is simply repeat many of the points

我要做的呢，就是以集體創造力這個信念

that the three people before me have already made,

來簡單地重述一些

but do them --

前面三位講者已經提過的論點

this is called "creative collaboration;"

但是實踐它們

it's actually called "borrowing" --

這美其名是集體創造力

but do it through a particular perspective,

但其實是借用他們的觀點

and that is to ask about the role of users and consumers

不過從比較特別的角度闡述

in this emerging world of

並瞭解使用者和消費者

collaborative creativity

在吉米和其他人所談及的

that Jimmy and others have talked about.

集體創造的世界裡

Let me just ask you, to start with,

所扮演的角色

this simple question:

首先我想問問各位

who invented the mountain bike?

這個簡單的問題

Because traditional economic theory would say,

誰發明了登山腳踏車?

well, the mountain bike was probably invented by some big bike corporation

因為傳統的經濟理論會說

that had a big R&D lab

應該是某個大型的自行車企業發明的

where they were thinking up new projects,

他們有大規模的研發實驗室

and it came out of there. It didn't come from there.

研發人員總是有新的創意

Another answer might be, well, it came from a sort of lone genius

所以登山腳踏車是他們發明的。但事實並非如此

working in his garage, who,

另外一個答案可能是，某個孤單的天才發明的

working away on different kinds of bikes, comes up

他在自己的車庫工作

with a bike out of thin air.

不停地測試不同車種，最後

It didn't come from there. The mountain bike

有如天上掉下來的禮物，他發明了登山腳踏車

came from users, came from young users,

但也不是這麼一回事。登山腳踏車

particularly a group in Northern California,

是使用者發明的，而且是年輕人

who were frustrated with traditional racing bikes,

尤其是北加州一群自行車的愛好者

which were those sort of bikes that Eddy Merckx rode,

他們對傳統的競速腳踏車非常的不滿意

or your big brother, and they're very glamorous.

就像艾迪墨克斯(自行車手)

But also frustrated with the bikes that your dad rode,

或你哥會騎的那種，看起來很炫

which sort of had big handlebars like that, and they were too heavy.

他們也對像是爸爸會騎的那種有大手把的腳踏車感到不滿意

So, they got the frames from these big bikes,

因為手把太重了

put them together with the gears from the racing bikes,

因此他們把那些大型腳踏車的骨架拆下

got the brakes from motorcycles,

用競速腳踏車的齒輪重新組合

and sort of mixed and matched various ingredients.

裝上摩托車的煞車系統

And for the first, I don't know, three to five years of their life,

再混合組裝不同的零件

mountain bikes were known as "clunkers."

一開始的三到五年

And they were just made in a community of bikers,

登山腳踏車被稱為「破鐵車」

mainly in Northern California.

而且主要是由

And then one of these companies that was importing parts

北加州的一群自行車愛好者所製造

for the clunkers decided to set up in business,

後來其中一家替「破鐵車」進口零件的公司

start selling them to other people,

決定作這門生意

and gradually another company emerged out of that, Marin,

開始銷售「破鐵車」

and it probably was, I don't know,

後來另外一家公司，Marin，也加入銷售行列

10, maybe even 15, years,

或許經過了，我不知道

before the big bike companies

10年，甚至15年之後

realized there was a market.

這些大型自行車企業

Thirty years later,

才了解登山腳踏車的市場商機無限

mountain bike sales

30年之後

and mountain bike equipment

登山腳踏車

account for 65 percent of bike sales in America.

和登山腳踏車配備的銷售額

That's 58 billion dollars.

佔了全美腳踏車銷售額的百分之65

This is a category entirely created by consumers

總共是580億美元

that would not have been created by the mainstream bike market

這塊市場完全是由消費者開拓出來的

because they couldn't see the need,

而不是被主流的自行車市場所發掘

the opportunity;

因為他們看不到消費者的需求

they didn't have the incentive to innovate.

看不到商機

The one thing I think I disagree with

也就沒有動力去創新

about Yochai's presentation

在約柴教授的演講中

is when he said the Internet causes

有一件事我並不認同

this distributive capacity for innovation to come alive.

