美好的東西發送到商店？
So what did he say?
那麼，他說了什麼？
He said, “Yes, we could do that,” even though he knew nothing about satellite technology, had never operated outside São Paulo, but he got it done.
他說：「是的，我們可以做到。」儘管他對衛星技術一無所知，從未在聖保羅以外的地方運作，但他還是完成了這件事。
Then, several years later, some of the other customers, one of them in particular, Walmart, said, “You know, it’s nice that we have all of these television screens
幾年後，其他一些客戶，特別是沃爾瑪，說：「你知道，我們有這麼多電視螢幕真不錯。
in the back room of the store, but wouldn't it be cool if we had them on the sales floor?
但如果我們能在銷售區域裡也有它們，那會不會很酷？
Because then, we could run advertising, so when the customer walks down the aisle for detergent, perhaps there's an ad for Procter and Gamble's detergent in that aisle?"
因為這樣，我們可以播放廣告，當顧客走過洗衣精的過道時，或許那個過道裡會有寶潔的廣告？
And what did Arnold say to that request?
那阿諾德對這個要求說了什麼？
"Yes, we can do that." Over a period of years, Arnold reinvented his business, fundamentally, four different times, by saying, when a customer wanted something new
「是的，我們可以做到。」在幾年的時間裡，阿諾德四次根本性地重新創造了他的事業，當客戶想要一些超出他核心能力的東西時，他總是說：「是的，我們可以。」
that lay outside of his core competencies, "Yes, we can." The second one I want to tell you about, I call "problem-first, not product-first logic." So in big companies today, it's all about the products.
我想告訴你們的第二個例子，我稱之為「問題優先，而不是產品優先的邏輯。」在今天的大公司裡，一切都圍繞著產品。
So while I'm in the US, my family and I have used Tide, for many years, to wash our clothes.
所以當我在美國時，我和我的家人已經用 Tide 洗衣粉很多年了。
And we get a chuckle, every now and then, because we can tell a new brand manager has come along, because what happens, they change the product, right?
我們時不時會笑一笑，因為我們可以告訴一位新的品牌經理來了，因為發生的事情是，他們會改變產品，對吧？
They take the blue speckles out of it and turn them green.
他們把藍色的斑點去掉，變成綠色的。
And they call it "new, improved." Is this innovation, guys?
他們稱之為「全新改良版。」這算是創新嗎，各位？
I'm not so sure.
我不太確定。
Coca-Cola, what is there?
可口可樂，裡面有什麼？
There was Classic Coke, and then, there was New Coke.
有經典可樂，然後是新可樂。
That didn't work out too well.
這個結果不太理想。
Then, there was Diet Coke, Coke Zero and Vanilla Coke and Cherry Coke, lots of Cokes.
然後，有健怡可樂、零度可樂、香草可樂和櫻桃可樂，很多可樂。
I don't think this is what innovation is all about.
我不認為這就是創新的全部。
But for entrepreneurs, we don't focus on products, we focus on problems.
但對於企業家來說，我們不專注於產品，而是專注於問題。
A guy named Jonathan Thorne developed a technology that did something very useful.
有個叫喬納森·索恩的傢伙開發了一項非常有用的技術。
This instrument you see in front of you is called a surgical forceps.
你面前這個工具叫做外科鉗。
It's the tool that almost every surgeon, in any kind of medical discipline, uses to do his or her work.
幾乎每位外科醫生在任何醫療領域都會使用這個工具來進行工作。
But there's a problem with these surgical forceps -- they stick to human tissue.
不過這些外科鉗有個問題——它們會黏在人體組織上。
So imagine you're having a facelift, and the plastic surgeon is doing the final touches, but the tissue sticks to the forceps.
想像一下你正在做拉皮手術，整形外科醫生正在做最後的修整，但組織黏在鉗子上。
Maybe it's not going to look quite as good as it was supposed to look.
也許效果不會像預期的那樣好。
And maybe the plastic surgeon is going to get a little frustrated, and it's going to take longer to do the work.
也許整形外科醫生會有點沮喪，這樣工作會花更長的時間。
And John said, "You know, that's a problem I think I can solve," with a new silver-nickel alloy that he had developed.
喬恩說："你知道，我覺得這是一個我能解決的問題，"他用自己開發的新銀鎳合金。
It turned out the business didn't grow very fast, focusing on plastic surgeons.
結果這個業務增長得並不快，專注於整形外科醫生。
So he said, "I wonder if there's another surgical specialty that has an even bigger problem that I could solve," and he discovered one, and that's neurosurgeons.
所以他說："我想知道是否有其他外科專業有更大的問題我可以解決，"他發現了神經外科醫生。
And neurosurgeons work in two places on our bodies, in our spines and in our brain.
神經外科醫生在我們身體的兩個地方工作，脊椎和大腦。
So I hope you never have brain surgery, and I hope I never have it, but if they have to take a little tumor out, I hope the forceps don't stick to some other tissues,
我希望你永遠不需要腦部手術，我也希望我不需要，但如果他們必須取出一小塊腫瘤，我希望鉗子不會黏在其他組織上，
because I kind of want to keep all the brain cells I can, right?
