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  • Ron: Simon, thank you for taking time to come onto the show. I know you're very busy, I

    羅恩:西蒙,感謝你抽出時間來參加節目。我知道你很忙,我

  • really appreciate you taking time to visit with us.

    真的很感謝你花時間來訪問我們。

  • Simon Sinek: Oh, my pleasure. Ron: Yesterday, I was finalizing my notes

    西蒙-辛克:哦,我的榮幸。羅恩:昨天,我正在最後整理我的筆記。

  • for today's call and I jumped over to TED.com and I looked up your famous "How Great Leaders

    今天的電話,我跳到TED.com,我看了你的著名的 "偉大的領導者如何"。

  • Inspire Action" video. I think I've watched it a few thousand times.

    激勵行動 "視頻。我想我已經看了幾千遍了。

  • But I saw that it's up to 23 million views. That blew my mind a little bit. I'm just curious,

    但我看到它的瀏覽量達到了2300萬。這讓我有點吃驚。我只是好奇。

  • could you have ever imagined when you did that 18-minute talk, that it would go on to

    你可曾想過,當你做了18分鐘的談話,它會繼續

  • be one of the most watched Ted Talks of all time?

    是有史以來最受關注的Ted Talks之一?

  • Simon: No, of course not. Nobody can plan for that. People ask me all the time, they're

    西蒙:不,當然不是。沒有人能夠計劃好。人們問我所有的時間,他們。

  • like, "How are you going to do another Ted Talk as popular as your first?" And the answer

    如,"你怎麼會做另一個Ted演講 像你的第一次一樣受歡迎?"而答案是

  • is I'm not. [laughs] I didn't plan for that to happen, so I certainly

    是我不是。[笑]我沒有計劃的情況下,所以我當然可以

  • can't plan to beat it. Ron: I'm curious, how did you prepare for

    不能打算打敗它。羅恩:我很好奇,你是怎麼準備的?

  • that talk? Had you done that particular talk before?

    那次演講?你以前做過那個特別的演講嗎?

  • Simon: I had been giving that talk in an hour, an hour and a half version for about three

    西蒙:我已經用一個小時、一個半小時的版本來做那個講座,大概有三個月了。

  • years prior. What I didn't think was possible was to communicate the message in 18 minutes.

    幾年前。沒想到的是,在18分鐘內就把資訊傳達給了大家。

  • Ron: [laughs] Yes. Simon: When they asked me to do it, I thought,

    羅恩:[笑]是的。西蒙:當他們讓我做的時候,我想。

  • "That's not possible." Of course, that's not an option. Yeah, I guess it works.

    "這是不可能的。"當然,這是不可能的。是啊,我想這是可行的。

  • Ron: It definitely works, yeah. It's one of my favorite videos of all time. Actually,

    羅恩:它絕對有效,是的。這是我最喜歡的視頻之一。事實上,

  • we saw you at the AME Conference last year in Florida. That was brilliant, as well.

    我們去年在佛羅里達州的AME會議上見過你。這是輝煌的,以及。

  • I don't know if you remember that, but that was great. The first question I have for you

    我不知道你是否還記得,但這是偉大的。我有第一個問題要問你

  • is I'm curious, as it relates to your work, what problems are you trying to solve?

    我很好奇,因為這與你的工作有關,你想解決什麼問題?

  • Simon: The discovery of theWhy,” for me, solved a very personal problem. I'd lost

    西蒙:"為什麼 "的發現,對我來說,解決了一個非常私人的問題。我失去了

  • my passion for what I was doing, and the process of discovering myWhyrestored my passion

    我對自己所做的事情充滿了激情,而發現自己 "為什麼 "的過程也恢復了我的激情。

  • to levels I'd never experienced before. It was only in learning more about it and

    到了我從未體驗過的程度。只有在瞭解更多關於它和

  • the biology of human decision making did I realize that this is not some management idea,

    人類決策的生物學,我才意識到這不是什麼管理理念。

  • but this is literally the biology of how our brains work, how we make decisions, how we

    但這就是我們大腦如何工作的生物學原理,我們如何做決定,我們如何...

