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如何在一個(gè)飛速變化的世界里精明地失敗英語(yǔ)演講稿
Over the past six months, I've spent my time traveling. I think I've done 60,000 miles, but without leaving my desk. And the reason I can do that is because I'm actually two people. I look like one person but I'm two people. I'm Eddie who is here, and at the same time, my alter ego is a big green boxy avatar nicknamed Cyber Frank.在過(guò)去的六個(gè)月的時(shí)間里，我一直把時(shí)間花在旅行上。我想我大概旅行了6萬(wàn)英里，但我并沒(méi)有離開(kāi)自己的桌子。我能這么做是因?yàn)槲移鋵?shí)是兩個(gè)人。我看起來(lái)是一個(gè)人但我其實(shí)是兩個(gè)人。此時(shí)此地我是艾迪， 與此同時(shí)，我的另一面是一個(gè)四四方方的虛擬角色，昵稱是賽博弗蘭克。
So that's what I spend my time doing. I'd like to start, if it's possible, with a test, because I do business stuff, so it's important that we focus on outcomes. And then I struggled, because I was thinking to myself, "What should I talk? What should I do? It's a TED audience. It's got to be stretching. How am I going to make — ?" So I just hope I've got the level of difficulty right. So let's just walk our way through this. Please could you work this through with me? You can shout out the answer if you like. The question is, which of these horizontal lines is longer? The answer is? Audience: The same. Eddie Obeng: The same. No, they're not the same. (Laughter) They're not the same. The top one is 10 percent longer than the bottom one. So why did you tell me they were the same? Do you remember when we were kids at school, about that big, they played the same trick on us? It was to teach us parallax. Do you remember? And you got, you said, "It's the same!" And you got it wrong. You remember? And you learned the answer, and you've carried this answer in your head for 10, 20, 30, 40 years: The answer is the same. The answer is the same. So when you're asked what the lengths are, you say they're the same, but they're not the same, because I've changed it.所以那就是我花時(shí)間正在做的事。我希望現(xiàn)在，如果可能的話，做一個(gè)小測(cè)試，因?yàn)槲业墓ぷ骶褪桥c商業(yè)有關(guān)，所以我們關(guān)注結(jié)果這對(duì)我們非常重要。然而隨后我卻很糾結(jié)，因?yàn)槲易约嚎紤]了下，“我該怎么說(shuō)呢？我該怎么做呢？這可是一場(chǎng)TED的演講啊。壓力好大。我要怎么把它做好呢？”所以我只希望它的難度比較適中。所以讓我們現(xiàn)在開(kāi)始吧，拜托大家和我一起考慮這個(gè)問(wèn)題好嗎？如果你愿意的話，你也可以把答案喊出來(lái)。問(wèn)題是這樣的，哪條水平線更長(zhǎng)一些呢？答案是？聽(tīng)眾：一樣長(zhǎng)。艾迪奧本格：一樣長(zhǎng)。錯(cuò)，他們不是一樣長(zhǎng)。他們不一樣。上面的那條比下面的長(zhǎng)10%。所以為什么你們告訴我他們一樣長(zhǎng)呢？你們還記得小時(shí)候在學(xué)校，當(dāng)你才這么高的時(shí)候，老師也曾跟我們玩過(guò)一樣的小把戲嗎？目的是為了教我們什么是視差效應(yīng)。你們還記得嗎？你們?cè)龅竭^(guò)，你們回答，“一樣長(zhǎng)！”你們答錯(cuò)了。想起來(lái)了？你們那時(shí)候知道了答案，記在腦海中，10年，20年，30年，40年。答案就是一樣長(zhǎng)。答案就是一樣長(zhǎng)。所以當(dāng)你們被問(wèn)起哪個(gè)比較長(zhǎng)，你們會(huì)說(shuō)一樣長(zhǎng)，但是它們其實(shí)不一樣長(zhǎng)，因?yàn)槲易隽耸帜_。
