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Transcriber: Cunyu Wang Reviewer: Cissy Yun In 1995, a graphic design teacher named Lynda Weinman and also an aspiring entrepreneur decided to get the website lynda.com.
1995年，一位名為 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:
她這樣做是因為她需要一個可以實驗的環境，使用新的平面設計工具，也就是當時正在開發的數位工具：
Photoshop, Illustrator and many more.
Photoshop、Illustrator 以及更多工具。
She needed a place to put her students’ work, so all could see it.
她需要一個地方來展示學生的作品，讓所有人都能看到。
Well, she put that website together and the business began to grow.
她建立了那個網站，事業開始成長。
And in 2002, she discovered it could be much, much more.
2002年，她發現它可以做得更多、更多。
So she moved all of her teaching online.
於是她將所有教學都搬到線上。
Some 16 years later, the business was sold to LinkedIn, who renamed it LinkedIn Learning, sold for 1.5 billion USD.
大約16年後，這家公司被 LinkedIn 收購，改名為 LinkedIn Learning，以15億美元售出。
Lynda is the poster child for what I call, “the counter conventional mindsets” of entrepreneurs.
Lynda 是我所稱的「反傳統思維」企業家的典型代表。
So I want to tell you about these mindsets today.
所以今天我想告訴你們這些思維模式。
And here we go.
讓我們開始吧。
So, number one, why do I call them Counter-Conventional?
首先，為什麼我稱它們為「反傳統」？
First, these six mindsets run counter to the best practices, as we call them, that are done in big companies today.
首先，這六種思維模式與我們今天在大公司中所謂的「最佳實踐」背道而馳。
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授的關於策略、行銷、風險等許多內容相衝突。
Now, you might say, “John, what do you mean by mindset?” A mindset, of course, is up here, right?
現在，你可能會說：「John，你說的思維模式是什麼意思？」思維模式當然是在這裡，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.
它是那些態度、習慣、想法、心理傾向，當某件事出現在我們面前時，它會預先決定我們對那件事的反應。
And those somethings, as we entrepreneurs call them, are opportunities.
而我們企業家所稱的那些「某件事」，就是機會。
So I want to tell you about these six mindsets.
所以我想告訴你們這六種思維模式。
And the first one I call, “Yes, we can.” Now B-School Strategy 101 says the following: What we’re supposed to do in a company is stick to our knitting.
第一個我稱之為「是的，我們可以。」現在商學院策略101告訴我們：我們在公司應該做的是專注於我們的核心業務。
We've got to figure out what we're really good at.
我們必須找出我們真正擅長的事情。
We call them core competencies, and we’ve got to build on them, invest in them, nurture them, make them more robust.
我們稱之為核心競爭力，我們必須在此基礎上建立、投資、培養，讓它們更加強大。
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：「你能做一些不同的、超出這個範圍的事情嗎？」我們應該怎麼說？
“No, I’m sorry, we don’t do that around here.” Well, a Brazilian entrepreneur named Arnold Correa built a wonderful business that today is called Atmo Digital,
「不，抱歉，我們這裡不做那種事。」然而，一位名為 Arnold Correa 的巴西企業家建立了一家很棒的公司，現在叫做 Atmo Digital，
by disregarding those rules.
他無視了這些規則。
He had already reinvented his business twice to become a major provider of event management and production services.
他已經兩次重新改造他的事業，成為活動管理和製作服務的主要提供者。
When one of his customers said to him, “I have 260 stores scattered all around Brazil, and Brazil is a big country, and I’d like to be able to broadcast training and motivational event
當他的一位客戶對他說：「我在巴西各地有260家店鋪，巴西是個大國家，我希望能夠即時向這些店鋪廣播培訓和激勵活動
to the stores in real time.
到這些店鋪。
So, Arnold, could we put televisions in the training room of all my stores?
所以，Arnold，我們能在所有店鋪的培訓室裡安裝電視嗎？
And could we build a satellite uplink, so we can send all this wonderful stuff to the stores?” So what did he say?