  • live our lives, how we run organizations. My work all contributes to this idea that

    我們的生活,我們如何管理組織。我的工作都有助於這個想法

  • we're all entitled to be passionate about the work that we do. Fulfillment, inspiration

    我們都有權利對我們所做的工作充滿激情。履行、靈感

  • is not a luxury but a privilege. It's not for the few people who get to say, "I love

    不是一種奢侈,而是一種特權。這不是給少數人的,他們可以說:"我愛。

  • my job," and the rest of us go, "Oh, you're so lucky."

    我的工作,"和我們其餘的人去, "哦,你是如此幸運。"

  • Everybody gets to say that, and we get to demand from our leaders that they provide

    每個人都可以這樣說,我們可以要求我們的領導人提供。

  • environments that we want to come and work in and feel inspired to work in every day.

    的環境,讓我們每天都想來這裡工作,並感受到工作的靈感。

  • Ron: I can't help but think of Barry-Wehmiller as one of the best at doing exactly what you

    羅恩:我不禁認為Barry-Wehmiller是做得最好的一個,正是你的。

  • just said. Perhaps we can explore that later in the show.

    剛剛說的。也許我們可以在以後的節目中探討這個問題。

  • First, I want to talk a little bit about the golden circle, Simon. You first shared the

    首先,我想談一下黃金圈,西蒙。你第一次分享了

  • golden circle in that Ted Talk that I mentioned earlier.

    我之前提到的那個Ted演講中的黃金圈。

  • You taught us that while knowing what we do and how we do it is important, the most critical

    您教會了我們,知道自己做什麼和怎麼做固然重要,但最關鍵的是

  • thing we can understand is why we do what we do. I'm interested to know, how did you

    我們可以理解的是我們為什麼要這樣做。我很想知道,你是怎麼做到的?

  • arrive at the idea of the golden circle? Was it through research or some sort of self-discovery?

    是通過研究還是某種自我發現?是通過研究還是某種自我發現?

  • Simon: It was an evolutionary idea. It's not like I sat in a room and just popped it out.

    這是一個進化的想法。它不像我坐在一個房間裡,只是彈出它。

  • It originally began as an idea where I wanted to understand why some marketing works and

    原本我是想了解一些營銷工作的原因和

  • some marketing doesn't. I came from a marketing world, and I was always

    有些營銷沒有。我出身於營銷世家,我一直都是

  • astounded by how I could take the same team and put them on one client or a different

    驚訝於我怎麼能把同樣的團隊放在一個客戶或不同的客戶上。

  • client, and we'd have completely different results, even though, I had the same brilliant

    客戶,我們會有完全不同的結果, 即使,我有同樣的輝煌,我的客戶。

  • people working on it. I realized there was a pattern to how good

    的人在工作。我意識到,有一個模式是多麼好

  • marketing works, and I wrote it down, and it was that order.

    營銷工作,我把它寫下來,就是這個順序。

  • It wasn't until I started to learn about the biology, which came a little later, did bells

    直到我開始學習生物學,這才稍晚一點,才有了鐘聲

  • and lights start flashing. I realized this wasn't about how marketing works, this is

    和燈光開始閃爍。我意識到這不是關於營銷如何運作,這是

  • about how we live our lives, and that's when things started to make sense.

    關於我們的生活方式, 這時候事情開始變得有意義。

  • Ron: In "Leaders Eat Last," you explored a topic of brain science and why things like

    羅恩:在《領導者最後吃》中,你探討了一個腦科學的話題,以及為什麼像。

  • dopamine and oxytocin play such a critical role in human behavior. How did you come to

    多巴胺和催產素在人類行為中起著至關重要的作用。你怎麼會想到

  • study this? Simon: I'm not a researcher, per se. I'm not

    研究這個?西蒙:我本身不是一個研究者。我不是

  • an academic, but I am a little kid. I have an insatiable curiosity to understand why

    一個學者,但我是一個小孩子。我有一個永不滿足的好奇心,想知道為什麼... ...

