Placeholder Image

字幕列表 影片播放

  • The entire model of capitalism

    我們一直使用的

  • and the economic model that you and I

    整個資本主義模式

  • did business in,

    和經濟學模型

  • and, in fact, continue to do business in,

    事實上我們會一直使用下去的模型

  • was built around what probably Milton Friedman

    都是圍繞著彌爾頓·弗裡德曼理論而來

  • put more succinctly.

    他言簡意賅地點出過它們

  • And Adam Smith, of course, the father of modern economics

    而經濟學之父亞當·斯密,

  • actually said many, many years ago,

    在很久之前也這樣說:

  • the invisible hand,

    「看不見的手」

  • which is, "If you continue to operate

    意思是「如果每個人都自利地行事,

  • in your own self-interest

    意思是「如果每個人都自利地行事,

  • you will do the best good for society."

    社會利益就能最大化。」

  • Now, capitalism has done a lot of good things

    現今,資本主義做了很多好事

  • and I've talked about a lot of good things that have happened,

    我也說了很多已經發生好事

  • but equally, it has not been able to meet up

    不過同樣地,資本主義並沒有解決

  • with some of the challenges that we've seen

    一些社會難題

  • in society.

    一些社會難題

  • The model that at least I was brought up in

    有個我一直遵循的模型

  • and a lot of us doing business were brought up in

    很多學者也一直遵循這個模型

  • was one which talked about

    很多學者也一直遵循這個模型

  • what I call the three G's of growth:

    我叫它「3G增長模型」:

  • growth that is consistent,

    持續性增長(第一個Growth)--

  • quarter on quarter;

    下季度比這季度多

  • growth that is competitive,

    競爭式增長(第二個Growth)--

  • better than the other person;

    要比其他人強

  • and growth that is profitable,

    利潤化增長(第三個Growth)--

  • so you continue to make

    從而可以獲取

  • more and more shareholder value.

    越來越多的股東價值

  • And I'm afraid this is not going to be good enough

    然而我擔心這些還不夠好

  • and we have to move from this 3G model

    所以我們要用一個新模型

  • to a model of what I call

    來完善3G模型

  • the fourth G:

    我叫它「第四個G」:

  • the G of growth that is responsible.

    有責任的增長(第四個Growth)

  • And it is this that has to become

    它在創造價值的過程中

  • a very important part

    起到很重要的作用

  • of creating value.

    起到很重要的作用

  • Of not just creating economic value

    不僅僅是創造經濟價值

  • but creating social value.

    還有創造社會價值

  • And companies that will thrive are those

    繁榮發展的企業

  • that will actually embrace the fourth G.

    勢必接納了這「第四個G」

  • And the model of 4G is quite simple:

    「4G增長模型」並不複雜:

  • Companies cannot afford to be just innocent bystanders

    社會變遷時

  • in what's happening around in society.

    企業不能只當個無知的旁觀者

  • They have to begin to play their role

    社區支持著企業

  • in terms of serving the communities

    企業就必須扮演

  • which actually sustain them.

    服務社區的角色

  • And we have to move to a model

    因此我們必須

  • of an and/and model which is

    採用另一個模型

  • how do we make money and do good?

    怎樣才能既賺錢,又對社會有益?

  • How do we make sure

    我們如何保障

  • that we have a great business

    既發展了企業

  • but we also have a great environment around us?

    又不破壞優良的環境?

  • And that model

    上述的模型

  • is all about doing well and doing good.

    可謂盡善盡美

  • But the question is easier said than done.

    不過問題是知易行難

  • But how do we actually get that done?

    這一切要如何實現?

  • And I do believe

    我確信

  • that the answer to that is going to be leadership.

    答案是領導力

  • It is going to be to redefine

    這將會重新定義

  • the new business models

    新的商業模型

  • which understand

    這些模型認可

  • that the only license to operate

    要想進行商業運作

  • is to combine these things.

    只有把這些東西結合起來才行

  • And for that you need businesses

    因此,你的企業

  • that can actually define their role

    必須重新來定義

  • in society

    自己在社會中的角色

  • in terms of a much larger purpose

    企業目標必須更廣大

  • than the products and brands that they sell.