And this is what I'm trying to explain has happened to us in the 21st century. Somebody or something has changed the rules about how our world works. When I'm joking, I try and explain it happened at midnight, you see, while we were asleep, but it was midnight 15 years ago. Okay? You didn't notice it? But basically, what they do is, they switched all the rules round, so that the way to successfully run a business, an organization, or even a country, has been d, flipped, and it's a completely new — you think I'm joking, don't you — there's a completely new set of rules in operation. (Laughter) Did you notice that? I mean, you missed this one. You probably — No, you didn't. Okay. (Laughter)這就是我現(xiàn)在想要為大家解釋的，在眼下21世紀(jì)正在我們身上發(fā)生的事情。不知不覺(jué)間，這個(gè)世界運(yùn)行的規(guī)律已經(jīng)改變。我有時(shí)會(huì)開(kāi)玩笑地跟大家解釋說(shuō)，這些改變就是在我們酣睡的時(shí)候發(fā)生的。你們明白了，15年前的午夜，我們沉醉在夢(mèng)鄉(xiāng)之時(shí)，改變來(lái)了。你們當(dāng)時(shí)沒(méi)注意到？但是實(shí)際上，他們轉(zhuǎn)變了我們周圍的所有規(guī)則，不管是成功運(yùn)作一筆生意，或是成功管理一個(gè)組織，甚至是成功領(lǐng)導(dǎo)一個(gè)國(guó)家，舊的規(guī)則都被刪除并且顛覆了，于是我們有了全新的規(guī)則——你一定覺(jué)得我在忽悠人，是嗎——一套全新的運(yùn)作規(guī)則。你當(dāng)時(shí)沒(méi)注意到？我的意思是你錯(cuò)過(guò)了它。你很可能——不，你就是沒(méi)注意到好嗎。（笑聲）
My simple idea is that what's happened is, the real 21st century around us isn't so obvious to us, so instead we spend our time responding rationally to a world which we understand and recognize, but which no longer exists. You don't believe me, do you? Okay. (Applause)簡(jiǎn)單的說(shuō)我認(rèn)為事情是這樣的，發(fā)生在我們身邊的21世紀(jì)的真相并不是那么的容易看出來(lái)， 所以我們花時(shí)間去認(rèn)真回應(yīng)一個(gè)我們?cè)?jīng)理解和熟悉的世界，但是卻已經(jīng)不存在。你其實(shí)不相信我，不是嗎？好吧。（喝彩）
So let me take you on a little journey of many of the things I don't understand. If you search Amazon for the word "creativity," you'll discover something like 90,000 books. If you go on Google and you look for "innovation + creativity," you get 30 million hits. If you add the word "consultants," it doubles to 60 million. (Laughter) Are you with me? And yet, statistically, what you discover is that about one in 100,000 ideas is found making money or delivering benefits two years after its inception. It makes no sense. Companies make their expensive executives spend ages carefully preparing forecasts and budgets which are obsolete or need changing before they can be published.那么讓我?guī)汩_(kāi)始一個(gè)短小精悍的旅程滿是我不理解的事。如果你在亞馬遜上搜索“創(chuàng)新”，你將發(fā)現(xiàn)至少9萬(wàn)本與此有關(guān)的書(shū)籍。如果你谷歌搜索“改革+創(chuàng)新”，你會(huì)搜到3千萬(wàn)個(gè)鏈接。如果你再多加一個(gè)關(guān)鍵詞“顧問(wèn)”，鏈接數(shù)直接加倍變成6千萬(wàn)。你還在聽(tīng)我說(shuō)嗎？于是乎，從數(shù)據(jù)上，你看出些什么端倪了嗎，恐怕只有十萬(wàn)分之一的點(diǎn)子能幫你掙到錢，或者在下個(gè)兩年內(nèi)為你帶來(lái)收益。 所以它們沒(méi)有任何意義。無(wú)數(shù)身價(jià)不菲的企業(yè)高管經(jīng)年累月小心翼翼的準(zhǔn)備那些市場(chǎng)預(yù)測(cè)與預(yù)算，但是還不等完成就已過(guò)時(shí)和有待改進(jìn)了。
How is that possible? If you look at the visions we have, the visions of how we're going to change the world, the key thing is implementation. We have the vision. We've got to make it happen. We've spent decades professionalizing implementation. People are supposed to be good at making stuff happen. However, if I use as an example a family of five going on holiday, if you can imagine this, all the way from London all the way across to Hong Kong, what I want you to think about is their budget is only 3,000 pounds of expenses. What actually happens is, if I compare this to the average real project, average real successful project, the family actually end up in Makassar, South Sulawesi, at a cost of 4,000 pounds, whilst leaving two of the children behind. (Laughter) What I'm trying to explain to you is, there are things which don't make sense to us.