  • things work and why things do the things they do, in all aspects of my life. I get on a

    在我生活的方方面面,事情的運作和為什麼事情會這樣做。我得到一個

  • plane, I want to understand how a wing works and a jet engine works. It's just how I am.

    飛機,我想了解機翼是如何工作的,噴氣發動機是如何工作的。我就是這樣的人。

  • I went on a trip to Afghanistan as a guest

    我去阿富汗旅行,作為一個客人

  • of the United States Air Force, and everything on our trip went wrong. It was a very intense

    美國空軍的,而我們的旅行中的一切都出了問題。這是一個非常緊張的

  • experience and would observe these remarkable human beings around me who trusted each other

    經驗,並會觀察到我身邊這些非凡的人類,他們彼此之間相互信任

  • with their lives. As I like to say, we give medals to people

    用他們的生命。就像我喜歡說的那樣,我們給人們頒發獎章。

  • in the military who are willing to sacrifice themselves so that others may gain, where

    捨身取義,捨我其誰

  • in the private sector, we give bonuses to people who are willing to sacrifice others

    在私營企業,我們給那些願意犧牲別人的人發獎金。

  • so that we may gain. I realized it was completely different to the world I was brought up in,

    使我們可以獲得。我意識到,這和我成長的世界完全不同。

  • in the private sector in business. It was no other reason than I just wanted

    在私營企業中的業務。這不是別的原因,我只是想

  • to understand where trust came from. Are they actually more trustworthy people? Is that

    來了解信任從何而來。他們其實是更值得信任的人嗎?是不是

  • really what it is? That doesn't sound right. When you start asking these questions about

    真的是這樣嗎?這聽起來不對。當你開始問這些問題的時候

  • why trust exists in some organizations and not others, it necessarily takes you back

    為什麼有的組織存在信任,而有的組織不存在信任,這必然會讓你回想起

  • to our anthropological beginnings and makes you forced to understand the environments

    我們的人類學起源,並使你被迫瞭解的環境

  • for which we were designed to survive in. That's where it all began. It came from my

    我們被設計為在其中生存。這就是一切的開始它來自於我的

  • desire to be around more people to trust. Like I said, all my work is semi-autobiographical,

    渴望身邊有更多可以信任的人。就像我說的,我所有的作品都是半自傳體。

  • it was my own struggle. Ron: Yeah, I hear you. Obviously, you teach

    這是我自己的鬥爭。羅恩:是的,我聽到了。很顯然,你教

  • the importance of understanding ourWhy.” In other words, what's our cause? What's our

    瞭解我們 "為什麼 "的重要性。換句話說,我們的事業是什麼?什麼是我們的

  • purpose? Why do we do what we do? My question is, is anyWhyokay, or are someWhys

    目的?我們為什麼要這樣做?我的問題是,是任何 "為什麼 "都可以,還是有些 "為什麼"

  • better than others? In other words, is there a North Star that should be guiding us?

    比別人更好?換句話說,是否有一顆北極星應該引導我們?

  • Simon: No, because it's subjective. AllWhysare positive. People say, "That guy's a negative

    西蒙:不,因為它是主觀的。所有的 "為什麼 "都是正面的。人們說:"那傢伙是個消極的

  • Why.’" Nope, allWhysare positive. The other thing is allWhyshave nothing

    '為什麼'。"不對,所有的 "為什麼 "都是正面的。另一件事是所有的 "為什麼 "都是沒有的

  • to do with the product or service that you sell or offer, and you only have one. People

    與你銷售或提供的產品或服務有關,而你只有一個。人,而你只有一個。

  • are like, "We have fourWhys.’" I'm like, "No, you don't. You have oneWhy.’

