Marcos Aguiar: 7 tools for building a business people trust | TED

Transcriber:

譯者: Claire Hsu 審譯者: Amanda Zhu

I'm talking to you today from my home in Brazil,

where I live with my wife and two kids.

Let me start by asking a question to the other parents out there.

Would you consider asking a total stranger,

今天，我在巴西的家和你們說話，

someone you've never met before, never even seen before,

我的妻子與兩個小孩也住這裡。

to meet your kids after school,

首先，我想問問你們之中的家長們，

put your kids in their car --

which, by the way, you haven't seen either --

你會考慮請一位陌生人，

and drive them halfway across town?

你從來不認識、 甚至也沒有看過的人，

Even just asking that hypothetical question freaks me out.

請他們在放學後和你的孩子見面，

Let me ask you another question.

讓你的孩子乘坐他們的車 ──你也沒看過他們的車──

Would you invest in a business that does that --

have strangers driving kids around town?

並開車載他們穿過大半個城市？

It seems like an absurdly untrustworthy value proposition,

光是問這個假設問題，就把我嚇傻了。

我再問你另外一個問題。

an impossible business plan, doomed to fail, doesn't it?

你願意投資做這種事的生意，

讓陌生人開車接送小孩嗎？

Well, this may come as a surprise to you,

but back in 2014,

這聽起來像是個荒謬 而不能信任的價值主張，

three moms started a company called HopSkipDrive,

with this exact model.

這事業計畫不可能實現， 注定失敗，不是嗎？

It's served one million customers,

嗯，接下來你可能會驚訝，

and, in February 2020, raised 22 million dollars

回到 2014 年，

and expanded to several cities in the US.

三位媽媽創立了一間公司， 叫做「HopSkipDrive」，

Is the business foolproof?

就是採用這種模式。

Well, no business is,

該企業已服務了一百萬位客戶，

but it's good enough to keep growing.

2020 年 2 月， 它籌到 2200 萬美金，

How did they do that?

How did they create trust

並擴展到好幾個美國的城市。

in what many of us believe

這企業是萬無一失的嗎？

is one of the most inherently untrustworthy situations possible?

嗯，沒有任何企業是一定會成功的， 但它夠好，足以持續成長。

The short answer -- they built trust in the overall system.

他們是怎麼辦到的？

他們如何在多數人最不信任的情境下

Customers don't necessarily trust HopSkip drivers --

that would be relational trust.

建立信任感？

But they do trust the HopSkipDrive system --

簡短的答案是： 他們透過整體系統建立信任。

what we call "systemic trust."

And that's what makes it work.

顧客不一定會信任 HopSkip 司機──

I am fascinated by this.

這是「關係信任」。

Here in Brazil,

但是他們會信任 HopSkipDrive 的系統──

people these days tend to say that trust is a rare commodity.

我們稱之為「系統信任」。

I don't think we are alone.

Trust appears to have broken down all around us.

這即是成功關鍵。

我對這件事很著迷。

And yet, the concept of trust has never been so fashionable.

在巴西這裡，人們現在常說 信任是珍稀的東西。

But what is trust, really?

我認為我們不孤單。

Is it a feeling,

我們身邊，信任似乎全都瓦解了。

an invisible part of our human DNA or culture,

or this quasi-spiritual thing, like the Force in Star Wars?

但是，信任的概念從未如此這般風行。

Or is it really something more concrete?

但到底什麼是信任？

它是一種感覺，

I am an engineer and a consultant --

在我們的人類 DNA 或文化 當中不可見的部分嗎？

worse still, with a PhD -- sorry about that.

還是它是種類似精神的力量， 就像《星際大戰》裡的原力呢？

I study the structures and systems of businesses and organizations.

或者，它其實是更具體的東西呢？

So, a couple of years ago,

I started wondering whether we could decode and manage

我是一位工程師和顧問，

更糟的是，我還有博士學位──抱歉。

this seemingly intangible concept of trust.

I'm pleased to report we are doing it,

我研究企業與組織的結構與系統。

which I believe is really important,

所以，幾年前，

because from my perspective,

我開始思考，我們是否能夠解碼與駕馭

if we can decode how trust impacts businesses,

「信任」這個看起來難以捉摸的概念。

we can make them more successful,

很高興跟你報告，我們正在做這件事，

which might mean that their partners and employees

而我認為這真的很重要，

are more engaged and can be more cooperative.

因為從我的觀點來看，如果我們能解開 信任是如何影響企業的謎題，

And we, as customers, can be happier, more satisfied and safer

就可以使企業更加成功，

when we interact with them.

So, today, I want to present to you the results of our study,

意思是其合作夥伴與員工

會更加投入、更樂於合作。

而我們作為顧客，

and also offer to you a toolbox to build systemic trust.

在與企業互動時， 也能更加快樂、滿意和安全。

We basically started with a sizable graveyard

所以今天，我想要和你們分享 我們的研究結果，

of over 100 failed business ecosystems.

也提供能讓你們 建立系統信任的工具箱。

And by "business ecosystem,"

we mean a business that can only function if all participants cooperate.