怎么會(huì)這樣呢？想想我們自己的價(jià)值觀吧，想想我們想如何改變這個(gè)世界，最核心的觀點(diǎn)就是實(shí)施。我們有個(gè)想法， 我們就要努力實(shí)現(xiàn)它。我們花了數(shù)十年去研究如何把理念變?yōu)楝F(xiàn)實(shí)。理論上說(shuō)我們應(yīng)該很擅長(zhǎng)創(chuàng)造才對(duì)。然而，如果我以一個(gè)五口之家準(zhǔn)備去旅行為例，想象一下，從倫敦出發(fā)目標(biāo)是香港，他們的預(yù)算只有3000英鎊�，F(xiàn)實(shí)就是，如果比較一下成功案例的平均花銷，真正能實(shí)現(xiàn)的成功案例，這家人最多能到望加錫，南蘇拉威西，花掉4千英磅，同時(shí)還得把倆孩子丟家里。通過(guò)這個(gè)案例我希望告訴大家的是，很多事情對(duì)我們沒(méi)有任何意義。
It gets even worse than that. Let me just walk you through this one. This is a quote, and I'll just pick words out of it. It says -- I'll put on the voice -- "In summary, your Majesty, the failure to foresee the timing, extent and severity of the crisis was due to the lack of creativity and the number of bright minds," or something like that. This was a group of eminent economists apologizing to the Queen of England when she asked the question, "Why did no one tell us that the crisis was coming?" (Laughter) I'll never get my knighthood. I'll never get my knighthood. (Laughter) That's not the important point. The thing you have to remember is, these are eminent economists, some of the smartest people on the planet. Do you see the challenge? (Laughter)有時(shí)會(huì)更糟糕。所以這個(gè)案例就到此為止吧。這里有斷摘要，我只挑些重點(diǎn)。它說(shuō)——我會(huì)幫它配音——“總體來(lái)說(shuō)，女王陛下，之所以沒(méi)能預(yù)測(cè)到本次危機(jī)的時(shí)間、范圍和嚴(yán)重性，是因?yàn)槿狈?chuàng)造力和一些聰明的頭腦，”或者類似的事情。這封給英女王的道歉信，出自一個(gè)由杰出經(jīng)濟(jì)學(xué)家們組成的團(tuán)體，女王問(wèn)了如下的問(wèn)題，“為什么沒(méi)人提醒我們危機(jī)要來(lái)了？”（笑聲）我永遠(yuǎn)也不會(huì)得到爵位了。我沒(méi)戲了。（笑聲）不過(guò)這事無(wú)關(guān)緊要。我想讓大家記住的是，這些杰出的經(jīng)濟(jì)學(xué)家們，他們可是我們這個(gè)星球上最聰明的人啊。你是不是覺(jué)得有點(diǎn)不妙了？（笑聲）
It's scary. My friend and mentor, Tim Brown of IDEO, he explains that design must get big, and he's right. He wisely explains this to us. He says design thinking must tackle big systems for the challenges we have. He's absolutely right. And then I ask myself, "Why was it ever small?" Isn't it weird? You know, if collaboration is so cool, is cross-functional working is so amazing, why did we build these huge hierarchies? What's going on? You see, I think what's happened, perhaps, is that we've not noticed that change I described earlier.太可怕了。我的朋友兼導(dǎo)師，IDEO的蒂姆布朗，他覺(jué)得好的設(shè)計(jì)要從大處著手，他是對(duì)的。他非常巧妙的把這個(gè)理念解釋給了我。他認(rèn)為設(shè)計(jì)思維必須從宏觀世界的角度去考慮我們的設(shè)計(jì)目標(biāo)。他很顯然是對(duì)的。于是我問(wèn)自己，“為什么以前的設(shè)計(jì)總是從小處著手呢？”這不奇怪嗎？你們知道，既然協(xié)作這么迷人，既然跨職能合作這么好用，為什么我們創(chuàng)造出了眼下這個(gè)巨大的層級(jí)制度呢？我們出了什么問(wèn)題？你們看，我覺(jué)得問(wèn)題就處在，也許，就是我們沒(méi)有察覺(jué)到的早先我提到的改變。