因為我有點想保留所有的腦細胞，對吧？
John Thorne built a fantastic business, sold it some years later to Stryker.
喬恩·索恩建立了一個很棒的企業，幾年後將其賣給了斯特萊克。
Stryker is very happy, John and his investors are very happy too.
斯特萊克非常高興，喬恩和他的投資者也很高興。
Why? Because John focused on solving problems, not on thinking about products.
為什麼？因為喬恩專注於解決問題，而不是思考產品。
The next one, I call it “think narrow, not broad.” Like John Thorne, an entrepreneur I’m going to tell you about focused on a problem but thought very narrowly about the target market.
下一個，我稱之為「專注於狹窄，而不是廣泛」。像約翰·索恩這位企業家，他專注於一個問題，但對目標市場的思考非常狹窄。
But the big-company wisdom doesn’t want narrow target markets, it wants big target markets, right?
但大公司的智慧不想要狹窄的目標市場，它想要的是大的目標市場，對吧？
Because you've got to move the needle.
因為你必須讓事情有所改變。
Why would a big company mess around with something small?
為什麼大公司要去搞一些小事情呢？
Phil Knight was a runner, a distance runner, and he could run almost, not quite, a four-minute mile, and Bill Bowerman was his track coach.
菲爾·奈特是一位長跑運動員，他幾乎可以跑到四分鐘一英里的速度，而比爾·鮑曼是他的田徑教練。
And there was a problem with their shoes, because running shoes, in those days, were really made for sprinters.
他們的鞋子有個問題，因為當時的跑鞋真的只適合短跑選手。
And when sprinters train, they run around the track.
短跑選手訓練時，都是在跑道上跑。
It's a nice, smooth track.
那是一條平滑的跑道。
But distance runners don't run around tracks.
但長跑選手不會在跑道上跑。
Where do they run?
那他們在哪裡跑呢？
They run on country paths and dirt roads, and they're always stepping on sticks and rocks, and so they get sprained ankles.
他們在鄉間小路和泥土路上跑，總是踩到樹枝和石頭，因此容易扭傷腳踝。
And they run mile after mile after mile, and they get shin splints.
他們一英里接著一英里地跑，會得小腿疼痛。
Well, Knight and Bowerman said, "We need better shoes, shoes that are made especially for distance runners, especially elite distance runners, who really train a whole lot.
奈特和鮑曼說：「我們需要更好的鞋子，專門為長跑選手，特別是那些訓練非常多的精英長跑選手設計的鞋子。」
So we're going to build a better shoe that's going to have better lateral stability, a wider footbed.
所以我們要製造一雙更好的鞋子，會有更好的側向穩定性和更寬的鞋墊。
It's going to have a little more cushioning in it, to protect against those shin splints -- and by the way, if it's a little bit lighter-weight,
它會有更多的緩衝，以保護那些小腿疼痛——順便說一句，如果它輕一點，
a few ounces lighter, times all the steps in running a mile, or a two-mile, or a marathon, it’s going to make for faster race times too.”
輕幾盎司，乘以跑一英里、兩英里或馬拉鬆的每一步，這樣也能讓比賽時間更快。」
So we know what happened with Nike, right?
所以我們知道耐克後來發生了什麼，對吧？
Once they developed the skills to design shoes explicitly made for a target market, a narrow one, and once they learned to import those shoes from Asia,
一旦他們發展出設計專門針對狹窄目標市場的鞋子的技能，並學會從亞洲進口這些鞋子，
and once they learned to get athletes to adopt those shoes, what did they do?
而且一旦他們學會讓運動員接受這些鞋子，他們接下來做了什麼？
Well, John McEnroe in tennis, Michael Jordan in basketball came next, and we know what the story is with Nike today.
好吧，約翰·麥肯羅在網球、邁克爾·喬丹在籃球接下來出現，我們知道今天耐克的故事是什麼。
They're the global leader in athletic footwear and much more.
他們是全球運動鞋及其他產品的領導者。
OK, the next one -- “asking for the cash, and riding the float.” Big companies today are awash in cash.
好吧，下一個是——「要求現金，並騎著浮動資金。」今天的大公司現金充裕。
Even in these tricky times we are in today, there is cash all over the place, right?
即使在今天這種棘手的時期，現金到處都是，對吧？
Merck, in 2018, spent all this money giving money back to shareholders through stock buybacks and dividends, and they could only find 10 billion worth of R and D to do,
默克在2018年花了很多錢回饋股東，透過股票回購和股息，但他們只能找到價值100億的研發資金。
with all that cash.
這麼多現金。
Is something wrong here?
這裡有什麼問題嗎？
I think this just doesn't feel right.
我覺得這樣不太對勁。
But for entrepreneurs like Elon Musk and the Tesla team, cash is the lifeblood of the entrepreneurial venture.