我們能建立一個衛星上行鏈路，這樣我們就能把所有這些精彩的內容發送到店鋪嗎？」那麼他說了什麼？
He said, “Yes, we can do that.” Even though he knew nothing about satellite technology, had never operated outside Sao Paulo.
他說：「是的，我們可以做到。」儘管他對衛星技術一無所知，也從未在聖保羅以外的地方經營過。
But he got it done.
但他做到了。
Then several years later, some of his other customers, one of them in particular, Walmart, said, “Well, you know, it’s nice that we have all of these television screens
幾年後，他的一些其他客戶，特別是 Walmart，說：「你知道，我們在店鋪的後室有這些電視螢幕很好，
in the back room of the store.
在店鋪的後室。
But wouldn't it be cool if we had them on the sales floor?
但如果我們在銷售樓層也有它們，不是更酷嗎？
Because then we could run advertising.
因為那樣我們就可以播放廣告了。
So when the customer walks down the aisle for detergent, perhaps there’s an ad for Procter and Gamble detergent in that aisle.” And what did Arnold say to that request? “Yes, we can do that.”
所以當顧客走過清潔劑的走道時，也許那個走道裡會有寶潔清潔劑的廣告。」Arnold 對這個要求說了什麼？「是的，我們可以做到。」
Over a period of years, Arnold reinvented his business fundamentally four different times, by saying when a customer wanted something new that lay outside his core competencies,
在幾年時間裡，Arnold 通過在客戶想要超出他核心競爭力的新東西時說「是的，我們可以」，從根本上重新改造了他的事業四次。
“Yes, we can.” The second one I want to tell you about.
「是的，我們可以。」我想告訴你們的第二個。
I call “Problem first, Not Product-first Logic.” So in big companies today, it’s all about the products.
我稱之為「問題優先，而非產品優先的邏輯。」所以今天在大公司裡，一切都是關於產品的。
So when I’m in the US, my family and I have used Tide for many years to wash our clothes, and we get a chuckle every now and then
所以當我在美國時，我和家人多年來一直使用 Tide 洗衣服，我們偶爾會會心一笑
because we can tell the new brand manager has come along because what happens?
因為我們能看出新的品牌經理來了，因為發生了什麼？
They change the product, right?
他們改變產品，對吧？
They take the blue speckles out of it and turn them green, and they call it new improved.
他們把藍色斑點拿掉，變成綠色，然後稱之為新改良版。
They change the scent from mountain fresh to sea breeze.
他們把香味從山間清新改成海風。
And they call it new improved.
然後稱之為新改良版。
Is this innovation, guys?
這是創新嗎，各位？
I’m not so sure.
我不太確定。
Coca-Cola, what is there? There was classic Coke, and then there was new Coke that didn't work out too well.
可口可樂，有什麼？有經典可樂，然後有新可樂，但效果不太好。
Then there was Diet Coke and Coke zero and Vanilla Coke and Cherry Coke.
然後有健怡可樂、零度可樂、香草可樂和櫻桃可樂。
There was natural Coke or “Coke Natural” within the green bottle.
還有天然可樂或綠色瓶子裡的「Coke Natural」。
Do you remember that one?
你還記得那個嗎？
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.
但對企業家來說，我們不專注於產品。
We focus on problems.
我們專注於問題。
So a guy named Jonathan Thorne, had developed a technology that did something very useful.
所以一個名為 Jonathan Thorne 的人開發了一項技術，做了非常有用的事情。
This instrument you see in front of you, it's called a surgical forceps.
你面前看到的這個工具，叫做手術鑷子。
It’s the tool that almost every surgeon in any kind of medical discipline to do his or her work.
這是幾乎每個外科醫生在任何醫學領域中進行工作時使用的工具。
But there’s a problem with these surgical forceps.
但這些手術鑷子有個問題。
They stick to human tissue.
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.
所以想像你正在做拉皮手術，整形外科醫生正在做最後的修飾，但組織黏在鑷子上。
Maybe it's not going to look quite as good as it was supposed to look.
