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Scott·Cook(Intuit创始人): 试验驱动的创新 – 译学馆
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Scott·Cook(Intuit创始人): 试验驱动的创新

Scott Cook: Innovation Fueled by Experimentation

有另一个加强反主流文化的部分
There’s another piece that add to fostering counterculture.
当你遇到一个巨大的挑战
When you get a grand challenge like that,
人们就会用不同的方法去解决它
then people come up with wildly different ideas on how to achieve it,
大多数人的观念是不可能
ideas that most people would say are borderline impossible.
所以我们所做的就是让人们去做实验
So then what we do is let people run experiments.
因为在一个你任何事都能得到批准的公司里
Because in a company where you have to get everything approved,
那么只有最有说服力的或者有最高职位
then only the people who are most persuasive or have the most tenure
亦或者地位最高的人的想法会被赞成
or the highest ranking title will get their ideas approved.
在公司,你的实验和运行决策
In a company where you run on experiments and decisions
来源于实验,并且你会使它很容易
made by experiment and you make it really easy for
让人们在他们的观念上进行试验
people to run experiments on their idea,
然后会被赞同的观念是
then the idea that will get approved is the idea
那些已经被实验证明过的观念
that has an experiment proving it worked.
现在我没有创造这些
Now I didn’t invent this.
我第一次是在丰田观察到这点的,
I first observed this at Toyota where I went over and visited
当我和学习它们的教授们去拜访丰田的工厂的时候
Toyota plants with professors who’ve studied them.
然后他们向我解释,你必须明白
And they explained to me that you have to understand that the
公司各级运行在一个嵌套的一系列的实验里
company runs on a nested series of experiments at all levels.
并且他们描述了一个在线上
And they described one experiment that was on the line and
他们正在运行的实验-试着改变生产过程
they were running– trying to change the production process
用两种方法-一个实验两种不同的多观念
in two– with an experiment in two different ideas.
一个是来自工厂管理者的观点-就是老板
One idea was the plant managers idea– the boss.
另外一个是来自于最高指导者的,
The other idea was from a supervisor
管理着8个人团队。
who manages a team of eight people.
如今在一个美国汽车工厂或者德国汽车工厂,
Now in a US auto plant or a German auto plant,
它会是由老板得观点决定
it would’ve been the boss’s idea and
它们不会进行实验,
they wouldn’t run the experiment.
但是在丰田,他们同时进行了两个实验,为了见证哪个会赢。
But in Toyota, they ran both experiments to see which would win.
所以我很乐意得出结论,
So I’ve kind of come to a point of view that leaders
领导者们需要一些关键的创新角色。
need to have a few key roles in innovation.
一个是声明巨大的挑战。
One is to declare the grand challenge.
你正将要去尝试解决的世界挑战是什么?
What is that world changing problem you’re going to try to solve?
第二是为了那些做实验的人设置一个系统
And two, set up a system for people to run experiments
那样新的职工可以进行实验
so that new employees can run experiments.
并且试验他们的观点,让它变得更快
And try their ideas out and make it fast and
更便宜,那样公司可以经营很多
cheap so the company runs a lot of them.
谷歌在搜索上进行了3000
Google in search runs something like 3,000
或5000个类似于这样的实验在一年中
or 5,000 experiments a year in search.
然后享受惊喜
Then savor the surprises.
因为在这些试验中,你会得到惊喜。
Because in those experiments, you get surprises.
有一部分可能不像你想的那样运行
A bunch of them don’t work like you think.
每一个失败都是一次学习的机会
Every one that doesn’t work is an opportunity for learning.
有些你不知道的东西当你在执行
There’s something you didn’t know when you performed
实验并且设定假设。
that experiment and set your hypothesis.
这个实验告诉你,你不知道。
And the experiment is telling you, you didn’t know.
现在发现它。
Now figure it out.
第四件对领导者来说的事是
And the fourth thing for the leader is
遵守你自己的守则活着
live by those same rules yourself.
所以你的观点,除非是公司的紧急情况或者什么事
So that your ideas, unless it’s a company emergency or something,
但在正常的业务中,你的想法一样要被测试。
but in normal business, your ideas have to be tested as well,
就像丰田的工厂,老板提出的观点
just like that Toyota plant where the boss’s idea was subject
和生产线主管的观点一样都要被测试。

to the same test as the idea from the line supervisor.

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视频来源

https://www.youtube.com/watch?v=etqv-CJs05I

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