TED演講者：Ken Chenault / 肯·錢納特

演講標題：How great leaders innovate responsibly / 優(yōu)秀領導者該如何進行責任型創(chuàng)新

內容概要：In times of uncertainty, leaders have a responsibility to inspire hope. Sharing hard-won wisdom, business leader Ken Chenault talks about what it takes to enact positive, enduring change -- and why it's more important than ever to invest in responsible innovation that uplifts people and centers equality and fairness.

在缺乏確定性的時代里，領導者有責任激發(fā)人們的希望。商業(yè)領袖肯·錢納特（Ken Chenault），與觀眾分享了得之不易的領導智慧，同時談到了如何進行積極持久的變革，還談到了責任型創(chuàng)新的重要性。因為責任型創(chuàng)新旨在改善提高人的生存處境，以公平平等為其關注核心，所以此時對責任型創(chuàng)新產業(yè)的投入比以往任何時候都更加重要。

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【1】I'm Whitney Pennington Rodgers, I'm TED's current affairs curator.

我是惠特尼.彭寧頓.羅杰斯 （Whitney Pennington Rodgers）,

【2】And the guest who's joining us now is not only a psychologically wise leader himself, but he looks to develop psychologically wise leaders to put them out into the world.

我們今天的嘉賓 不僅是一位頗具心靈智慧的領導者, 而且希望為世界培養(yǎng)輸出 許許多多這樣的領軍人物。

【3】and now he is the managing director and chairman of General Catalyst, a venture capital firm which seeks to develop organizations that put out positive change into the world.

如今,他是 General Catalyst 的 常務董事,兼董事長。 這是一家風險投資公司, 致力于發(fā)展培養(yǎng) 能夠為世界帶來積極變化的組織機構。

【4】He's also the cofounder of OneTen, which is a coalition of leading executives who have joined together to upskill, hire and advance one million Black Americans in 10 years.

他還是 OneTen 的聯(lián)合創(chuàng)始人之一。 OneTen 是一個由 高層管理者組成的聯(lián)盟, 力爭在 10 年間,培訓、聘用一百萬 美國黑人,幫助其實現(xiàn)職業(yè)發(fā)展。

【5】Please welcome Ken Chenault.

請大家歡迎肯.錢納特 （Ken Chenault）。

【6】Thank you for being here.

感謝您的到來。

【7】Ken Chenault: It's great to be here.

肯尼斯.錢納特: 很高興來到這里。

【8】WPR: You have a quote that you often say: "The role of a leader is to define reality and give hope."

惠.彭.羅:你常引用這樣一句話: “領導的職責是 界定現(xiàn)實,給予希望。”

【9】In this time that we're living in, with COVID and massive changes in the workforce, how do you think about this idea of change, and how does this quote apply to that?

在我們生活的這個時代里, 出現(xiàn)了新冠病毒, 以及勞動人口的巨大變化, 您對變革有何看法？ 這句引言又有何適用性？

【10】KC: The question is, how can you give people concrete reasons, and also inspiration to be hopeful.

肯.錢:問題在于,你該如何 具體闡釋變化的緣由, 同時激發(fā)人們的希望。

【11】And in uncertain times, I think what's very important is the leader has to be grounded in some core values.

我認為,在這動蕩的年代里, 非常重要的一點是, 領導者必須以某些 核心價值為立身之本。

【12】Because, to me, what's most critical about leadership and leading in uncertain times - and I would emphasize that I think anyone at any level can be a leader, in their business, civic life, personal life -

因為,在缺乏確定性的年代里, 有一點對領導層而言至關重要。 我要強調的是,任何人 在任何層面都可以是一位領導者, 比如,在自己的業(yè)務活動中, 在市井生活以及個人生活中,等等。

【13】and what they have to recognize is if you want to lead, you have to be willing to serve.

領導者必須認識到, 如果自己想要領導別人, 就必須樂于為人服務。

【14】So you've got to have that servant leadership mentality.

所以,你必須具有公仆意識。

【15】But what you have to do is stand for something.

你要成為某種價值觀的代表,

【16】And organizations are guided by values and behaviors.

通過價值觀和行為表現(xiàn) 來引導組織機構。

【17】That's the way you're creating a culture.

這正是創(chuàng)造企業(yè)文化的方式。

【18】And so in a time of uncertainty, what do you need to do?

在缺乏確定性的年代里, 你需要做些什么呢？

【19】One is you need to give people context.

一是要把當前的 情況背景向人們交代清楚。

【20】What's happening?

解釋目前出現(xiàn)的狀況。

【21】You can admit that you're anxious, that there are reasons, in fact, to be nervous.

