Harish Manwani: Profit's not always the point

翻译人员: xuan wang 校对人员: Peipei Xiang

The entire model of capitalism

资本主义运作的整个模式

and the economic model that you and I

以及你我过去和现在

did business in,

以及你我过去和现在

and, in fact, continue to do business in,

做生意的经济模式，

was built around what probably Milton Friedman

是基于这样一个概念。 这个概念米尔顿·弗里德曼（美国经济学家）

put more succinctly.

可能说得更简洁，

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

当然，亚当·斯密，现代经济学之父

actually said many, many years ago,

在很多很多年前就说过，

the invisible hand,

也就是“无形的手”，

which is, "If you continue to operate

这是说，“如果每个人都

in your own self-interest

追求自身利益，

you will do the best good for society."

这有助于实现公共福祉。”

Now, capitalism has done a lot of good things

现在，资本主义做了很多好事，

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

而且我也提到了很多发生过的好事，

but equally, it has not been able to meet up

但另一方面，它还是没有办法

with some of the challenges that we've seen

解决我们社会中面临的一些

in society.

挑战。

The model that at least I was brought up in

这个我和在座的大多数都熟悉的商业模式

and a lot of us doing business were brought up in

这个我和在座的大多数都熟悉的商业模式

was one which talked about

就是我提到过的

what I call the three G's of growth:

我称之为的“3G增长”模式：

growth that is consistent,

可持续的增长，

quarter on quarter;

一个季度接着一个季度；

growth that is competitive,

有竞争力的增长，

better than the other person;

做到比其他人都好；

and growth that is profitable,

以及有利可图的增长，

so you continue to make

所以你持续地创造

more and more shareholder value.

股东价值。

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

但是我不得不说只做到这些已经不够了，

and we have to move from this 3G model

我们需要从这个3G模式

to a model of what I call

转变到一个我称之为的

the fourth G:

4G模式：

the G of growth that is responsible.

一种负责任的增长。

And it is this that has to become

而且这必须是创造价值过程中

a very important part

一个非常重要的

of creating value.

组成部分。

Of not just creating economic value

也就是不仅要创造经济价值

but creating social value.

也要有社会价值。

And companies that will thrive are those

那些真正会变强大的公司会是

that will actually embrace the fourth G.

那些真正做到第四个G的。

And the model of 4G is quite simple:

而且这个4G模式其实非常简单：

Companies cannot afford to be just innocent bystanders

公司不能再充当无辜的旁观者

in what's happening around in society.

而无视社会上正在发生的一切。

They have to begin to play their role

他们需要开始负起自己的责任

in terms of serving the communities

来服务社区 －

which actually sustain them.

那些真正支撑他们的人们。

And we have to move to a model

而且我们需要转变到

of an and/and model which is

一个双赢的模式，一个

how do we make money and do good?

我们如何又赚钱又做好事的模式？

How do we make sure

我们如何才能保证

that we have a great business

我们的生意兴隆

but we also have a great environment around us?

但同时我们也共同营造一个良好的环境呢？

And that model

而那个模式

is all about doing well and doing good.

就是关于如果能够做强做好。

But the question is easier said than done.

但是问题说起来容易做起来难。

But how do we actually get that done?

我们怎么才能做到这一点呢？

And I do believe

我坚信

that the answer to that is going to be leadership.

这个问题的答案就是领导力。

It is going to be to redefine

它要重新定义

the new business models

新的商业模式，

which understand

这个模式强调

that the only license to operate

要想从事商业运营，

is to combine these things.

就必须把这些方面结合起来。

And for that you need businesses

也就是你需要那些可以

that can actually define their role

真正定义自己的社会角色

in society

的公司，

in terms of a much larger purpose

它们能从更大的社会使命角度考虑，

than the products and brands that they sell.

而不仅是从自身的产品和品牌出发。

And companies that actually define a true north,

那些能够找到自身方向的公司，

things that are nonnegotiable

有着容不得商量的事情，

whether times are good, bad, ugly --

不管世道如何变化－

doesn't matter.

都不会改变的一些东西。

There are things that you stand for.

你坚信着一些事情。

Values and purpose are going to be the two

价值和目标会是

drivers of software

两个软驱动，

that are going to create

它们会创造出

the companies of tomorrow.

未来的公司。

And I'm going to now shift

我现在来

to talking a little bit about my own experiences.

谈谈我自身的一些体验。

I joined Unilever in 1976

1976年，我作为一个管理培训生

as a management trainee in India.

加入了联合利华在印度的分部。

And on my first day of work

我上班第一天

I walked in and my boss tells me,

我的主管告诉我，

"Do you know why you're here?"

“你知道你为什么在这里吗？”

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

我说，“我来这里卖很多的肥皂。”

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

然后他说，“不，你是来改变生活的。”

You're here to change lives.

你是来改变生活的。

You know, I thought it was rather facetious.

你知道，我当时认为这太扯了。

We are a company that sells soap and soup.

我们是个卖肥皂和汤的公司。

What are we doing about changing lives?

我们怎么能改变生活？

And it's then I realized

但就是那时我认识到了

that simple acts

简单的举动

like selling a bar of soap

比如卖一块肥皂

can save more lives

可以比制药公司

than pharmaceutical companies.