那就是，他說網際網路提供了分散性

It's when the Internet combines

而這種分散性正是創新所需要的

with these kinds of passionate pro-am consumers --

只有當網路結合了

who are knowledgeable; they've got the incentive to innovate;

這些有熱情的專業餘消費者

they've got the tools; they want to --

他們有知識，有創新的動力

that you get this kind of explosion

他們有辦法，他們有渴求

of creative collaboration.

在這種情況下

And out of that, you get the need for the kind of things

你才會看到集體創造力所激起的火花

that Jimmy was talking about, which is our new kinds of organization,

如此一來，你就能了解

or a better way to put it:

剛剛吉米所談到的事情有多重要，那就是新組織型態的出現

how do we organize ourselves without organizations?

或者這樣說比較清楚

That's now possible; you don't need an organization to be organized,

在沒有實際組織的情況下，我們要如何形成一個團體?

to achieve large and complex tasks,

現在這不成問題，你不需要一個組織而結集起來

like innovating new software programs.

去達成龐大而複雜的任務

So this is a huge challenge

像是發明新的軟體

to the way we think creativity comes about.

這是大大挑戰

The traditional view, still enshrined

我們對於「創意來源」的既定印象

in much of the way that we think about creativity

一直以來

-- in organizations, in government --

我們都認為有創意的人

is that creativity is about special people:

是一群非比尋常的人

wear baseball caps the wrong way round,

只出現在企業裡，或政府機構

come to conferences like this, in special places,

把棒球帽反戴

elite universities, R&D labs in the forests, water,

參加像這樣的會議，或其他特別的場合

maybe special rooms in companies painted funny colors,

例如頂尖大學、建築在森林裡或水裡的研發實驗室

you know, bean bags, maybe the odd table-football table.

或者在公司裡那些漆滿怪異顏色的的特別房間

Special people, special places, think up special ideas,

你知道的，有懶骨頭，或許還有古怪的桌上足球

then you have a pipeline that takes the ideas

特別的人，在特別的地方，想出特別的點子

down to the waiting consumers, who are passive.

然後接上一條管子

They can say "yes" or "no" to the invention.

把這些點子傳送給被動等待的消費者

That's the idea of creativity.

再由他們認可或否定這項發明

What's the policy recommendation out of that

這就是你所認為的創意

if you're in government, or you're running a large company?

如果你在政府機關工作或經營大公司

More special people, more special places.

你會怎麼建議政策方針?

Build creative clusters in cities;

更多特別的人，更多特別的地方

create more R&D parks, so on and so forth.

在城市裡建設創意集群

Expand the pipeline down to the consumers.

建造更多研發園區...等等

Well this view, I think, is increasingly wrong.

擴大將創意傳播給消費者的管道

I think it's always been wrong,

我覺得這樣的觀念錯得越來越離譜了

because I think always creativity has been highly collaborative,

而我認為這樣的觀念一直都是錯的

and it's probably been largely interactive.

因為我認為創意是高度共同合作的結果

But it's increasingly wrong, and one of the reasons it's wrong

互動性可能是非常強的

is that the ideas are flowing back up the pipeline.

但是大家對於創意的觀點越來越偏差，其中一個錯誤的理由就是

The ideas are coming back from the consumers,

其實這些點子是從管子的另外一端流回來的

and they're often ahead of the producers.

也就是消費者的那一端

Why is that?

他們常常比製造商還要先發現商機

Well, one issue

為什麼呢?

is that radical innovation,

其中一點

when you've got ideas that

是突破性創新

affect a large number of technologies or people,

具有高度的未知性

have a great deal of uncertainty attached to them.

尤其是當你的點子

The payoffs to innovation are greatest

牽涉到很多技術，影響到很多人的時候

where the uncertainty is highest.

未知性最高的同時

And when you get a radical innovation,

創新所帶來的收益也最多

it's often very uncertain how it can be applied.

當你執行突破性創新時

The whole history of telephony

常常無法確定要如何運用它

is a story of dealing with that uncertainty.

例如整個電話史

The very first landline telephones,

就是一個關於未知性的故事

the inventors thought

最早發明陸線電話的發明家

that they would be used for people to listen in

他們想用這種電話

to live performances

讓民眾可以聽到

from West End theaters.