也許看起來不會像預期的那麼好。
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，工作會花更長時間。
And John said, “That’s a problem I think I can solve,” with a new silver nickel alloy that he had developed.
John 說：「我認為我可以解決這個問題，」用他開發的新銀鎳合金。
Well, it turned out the business didn't grow very fast, focusing on plastic surgeons.
結果發現，專注於整形外科醫生，事業成長得不太快。
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.
所以他說：「我想知道是否有另一個外科專科有更大的問題我可以解決。」他發現了一個。
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，在我們的脊椎和大腦中。
So I hope you never have brain surgery and I hope I never have it.
所以我希望你永遠不需要做腦部手術，我也希望我永遠不需要。
But if they have to take a little tumor out, I hope the forceps don’t stick to some other tissues because I kind of want to keep all the brain cells I can. Right?
但如果他們必須取出一個小腫瘤，我希望鑷子不要黏在其他組織上，因為我想盡可能保留所有腦細胞。對吧？
John Thorne built a fantastic business, sold it some years later to Stryker.
John Thorne 建立了一家很棒的公司，幾年後賣給了 Stryker。
Stryker is very happy. John and his investors are very happy too.
Stryker 很高興。John 和他的投資者也很高興。
Because John focused on solving problems, not on thinking about products.
因為 John 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 they thought very narrowly about a target market.
下一個。我稱之為「思考狹窄，而非廣泛。」就像 John Thorne，我要告訴你們的一位企業家專注於一個問題，但他們對目標市場的思考非常狹窄。
But the big company wisdom doesn't want narrow target markets.
但大公司的智慧不想要狹窄的目標市場。
It wants big target markets. Right.
它想要大的目標市場。對吧。
Because you’ve got to move the needle.
因為你必須移動指針。
Why would a big company mess around with something small?
大公司為什麼要處理小事情？
But like John Thorne, Philip Knight and Bill Bowerman, when they founded Nike, a company we all know very well today, had identified a problem.
但就像 John Thorne，Philip Knight 和 Bill Bowerman，當他們創立 Nike 時，這家我們今天都很熟悉的公司，已經識別出一個問題。
It was a problem that a very narrow target market had.
這是一個非常狹窄的目標市場所面臨的問題。
Phil Knight was a runner, a distance runner, and he could run almost, not quite, a four minute mile.
Phil Knight 是一名跑者，長跑運動員，他幾乎可以跑出四分鐘一英里，但還差一點。
And Bill Bowerman was his track coach.
Bill Bowerman 是他的田徑教練。
And there’s 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，因為那時候的跑鞋真的是為短跑運動員設計的。
And when sprinters train, they run around a track.
當短跑運動員訓練時，他們在跑道上跑步。
It’s nice, smooth track.
這是很好的、平滑的跑道。
But distance runners don’t run around tracks.
但長跑運動員不在跑道上跑步。
Where do they run? They run on country paths and dirt roads, and they're always stepping on sticks and rocks.
他們在哪裡跑？他們在鄉間小徑和土路上跑步，總是踩到樹枝和石頭。
So they get sprained ankles and they run mile after mile after mile and they get shin splints.
所以他們會扭傷腳踝，他們跑了一英里又一英里又一英里，會得脛骨夾板症。
Well, Knight and Bowerman said, “We need better shoes.
Knight 和 Bowerman 說：「我們需要更好的鞋子。
Shoes that are made, especially for distance runners, especially elite distance runners who really train a whole lot.
專為長跑運動員設計的鞋子，特別是真正訓練很多的精英長跑運動員。
We’re going to build a better shoe that’s going to have better lateral stability, a wider footbed it’s going to have a little more cushioning in it
我們要製造一雙更好的鞋子，有更好的側向穩定性，更寬的鞋床，裡面有更多的緩衝
to protect against those shin splints.
