How Great Leaders Innovate Responsibly | Ken Chenault | TED

翻译人员: C Cheng 校对人员: Yip Yan Yeung

我是惠特尼·彭宁顿·罗杰斯 （Whitney Pennington Rodgers），

I’m Whitney Pennington Rodgers, I’m TED’s current affairs curator.

TED 的时事策划人。

And the guest who's joining us now

我们今天的嘉宾

is not only a psychologically wise leader himself,

不仅是一位颇具心灵智慧的领导者，

but he looks to develop psychologically wise leaders

而且希望为世界培养输出 许许多多这样的领军人物。

to put them out into the world.

From 2001 to 2018, he was the CEO and chairman of American Express,

2001 至 2018 年间，他在 美国运通兼任董事长及首席运营官之职。

and now he is the managing director and chairman of General Catalyst,

如今，他是 General Catalyst 的 常务董事，兼董事长。

a venture capital firm which seeks to develop organizations

这是一家风险投资公司， 致力于发展培养

that put out positive change into the world.

能够为世界带来积极变化的组织机构。

He's also the cofounder of OneTen,

他还是 OneTen 的联合创始人之一。

which is a coalition of leading executives who have joined together

OneTen 是一个由 高层管理者组成的联盟，

to upskill, hire and advance one million Black Americans in 10 years.

力争在 10 年间，培训、聘用一百万 美国黑人，帮助其实现职业发展。

Please welcome Ken Chenault.

请大家欢迎肯·钱纳特 （Ken Chenault）。

Thank you for being here.

感谢您的到来。

肯尼斯·钱纳特： 很高兴来到这里。

Ken Chenault: It's great to be here.

惠·彭·罗：你常引用这样一句话：

WPR: You have a quote that you often say:

"The role of a leader is to define reality and give hope."

“领导的职责是 界定现实，给予希望。”

In this time that we're living in,

在我们生活的这个时代里，

with COVID and massive changes in the workforce,

出现了新冠病毒， 以及劳动人口的巨大变化，

how do you think about this idea of change,

您对变革有何看法？

and how does this quote apply to that?

这句引言又有何适用性？

KC: The question is, how can you give people concrete reasons,

肯·钱：问题在于，你该如何 具体阐释变化的缘由，

and also inspiration to be hopeful.

同时激发人们的希望。

And in uncertain times,

我认为，在这动荡的年代里，

I think what's very important

非常重要的一点是，

is the leader has to be grounded in some core values.

领导者必须以某些 核心价值为立身之本。

Because, to me, what’s most critical about leadership

因为，在缺乏确定性的年代里，

and leading in uncertain times --

有一点对领导层而言至关重要。

and I would emphasize that I think anyone at any level can be a leader,

我要强调的是，任何人 在任何层面都可以是一位领导者，

in their business, civic life, personal life --

比如，在自己的业务活动中， 在市井生活以及个人生活中，等等。

and what they have to recognize is if you want to lead,

领导者必须认识到， 如果自己想要领导别人，

you have to be willing to serve.

就必须乐于为人服务。

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

所以，你必须具有公仆意识。

But what you have to do is stand for something.

你要成为某种价值观的代表，

And organizations are guided

通过价值观和行为表现

by values and behaviors.

来引导组织机构。

That's the way you're creating a culture.

这正是创造企业文化的方式。

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

在缺乏确定性的年代里， 你需要做些什么呢？

One is you need to give people context.

一是要把当前的 情况背景向人们交代清楚。

What's happening?

解释目前出现的状况。

You can admit that you're anxious,

你可以承认自己很焦虑，

that there are reasons, in fact, to be nervous.

事实上，令人紧张的原因很多。

But what's important is you need to emphasize to people

然而重要的是，你要向人们强调

the reasons why you think that we can get to the other side.

我们为何可以渡过难关。

WPR: Could you talk a little bit about your work now

惠·彭·罗：您可以谈谈 您现在的工作吗？

and what is General Catalyst,

General Catalyst 是一家怎样的机构？

what are you looking to do with that organization?