    是這樣,"我們有四個'為什麼'。"我想,"不,你沒有。你有一個 "為什麼"。

  • It's the sum total of who you are, how you were raised, the lessons you learned as a

    這是你是誰的總和,你是如何成長起來的,你學到的經驗教訓,作為一個。

  • young person, and the rest of your life simply serves as an opportunity to either live in

    年輕人,而你的餘生只是作為一個機會,要麼活在。

  • or out of balance with yourWhy.’" It’s the same with an organization. A “Why

    或與你的'為什麼'失衡。"一個組織也是如此。一個 "為什麼"

  • is why was the organization founded? What problem was it attempting to solve? The founders,

    是為什麼成立該組織?它試圖解決什麼問題?創始人。

  • what vision did they have? It's an origin story. There's no such thing as a North-Star

    他們有什麼願景?這是一個起源的故事。沒有什麼北斗星的故事

  • Whyobjectively. This is why a “Whyis important, because yourWhymay resonate

    "為什麼 "是客觀的。這就是為什麼 "為什麼 "很重要的原因,因為你的 "為什麼 "可能會引起共鳴。

  • with some people and not others. That's the point of stating and knowing your

    與一些人,而不是其他人。這就是說明和知道你的意思。

  • Why,” which is you want to attract the people who believe what you believe, and you

    "為什麼",也就是你要吸引那些相信你所相信的人,你要

  • want to be attracted to the people who believe what you believe. That's why when we listen

    想要被那些相信你所相信的人所吸引。這就是為什麼當我們聽

  • to political races, we want our leaders or our would-be leaders to tell us what they

    我們希望我們的領導人或我們未來的領導人告訴我們,他們的目標是什麼

  • believe, not just what they'd do. When we hear what they believe, we want to

    相信,而不僅僅是他們會做什麼。當我們聽到他們的信念時,我們想... ...

  • align ourselves with those who share our beliefs and that we trust that they will do the things

    與那些與我們有相同信仰的人結盟,並且我們相信他們會做的事情

  • to uphold those beliefs. The same is true in a company. We want to know what the company

    來維護這些信念。在公司裡也是如此。我們想知道該公司

  • stands for, why they do what they do so that we can devote ourselves and our energies to

    代表著什麼,他們為什麼要這樣做,這樣我們就可以把自己和精力投入到以下方面:

  • helping them advance that cause.

    幫助他們推進這一事業。

  • Otherwise, it's just a job, just a series of transactions. I do work, you pay me money.

    否則,這只是一份工作,只是一系列的交易。我做工作,你給我錢。

  • It's a transactional relationship. Ron: If you could just take a rough swag at

    這是一種交易關係。羅恩:如果你能粗略地掃一眼

  • a percentage of companies that have done a great job of identifying theirWhy,”

    在確定 "為什麼 "方面做得很好的公司所佔的比例。

  • what would you think it would be? Simon: Under 10 percent.

    你覺得會是什麼?西蒙:低於10%。

  • Ron: Really? [laughs] Simon: Yeah.

    羅恩:真的嗎?[笑]西蒙:是的。

  • Ron: Wow, that's pretty scary, really, isn't it? Simon: I see opportunity. [laughs]

    羅恩:哇,這很可怕,真的嗎?西蒙:我看到了機會。我看到了機會。 [笑]

  • Ron: You have job security, Simon, I guess. [laughs]

    羅恩:你有工作保障,西蒙,我想。[笑聲]

  • Simon: That's depressing, isn't it? I'd like to work myself out of a job. I talk about

    西蒙:這很鬱悶,不是嗎?我想把自己從工作中解放出來。我說的是

  • trust and cooperation. There should be no demand

    信任與合作。不應要求

  • for my work. Ron: That's true, yes. How does your work

    為我的工作。羅恩這是真的,是的。你的工作是如何

  • apply to people who, let's say, aren't knowledge workers, or perhaps they're not even leaders

    適用於那些,比方說,不是知識工作者的人,或者說,他們甚至可能不是領導者

  • of people? In other words, say, some person listening

    的人?換句話說,比如說,有些人聽

  • to this right now hates their retail job or their factory job. Can they get value out

    對這個現在恨他們的零售工作或他們的工廠工作。他們可以得到價值

  • of the golden circle and finding theirWhyjust as individuals?

