Innovate or die seems to be the businessmaxim of the day. In a 2012 IBM survey, CEOs named product and serviceinnovation among the three most important sources of sustaining economic valuefor their businesses. Perhaps more telling is that 71 percent of the CEOs ofoutperforming businesses were expanding their partner networks in pursuit ofinnovation.
創(chuàng)新或者滅亡是當(dāng)今的商務(wù)格言。在2012年IBM的一項(xiàng)調(diào)查中，CEO命名的產(chǎn)品和服務(wù)創(chuàng)新是保持業(yè)務(wù)經(jīng)濟(jì)價(jià)值的三個(gè)最重要的來(lái)源之一。也許更能說(shuō)明問(wèn)題的是大約71%杰出公司的CEO在追求創(chuàng)新時(shí)擴(kuò)展了他們的合作伙伴網(wǎng)絡(luò)。
Innovation is a messy and expensivebusiness, and the gap between the desire to innovate and the ability to do itwell is huge. But there’s plenty of evidence pointing to its necessity: Brandsare at risk going out of business, like the RadioShacks of the world, orbecoming shadows of their former selves like Kodak. These companies biggestthreats often are not known competitors, but disruptors such as Uber, Amazonand Tesla.
創(chuàng)新是一個(gè)混亂和昂貴的業(yè)務(wù)，而且創(chuàng)新的意愿與能夠很好完成的能力之間的差距是巨大的。但是又有足夠的證據(jù)證明它的必要性，像RadioShacks公司，或者是為輝煌的過(guò)去蒙上陰影的柯達(dá)。這些公司最大的威脅通常并不是知名的競(jìng)爭(zhēng)對(duì)手，而是像Uber，Amazon和Tesla這樣的攪局者。
在一個(gè)創(chuàng)新的世界里一切皆有可能，但是任何事情都不是絕對(duì)的。沒(méi)有起點(diǎn)的創(chuàng)新將會(huì)消耗無(wú)限的資源，如果你希望通過(guò)創(chuàng)新來(lái)幫助你，而不是消耗你，你就需要準(zhǔn)備起來(lái)。
Imagine the future.
Where do you begin? A truly innovativecompany doesn’t start with a blank sheet, but rather with its story, thenarrative and the quest of the brand. It has an expansive view of the businessit’s in, and that view is typically bigger than the category where it currentlycompetes. It also has a larger purpose and everything it does is in pursuit ofthat mission.
幻想未來(lái)
你從哪里開(kāi)始？一個(gè)真正創(chuàng)新的公司并不會(huì)從一頁(yè)白紙開(kāi)始，而是有一個(gè)故事來(lái)敘事以及對(duì)品牌的追求。它對(duì)所在的業(yè)務(wù)有一個(gè)昂貴的觀點(diǎn)，而且這一觀點(diǎn)通常會(huì)比它目前奮斗的領(lǐng)域更大。它同樣還有一個(gè)更大的目標(biāo)，它所做的一切都是為了實(shí)現(xiàn)這一任務(wù)。
An innovative company doesn’t follow thelatest consumer trends or try to outpace the known competition. It imagines itsfuture based on its quest --?a vision that becomes its blueprint and thenit goes on to create that future. We call it quest-led innovation.
一個(gè)創(chuàng)新的公司并不會(huì)遵從最新的消費(fèi)者趨勢(shì)或者試圖超越已知的競(jìng)爭(zhēng)對(duì)手。它基于自己的需求幻想未來(lái)，一個(gè)可以成為藍(lán)圖的愿景，然后繼續(xù)創(chuàng)造未來(lái)，我們稱(chēng)它為需求驅(qū)動(dòng)型創(chuàng)新。
Nike has been in the business ofquest-led innovation for more than 50 years. It started out small, making shoesfor people who loved to run, but its ambition was much bigger.?Nike’squest is to bring inspiration and innovation to the athlete in all of us. Thatambition has always framed and focused the company, starting with technicallybetter athletic shoes and the famous waffle-tread shoe, and most recentlyexpanding into the digital platform space with Nike+.