您打算借此做些什么？

KC: General Catalyst is a venture capital firm,

肯·钱：General Catalyst 是一家风险投资公司。

and we're very focused on building companies.

关注于企业创建。

What's important is the philosophy of General Catalyst,

General Catalyst 的 企业哲学十分重要。

which brings a level of intentionality,

它让公司具有了目的性。

which is we want to invest in powerful, positive change

我们的投资对象是那些具有持久性的、

that will endure.

积极有力的变革举措。

So our view is, the paradigm, sometimes, that's presented,

有这样一种范式，有时体现为：

which is you have to choose between profits,

你必须在利润、投资回报

investment returns

和社会利益之间

and social good.

做出选择。

And we believe that’s a false choice.

我们认为这选择是虚假的。

That, in fact, technology should be a great enabler.

其实，技术应该成为 一股强大的推动力。

But the reality is "What's the intention?"

但是现实是， “技术发展的意图是为什么？”

WPR: I love this idea of "responsible innovation,"

惠·彭·罗：我很喜欢 “责任型创新”这个理念，

and I'm interested to know what the impetus was

很想知道是什么 促使您开始真正关注这个领域的。

for you to really focus in this space.

Were you not seeing enough of this happening?

您当时是否觉得这样的创新还不够多？

KC: I would say there were several reasons.

肯·钱：当时有几个原因。

One is, as I decided in stepping down from American Express,

一是，当我决定从美国运通卸任时，

of “What would I do next?”

我考虑到， “接下来该做些什么？”

One, it was very clear to me from all of my experiences

就我的全部经历而言， 有一点很清楚：

is that technology was the great enabler,

技术曾经是，而且仍然可以成为， 一股巨大的推动力。

and could be.

But I thought we needed to have a force

我认为，我们需要一种力量，

that was acting in a more responsible way.

一种更负责任的力量。

I also frankly thought that technology was not diverse enough,

坦率而言，在审视过整个技术、

when I looked at the whole sector

风险投资、私人股权投资等领域后，

of technology and venture capital and private equity.

我认为，技术领域缺乏多样性。

But what was really attractive to me

但是真正吸引我的，

was that my partners believed very strongly

是合伙人的坚定信念，

in this notion of responsible innovation,

他们对责任型创新这一理念深信不疑，

and they were willing to do what it takes to embrace it.

而且为了推行这个理念， 愿意尽其所能。

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

我要明确一点， 我们现在仍处在初期阶段。

But one of the things I'm very proud of, for example,

但是，有很多事令我感到非常骄傲，

is what we've been able to do in health care,

比如，在医疗保健领域里的表现，

where we're actually partnering with health care systems.

我们正在与医疗保健系统建立 切切实实的合作关系。

So, we're partnering with nonprofit entities,

我们与各种非营利机构合作，

and our objective is not to disrupt and blow up the health care system,

但是我们的目标不是 扰乱破坏医疗保健系统，

it's to innovate and transform the health care system as a partner.

而是将其视为合作伙伴， 对其进行创新、改造。

And so it's recognizing that our objective in health care

因此，我们认识到 自己在医疗保健领域内的目标是

is to provide high-quality, lower-cost health care

为社会各个阶层

提供高质量、低成本的医疗保健服务。

to all segments.

And technology can be a great enabler in doing that.

而科学技术则是 实现这一目标的巨大推动力。

And in addition to that -- it's not an either-or --

此外，这并不是一个非此即彼的选择

we believe that we're going to generate very attractive returns,

我们相信，自己可以创造出 颇具吸引力的回报，

which is important if we're building enduring businesses.

若要建立持久性商业， 回报是非常重要的。

WPR: This idea of putting people first as you're developing your technology,

惠·彭·罗：其理念是， 在技术开发时，要以人为本。

but it's not just about people --

但是，其关注的并不仅仅是人——

you’re thinking about responsibility in terms of the environment,

你们还考虑到了对环境、

responsibilities to communities.