    的黃金圈,並像個人一樣找到自己的 "為什麼"?

  • Simon: Oh my goodness, of course. It has nothing to do with the work that we do. It has to

    西蒙。哦,我的天哪,當然。這與我們所做的工作無關。它必須

  • do with the people with whom we work. We are social animals, and we respond to the environments

    與我們一起工作的人。我們是社會性動物,我們對環境的反應是

  • we're in. You take a good person, you put them in a bad environment, they're capable

    我們在。你把一個好人,你把他們 在一個糟糕的環境中,他們有能力

  • of doing bad things. You take a person that maybe others have given

    的做壞事。你把一個人,也許別人已經給

  • up on, they may have even performed bad acts, you put them in a good environment, they're

    上,他們甚至可能做出了不好的行為,你把他們放在一個好的環境裡,他們就會被

  • capable of becoming remarkable human beings. I think people in the knowledge business world

    能夠成為了不起的人。我認為知識商業界的人

  • suffer from hubris and terrible ethnocentrism, that, "I can't imagine someone who works in

    患有傲慢和可怕的種族中心主義,"我無法想象一個人誰在工作中的

  • a factory would actually be happy." That's because they think happiness is equated with

    一個工廠其實會很幸福。"那是因為他們認為幸福等同於

  • the work that you do, which is nonsense. Happiness and joy are equated with the people with whom

    的工作,這是無稽之談。幸福和快樂是與人劃等號的。

  • we work. If we feel trusted then we love going to work,

    我們的工作。如果我們感到被信任,那麼我們就會喜歡去工作。

  • regardless of the work that we do. We've all helped our friends move, and it's been a joyous

    無論我們做什麼工作。我們都幫助朋友們搬家,這是一件很快樂的事情。

  • experience. Lifting boxes, carrying them, and putting them on a truck is not a joyous

    經驗。抬箱子、搬箱子、上卡車,並不是一件快樂的事。

  • experience, but serving and taking care of our friends is.

    經驗,但服務和照顧我們的朋友是。

  • We've all been on our hands and knees trying to help someone build IKEA furniture. It's

    我們都曾手忙腳亂地想幫別人打造宜家傢俱。它是

  • a pretty awful job, it's a pretty awful task, but we enjoy it and we say yes because of

    一個相當可怕的工作,這是一個相當可怕的任務,但我們喜歡它,我們說是,因為它是

  • the joy of helping our friends or having the joy of our friends helping us. It's terribly,

    幫助朋友的快樂,或者有朋友幫助我們的快樂。這是非常可怕的。

  • terribly pompous to think that because the work is unglamorous that you can't have joy.

    以為工作不光鮮就不能有快樂,真是太浮誇了。

  • I can tell you, I've met factory workers and people who are in the stone crushing business

    我可以告訴你,我見過工廠的工人,也見過做碎石生意的人。

  • who were way happier, way more inspired, and way more fulfilled than somebody who works

    誰是更快樂的方式,更多的靈感,和更多的滿足感,比誰的工作誰的方式

  • for a tech company or a bank. Ron: I don't know how much you've studied

    為一家科技公司或銀行工作。羅恩:我不知道你研究了多少。

  • the Lean movement that we work in, but one of the principles that we teach is Respect

    在我們所從事的精益運動中,我們所教授的原則之一是尊重。

  • for People. What you're saying is so true. It doesn't matter if you sweep floors or you're

    為人。你說的太對了。不管你是掃地還是你是

  • the CEO, we all have inherent respect, and we should all take care of one another and

    CEO,我們都有內在的尊重,我們都應該互相照顧和

  • help each other. Simon: We're all cogs in a machine. Some of

    互相幫助。我們都是一臺機器上的齒輪。有些人

  • them have a more visible role, like the hands on the front of the clock, and some of them

    他們有一個更明顯的作用,像時鐘前面的指針,和他們的一些

  • are more hidden, but every piece in that machine needs to work and feel valued and valuable.