你可以承認自己很焦慮, 事實上,令人緊張的原因很多。

【22】But what's important is you need to emphasize to people the reasons why you think that we can get to the other side.

然而重要的是,你要向人們強調 我們?yōu)楹慰梢远蛇^難關。

【23】WPR: Could you talk a little bit about your work now and what is General Catalyst, what are you looking to do with that organization?

惠.彭.羅:您可以談談 您現(xiàn)在的工作嗎？ General Catalyst 是一家怎樣的機構？ 您打算借此做些什么？

【24】KC: General Catalyst is a venture capital firm, and we're very focused on building companies.

肯.錢:General Catalyst 是一家風險投資公司。 關注于企業(yè)創(chuàng)建。

【25】What's important is the philosophy of General Catalyst, which brings a level of intentionality, which is we want to invest in powerful, positive change that will endure.

General Catalyst 的 企業(yè)哲學十分重要。 它讓公司具有了目的性。 我們的投資對象是那些具有持久性的、 積極有力的變革舉措。

【26】So our view is, the paradigm, sometimes, that's presented, which is you have to choose between profits, investment returns and social good.

有這樣一種范式,有時體現(xiàn)為: 你必須在利潤、投資回報 和社會利益之間 做出選擇。

【27】And we believe that's a false choice.

我們認為這選擇是虛假的。

【28】That, in fact, technology should be a great enabler.

其實,技術應該成為 一股強大的推動力。

【29】But the reality is "What's the intention?"

但是現(xiàn)實是, “技術發(fā)展的意圖是為什么？”

【30】WPR: I love this idea of "responsible innovation,"

惠.彭.羅:我很喜歡 “責任型創(chuàng)新”這個理念,

【31】and I'm interested to know what the impetus was for you to really focus in this space.

很想知道是什么 促使您開始真正關注這個領域的。

【32】Were you not seeing enough of this happening?

您當時是否覺得這樣的創(chuàng)新還不夠多？

【33】KC: I would say there were several reasons.

肯.錢:當時有幾個原因。

【34】One is, as I decided in stepping down from American Express, of "What would I do next?"

一是,當我決定從美國運通卸任時, 我考慮到, “接下來該做些什么？”

【35】One, it was very clear to me from all of my experiences is that technology was the great enabler, and could be.

就我的全部經歷而言, 有一點很清楚: 技術曾經是,而且仍然可以成為, 一股巨大的推動力。

【36】But I thought we needed to have a force that was acting in a more responsible way.

我認為,我們需要一種力量, 一種更負責任的力量。

【37】I also frankly thought that technology was not diverse enough, when I looked at the whole sector of technology and venture capital and private equity.

坦率而言,在審視過整個技術、 風險投資、私人股權投資等領域后, 我認為,技術領域缺乏多樣性。

【38】But what was really attractive to me was that my partners believed very strongly in this notion of responsible innovation, and they were willing to do what it takes to embrace it.

但是真正吸引我的, 是合伙人的堅定信念, 他們對責任型創(chuàng)新這一理念深信不疑, 而且為了推行這個理念, 愿意盡其所能。

【39】And let me be clear, we're in the early stages of this.

我要明確一點, 我們現(xiàn)在仍處在初期階段。

【40】But one of the things I'm very proud of, for example, is what we've been able to do in health care, where we're actually partnering with health care systems.

但是,有很多事令我感到非常驕傲, 比如,在醫(yī)療保健領域里的表現(xiàn), 我們正在與醫(yī)療保健系統(tǒng)建立 切切實實的合作關系。

【41】So, we're partnering with nonprofit entities, and our objective is not to disrupt and blow up the health care system, it's to innovate and transform the health care system as a partner.

我們與各種非營利機構合作, 但是我們的目標不是 擾亂破壞醫(yī)療保健系統(tǒng), 而是將其視為合作伙伴, 對其進行創(chuàng)新、改造。

【42】And so it's recognizing that our objective in health care is to provide high-quality, lower-cost health care to all segments.

因此,我們認識到 自己在醫(yī)療保健領域內的目標是 為社會各個階層提供高質量、低成本的醫(yī)療保健服務。

【43】And technology can be a great enabler in doing that.

而科學技術則是 實現(xiàn)這一目標的巨大推動力。

【44】And in addition to that -- it's not an either-or - we believe that we're going to generate very attractive returns, which is important if we're building enduring businesses.

此外,這并不是一個非此即彼的選擇 我們相信,自己可以創(chuàng)造出 頗具吸引力的回報, 若要建立持久性商業(yè), 回報是非常重要的。

【45】WPR: This idea of putting people first as you're developing your technology, but it's not just about people - you're thinking about responsibility in terms of the environment, responsibilities to communities.