What we do know is that the world has accelerated. Cyberspace moves everything at the speed of light. Technology accelerates things exponentially. So if this is now, and that's the past, and we start thinking about change, you know, all governments are seeking change, you're here seeking change, everybody's after change, it's really cool. (Laughter) So what happens is, we get this wonderful whooshing acceleration and change. The speed is accelerating. That's not the only thing. At the same time, as we've done that, we've done something really weird. We've doubled the population in 40 years, put half of them in cities, then connected them all up so they can interact. The density of the interaction of human beings is amazing. There are charts which show all these movements of information. That density of information is amazing. And then we've done a third thing. you know, for those of you who have as an office a little desk underneath the stairs, and you say, well this is my little desk under the stairs, no! You are sitting at the headquarters of a global corporation if you're connected to the Internet. What's happened is, we've changed the scale. Size and scale are no longer the same. And then add to that, every time you tweet, over a third of your followers follow from a country which is not your own.有一點(diǎn)可以肯定，世界正在加速中�；ヂ�(lián)網(wǎng)把所有的事情都變成了光速�？萍甲屛覀兊氖澜缫灾笖�(shù)級(jí)的加速度加速前進(jìn)。所以打這一刻起，我們剛談到的都已是歷史了，現(xiàn)在我們開(kāi)始考慮改變了，你們都知道，所有的政府都在求新求變，你們也是為此而來(lái)，所有人都追求變化，這真是太令人著迷了。（笑聲）眼下，世界正如火箭班呼嘯加速。不停的加速。還不止如此。與此同時(shí)，除了改變世界，我們還做了些非常奇怪的事情。我們的人口在四十年間增加了一倍，一半的新增人口生活在城市里，所有人都能彼此互動(dòng)彼此交流，交流和互動(dòng)之頻繁令人震驚。很多相關(guān)的數(shù)據(jù)都證明了這種信息流動(dòng)的存在。信息的密度大的驚人。于是我們還做了第三件事。 你們一定都懂，只要你們?cè)谵k公室里工作過(guò)，樓梯間角落里那張小書(shū)桌，你們一定會(huì)覺(jué)得，好吧這就是我那張角落里的小桌子，錯(cuò)了！你正坐在一家國(guó)際企業(yè)的總部中，因?yàn)槟憧梢陨暇W(wǎng)。之所以這么說(shuō)是因?yàn)椋覀兒饬渴挛锏臉?biāo)準(zhǔn)變了。大小和規(guī)模的含義和從前是天壤之別了。再想想這個(gè)，每次你發(fā)X推X特（微博），超過(guò)三分之一的聽(tīng)眾來(lái)自異國(guó)他鄉(xiāng)。
Global is the new scale. We know that. And so people say things like, "The world is now a turbulent place." Have you heard them saying things like that? And they use it as a metaphor. Have you come across this?世界范圍才是我們衡量的標(biāo)準(zhǔn)。我們都知道。于是乎有人就會(huì)說(shuō)，“世界就像湍急的水流一樣。”你們八成都聽(tīng)人說(shuō)過(guò)類似的話吧？他們只是打個(gè)比方。你們遇到過(guò)沒(méi)？
And they think it's a metaphor, but this is not a metaphor. It's reality. As a young engineering student, I remember going to a demonstration where they basically, the demonstrator did something quite intriguing. What he did was, he got a transparent pipe —have you seen this demonstration before?—he attached it to a tap. So effectively what you had was, you had a situation where—I'll try and draw the tap and the pipe, actually I'll skip the tap. The taps are hard. Okay? So I'll write the word "tap." Is that okay? It's a tap. (Laughter) Okay, so he attaches it to a transparent pipe, and he turns the water on. And he says, do you notice anything? And the water is whooshing down this pipe. I mean, this is not exciting stuff. Are you with me? So the water goes up. He turns it back down. Great. And he says, "Anything