    是比較隱蔽的,但那臺機器中的每一個部件都需要工作,並感覺到自己的價值和價值。

  • Otherwise, things break. That's just the way it works. That's why we refer to companies

    否則,事情就壞了。這就是它的工作方式。這就是為什麼我們把公司稱為

  • as "well-oiled machines." As you know from the Toyota experience, Lean

    作為 "運轉良好的機器"。從豐田的經驗中可以知道,精益化

  • has nothing to do with efficiency. Lean has everything to do with people. The biggest

    與效率無關。精益的一切都與人有關。最大的

  • mistake the Americans made bringing the Toyota process to America was calling it Lean.

    美國人把豐田的工藝帶到美國的錯誤是把它叫做精益。

  • Ron: [laughs] I didn't know how much you really knew about the Lean movement, Simon, I have

    羅恩:[笑]我不知道你對精益運動的瞭解到底有多少,西蒙,我有。

  • a whole new army of questions for you. I'm fascinated to hear you say that.

    一個全新的問題給你。聽你這麼說,我很著迷。

  • Simon: Americans turned it into a tool for efficiency, and that's never what it was supposed

    美國人把它變成了一個提高效率的工具,而這從來不是它應該做的事情。

  • to be. There are zero, zero examples of an American company successfully implementing

    要。有零,零個美國公司成功實施的例子。

  • Lean when they do it as a tool for efficiency. Zero. How good can a process be if there are

    精益當他們把它作為提高效率的工具來做。零。一個流程能有多好,如果有

  • zero examples of success? When it's used as a people tool, it's used

    成功的例子為零?當它作為一個人的工具時,它的用途是

  • for a tool for helping people respect each other, and helping each other, and kaizen

    為幫助人們互相尊重,互相幫助,kaizen的工具。

  • moments where you can help someone else solve the problem that they're suffering. You can

    的時刻,你可以幫助別人解決他們正在遭受的問題。你可以

  • take an accountant, and ask them to look at this machine, and say, "Do you see something

    帶一個會計,並要求他們看這臺機器,並說,"你看到的東西,

  • that I'm not seeing?" It's about cooperation, not efficiency. Efficiency

    我沒有看到的?"這是合作的問題,不是效率的問題。效率

  • may come out of the cooperation, as will profit and innovation, but the motivation is human.

    可能會從合作中產生,利潤和創新也會產生,但動機是人。

  • It's not a metric. Ron: Back in the '80s, when Dr. Womack and

    這不是一個度量衡。羅恩:早在80年代,當沃馬克博士和。

  • these guys were traveling around Japan, and it's actually John Krafcik who coined the

    這些傢伙在日本旅行, 它實際上是約翰-克拉夫奇克誰創造的

  • term Lean. If you had been sitting in that room, and

    術語Lean。如果你一直坐在那間屋子裡,並且。

  • you were on that research team working around and looking at why are these guys so good,

    你在那個研究小組工作,看看為什麼這些人這麼厲害。

  • and you're trying to come up with a name to call this, what would you have said?

    你想給這個起個名字,你會怎麼說?

  • Simon: This is the challenge when you have economists and these guys doing the research,

    西蒙:當你讓經濟學家和這些人做研究的時候,這就是挑戰。

  • because they're looking at the results. If you had social scientists and anthropologists

    因為他們看的是結果。如果你有社會科學家和人類學家...

  • doing the research, they would have named it something else.

    做研究的時候,他們會給它起別的名字。

  • They would have called it teaming, or they

    他們會叫它團隊合作,或者他們

  • would have called it cooperation, or they would have called it trust, or they would

    會叫它合作,或者他們會叫它信任,或者他們會。

  • have called it community, because that's how Japanese companies operate. You give your

    已經把它稱為社區,因為這就是日本公司的運作方式。你給你的

  • life to the company, but the company offers you equal loyalty to them.

    命給公司,但公司提供給你的是對他們同等的忠誠。

  • Ron: Have you been to Japan? Simon: I have.

    羅恩:你去過日本嗎?西蒙:我去過。

  • Ron: What do you take from their culture, versus, say, the traditional Western culture?