來防止那些脛骨夾板症。
And by the way, if it's a little bit lighter weight, a few ounces lighter times all the steps and running a mile or a two or a marathon,
順便說一下，如果它稍微輕一點，輕幾盎司，乘以所有步數和跑一英里或兩英里或馬拉鬆，
it’s going to make for faster race times too.
這也會讓比賽時間更快。
So we know what happened with Nike, right?
所以我們知道 Nike 發生了什麼，對吧？
Once they developed the skills to design shoes explicitly made for a target market, a narrow one.
一旦他們開發出為目標市場（一個狹窄的市場）明確設計鞋子的技能。
And once they learned to import those shoes from Asia, and once they learn to get athletes to adopt those shoes, what did they do?
一旦他們學會從亞洲進口這些鞋子，一旦他們學會讓運動員採用這些鞋子，他們做了什麼？
Well, John McEnroe in tennis, Michael Jordan and basketball came next.
網球界的 John McEnroe，籃球界的 Michael Jordan 接踵而至。
And we know what the story is with Nike today.
我們知道 Nike 今天的故事。
They’re the global leader in athletic footwear and much more.
他們是運動鞋領域的全球領導者，還有更多。
The next one, “Ask for the Cash and Ride the Float.” Big companies today are awash in cash. Even in these tricky times we're in today.
下一個，「要求現金並利用浮動資金。」今天的大公司現金充裕。即使在我們今天所處的這些棘手時期。
There's cash all over the place, right?
到處都是現金，對吧？
Merck in 2018 spent all this money, $18 Billion, giving money back to shareholders through stock buybacks and dividends.
默克公司在2018年花了這麼多錢，180億美元，通過股票回購和股息向股東返還資金。
And they could only find 10 billion worth of R&D to do with all that cash.
他們只能用所有這些現金找到100億美元的研發項目。
Is something wrong here? I think this just doesn’t feel right.
這裡有什麼不對嗎？我覺得這感覺不太對。
But for entrepreneurs like Elon Musk and the Tesla team, cash is the lifeblood of the entrepreneurial venture.
但對像 Elon Musk 和 Tesla 團隊這樣的企業家來說，現金是創業企業的生命線。
So when Musk joined the Tesla team, he said, Well, what's the plan here?
所以當 Musk 加入 Tesla 團隊時，他說，那麼，這裡的計劃是什麼？
And the team had a plan. It was to build a really fancy sports car, make a lot of money from that one, use that money to build a somewhat lower priced car,
團隊有一個計劃。就是製造一輛非常豪華的跑車，從中賺很多錢，用那筆錢製造一輛價格稍低的車，
make some money from that one, and then we're going to build a mass market car that more people can afford.
從中賺一些錢，然後我們要製造一輛更多人能負擔得起的大眾市場汽車。
And in so doing, we're going to make a real dent in the emissions problem that the global automobile industry creates.
這樣做，我們將在全球汽車工業造成的排放問題上產生真正的影響。
Well, what Musk said is, well, let’s go see if we can sell some cars.
Musk 說的是，那麼，讓我們去看看能否賣一些車。
They did a little road show in California.
他們在加州做了一個小型的路演。
They invited people on this road show with three characteristics.
他們邀請了具有三個特徵的人參加這個路演。
Number one, they cared about the environment.
第一，他們關心環境。
Number two, they were wealthy.
第二，他們很富有。
Number three, they thought it might be cool to have the next big thing parked in their driveway.
第三，他們認為在車道上停著下一個大東西可能很酷。
They sold 100 Tesla Roadsters for $100,000 each.
他們以每輛10萬美元的價格賣出了100輛 Tesla Roadsters。
Cash on the barrel head pay tonight.
現金當場支付，今晚付款。
How much? Do the math.
多少？算一下。
How much money have they got to start building Roadsters?
他們有多少錢開始製造 Roadsters？
10 million USD in the bank in cash before they had built Roadster number one.
在他們製造第一輛 Roadster 之前，銀行裡有1000萬美元的現金。
Well, that principle has carried Tesla all the way through its journey.