you notice?" No. Then he sticks a needle into the pipe, and he connects this to a container, and he fills the container up with green ink. You with me? So guess what happens? A thin green line comes out as it flows down the pipe. It's not that interesting. And then he turns the water up a bit, so it starts coming back in. And nothing changes. So he's changing the flow of the water, but it's just a boring green line. He adds some more. He adds some more. And then something weird happens. There's this little flicker, and then as he turns it ever so slightly more, the whole of that green line disappears, and instead there are these little sort of inky dust devils close to the needle. They're called eddies. Not me. And they're violently dispersing the ink so that it actually gets diluted out, and the color's gone.他們覺(jué)得自己是在打比方，但其實(shí)不然�，F(xiàn)實(shí)就是如此。我年輕的時(shí)候曾學(xué)過(guò)工程學(xué)，我記得有次去參觀一個(gè)作品展示會(huì)�；旧�，作者使用了一些非常耐人尋味的手法。他是這么做的，首先準(zhǔn)備一條透明的管子——你們以前見(jiàn)看過(guò)類似的沒(méi)有？——管子連著水龍頭。隨后你就會(huì)看到，你們馬上就會(huì)看到——我會(huì)盡量把水龍頭畫出來(lái)，當(dāng)然包括管子，事實(shí)上我會(huì)略過(guò)水龍頭。很難畫出來(lái)。好吧？所以我寫個(gè)單詞“水龍頭�！边@樣可以吧？就當(dāng)是個(gè)是龍頭了。（笑聲）好的，水龍頭接上一個(gè)透明的管子，隨后打開(kāi)水龍頭。隨后他說(shuō)，你們發(fā)現(xiàn)什么有意思的東西沒(méi)？水流嗖嗖的穿過(guò)管子。我知道，這一點(diǎn)也不好玩。你們還在聽(tīng)嗎？所以水繼續(xù)流。他關(guān)上龍頭。終于解脫了。然后他又問(wèn)道，“注意到什么了嗎？”沒(méi)有。然后他用針頭刺進(jìn)了管子里，并且用把管子和一個(gè)匣子連接在一起，在匣子里裝滿綠色的墨水。你還在聽(tīng)嗎？猜猜發(fā)生了什么？一條細(xì)細(xì)的綠線出現(xiàn)了，隨著綠線流過(guò)管子。這并不好玩。于是作者把水龍頭開(kāi)大了一點(diǎn)點(diǎn)，綠線還是在那。一點(diǎn)變化也沒(méi)有。 隨后他開(kāi)始不停的搗鼓水龍頭，那條無(wú)聊的綠線還是沒(méi)有任何變化。水流越來(lái)越大。越來(lái)越急。不可思議的事情發(fā)生了。綠線開(kāi)始有些時(shí)隱時(shí)現(xiàn)，然后隨著水流的持續(xù)增大，綠線徹底消失了，與此同時(shí)，在針頭附近出現(xiàn)了一些小小的被綠色墨水浸透的漩渦。他們被命名為艾迪。不是我哦。這些漩渦粗暴的把墨水打碎甩出去 因此綠色墨水漸漸被稀釋掉，色彩消失了。
What's happened in this world of pipe is somebody has flipped it. They've changed the rules from laminar to turbulent. All the rules are gone. In that environment, instantly, all the possibilities which turbulence brings are available, and it's not the same as laminar. And if we didn't have that green ink, you'd never notice.管子里發(fā)生的事情是因?yàn)橛腥祟嵏擦怂氖澜�。把平靜的水流變成了洶涌的急流。所有的就規(guī)則都消失了。在充滿急流管子里，一瞬間，急流帶來(lái)了無(wú)限的可能性，與以前完全不同。如果不是這些偉大的墨水，你們永遠(yuǎn)也不會(huì)發(fā)現(xiàn)注意到這些變化。
And I think this is our challenge, because somebody has actually increased — and it's probably you guys with all your tech and stuff — the speed, the scale and the density of interaction.這對(duì)我們來(lái)說(shuō)是個(gè)挑戰(zhàn)，因?yàn)閷?shí)際上有人——那個(gè)人很可能就是你們自己，你們的知識(shí)或者設(shè)備——把世界的節(jié)奏，衡量標(biāo)準(zhǔn)和交流的密度都改變了。