    羅恩:與西方傳統文化相比,你從他們的文化中得到了什麼?

  • Simon: Look, there are things that work in their favor, and there are things that they

    西蒙,你看,有些事情對他們有利,有些事情對他們不利你看,有一些事情,工作 在他們的青睞, 有一些事情,他們...

  • will struggle with. There's no such thing as a perfect system.

    將與之鬥爭。沒有什麼完美的制度。

  • Every system is balanced and has its strengths and has its weaknesses. Some of our strengths

    每一個系統都是平衡的,有它的優點,也有它的缺點。我們的一些優勢

  • are their weaknesses, and some of their weaknesses are our strengths.

    是他們的弱點,他們的一些弱點也是我們的優勢。

  • Europe is the same way. One of the things that I love about America is we have an entrepreneurial

    歐洲也是這樣。我喜歡美國的一個原因是我們有一種創業精神。

  • spirit that Europe doesn't have. For example, if you start a business in America and you

    的精神,而歐洲卻沒有。比如說,如果你在美國創業,而你

  • fail, there's no humiliation in that. Everybody's like, "Cool, nice try. Way to go."

    失敗,有 沒有屈辱的。每個人的喜歡,"酷,不錯的嘗試。Way to go."

  • In Europe, if you try to start a business and you fail, it comes with humiliation and

    在歐洲,如果你嘗試創業,但失敗了,就會受到羞辱,而且還可能會被淘汰。

  • maybe even get ostracized from a community simply because you're viewed as a failure.

    甚至可能會被社區排斥,只是因為你被視為失敗者。

  • You look at the number of patents and crazy innovations that happen in America. It's because

    你看看美國有多少專利和瘋狂的創新。這是因為

  • this culture is less afraid of trial and failure as opposed to other societies. Again, it's

    這種文化相對於其他社會來說,不那麼害怕試驗和失敗。同樣,這也是

  • not a better or worse thing. America has its other weaknesses, which is

    並不是一件好事或壞事。美國有它的其他弱點,這就是

  • sometimes we go too quickly, and we're blazing a trail, and we're not looking where we're

    有時我們走得太快了,我們開闢了一條小路, 我們不看我們在哪裡。

  • going. Being comfortable with those kinds of things comes with its own set of liabilities

    去。應對這些事情的時候,自如的同時,也會帶來一系列的責任

  • that the Europeans don't have. They have an element of stability that we don't have.

    這是歐洲人所沒有的。他們擁有我們所沒有的穩定元素。

  • My point is to compare one culture to another and ask which is better or worse is a fool's

    我的意思是,把一種文化和另一種文化進行比較,問哪個更好,哪個更差,是一種愚蠢的行為。

  • errand. To find out why they do what they do and the natural strengths that align themselves

    差事。要了解他們為什麼要做這些事情,以及與自己相一致的天然優勢。

  • with one culture to another, I think it makes us better qualified and better able to choose

    與一種文化到另一種文化,我認為它使我們更有資格和更好地選擇

  • where we want to live, and where we want to work, and how to operate in those societies.

    我們想在哪裡生活,想在哪裡工作,以及如何在這些社會中運作。

  • Look at the industries that a certain country will dominate if you want to understand their

    如果你想了解某個國家的產業,就看看他們會主導的產業。

  • culture. The Germans, it's all about engineering. Not a lot of passion there, but my goodness,

    文化。德國人,都是搞工程的。雖然沒有太多的激情,但我的天啊。

  • things work well. The opposite is Italy. Oh my God, it's passion up the wazoo, but things

    事情進展順利。相反的是意大利。哦,我的上帝,它的激情了wazoo,但事情。

  • don't always work that well. It's not better or worse.

    並不總是那麼好用。這不是更好或更壞。

  • A Porsche is different than a Ferrari. One is an engineering marvel and the other one

    保時捷和法拉利不同。一個是工程上的奇蹟,而另一個則是......。

  • is a marvel of, or a Lamborghini, of passion and love.