倫敦西區劇院的

When the mobile telephone companies invented SMS,

現場表演

they had no idea what it was for;

當電信業者發明了SMS(簡訊服務)

it was only when that technology got into the hands

他們不知道可以拿來做什麼用

of teenage users

直到這項科技到了

that they invented the use.

十幾歲的使用者手中

So the more radical the innovation,

他們才發現用途

the more the uncertainty,

所以，突破性越高的創新

the more you need innovation in use

未知性就越高

to work out what a technology is for.

也更需要使用那個創新

All of our patents, our entire approach

來找出新科技的用途

to patents and invention, is based on the idea

所有的專利權，我們對於

that the inventor knows what the invention is for;

發明的構想和專利權的整個系統是建立在

we can say what it's for.

發明者知道為什麼要發明的前提之下

More and more, the inventors of things

或者說知道這個東西是做什麼用的

will not be able to say that in advance.

越來越多的發明者

It will be worked out in use,

將無法事先預測發明物的用途

in collaboration with users.

透過使用經驗

We like to think that invention is

以及使用者的通力合作才能找出答案

a sort of moment of creation:

我們喜歡把發明想成是

there is a moment of birth when someone comes up with an idea.

一種創造的瞬間

The truth is that most creativity

某個人想到點子的那一刻發明物也同時產生

is cumulative and collaborative;

事實上，絕大多數的創意

like Wikipedia, it develops over a long period of time.

是累積和共同合作的結果

The second reason why users are more and more important

像是維基百科，就發展了很長一段時間

is that they are the source of big, disruptive innovations.

使用者越來越重要的理由之二

If you want to find the big new ideas,

是因為他們是劃時代創新的來源

it's often difficult to find them in mainstream markets,

如果你想要找到絕妙的新點子

in big organizations.

通常很難在主流市場

And just look inside large organizations

或大型組織裡找到

and you'll see why that is so.

只要看看大型組織的內部

So, you're in a big corporation.

你就知道為什麼了

You're obviously keen to go up the corporate ladder.

如果你在一間大公司

Do you go into your board and say,

你一定會積極地往公司的高階層爬

"Look, I've got a fantastic idea

你會這樣對你的董事會說嗎?

for an embryonic product

嘿，我想到一個超棒的點子

in a marginal market,

有個草創期的產品

with consumers we've never dealt with before,

沒什麼市場

and I'm not sure it's going to have a big payoff, but it could be really, really big in the future?"

消費者類型是我們從沒面對過的

No, what you do, is you go in and you say,

雖然我不敢保證投資報酬率會很高，但我相信它一定是未來的趨勢

"I've got a fantastic idea for an incremental innovation

不，你會做的，是對他們說

to an existing product we sell through existing channels

我有個超棒的漸進式創新的點子

to existing users, and I can guarantee

透過現有的管道銷售現有的產品

you get this much return out of it over the next three years."

給現有的使用者，而且我可以保證

Big corporations have an in-built tendency

在未來三年之內你可以回收多少的利潤

to reinforce past success.

大型企業天生就易於

They've got so much sunk in it

鞏固過去的成就

that it's very difficult for them to spot

他們太沉迷於此

emerging new markets. Emerging new markets, then,

以致於他們很難發現

are the breeding grounds for passionate users.

新興市場。然而新興市場

Best example:

培育了許多富有熱忱的使用者

who in the music industry,

舉個最好的例子

30 years ago, would have said,

在音樂產業裡

"Yes, let's invent a musical form

誰會在30年前就說

which is all about dispossessed black men

好，讓我們來創造一種音樂類型

in ghettos expressing their frustration

內容是關於流離失所的黑人

with the world through a form of music

在貧民窟裡用音樂

that many people find initially quite difficult to listen to.

表達他們對世界的失望

That sounds like a winner; we'll go with it."

而這種音樂許多人一開始很難聽得下去

(Laughter).

聽起來似乎會大賣，我們就這麼做吧

So what happens? Rap music is created by the users.

(笑聲)

They do it on their own tapes, with their own recording equipment;

所以到底是怎麼樣呢?黑人創造了饒舌音樂

they distribute it themselves.