Now how do we cope and deal with that? Well, we could just call it turbulence, or we could try and learn. Yes, learn, but I know you guys grew up in the days when there were actually these things called correct answers, because of the answer you gave me to the horizontal line puzzle, and you believe it will last forever. So I'll put a little line up here which represents learning, and that's how we used to do it. We could see things, understand them, take the time to put them into practice. Out here is the world. Now, what's happened to our pace of learning as the world has accelerated? Well, if you work for a corporation, you'll discover it's quite difficult to work on stuff which your boss doesn't approve of, isn't in the strategy, and anyway, you've got to go through your monthly meetings. If you work in an institution, one day you will get them to make that decision. And if you work in a market where people believe in cycles, it's even funnier, because you have to wait all the way for the cycle to fail before you go, "There's something wrong." You with me? So it's likely that the line, in terms of learning, is pretty flat. You with me? This point over here, the point at which the lines cross over, the pace of change overtakes the pace of learning, and for me, that is what I was describing when I was telling you about midnight.現(xiàn)在我們?cè)撛趺磻?yīng)對(duì)這一切呢？好吧，我們可以打打醬油，或者努力去嘗試?yán)斫夂蛯W(xué)習(xí)它。不錯(cuò)，學(xué)習(xí)，但是我知道在你們成長(zhǎng)的年代里，有種東西叫做正確答案，因?yàn)樗拇嬖�，你們才�?huì)答錯(cuò)我的水平線測(cè)試，你們覺(jué)得它永遠(yuǎn)是對(duì)的。所以我畫一條線在這上邊代表著學(xué)習(xí)，這是我們以前對(duì)待學(xué)習(xí)的方法。通過(guò)學(xué)習(xí)我們記住并 理解我們看到的一切，隨后再花時(shí)間付諸行動(dòng)。這里就是我們的世界�，F(xiàn)在，我們是的學(xué)習(xí)進(jìn)度是怎么的，伴隨著不停加速的世界？好吧，如果你為一家企業(yè)工作，你會(huì)發(fā)現(xiàn)你幾乎是寸步難行。如果沒(méi)有老板的批準(zhǔn)，不是因?yàn)楣静呗曰蛘咂渌娜魏卧�，你連每月的例會(huì)都沒(méi)法通過(guò)。如果你在非商業(yè)機(jī)構(gòu)里工作，總有一天你會(huì)說(shuō)服你的領(lǐng)導(dǎo)批準(zhǔn)你。如果你身在所謂的遵從市場(chǎng)規(guī)律的金融行業(yè)，那就更有趣了，因?yàn)槟阋恢钡鹊绞袌?chǎng)最低迷的時(shí)候才能買入，“這有點(diǎn)落井下石啊�！彼赃@就像是那條線，代表學(xué)習(xí)的那條線，非常的平坦。你們還在聽(tīng)嗎？這點(diǎn)在這， 兩條線的交叉點(diǎn)，變化的幅度打敗了學(xué)習(xí)的幅度，對(duì)于我來(lái)說(shuō)，那就是我想要描述的，我早前給大家提到的變化發(fā)生的時(shí)刻。
So what does it do to us? Well, it completely transforms what we have to do, many mistakes we make. We solve last year's problems without thinking about the future. If you try and think about it, the things you're solving now, what problems are they going to bring in the future? If you haven't understood the world you're living in, it's almost impossible to be absolutely certain that what you're going to deliver fits.所以它到底對(duì)我們做了什么呢？這樣說(shuō)吧，它徹底的改變了我們的行為方式，我們犯了很多錯(cuò)。我們糾正去年的錯(cuò)誤，但卻完全不考慮以后的問(wèn)題。如果你們?cè)囍タ紤]一下將來(lái)，眼下正在處理的問(wèn)題，他們將來(lái)會(huì)出什么問(wèn)題呢？如果你還是沒(méi)能理解眼下的世界，你幾乎不可能確定自己怎么做才合適。
I'll give you an example, a quick one. Creativity and ideas, I mentioned that earlier. All the CEOs around me, my clients, they want innovation, so they seek innovation. They say to people, "Take risks and be creative!" But unfortunately the words get transformed as they travel through the air. Entering their ears, what they hear is, "Do crazy things and then I'll fire you." Why? (Laughter) Because — Why? Because in the old world, okay, in the old world, over here, getting stuff wrong was unacceptable. If you got something wrong, you'd failed. How should you be treated? Well, harshly, because you could have asked somebody