Nike已經(jīng)在需求驅(qū)動(dòng)型創(chuàng)新業(yè)務(wù)中走過(guò)了50多年。它從很小的規(guī)模起步，起初從為喜歡跑步的人做鞋開(kāi)始，但是它的志向非常遠(yuǎn)大，耐克的任務(wù)就是將激情和創(chuàng)新帶給我們所有的運(yùn)動(dòng)員。這一志向始終塑造并聚焦公司，利用技術(shù)生產(chǎn)出更好的運(yùn)動(dòng)鞋以及著名的華夫餅花紋鞋，并且近期通過(guò)Nike+進(jìn)軍了數(shù)碼平臺(tái)領(lǐng)域。
Nike no longer just builds great shoesfor runners, it builds and creates the software that enables runners --?7million worldwide --?to track, measure, compare and share their runs. Thisdemanded new capabilities, a digital sports division, and new investments intalent. These investments are made all in service of its quest, a quest thatbrought both focus and the freedom to expand outside the category.
Nike不再僅僅為跑步者打造最棒的運(yùn)動(dòng)鞋，它建立了能夠使全球700萬(wàn)的跑步者來(lái)追蹤，測(cè)量，比較以及分享他們跑步數(shù)據(jù)的軟件。這需要新的功能，數(shù)字體育事業(yè)部以及新的人才投資。這些投資都是為它的需求服務(wù)，這是一個(gè)通過(guò)引入焦點(diǎn)與自由來(lái)擴(kuò)展他品類(lèi)的需求。
Nike doesn’t ask how can it make bettersports shoes, it asks?how can Nike inspire more people to be betterathletes. Imagine if Kodak had broadened its aperture and saw itself not as inthe film business but in the business of photography, of capturing, sharing andpreserving memories. How different might its fate have been? The company couldhave led the digital photography revolution and perhaps even started a digitalplatform such as Instagram.
Nike并不關(guān)心如何來(lái)生產(chǎn)更好的運(yùn)動(dòng)鞋，它關(guān)心的是如何來(lái)激發(fā)更多的人成為更好的運(yùn)動(dòng)員。設(shè)想如果柯達(dá)擴(kuò)大了自己的業(yè)務(wù)，并不僅僅將其限制在膠片業(yè)務(wù)中，而是在捕捉，分享以及保存記憶的攝影領(lǐng)域，那么它的命運(yùn)將會(huì)有何不同呢？柯達(dá)也許會(huì)引領(lǐng)數(shù)碼攝像領(lǐng)域的變革，或者甚至開(kāi)創(chuàng)了像Instagram這樣的數(shù)碼平臺(tái)。
Know what stands in the way.
Companies with great quests usually havea clear enemy. Many people believe that Tesla’s enemy is the car business, butin fact its enemy is much bigger --?the mine-and-burn-carbon economy.Tesla is on a quest to accelerate the electric economy of the future, thepursuit of which has disputed the car business but will likely disrupt manymore. The company is relentless in that desire, starting with makingpetroleum-free travel a reality.
知道什么是阻礙
有偉大需求的公司通常有一個(gè)清晰的敵人。人們相信Tesla的敵人是汽車(chē)業(yè)務(wù)，但是實(shí)際上它的敵人更大，那就是燃煤經(jīng)濟(jì)。Tesla正在加速它的未來(lái)電力經(jīng)濟(jì)，這一需求已經(jīng)擾亂了汽車(chē)業(yè)務(wù)，而且將有可能擾亂的更多。公司對(duì)于這一愿望堅(jiān)持不懈，并從將無(wú)石油旅行變成現(xiàn)實(shí)開(kāi)始。
It built the beautiful Model S to inspireand learn about sustainable transportation, it created a revolutionaryinfrastructure of charging stations designed to make seamless electric vehicletravel for 98 percent of theU.S.population. And in an unprecedented move in the hyper-competitive car business,Tesla opened up its patents so its competitors could start building cars totake advantage of that network.
它打造了漂亮的Model S車(chē)型來(lái)激發(fā)和探索可持續(xù)交通，它建立了充電站基礎(chǔ)設(shè)施革命，旨在為98%的美國(guó)人口提供完美的電車(chē)旅行。Tesla公開(kāi)了它的專(zhuān)利，這是在競(jìng)爭(zhēng)激烈的汽車(chē)業(yè)務(wù)中前所未有的舉動(dòng)，這樣它的競(jìng)爭(zhēng)對(duì)手就可以利用這一網(wǎng)絡(luò)打造電力汽車(chē)。
The company’s latest industry disruptionhas moved Tesla from our roads and into our homes with Powerwall systemsdesigned to create energy storage for sustainable homes. Tesla is justbeginning its journey of disruption in its desire to end themine-and-burn-carbon economy, much in the same way that Amazon began bydisrupting the book business and now disrupts all retailers on its quest tobecoming the biggest marketplace in the world.