這個原則一直伴隨著 Tesla 走過整個旅程。
點擊句子跳轉到對應位置
Transcriber: Cunyu Wang Reviewer: Cissy Yun In 1995, a graphic design teacher named Lynda Weinman and also an aspiring entrepreneur decided to get the website lynda.com.
1995年，一位名為 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:
她這樣做是因為她需要一個可以實驗的環境，使用新的平面設計工具，也就是當時正在開發的數位工具：
Photoshop, Illustrator and many more.
Photoshop、Illustrator 以及更多工具。
She needed a place to put her students’ work, so all could see it.
她需要一個地方來展示學生的作品，讓所有人都能看到。
Well, she put that website together and the business began to grow.
她建立了那個網站，事業開始成長。
And in 2002, she discovered it could be much, much more.
2002年，她發現它可以做得更多、更多。
So she moved all of her teaching online.
於是她將所有教學都搬到線上。
Some 16 years later, the business was sold to LinkedIn, who renamed it LinkedIn Learning, sold for 1.5 billion USD.
大約16年後，這家公司被 LinkedIn 收購，改名為 LinkedIn Learning，以15億美元售出。
Lynda is the poster child for what I call, “the counter conventional mindsets” of entrepreneurs.
Lynda 是我所稱的「反傳統思維」企業家的典型代表。
So I want to tell you about these mindsets today.
所以今天我想告訴你們這些思維模式。
And here we go.
讓我們開始吧。
So, number one, why do I call them Counter-Conventional?
首先，為什麼我稱它們為「反傳統」？
First, these six mindsets run counter to the best practices, as we call them, that are done in big companies today.
首先，這六種思維模式與我們今天在大公司中所謂的「最佳實踐」背道而馳。
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授的關於策略、行銷、風險等許多內容相衝突。
Now, you might say, “John, what do you mean by mindset?” A mindset, of course, is up here, right?
現在，你可能會說：「John，你說的思維模式是什麼意思？」思維模式當然是在這裡，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.
它是那些態度、習慣、想法、心理傾向，當某件事出現在我們面前時，它會預先決定我們對那件事的反應。
And those somethings, as we entrepreneurs call them, are opportunities.
而我們企業家所稱的那些「某件事」，就是機會。
So I want to tell you about these six mindsets.
所以我想告訴你們這六種思維模式。
And the first one I call, “Yes, we can.” Now B-School Strategy 101 says the following: What we’re supposed to do in a company is stick to our knitting.
第一個我稱之為「是的，我們可以。」現在商學院策略101告訴我們：我們在公司應該做的是專注於我們的核心業務。
We've got to figure out what we're really good at.
我們必須找出我們真正擅長的事情。
We call them core competencies, and we’ve got to build on them, invest in them, nurture them, make them more robust.
我們稱之為核心競爭力，我們必須在此基礎上建立、投資、培養，讓它們更加強大。
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：「你能做一些不同的、超出這個範圍的事情嗎？」我們應該怎麼說？
“No, I’m sorry, we don’t do that around here.” Well, a Brazilian entrepreneur named Arnold Correa built a wonderful business that today is called Atmo Digital,
「不，抱歉，我們這裡不做那種事。」然而，一位名為 Arnold Correa 的巴西企業家建立了一家很棒的公司，現在叫做 Atmo Digital，
by disregarding those rules.
他無視了這些規則。
He had already reinvented his business twice to become a major provider of event management and production services.
他已經兩次重新改造他的事業，成為活動管理和製作服務的主要提供者。
When one of his customers said to him, “I have 260 stores scattered all around Brazil, and Brazil is a big country, and I’d like to be able to broadcast training and motivational event
當他的一位客戶對他說：「我在巴西各地有260家店鋪，巴西是個大國家，我希望能夠即時向這些店鋪廣播培訓和激勵活動
to the stores in real time.
到這些店鋪。
So, Arnold, could we put televisions in the training room of all my stores?
所以，Arnold，我們能在所有店鋪的培訓室裡安裝電視嗎？
And could we build a satellite uplink, so we can send all this wonderful stuff to the stores?” So what did he say?