who had experience. So we learned the answer and we carried this in our heads for 20, 30 years, are you with me? The answer is, don't do things which are different. And then suddenly we tell them to and it doesn't work. You see, in reality, there are two ways you can fail in our new world. One, you're doing something that you should follow a procedure to, and it's a very difficult thing, you're sloppy, you get it wrong. How should you be treated? You should probably be fired. On the other hand, you're doing something new, no one's ever done before, you get it completely wrong. How should you be treated? Well, free pizzas! You should be treated better than the people who succeed. It's called smart failure. Why? Because you can't put it on your C.V.我想舉個(gè)例子，簡(jiǎn)短的。創(chuàng)新和思想我早前跟大家提過(guò)。我的顧客們，那些首席執(zhí)行官們，他們都想要新東西，所以他們最尋創(chuàng)新。他們都會(huì)跟員工說(shuō)，“不要怕風(fēng)險(xiǎn)要敢于創(chuàng)新！”但不幸的是這些話到了員工的耳朵里確是截然不同的意思。員工聽(tīng)到的是，“誰(shuí)要是敢亂來(lái)我就炒了他。”為什么會(huì)這樣？（笑聲）因?yàn)椤獮槭裁�？因�(yàn)樵谂f的世界里，好吧，在曾經(jīng)的世界里，這里，做錯(cuò)事是不可接受的。如果你犯了錯(cuò)，你失敗了。什么后果呢？好吧，后果很嚴(yán)重，因?yàn)槟惚究梢郧笾薪?jīng)驗(yàn)的前輩。 所以我們學(xué)到了答案并且一直保存在腦袋里超過(guò)20,30年，你們還在聽(tīng)嗎？ 答案就是，不要做和別人不一樣的事情�，F(xiàn)在突然老板告訴他們放手去做，但是沒(méi)人會(huì)當(dāng)真。 你們明白了吧，在新世界中有兩種方式會(huì)導(dǎo)致你失敗。一，你的工作就是照著章程一步一步來(lái)，并且這是一份很困難的工作，你只是在敷衍，你犯了錯(cuò)。老板會(huì)怎么對(duì)你？你很肯能被炒魷魚(yú)。 另一種情況，你做了從來(lái)沒(méi)人做過(guò)的事情，你徹底的失敗了。你老板會(huì)怎么對(duì)你？ 好吧，免費(fèi)的午餐！你比那些成功者更值得重視。這就是聰明的失敗者。為什么這么說(shuō)？因?yàn)槟悴荒馨阉旁诤?jiǎn)歷上。
So what I want to leave you, then, is with the explanation of why I actually traveled 60,000 miles from my desk. When I realized the power of this new world, I quit my safe teaching job, and set up a virtual business school, the first in the world, in order to teach people how to make this happen, and I used some of my learnings about some of the rules which I'd learned on myself. If you're interested, worldaftermidnight.com, you'll find out more, but I've applied them to myself for over a decade, and I'm still here, and I still have my house, and the most important thing is, I hope I've done enough to inject a little green ink into your lives, so that when you go away and you're making your next absolutely sensible and rational decision, you'll take some time to think, "Hmm, I wonder whether this also makes sense in our new world after midnight." Thank you very much. (Applause) Thank you, thank you. (Applause)所以今天我想告訴大家的東西解釋了為什么我旅行了6,000英里。 當(dāng)我意識(shí)到蘊(yùn)藏在這個(gè)嶄新世界中的能量，我辭掉了穩(wěn)定的教育工作，并且創(chuàng)建了一個(gè)虛擬商業(yè)學(xué)校，全球的第一家，為了幫助大家實(shí)現(xiàn)自己的商業(yè)目標(biāo)而存在，并且我使用了一些自己琢磨出來(lái)的關(guān)于新世界的規(guī)則。如果你們感興趣，worldaftermidnight.com(網(wǎng)址），你們可以了解到更多。要知道我已經(jīng)把這些理念應(yīng)用在我自己身上十幾年了，我還是好好的站在這，我還是有房有車，并且最重要的是，我希望我的發(fā)言可以為大家的生活注入一點(diǎn)點(diǎn)綠色墨水， 所以當(dāng)你離開(kāi)這里并且要考慮你們的下一個(gè)特別重要并且關(guān)鍵的決定時(shí)，你們會(huì)花時(shí)間多想一想“恩，我很希望今天的演講能讓大家覺(jué)得不虛此行，在我們這個(gè)新世界里�！狈浅８兄x大家（喝彩）謝謝，謝謝大家。（喝彩）
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