公司最新的行業(yè)顛覆已經(jīng)使Tesla從我們的公路轉(zhuǎn)移到了我們的家里，它為可持續(xù)家庭建立了儲(chǔ)存能源的Powerwall系統(tǒng)。Tesla起初是從希望能夠結(jié)束燃煤經(jīng)濟(jì)的愿望開(kāi)始，同樣Amazon從希望顛覆圖書(shū)行業(yè)開(kāi)始，在成為世界上最大市場(chǎng)的需求推動(dòng)下，擾亂了所有的零售商。
YouTube just celebrated its10th?birthday. Since its inception it has been on a quest to empower theworld to create, broadcast and share. In doing so, it has broken down the wallsbetween creators and fans, enabling everyone to participate, collaborate andcreate the video economy of the future. The quest started with a platform forthose videos to be uploaded, discovered and shared. YouTube went on to createproduction studios in major cities such asLondonandL.A., whereits creators could have access to some of the best technology and productionsets and tools available.
YouTube剛剛慶祝了它的10歲生日。從成立之初，它的目標(biāo)就是鼓勵(lì)世界來(lái)創(chuàng)造，傳播和分享。通過(guò)這樣做，他已經(jīng)打破了創(chuàng)造者與粉絲之間的那堵墻，讓所有人能夠參與，合作并創(chuàng)建視頻經(jīng)濟(jì)的未來(lái)。這一需求從建立一個(gè)可以上傳，探索以及分享視頻的平臺(tái)開(kāi)始。YouTube繼續(xù)在主要的城市比如倫敦和洛杉磯創(chuàng)建制作工作室，在那里創(chuàng)建者可以接觸到一些最先進(jìn)的技術(shù)，生產(chǎn)套裝和工具。
Everything YouTube does is focused aroundits homegrown talent and fans. What if RadioShack had thought of itself as thehome for makers, tinkerers and hackers --?not just a place to buyelectronic stuff, but a marketplace for nerds, a place to make and maybedistribute its own products? I suspect its destiny would have looked verydifferent
YouTube所做的任何事都是圍繞它土生土長(zhǎng)的人才和粉絲。如果RadioShack將自己認(rèn)定為制作者，能工巧匠和黑客之家，不僅僅是購(gòu)買(mǎi)電子產(chǎn)品的場(chǎng)所，而是書(shū)呆子的市場(chǎng)，一個(gè)可以制作以及或許能夠發(fā)布自己產(chǎn)品的地方，那將會(huì)怎么樣呢？我認(rèn)為它的命運(yùn)將會(huì)截然不同。
Innovating around the quest of your brandbrings focus and helps to sort the wheat from the chaff, to filter the rightideas from the good ideas. It creates white space,?adjacencies that maynot seem immediately obvious but are likely the places where the disrupterswill emerge and the big battles will be won or lost. It enables you to focusyour precious resources on fewer, better things, to move faster and in theright direction, to be out ahead of the competition, known and unknown.
圍繞品牌追求的創(chuàng)新能夠聚焦并幫助你將小麥和麥殼區(qū)分開(kāi)來(lái)，從好的想法中篩選最合適的想法。它創(chuàng)建了并不明顯的空白和鄰近區(qū)域，但是卻有可能是顛覆者將要出現(xiàn)或者重大戰(zhàn)役將要取勝或失敗的地方。它可以讓你將珍貴的資源聚焦在更少更好的事情上，并向正確的方向更快的轉(zhuǎn)移，從而站在競(jìng)爭(zhēng)對(duì)手的前列，無(wú)論是知名的還是不知名的。
Quest-led innovation makes anything possiblein a world where everything is not.
需求驅(qū)動(dòng)型創(chuàng)新在一個(gè)一切都未就緒的世界里，讓一切皆有可能。
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