拯救更多的生命。

I don't know how many of you know

我不知道在座有多少人知道

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

五百万孩子活不过5岁

because of simple infections that can be prevented

只因为简单的感染，而那些感染

by an act of washing their hands with soap.

通过用肥皂洗手就可以预防。

We run the largest

我们发起了

hand-washing program

全世界最大的

in the world.

“洗手” 项目。

We are running a program on hygiene and health

我们也在运营着一个关于卫生与健康的项目，

that now touches half a billion people.

目前已经影响了5亿人。

It's not about selling soap,

这不仅仅是卖肥皂，

there is a larger purpose out there.

我们有一个更大的目标。

And brands indeed can be

而品牌真的可以

at the forefront of social change.

处在社会变革的最前沿。

And the reason for that is,

原因是，

when two billion people use your brands

当有20亿人用你的品牌时，

that's the amplifier.

那就是很好的品牌效应。

Small actions can make a big difference.

小举动可以产生大变化。

Take another example,

再举一个例子，

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

我在印度的一个村子里走着。

Now those of you who have done this

你们中有过这样经历的

will realize that this is no walk in the park.

会知道这可不像是在公园里散步。

And we had this lady

我们有一位女士

who was one of our small distributors --

曾经是我们的一个小的经销商 －

beautiful, very, very modest, her home --

她很漂亮，很谦虚，她的家 －

and she was out there,

而她就站在外面，

dressed nicely,

穿着非常得体，

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

她的丈夫在她身后，然后是她的婆婆以及

and her sister-in-law behind her.

她的小姑子。

The social order was changing

社会秩序正在改变

because this lady

因为这位女士

is part of our Project Shakti

是我们沙克蒂项目的参与者。

that is actually teaching women

这个项目教妇女

how to do small business

如何做小生意

and how to carry the message

以及如何传播普及

of nutrition and hygiene.

卫生与健康知识。

We have 60,000 such women

现在我们有6万这样的妇女

now in India.

在印度。

It's not about selling soap,

这不是关于卖肥皂，

it's about making sure

这是关于确保

that in the process of doing so

在这个过程中

you can change people's lives.

你可以改变其他人的生活。

Small actions, big difference.

小举动，大改变。

Our R&D folks

我们的研发团队

are not only working to give us some fantastic detergents,

不仅仅是为了创造美妙的洗涤剂，

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

而是为了保证我们可以少用水。

A product that we've just launched recently,

我们最近开发的一个清洗产品，

One Rinse product that allows you to save water

它可以在你每次洗衣服的时候

every time you wash your clothes.

节约用水。

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

如果我们可以让我们所有的用户都使用这个产品，

that's 500 billion liters of water.

那就是（节约）五千亿升的水啊。

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

顺便说一句，这相当于一整个大陆

for a whole huge continent.

一个月的用水量。

So just think about it.

大家想想看吧。

There are small actions that can make a big difference.

小举动可以产生巨大的变化。

And I can go on and on.

我还可以举很多例子。

Our food chain, our brilliant products --

我们的食品供应链， 我们的伟大的产品－

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

不好意思给大家插播一下广告－

Knorr, Hellman's and all those wonderful products.

家乐牌、家乐以及这些很棒的产品们。

We are committed to making sure that

我们致力于确保

all our agricultural raw materials

我们所有的农业原材料

are sourced from sustainable sources,

都来自可持续发展的环境，

100-percent sustainable sources.

百分之百。

We were the first

我们是最早

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

宣布要从可持续的环境中采购

from sustainable sources.

我们所有的棕榈油的。

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

不知道有多少人了解

and not buying it from sustainable sources,

不从可持续的环境中获取棕榈油，

can create deforestation that is responsible

会造成森林的过度砍伐从而产生

for 20 percent of the greenhouse gasses in the world.

全球20％的温室气体。

We were the first to embrace that,

我们是第一家做出改变的公司，

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

这都是因为我们卖肥皂和汤。

And the point I'm making here

我的意思是说

is that companies like yours, companies like mine

像你我的公司

have to define a purpose

必须要确定一个目标，

which embraces responsibility

这个目标要负有责任感

and understands that we have to play our part

同时明白我们需要

in the communities in which we operate.

在我们所处的社会里起到一定作用。

We introduced something called

我们提出了一个叫做

The Unilever Sustainable Living Plan, which said,

联合利华可持续生活计划，

"Our purpose is to make sustainable living commonplace,

“我们的目标是创造一个可持续生活的共同家园，

and we are gong to change the lives

我们要在2020年改变10亿人的

of one billion people over 2020."

生活状态。“

Now the question here is,

现在的问题是，

where do we go from here?

我们要怎么做到这点呢？

And the answer to that is very simple:

答案很简单：

We're not going to change the world alone.

我们不能仅靠一己之力来改变世界。

There are plenty of you and plenty of us

有很有的你和我

who understand this.

明白这一点。

The question is,

问题是，

we need partnerships, we need coalitions

我们需要合作，我们需要联盟，

and importantly, we need that leadership

非常重要的是，我们需要一种领导力，

that will allow us to take this from here

它可以带领我们

and to be the change

一起改变世界

that we want to see around us.

并从改变我们自己做起。

Thank you very much.

非常感谢大家。

(Applause)

（掌声）