    而不侷限在所銷售的產品和品牌

  • And companies that actually define a true north,

    那些能夠找到正確方向的企業

  • things that are nonnegotiable

    對這些事有不容置喙的態度

  • whether times are good, bad, ugly --

    不倫世道是好,還是不好,甚至惡劣 --

  • doesn't matter.

    這些都不重要

  • There are things that you stand for.

    你必須堅持一些東西

  • Values and purpose are going to be the two

    價值觀和目的性將成為

  • drivers of software

    創造未來企業的

  • that are going to create

    創造未來企業的

  • the companies of tomorrow.

    兩大原動力

  • And I'm going to now shift

    下面,我將轉移話題

  • to talking a little bit about my own experiences.

    談談我的一點經歷

  • I joined Unilever in 1976

    我在1976年加入聯合利華印度分公司

  • as a management trainee in India.

    作一個管理培訓生

  • And on my first day of work

    上班的第一天

  • I walked in and my boss tells me,

    我進了辦公室,我的老闆問我:

  • "Do you know why you're here?"

    「你知道你為什麼來這裡嗎?」

  • I said, "I'm here to sell a lot of soap."

    我回答:「我來這裡要賣很多的肥皂。」

  • And he said, "No, you're here to change lives."

    然後他說:「不對,你是來改變人們的生活。」

  • You're here to change lives.

    為了改變人們的生活,你來到這裡。

  • You know, I thought it was rather facetious.

    你知道,我認為這種說法很好笑

  • We are a company that sells soap and soup.

    我們是個賣肥皂和湯的企業

  • What are we doing about changing lives?

    怎麼會改變別人的生活呢?

  • And it's then I realized

    那時我意識到

  • that simple acts

    簡單的行動

  • like selling a bar of soap

    像賣一塊肥皂

  • can save more lives

    就能比醫藥公司

  • than pharmaceutical companies.

    救治更多的人

  • I don't know how many of you know

    我不知道你們有多少人了解

  • that five million children don't reach the age of five

    (全球)有500萬兒童活不到五歲

  • because of simple infections that can be prevented

    因為他們沒有肥皂洗手

  • by an act of washing their hands with soap.

    導致得了簡單的感染而死去

  • We run the largest

    我們策劃了

  • hand-washing program

    全球最大的

  • in the world.

    洗手項目

  • We are running a program on hygiene and health

    我們正在進行一個衛生健康項目

  • that now touches half a billion people.

    現在已經擴展到了五億人的規模

  • It's not about selling soap,

    這不再是賣肥皂了

  • there is a larger purpose out there.

    而是一個更偉大的目標

  • And brands indeed can be

    品牌的確可以成為

  • at the forefront of social change.

    社會變革的先驅者

  • And the reason for that is,

    原因在於

  • when two billion people use your brands

    當有20億人使用你的品牌產品

  • that's the amplifier.

    就會產生擴張效應

  • Small actions can make a big difference.

    微小的行動會有偉大的影響

  • Take another example,

    再舉一個例子

  • I was walking around in one of our villages in India.

    當我步行在印度的一個村莊上

  • Now those of you who have done this

    如果你這樣做過

  • will realize that this is no walk in the park.

    就會知道這可不是公園裡散步

  • And we had this lady

    有這樣一位女士

  • who was one of our small distributors --

    她曾經是我們的一個代理

  • beautiful, very, very modest, her home --

    她美麗,非常謙遜

  • and she was out there,

    她站在家門口

  • dressed nicely,

    打扮得體

  • her husband in the back, her mother-in-law behind

    她的丈夫站在背後,後面是她的婆婆

  • and her sister-in-law behind her.

    身後是她的小姑子

  • The social order was changing

    社會地位的排序正在變化

  • because this lady

    因為這位女士

  • is part of our Project Shakti

    是我們Shakti項目的一員

  • that is actually teaching women

    這個項目培訓女性

  • how to do small business

    如何打理小買賣

  • and how to carry the message

    如何傳播營養和衛生的信息

  • of nutrition and hygiene.

    如何傳播營養和衛生的資訊

  • We have 60,000 such women

    在印度,我們有6萬

  • now in India.

    這樣的女性

  • It's not about selling soap,

    這不再是賣肥皂

  • it's about making sure

    這是為了確保

  • that in the process of doing so

    在這個過程中

  • you can change people's lives.