对社会群体的责任。

Could you talk more about that?

您能就此展开谈谈吗？

KC: What's critical here, fundamentally, what I have always believed

肯·钱：有一点至关重要。

and certainly have articulated over the last 30 years,

我在过去 30 年里始终坚信， 而且已明确表明，

is companies exist because society allows us to exist.

从根本上讲，公司企业 能够生存，乃是社会使然。

And so we have a responsibility to society.

我们因此担负着社会责任。

When we're developing products and services,

我们在设计开发产品服务时，

shouldn't we think about who is in, who are we serving,

难道不该想想，自己在为谁服务吗？

and who might be negatively impacted

想想有谁会因为我们所提供的 产品服务而受到负面影响？

by a product or service that we're offering.

As we're building companies, let's start at the beginning and say,

公司成立之初，就让我们来想一想，

"How do we build a more diverse workforce in that company?"

“如何构建一个更具多样性的员工团体？”

"How are we thinking about the environment?"

“我们该如何看待环境问题？”

So what's very important is,

所以非常重要的一点是

we can do a form, if you will, of social due diligence,

我们经营的公司 在进行财务尽职调查的同时，

side by side with the financial due diligence.

还要进行社会尽职调查， 如果可以这么说的话。

But what's important is, as we're building companies today,

但是，重要的是，如今创办公司，

let's have a broader mindset.

要有更宽泛的思维模式，

Let's have a higher level of intentionality.

更高层次的意向性。

And no one, I think, most people -- obviously, there's some exceptions --

我认为，除了一些显然的特例之外，

start off building a company, saying,

没人会着手会开办一家公司，然后说，

"I want to build a company that will hurt people."

“我要开一家害人的公司。”

WPR: Right.

惠·彭·罗：没错。

KC: But that's not enough.

肯·钱：但是，这还不够。

What you've got to say is,

你还要表明，

"My intention is to build a company

“我意在创立一家 能够解决以下问题的公司。”

that will address the following set of issues."

And actually, I want to, from the beginning,

实际上，我从一开始就想建立一家

build a company that will have a positive impact on society,

对社会有积极影响，

as well as generate attractive economics.

同时在经济产出上具有吸引力的公司。

Now that's simple,

这很简单，

but it is hard,

但同时又很艰难，

and people need guidance, people need the tools,

人们需要指导，需要工具，

and that's what we're trying to do with responsible innovation.

这正是我们试图 为责任型创新企业提供的帮助。

WPR: I'd like to pivot for a second to another organization

惠·彭·罗：我想暂时 转向您扶植的另一家机构。

that you're championing, that's really important to you,

这家机构对您非常重要，

which is OneTen.

它就是 OneTen.

You're the cofounder of this initiative

您是这一新举措的联合发起人，

that looks to put more Black Americans into sustainable careers.

其目的是让更多的美国黑人 获得持久性职业。

Tell us a little bit about how OneTen came about.

给我们讲讲 OneTen 是怎么诞生的。

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

肯·钱：OneTen 是在乔治·弗洛伊德 （George Floyd）被杀后的第二天诞生的。

And Ken Frazier, who was a former CEO of Merck,

肯·弗雷泽（Ken Frazier）， 他是默克药厂的前任首席执行官，

is still executive chairman of Merck,

现在担任默克的执行董事长，

but is also now chairman of Healthcare Assurance Initiatives

同时在 General Catalyst

for General Catalyst.

担任医疗保障计划的董事长。

Obviously, we were devastated about what happened.

我们俩显然为所发生的事情感到震惊。

And back to defining reality and giving hope, we said,

回到前面提到的，界定现实， 给予希望这个话题上来，

"The reality of the situation

我们认为，“现实情况是，

is that Black Americans who do not have a college degree

没有高等学历的美国黑人

are a segment of our population

是我们需要全面应对的一个群体。”

that we need to address in a more comprehensive way."