我們能建立一個衛星上行鏈路，這樣我們就能把所有這些精彩的內容發送到店鋪嗎？」那麼他說了什麼？
He said, “Yes, we can do that.” Even though he knew nothing about satellite technology, had never operated outside Sao Paulo.
他說：「是的，我們可以做到。」儘管他對衛星技術一無所知，也從未在聖保羅以外的地方經營過。
But he got it done.
但他做到了。
Then several years later, some of his other customers, one of them in particular, Walmart, said, “Well, you know, it’s nice that we have all of these television screens
幾年後，他的一些其他客戶，特別是 Walmart，說：「你知道，我們在店鋪的後室有這些電視螢幕很好，
in the back room of the store.
在店鋪的後室。
But wouldn't it be cool if we had them on the sales floor?
但如果我們在銷售樓層也有它們，不是更酷嗎？
Because then we could run advertising.
因為那樣我們就可以播放廣告了。
So when the customer walks down the aisle for detergent, perhaps there’s an ad for Procter and Gamble detergent in that aisle.” And what did Arnold say to that request? “Yes, we can do that.”
所以當顧客走過清潔劑的走道時，也許那個走道裡會有寶潔清潔劑的廣告。」Arnold 對這個要求說了什麼？「是的，我們可以做到。」
Over a period of years, Arnold reinvented his business fundamentally four different times, by saying when a customer wanted something new that lay outside his core competencies,
在幾年時間裡，Arnold 通過在客戶想要超出他核心競爭力的新東西時說「是的，我們可以」，從根本上重新改造了他的事業四次。
“Yes, we can.” The second one I want to tell you about.
「是的，我們可以。」我想告訴你們的第二個。
I call “Problem first, Not Product-first Logic.” So in big companies today, it’s all about the products.
我稱之為「問題優先，而非產品優先的邏輯。」所以今天在大公司裡，一切都是關於產品的。
So when I’m in the US, my family and I have used Tide for many years to wash our clothes, and we get a chuckle every now and then
所以當我在美國時，我和家人多年來一直使用 Tide 洗衣服，我們偶爾會會心一笑
because we can tell the new brand manager has come along because what happens?
因為我們能看出新的品牌經理來了，因為發生了什麼？
They change the product, right?
他們改變產品，對吧？
They take the blue speckles out of it and turn them green, and they call it new improved.
他們把藍色斑點拿掉，變成綠色，然後稱之為新改良版。
They change the scent from mountain fresh to sea breeze.
他們把香味從山間清新改成海風。
And they call it new improved.
然後稱之為新改良版。
Is this innovation, guys?
這是創新嗎，各位？
I’m not so sure.
我不太確定。
Coca-Cola, what is there? There was classic Coke, and then there was new Coke that didn't work out too well.
可口可樂，有什麼？有經典可樂，然後有新可樂，但效果不太好。
Then there was Diet Coke and Coke zero and Vanilla Coke and Cherry Coke.
然後有健怡可樂、零度可樂、香草可樂和櫻桃可樂。
There was natural Coke or “Coke Natural” within the green bottle.
還有天然可樂或綠色瓶子裡的「Coke Natural」。
Do you remember that one?
你還記得那個嗎？
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.
但對企業家來說，我們不專注於產品。
We focus on problems.
我們專注於問題。
So a guy named Jonathan Thorne, had developed a technology that did something very useful.
所以一個名為 Jonathan Thorne 的人開發了一項技術，做了非常有用的事情。
This instrument you see in front of you, it's called a surgical forceps.
你面前看到的這個工具，叫做手術鑷子。
It’s the tool that almost every surgeon in any kind of medical discipline to do his or her work.
這是幾乎每個外科醫生在任何醫學領域中進行工作時使用的工具。
But there’s a problem with these surgical forceps.
但這些手術鑷子有個問題。
They stick to human tissue.
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.
所以想像你正在做拉皮手術，整形外科醫生正在做最後的修飾，但組織黏在鑷子上。
Maybe it's not going to look quite as good as it was supposed to look.
