Harish Manwani: Profit's not always the point

譯者: Shiwen He 審譯者: Isabel Lin

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）