And what we said is we want to do something

我们谈到

要做一些真正具有影响力 和持久性的事。

that is really impactful and enduring.

And we think the private sector, particularly large companies,

我们认为私营部门，尤其是大公司，

need to take a more active role.

需要发挥更加积极的作用。

And so we talked about what we could do.

于是我们就自己力所能及的事 展开了讨论。

If you look at the facts,

事实表明，

80 percent of the jobs 60,000 dollars and above

80% 薪水超过 6 万美元的

公司职位

in companies

require a four-year college degree.

要求任职者有 4 年制本科学历。

Now the reality is ...

而实际情况是……

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

这些工作中的绝大部分 并不需要大学学位。

And so, it serves --

所以，这个制度服务于——

You talk about structural, systemic racism.

你所提到的结构性、系统性种族主义。

What happens is it just knocks out a large population.

现实情况就是一大批人被淘汰出局。

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

而技术第一才是我们应当关注的事实。

And I want to be clear:

我想要明确一点，

I want as many people to go to college as can go to college.

我希望尽可能多的人上大学。

But to be successful,

但是，取得成功，

to have a family-sustaining job,

有一份足以养家糊口的工作，

should not mean that you have to go to college.

并不意味着你必须上大学。

And so what we decided

所以，我们决意

is we wanted companies to embrace that.

要让众多公司欣然接受这一现实。

We had 60 companies sign up

有 60 家公司与我们签署了

with hard financial commitments and a commitment to jobs.

严格的财政及工作承诺。

And here's what I think is exciting, Wendy,

惠特尼，我认为， 令人兴奋的是，

is that people are recognizing,

人们在审视过这些工作岗位后，

because you're looking at the jobs, they're saying,

开始认识到，

"Well, a lot of these jobs don't require a college degree."

“嗯，很多工作并不需要大学学历。”

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

于是，我们开启了一项 针对美国黑人的新举措。

But at the end of the day,

但是归根结底，

it's going to end up benefiting all Americans,

这将有益于所有美国人，

because the jobs, the specifications, the requirements are going to change.

因为工作、专业技能、 岗位要求都将放生变化。

So in our society, where we have a win-loss mentality,

我们所处的社会 充满了非赢即输的心态，

by focusing on this issue,

所以，在这样的社会里， 关注于这一问题，

we actually have opened the aperture of opportunity for everyone.

实际上是为每个人打开了机会之门。

So we are making progress.

我们正在不断发展进步。

And I really think that our objective

我确实认为，

我们的目标是在今后 10 年里，

is, in 10 years, to have created

创造 100 万足以让人 养家糊口的工作机会。

a million family-sustaining jobs.

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

惠·彭·罗：所以，OneTen 是指 10 年创造 100 万工作岗位。

KC: In 10 years.

肯·钱：10 年内。

You know, simple, objective --

简单、客观。

not easy, right?

但是并不容易，不是吗？

Because part of what we're doing

因为我们所做的部分工作

is the challenge of matching supply and demand,

是面对供需平衡的挑战，

the skilling, the reskilling,

培训、新技能培训，

all of that, that has to take place.

所有这些工作都需要展开。

The job supply network is very fragmented.

就业网络异常零散，

So we've got to put that together.

所以我们必须对它加以整合。

So what I think you're seeing

我想在你眼里，

is I look at OneTen -- "That's a start-up."

“OneTen 只是一家初创公司。”

But we are mission-driven, we are outcome-driven,

但是我们以使命，以效果为向导，

and we're going to achieve that objective.

而且终将实现这一目标。

WPR: That feels like a great place to end.

惠·彭·罗：这似乎是 结束谈话的恰当时机。

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

肯，非常感谢您与我们 分享的这些洞见和智慧。

I feel like I've learned so much.

我觉得自己从中学到了很多。

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

观众们大概也学到了不少东西。

KC: Thank you so much. I enjoyed the conversation.

肯·钱：非常感谢。 这是一次令人愉快的谈话。

WPR: Thank you.

惠·彭·罗：谢谢。