    是激情和愛的奇蹟,或者說是蘭博基尼的奇蹟。

  • What you're putting your finger on is the

    你的手指是什麼?

  • importance of understanding why, because then, we can understand how to work with these organizations,

    瞭解原因的重要性,因為這樣,我們就可以瞭解如何與這些組織合作。

  • work with these people, work inside these countries. Also, better direct our own careers

    與這些人合作,在這些國家裡面工作。同時,更好的指導我們自己的事業

  • so that we will live and work in a place in which we can naturally thrive.

    以便我們能在一個自然而然能茁壯成長的地方生活和工作。

  • Will you naturally thrive in Los Angeles, or will you naturally thrive in New York?

    你是在洛杉磯自然發展,還是在紐約自然發展?

  • That same obvious question, because you understand the culture of New York versus LA, is true

    這同樣是一個顯而易見的問題,因為你瞭解紐約與洛杉磯的文化,是真的嗎?

  • from company to company. Will you natural thrive in the culture of

    從一家公司到另一家公司。你會自然而然地在公司文化中茁壯成長嗎?

  • company X, or will you naturally thrive in the culture of company Y? It's not a better

    X公司,還是你會自然而然地在Y公司的文化中發展?這不是一個更好的

  • or worse thing, it's just a different thing. Ron: How much have you studied the whole Toyota

    或更糟糕的事情,它只是一個不同的東西。羅恩:你對整個豐田的研究有多少?

  • production system or the Lean movement? Simon: I would call myself a neophyte. I'm

    生產系統還是精益運動?西蒙:我稱自己是個新手。我是

  • a beginner, and I probably understand things superficially, especially, compared to you

    我是個初學者,和你相比,我的理解可能是膚淺的,尤其是。

  • and your community. Ron: It's always fascinating, though, just

    和你的社區。羅恩:這總是令人著迷的,雖然,只是。

  • the fact that you got the whole respect for people part.

    事實上,你得到了整個尊重的人的一部分。

  • I would say, sadly, a large percentage of my continuous improvement friends may say

    我想說,很遺憾,很大一部分持續改進的朋友可能會說

  • that, but they don't always have that. Simon: There's a lot to be said for marketing,

    的,但他們並不總是有這種能力。西蒙:營銷有很多東西要講。

  • and I wish they'd never called it Lean. It really has done huge damage to the value that

    我希望他們從來沒有叫它 "精益"。它真的對價值造成了巨大的損害,即

  • the idea actually offers. Ron: I actually interviewed James Womack and

    的想法實際上提供。羅恩:實際上,我採訪了詹姆斯-沃馬克和。

  • his guys a few years ago, and they actually basically said the same thing.

    幾年前他的手下,其實基本上也是這麼說的。

  • If they had to do it over again, they probably would have chosen a different name, especially,

    如果要重來一次,他們可能會選擇一個不同的名字,尤其是。

  • when the word "manufacturing" is put at the end of it.

    當 "製造 "二字放在最後的時候。

  • Then it's like, "Well, I work in an office so these principles don't apply to me," or,

    然後就會說,"好吧,我在辦公室工作,所以這些原則對我不適用",或者。

  • "I work in a hospital," and of course the principles apply to anyone no matter what

    "我在醫院工作",當然,這些原則適用於任何人,不管是什麼原因

  • kind of work you do, to my wife who stays at home with my children. These principles

    你所做的那種工作,對我的妻子來說,她和我的孩子呆在家裡。這些原則

  • of respect, and helping, and finding value in things is...

    尊重,幫助,發現事物的價值是... ...

  • Simon: It needs to be re-marketed, right? My friend Bob Chapman, who runs a company

    西蒙:它需要重新營銷,對嗎?我的朋友鮑勃-查普曼,他經營著一家公司。

  • called Barry-Wehmiller out in St. Louis, $2 billion company, 8,000 employees, they've

    在聖路易斯給Barry-Wehmiller打電話,20億美金的公司,8000名員工,他們已經... ...

  • implemented lean and they've done a very,