也許看起來不會像預期的那麼好。
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，工作會花更長時間。
And John said, “That’s a problem I think I can solve,” with a new silver nickel alloy that he had developed.
John 說：「我認為我可以解決這個問題，」用他開發的新銀鎳合金。
Well, it turned out the business didn't grow very fast, focusing on plastic surgeons.
結果發現，專注於整形外科醫生，事業成長得不太快。
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.
所以他說：「我想知道是否有另一個外科專科有更大的問題我可以解決。」他發現了一個。
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，在我們的脊椎和大腦中。
So I hope you never have brain surgery and I hope I never have it.
所以我希望你永遠不需要做腦部手術，我也希望我永遠不需要。
But if they have to take a little tumor out, I hope the forceps don’t stick to some other tissues because I kind of want to keep all the brain cells I can. Right?
但如果他們必須取出一個小腫瘤，我希望鑷子不要黏在其他組織上，因為我想盡可能保留所有腦細胞。對吧？
John Thorne built a fantastic business, sold it some years later to Stryker.
John Thorne 建立了一家很棒的公司，幾年後賣給了 Stryker。
Stryker is very happy. John and his investors are very happy too.
Stryker 很高興。John 和他的投資者也很高興。
Because John focused on solving problems, not on thinking about products.
因為 John 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 they thought very narrowly about a target market.
下一個。我稱之為「思考狹窄，而非廣泛。」就像 John Thorne，我要告訴你們的一位企業家專注於一個問題，但他們對目標市場的思考非常狹窄。
But the big company wisdom doesn't want narrow target markets.
但大公司的智慧不想要狹窄的目標市場。
It wants big target markets. Right.
它想要大的目標市場。對吧。
Because you’ve got to move the needle.
因為你必須移動指針。
Why would a big company mess around with something small?
大公司為什麼要處理小事情？
But like John Thorne, Philip Knight and Bill Bowerman, when they founded Nike, a company we all know very well today, had identified a problem.
但就像 John Thorne，Philip Knight 和 Bill Bowerman，當他們創立 Nike 時，這家我們今天都很熟悉的公司，已經識別出一個問題。
It was a problem that a very narrow target market had.
這是一個非常狹窄的目標市場所面臨的問題。
Phil Knight was a runner, a distance runner, and he could run almost, not quite, a four minute mile.
Phil Knight 是一名跑者，長跑運動員，他幾乎可以跑出四分鐘一英里，但還差一點。
And Bill Bowerman was his track coach.
Bill Bowerman 是他的田徑教練。
And there’s 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，因為那時候的跑鞋真的是為短跑運動員設計的。
And when sprinters train, they run around a track.
當短跑運動員訓練時，他們在跑道上跑步。
It’s nice, smooth track.
這是很好的、平滑的跑道。
But distance runners don’t run around tracks.
但長跑運動員不在跑道上跑步。
Where do they run? They run on country paths and dirt roads, and they're always stepping on sticks and rocks.
他們在哪裡跑？他們在鄉間小徑和土路上跑步，總是踩到樹枝和石頭。
So they get sprained ankles and they run mile after mile after mile and they get shin splints.
所以他們會扭傷腳踝，他們跑了一英里又一英里又一英里，會得脛骨夾板症。
Well, Knight and Bowerman said, “We need better shoes.
Knight 和 Bowerman 說：「我們需要更好的鞋子。
Shoes that are made, especially for distance runners, especially elite distance runners who really train a whole lot.
專為長跑運動員設計的鞋子，特別是真正訓練很多的精英長跑運動員。
We’re going to build a better shoe that’s going to have better lateral stability, a wider footbed it’s going to have a little more cushioning in it
我們要製造一雙更好的鞋子，有更好的側向穩定性，更寬的鞋床，裡面有更多的緩衝
to protect against those shin splints.