惠.彭.羅:其理念是, 在技術開發(fā)時,要以人為本。 但是,其關注的并不僅僅是人 你們還考慮到了對環(huán)境、 對社會群體的責任。

【46】Could you talk more about that?

您能就此展開談談嗎？

【47】KC: What's critical here, fundamentally, what I have always believed and certainly have articulated over the last 30 years, is companies exist because society allows us to exist.

肯.錢:有一點至關重要。 我在過去 30 年里始終堅信, 而且已明確表明, 從根本上講,公司企業(yè) 能夠生存,乃是社會使然。

【48】And so we have a responsibility to society.

我們因此擔負著社會責任。

【49】When we're developing products and services, shouldn't we think about who is in, who are we serving, and who might be negatively impacted by a product or service that we're offering.

我們在設計開發(fā)產品服務時, 難道不該想想,自己在為誰服務嗎？ 想想有誰會因為我們所提供的 產品服務而受到負面影響？

【50】As we're building companies, let's start at the beginning and say, "How do we build a more diverse workforce in that company?"

公司成立之初,就讓我們來想一想, “如何構建一個更具多樣性的員工團體？”

【51】'"How are we thinking about the environment?"

“我們該如何看待環(huán)境問題？”

【52】So what's very important is, we can do a form, if you will, of social due diligence, side by side with the financial due diligence.

所以非常重要的一點是 我們經營的公司 在進行財務盡職調查的同時, 還要進行社會盡職調查, 如果可以這么說的話。

【53】But what's important is, as we're building companies today, let's have a broader mindset.

但是,重要的是,如今創(chuàng)辦公司, 要有更寬泛的思維模式,

【54】Let's have a higher level of intentionality.

更高層次的意向性。

【55】And no one, I think, most people -- obviously, there's some exceptions - start off building a company, saying, "I want to build a company that will hurt people."

我認為,除了一些顯然的特例之外, 沒人會著手會開辦一家公司,然后說, “我要開一家害人的公司?！?/p>

【56】WPR: Right.

惠.彭.羅:沒錯。

【57】KC: But that's not enough.

肯.錢:但是,這還不夠。

【58】What you've got to say is, "My intention is to build a company that will address the following set of issues."

你還要表明, “我意在創(chuàng)立一家 能夠解決以下問題的公司?！?/p>

【59】And actually, I want to, from the beginning, build a company that will have a positive impact on society, as well as generate attractive economics.

實際上,我從一開始就想建立一家 對社會有積極影響, 同時在經濟產出上具有吸引力的公司。

【60】Now that's simple, but it is hard, and people need guidance, people need the tools, and that's what we're trying to do with responsible innovation.

這很簡單, 但同時又很艱難, 人們需要指導,需要工具, 這正是我們試圖 為責任型創(chuàng)新企業(yè)提供的幫助。

【61】WPR: I'd like to pivot for a second to another organization that you're championing, that's really important to you, which is OneTen.

惠.彭.羅:我想暫時 轉向您扶植的另一家機構。 這家機構對您非常重要, 它就是 OneTen.

【62】You're the cofounder of this initiative that looks to put more Black Americans into sustainable careers.

您是這一新舉措的聯(lián)合發(fā)起人, 其目的是讓更多的美國黑人 獲得持久性職業(yè)。

【63】Tell us a little bit about how OneTen came about.

給我們講講 OneTen 是怎么誕生的。

【64】KC: So OneTen came about literally the day after the murder of George Floyd.

肯.錢:OneTen 是在喬治.弗洛伊德 （George Floyd）被殺后的第二天誕生的。

【65】And Ken Frazier, who was a former CEO of Merck, is still executive chairman of Merck, but is also now chairman of Healthcare Assurance Initiatives for General Catalyst.

肯.弗雷澤（Ken Frazier）, 他是默克藥廠的前任首席執(zhí)行官, 現(xiàn)在擔任默克的執(zhí)行董事長, 同時在 General Catalyst 擔任醫(yī)療保障計劃的董事長。

【66】Obviously, we were devastated about what happened.

我們倆顯然為所發(fā)生的事情感到震驚。

【67】And back to defining reality and giving hope, we said, "The reality of the situation is that Black Americans who do not have a college degree are a segment of our population that we need to address in a more comprehensive way."

回到前面提到的,界定現(xiàn)實, 給予希望這個話題上來, 我們認為,“現(xiàn)實情況是, 沒有高等學歷的美國黑人 是我們需要全面應對的一個群體?！?/p>

【68】And what we said is we want to do something that is really impactful and enduring.