他們用自己的錄音設備錄製音樂

30 years later,

自己銷售這些音樂

rap music is the dominant musical form of popular culture --

30年後

would never have come from the big companies.

饒舌音樂是流行文化主要的音樂類型

Had to start -- this is the third point --

而這絕對不會來自於大公司

with these pro-ams.

接著我要講的第三點

This is the phrase that I've used in

跟專業餘者有關

some stuff which I've done

我與倫敦Demos智庫

with a think tank in London called Demos,

一起共事時

where we've been looking at these people who are amateurs --

曾經用過這個詞

i.e., they do it for the love of it --

在Demos智庫，我們一直在關注業餘者

but they want to do it to very high standards.

也就是那些作自己有興趣的事

And across a whole range of fields --

卻用高標準來要求自己的人

from software, astronomy,

而且這些人來自各行各業

natural sciences,

上至軟體，天文

vast areas of leisure and culture

自然科學

like kite-surfing, so on and so forth --

下至範圍廣大的休閒、文化

you find people who want to do things because they love it,

像是風箏衝浪，諸如此類

but they want to do these things to very high standards.

你會發現這些人是為了自己的興趣而做事

They work at their leisure, if you like.

而且是用高標準在做事

They take their leisure very seriously:

你也可以說他們為自己的興趣努力付出

they acquire skills; they invest time;

而且一點也不馬虎

they use technology that's getting cheaper -- it's not just the Internet:

他們習得技能，投注時間

cameras, design technology,

不只是網路而已，他們也使用越來越便宜的科技產品

leisure technology, surfboards, so on and so forth.

像是相機，設計科技

Largely through globalization,

休閒科技，衝浪板...等等

a lot of this equipment has got a lot cheaper.

透過全球化

More knowledgeable consumers, more educated,

許多像這樣的設備已經變得便宜許多

more able to connect with one another,

更多有智識的消費者，教育程度更好

more able to do things together.

與人接觸的機會變多

Consumption, in that sense, is an expression

也更能一起共事

of their productive potential.

在這種情況下，消費一詞

Why, we found, people were interested in this,

意味著他們的生產潛力

is that at work they don't feel very expressed.

為什麼呢?我們發現這些人之所以致力於自己的興趣

They don't feel as if they're doing something that really matters to them,

是因為他們在工作上無法一展長才

so they pick up these kinds of activities.

他們覺得自己好像在做些不重要的事

This has huge organizational implications

所以他們選擇在閒暇之餘做自己有興趣的事

for very large areas of life.

這對各行各業來說

Take astronomy as an example,

都隱含著可以形成組織的可能性

which Yochai has already mentioned.

舉個剛剛約柴教授提到的

Twenty years ago, 30 years ago,

天文學的例子

only big professional astronomers

20, 30年以前

with very big telescopes could see far into space.

只有專業級的天文學家

And there's a big telescope in Northern England called Jodrell Bank,

有大型望遠鏡能觀測遙遠的星空

and when I was a kid, it was amazing,

英格蘭北邊的喬德雷爾•班克天文台有個大型望遠鏡

because the moon shots would take off, and this thing would move on rails.

我小的時候覺得那個望遠鏡真是太了不起了

Now, six

人類可以登入月球，而這個望遠鏡會繞著軌道轉

amateur astronomers, working with the Internet,

而且它很巨大，令人嘆為觀止

with Dobsonian digital telescopes --

現在，六個

which are pretty much open source --

業餘天文學家，用網路

with some light sensors

用數位的杜普森望遠鏡(Dobsonian telescope)

developed over the last 10 years, the Internet --

這基本上是開放軟件

they can do what Jodrell Bank could only do 30 years ago.

還有一些光感測器

So here in astronomy, you have this vast explosion

經過過去十年的發展，在網路上

of new productive resources.

他們可以做到三十年前只有喬德雷爾˙班克天文台作得到的事

The users can be producers.

所以在天文上，新的生產性資源

What does this mean, then, for our

有了爆炸性的進展

organizational landscape?

使用者也可以成為生產者

Well, just imagine a world,

那麼這對我們的企業遠景

for the moment, divided into two camps.

有什麼意義呢?

Over here, you've got the old, traditional corporate model:

想像一下，在這一刻