來防止那些脛骨夾板症。
And by the way, if it's a little bit lighter weight, a few ounces lighter times all the steps and running a mile or a two or a marathon,
順便說一下，如果它稍微輕一點，輕幾盎司，乘以所有步數和跑一英里或兩英里或馬拉鬆，
it’s going to make for faster race times too.
這也會讓比賽時間更快。
So we know what happened with Nike, right?
所以我們知道 Nike 發生了什麼，對吧？
Once they developed the skills to design shoes explicitly made for a target market, a narrow one.
一旦他們開發出為目標市場（一個狹窄的市場）明確設計鞋子的技能。
And once they learned to import those shoes from Asia, and once they learn to get athletes to adopt those shoes, what did they do?
一旦他們學會從亞洲進口這些鞋子，一旦他們學會讓運動員採用這些鞋子，他們做了什麼？
Well, John McEnroe in tennis, Michael Jordan and basketball came next.
網球界的 John McEnroe，籃球界的 Michael Jordan 接踵而至。
And we know what the story is with Nike today.
我們知道 Nike 今天的故事。
They’re the global leader in athletic footwear and much more.
他們是運動鞋領域的全球領導者，還有更多。
The next one, “Ask for the Cash and Ride the Float.” Big companies today are awash in cash. Even in these tricky times we're in today.
下一個，「要求現金並利用浮動資金。」今天的大公司現金充裕。即使在我們今天所處的這些棘手時期。
There's cash all over the place, right?
到處都是現金，對吧？
Merck in 2018 spent all this money, $18 Billion, giving money back to shareholders through stock buybacks and dividends.
默克公司在2018年花了這麼多錢，180億美元，通過股票回購和股息向股東返還資金。
And they could only find 10 billion worth of R&D to do with all that cash.
他們只能用所有這些現金找到100億美元的研發項目。
Is something wrong here? I think this just doesn’t feel right.
這裡有什麼不對嗎？我覺得這感覺不太對。
But for entrepreneurs like Elon Musk and the Tesla team, cash is the lifeblood of the entrepreneurial venture.
但對像 Elon Musk 和 Tesla 團隊這樣的企業家來說，現金是創業企業的生命線。
So when Musk joined the Tesla team, he said, Well, what's the plan here?
所以當 Musk 加入 Tesla 團隊時，他說，那麼，這裡的計劃是什麼？
And the team had a plan. It was to build a really fancy sports car, make a lot of money from that one, use that money to build a somewhat lower priced car,
團隊有一個計劃。就是製造一輛非常豪華的跑車，從中賺很多錢，用那筆錢製造一輛價格稍低的車，
make some money from that one, and then we're going to build a mass market car that more people can afford.
從中賺一些錢，然後我們要製造一輛更多人能負擔得起的大眾市場汽車。
And in so doing, we're going to make a real dent in the emissions problem that the global automobile industry creates.
這樣做，我們將在全球汽車工業造成的排放問題上產生真正的影響。
Well, what Musk said is, well, let’s go see if we can sell some cars.
Musk 說的是，那麼，讓我們去看看能否賣一些車。
They did a little road show in California.
他們在加州做了一個小型的路演。
They invited people on this road show with three characteristics.
他們邀請了具有三個特徵的人參加這個路演。
Number one, they cared about the environment.
第一，他們關心環境。
Number two, they were wealthy.
第二，他們很富有。
Number three, they thought it might be cool to have the next big thing parked in their driveway.
第三，他們認為在車道上停著下一個大東西可能很酷。
They sold 100 Tesla Roadsters for $100,000 each.
他們以每輛10萬美元的價格賣出了100輛 Tesla Roadsters。
Cash on the barrel head pay tonight.
現金當場支付，今晚付款。
How much? Do the math.
多少？算一下。
How much money have they got to start building Roadsters?
他們有多少錢開始製造 Roadsters？
10 million USD in the bank in cash before they had built Roadster number one.
在他們製造第一輛 Roadster 之前，銀行裡有1000萬美元的現金。
Well, that principle has carried Tesla all the way through its journey.
這個原則一直伴隨著 Tesla 走過整個旅程。