    你可以改變人們的生活

  • Small actions, big difference.

    小行動,大變化

  • Our R&D folks

    我們的研發團隊

  • are not only working to give us some fantastic detergents,

    並不僅僅研發了優秀的洗滌劑

  • but they're working to make sure we use less water.

    他們還確保了我們能用更少的水

  • A product that we've just launched recently,

    最近我們發佈了一個產品

  • One Rinse product that allows you to save water

    叫做「一滴清」,用它洗衣服

  • every time you wash your clothes.

    能節約用水

  • And if we can convert all our users to using this,

    如果能讓我們所有的顧客都用上它

  • that's 500 billion liters of water.

    就能節約5000億升的水

  • By the way, that's equivalent to one month of water

    順便提一下,那可是一整塊大陸

  • for a whole huge continent.

    一個月的用水量

  • So just think about it.

    所以想想看吧

  • There are small actions that can make a big difference.

    小小的舉動就能帶來如此大的變化

  • And I can go on and on.

    我還可以繼續說下去

  • Our food chain, our brilliant products --

    我們的食物供應鏈,我們出色的產品 --

  • and I'm sorry I'm giving you a word from the sponsors --

    對不起給各位插播一個廣告 --

  • Knorr, Hellman's and all those wonderful products.

    Knorr,Hellman這些公司生產了很棒的產品

  • We are committed to making sure that

    我們致力於確保

  • all our agricultural raw materials

    我們所有的農產品原材料

  • are sourced from sustainable sources,

    都來自於可再生資源

  • 100-percent sustainable sources.

    百分百的可再生資源

  • We were the first

    我們是第一個

  • to say we are going to buy all of our palm oil

    宣佈我們購買的棕櫚油

  • from sustainable sources.

    都是來自可再生資源的企業

  • I don't know how many of you know that palm oil,

    我不知道多少在座的朋友知道棕櫚油

  • and not buying it from sustainable sources,

    如果不是從可再生資源處獲取

  • can create deforestation that is responsible

    就會造成森林砍伐

  • for 20 percent of the greenhouse gasses in the world.

    產生占總量20%的全球溫室氣體

  • We were the first to embrace that,

    我們是最先支持這些的

  • and it's all because we market soap and soup.

    全是因為我們賣肥皂和湯

  • And the point I'm making here

    我想說的是

  • is that companies like yours, companies like mine

    像在座的公司們,就像我的公司一樣

  • have to define a purpose

    必須形成一個目標

  • which embraces responsibility

    來承擔責任

  • and understands that we have to play our part

    並且明白我們必須在我們運作的社區裡

  • in the communities in which we operate.

    扮演好自己的那份角色

  • We introduced something called

    我們引入了一個計劃

  • The Unilever Sustainable Living Plan, which said,

    叫做「聯合利華可持續生活計劃」:

  • "Our purpose is to make sustainable living commonplace,

    「我們的目標是:建立可持續生活的家園,

  • and we are gong to change the lives

    我們將在2020年改變

  • of one billion people over 2020."

    10億人的生活」

  • Now the question here is,

    現在問題來了

  • where do we go from here?

    我們如何做到?

  • And the answer to that is very simple:

    答案很簡單:

  • We're not going to change the world alone.

    我們不會單槍匹馬地改變世界

  • There are plenty of you and plenty of us

    我們有足夠的大眾,就像你我這樣

  • who understand this.

    理解這一切

  • The question is,

    問題在於

  • we need partnerships, we need coalitions

    我們還需要夥伴,需要聯盟

  • and importantly, we need that leadership

    更重要的是,我們需要領導力

  • that will allow us to take this from here

    這些可以引導我們

  • and to be the change

    從我們身邊的改變開始做起

  • that we want to see around us.

    從我們身邊的改變開始做起

  • Thank you very much.

    非常感謝大家!

  • (Applause)

    (掌聲)

The entire model of capitalism

我們一直使用的

字幕與單字

影片操作 你可以在這邊進行「影片」的調整,以及「字幕」的顯示

A2 初級 中文 TED 企業 肥皂 增長 社會 再生

【TED】利潤不是一切 (Harish Manwani: Profit's not always the point)

  • 4704 172
    CUChou 發佈於 2015 年 02 月 27 日
影片單字