我們談到要做一些真正具有影響力和持久性的事。

【69】And we think the private sector, particularly large companies, need to take a more active role.

我們認為私營部門,尤其是大公司, 需要發(fā)揮更加積極的作用。

【70】And so we talked about what we could do.

于是我們就自己力所能及的事 展開了討論。

【71】If you look at the facts, 80 percent of the jobs 60,000 dollars and above in companies require a four-year college degree.

事實表明, 80% 薪水超過 6 萬美元的 要求任職者有 4 年制本科學歷。

【72】Now the reality is ...

而實際情況是……

【73】that a substantial majority of those jobs do not require a college degree.

這些工作中的絕大部分 并不需要大學學位。

【74】And so, it serves - You talk about structural, systemic racism.

所以,這個制度服務于 你所提到的結構性、系統(tǒng)性種族主義。

【75】What happens is it just knocks out a large population.

現(xiàn)實情況就是一大批人被淘汰出局。

【76】And the reality is skills-first is what we should be focused on.

而技術第一才是我們應當關注的事實。

【77】And I want to be clear: I want as many people to go to college as can go to college.

我想要明確一點, 我希望盡可能多的人上大學。

【78】But to be successful, to have a family-sustaining job, should not mean that you have to go to college.

但是,取得成功, 有一份足以養(yǎng)家糊口的工作, 并不意味著你必須上大學。

【79】And so what we decided is we wanted companies to embrace that.

所以,我們決意 要讓眾多公司欣然接受這一現(xiàn)實。

【80】We had 60 companies sign up with hard financial commitments and a commitment to jobs.

有 60 家公司與我們簽署了 嚴格的財政及工作承諾。

【81】And here's what I think is exciting, Wendy, is that people are recognizing, because you're looking at the jobs, they're saying, "Well, a lot of these jobs don't require a college degree."

惠特尼,我認為, 令人興奮的是, 人們在審視過這些工作崗位后, 開始認識到, “嗯,很多工作并不需要大學學歷?！?/p>

【82】And so here we have an initiative that is geared to Black Americans.

于是,我們開啟了一項 針對美國黑人的新舉措。

【83】But at the end of the day, it's going to end up benefiting all Americans, because the jobs, the specifications, the requirements are going to change.

但是歸根結底, 這將有益于所有美國人, 因為工作、專業(yè)技能、 崗位要求都將放生變化。

【84】So in our society, where we have a win-loss mentality, by focusing on this issue, we actually have opened the aperture of opportunity for everyone.

我們所處的社會 充滿了非贏即輸?shù)男膽B(tài), 所以,在這樣的社會里, 關注于這一問題, 實際上是為每個人打開了機會之門。

【85】So we are making progress.

我們正在不斷發(fā)展進步。

【86】And I really think that our objective is, in 10 years, to have created a million family-sustaining jobs.

我確實認為,我們的目標是在今后 10 年里, 創(chuàng)造 100 萬足以讓人養(yǎng)家糊口的工作機會。

【87】WPR: So OneTen is one million jobs in 10 years.

惠.彭.羅:所以,OneTen 是指 10 年創(chuàng)造 100 萬工作崗位。

【88】KC: In 10 years.

肯.錢:10 年內。

【89】You know, simple, objective - not easy, right?

簡單、客觀。 但是并不容易,不是嗎？

【90】Because part of what we're doing is the challenge of matching supply and demand, the skilling, the reskilling, all of that, that has to take place.

因為我們所做的部分工作 是面對供需平衡的挑戰(zhàn), 培訓、新技能培訓, 所有這些工作都需要展開。

【91】The job supply network is very fragmented.

就業(yè)網絡異常零散,

【92】So we've got to put that together.

所以我們必須對它加以整合。

【93】So what I think you're seeing is I look at OneTen -- "That's a start-up."

我想在你眼里, “OneTen 只是一家初創(chuàng)公司。”

【94】But we are mission-driven, we are outcome-driven, and we're going to achieve that objective.

但是我們以使命,以效果為向導, 而且終將實現(xiàn)這一目標。

【95】WPR: That feels like a great place to end.

惠.彭.羅:這似乎是 結束談話的恰當時機。

【96】Thank you so much, Ken, for sharing all of this insight and wisdom.

肯,非常感謝您與我們 分享的這些洞見和智慧。

【97】I feel like I've learned so much.

我覺得自己從中學到了很多。

【98】I know that everyone watching has probably learned a lot, too.

觀眾們大概也學到了不少東西。

【99】KC: Thank you so much. I enjoyed the conversation.

肯.錢:非常感謝。 這是一次令人愉快的談話。

【100】WPR: Thank you.

惠.彭.羅:謝謝。