但對於像伊隆·馬斯克和特斯拉團隊這樣的企業家來說，現金是創業的命脈。
So when Musk joined the Tesla team, he said, "What's the plan here?" And that team had a plan, and it was to build a really fancy sports car,
所以當馬斯克加入特斯拉團隊時，他說：「這裡的計畫是什麼？」那個團隊有一個計畫，就是建造一輛非常高級的跑車。
make a lot of money from that one, use that money to build a somewhat lower-priced car, make some money from that one, and then, we're going to build a mass-market car
從那輛車賺很多錢，然後用那筆錢來建造一輛價格稍低的車，再從那輛車賺一些錢，然後，我們要建造一輛大眾市場的車。
that more people can afford.
這樣更多人能負擔得起。
And in so doing, we're going to make a real dent in the emissions problem that the global automobile industry creates.
這樣一來，我們就能真正減少全球汽車產業造成的排放問題。
Well, what Musk said is, "Let's go see if we can sell some cars." So ...
馬斯克說：「我們去看看能不能賣掉一些車。」所以...
they did a little road show in California, and they invited people, on this little road show, with three characteristics.
他們在加州做了一個小型路演，並邀請了人們，這個小型路演有三個特徵。
Number one, they cared about the environment.
第一，他們關心環境。
Number two, they were wealthy.
第二，他們很有錢。
And number three, they thought it might be cool to have the next big thing parked in their driveway.
第三，他們覺得擁有下一個大東西停在他們的車道上可能很酷。
They sold 100 Tesla Roadsters for 100,000 dollars each, cash on the barrelhead, paid tonight.
他們以每輛10萬美元的價格賣出了100輛特斯拉跑車，現金支付，今晚就要付。
How much? Do the math.
多少錢？算算看。
How much money have they got to start building Roadsters?
他們有多少錢可以開始建造跑車？
10 million US dollars in the bank, in cash, before they had built Roadster number one.
在他們建造第一輛Roadster之前，銀行裡有一千萬美元的現金。
That principle has carried Tesla all the way through its journey.
這個原則伴隨著特斯拉一路走來。
So when they introduced the Model 3, several years ago, nearly half a million consumers put down deposits of 1,000 dollars each.
幾年前他們推出Model 3時，將近五十萬名消費者各自支付了一千美元的訂金。
Half a million consumers, 1,000 dollars each -- half a billion dollars, in the bank, in cash, with which to begin doing the engineering, build the tooling, fit out the factory and more.
五十萬名消費者，每人一千美元，總共五億美元的現金，讓他們可以開始進行工程、建造工具、裝備工廠等等。
Wouldn't you like to build your entrepreneurial venture with that kind of business model?
你不想用這種商業模式來建立你的創業事業嗎？
OK, the next one.
好，下一個。
I call it “beg, borrow, but please, please don’t steal.” In B-school finance, we teach our students how to analyze whether a project's any good.
我稱之為「乞求、借用，但拜託，請不要偷。」在商學院的財務課中，我們教學生如何分析一個項目是否值得。
And then, you ask yourself, "Well, is that return on that investment sufficient?" And if the ROI is good enough, then you do the project.
然後，你要問自己：「那麼，這項投資的回報是否足夠？」如果投資回報率夠好，那就執行這個項目。
But for Tristram Mayhew, and Rebecca Mayhew, his wife, who built a wonderful business in the UK, called Go Ape, a treetop adventure business, they didn't think that way at all.
但對於Tristram Mayhew和他的妻子Rebecca Mayhew來說，他們在英國建立了一個叫Go Ape的美好事業，他們根本不這麼想。
They said, "We want to build a treetop adventure business, here in the UK." They'd seen one in France, that they liked, on a vacation.
他們說：「我們想在英國建立一個樹頂冒險事業。」他們在度假時看到過一個在法國的，覺得不錯。
"So where can we get some trees?" Well ...
「那麼，我們可以在哪裡找到樹呢？」好吧……
Who's got trees in the UK?
英國誰有樹呢？
It turns out the UK Forestry Commission has trees in the UK, lots of them, in all these Forestry Commission sites, and the Forestry Commission was very interested
結果發現英國林業委員會擁有很多樹，分佈在所有這些林業委員會的地點，他們對增加訪客數量非常感興趣。
in increasing their visitor count.
那麼，還有什麼比在他們的土地上設置一個Go Ape樹頂冒險課程更好的方法來增加訪客數量呢？
Well, what better way to increase their visitor count than to have a Go Ape treetop adventure course on their land?
所以Tris和Becs基本上就是去找林業委員會，說：「看看，如果你們給我們機會建五個，讓你們看看這行不行，
So what Tris and Becs essentially did was go to the Forestry Commission and say, "Look, if you'll give us a chance to build five of these and show you that it works,
我們希望未來的二十五年能獨家經營其他的。」這筆交易就這樣達成了。
we'd like an exclusive for the rest of them, for 25 years." The deal was done.
今天，英國有超過三十個Go Ape冒險地點，美國也有很多，那是怎麼發生的呢？
Today, there are more than 30 Go Ape adventure sites across the UK, there are a whole bunch of them in the US, and how did that happen?
因為他們借用了大部分所需的資產。
Because they borrowed most of the assets they needed.
他們借用了樹、廁所、停車場，所有這些東西。
They borrowed the trees, they borrowed the loos, they borrowed the parking lots, all that stuff.
他們借用了樹、廁所、停車場，所有這些東西。