我們基本上是從超過 100 個

Care.com, a childcare ecosystem, is a great example.

失敗的商業生態系統殘骸起步。

Independent babysitters, independent parents,

而當提起「商業生態系統」，

all have to work together in order to make the system work.

我們指的是需要所有參與者的合作 才能運作的商業。

Amazon and Apple iOS are also business ecosystems.

Care.com 這種托兒服務的 生態系統是很好的例子。

It is that necessary cooperation

個別的保母和個別的家長

that makes those business ecosystems a perfect laboratory to study trust.

都必須共同合作， 才能讓系統順利運作。

And in this study, we defined trust as the confidence

亞馬遜和蘋果 iOS 系統 也是種商業生態系統。

that someone or something will deliver on a promise

正是這些必要的配合，

使這些商業生態系統成為 研究信任的完美實驗室。

or behave as expected.

We went into this wanting to understand

在這項研究中，我們將「信任」定義為

whether trust was playing any role whatsoever

當我們有把握某人或某物 會兌現承諾或表現符合預期。

in these failed ecosystems' inability to scale and grow

in comparison to their successful peers.

所以我們深究，想要了解

For instance, we studied Orkut versus Facebook.

信任是否在其中扮演了甚麼角色，

What is that?

導致這些失敗的生態體系

You don't know what Orkut is?

無法像成功的同業一樣 擴大規模與成長呢？

Why doesn't that surprise me?

RIM / Blackberry versus Apple iOS or Android,

舉例來說，我們的研究 比較了 Orkut 和 Facebook。

HouseTrip versus Airbnb.

I bet you haven't booked your last vacation on HouseTrip, have you?

那是什麼？

你不知道 Orkut 嗎？

You get the idea.

不知道是很正常的。

RIM／黑莓機對上 蘋果的 iOS 或安卓系統。

What we found is that trust does play a meaningful role

HouseTrip 對上 Airbnb。

between success and failure of business ecosystems.

我賭你上一次的度假行程不是 在 HouseTrip 預定的對吧？

It wasn't always the final nail in the coffin,

你懂的。

but it was relevant [enough] to send more than half to the graveyard.

我們發現信任的確 在商業生態系統的成敗中，

Why was that?

發揮意義深遠的作用，

Many of the failed ecosystems made the mistake

of naively assuming that cooperation anchored on trust

雖然它不一定總是最後一根稻草，

但是它有足夠的關聯性， 讓過半的企業走向終結。

would spontaneously emerge between complete strangers.

為何如此？

And yet, we found more than 70 percent of uncooperative behaviors

許多失敗的生態系統犯了這個錯誤，

in the failed ecosystems.

天真地假設以信任為基礎的合作

In contrast,

nearly nine in 10 of the successful ecosystems

會同時在兩個完全的陌生人之間產生。

actively embedded trust right into the workings of the platform.

然而我們發現，在失敗的生態系統中， 有超過 70% 的不合作行為。

They built systemic trust.

相反地，

In essence, ecosystems were competing on trust.

成功的生態系統，十個中將近有九個

Trust had become a source of competitive advantage.

會積極將信任植入到平台的運作當中。

The question, then, is "How did they do it?"

他們建立了系統信任。

How did they design for trust?

總之，生態系統之間競爭的就是信任。

When we examined the successful ecosystems,

信任已變成競爭優勢的來源。

we found seven trust tools embedded in them.

接下來的問題就是： 「他們是如何做到的？」

Let me start with the first one, access.

他們如何為建立信任而設計？

Many of the successful ecosystems define very well who is allowed in

在審視成功的生態系統時，

我們發現其中植入了 七種建立信任的工具。

and who can be kicked out of the platform for bad behavior.

HopSkipDrive does access well.

讓我來說說第一個：「使用權」。

It takes the drivers through a strict background check

許多成功的商業生態系統 明確定義誰可以進入，

before they are hired into the platform.

They also have a zero tolerance policy,

以及誰該因為不良行為而被踢出平台。

which is superclear to everyone,

HopSkipDrive 就擅於管理使用權，

so drivers know they can be terminated

它會對司機進行嚴格的背景調查，

if they are caught illegally using their mobile phones while driving.

之後才在平台上雇用他們。

Next is contracts.

它們也有個零容忍政策，

Trustworthy ecosystems formalize a relationship with all participants

每個人都清楚明白，

through contracts.

司機知道若他們開車時 非法使用手機被抓到，就會被解僱。

If you've ever clicked the box "I agree to the terms and conditions,"

you signed an ecosystem contract.

下一個工具是「契約」。

Then, there is incentives, and this is a big one.

值得信賴的生態系統透過契約 與所有的參與者建立正式的關係。

Successful ecosystems encourage cooperation through rewards,

如果你曾勾選過 「我同意合約條款」的選項，

or by motivating participants to interact with each other in a positive manner.

你就是簽了生態系統的契約。

接著還有「誘因」，這個很重要。

eBay and Amazon use reputation as an incentive.

成功的生態系統透過獎勵來鼓勵合作，

If you're a seller, and you have good reputation,

you can charge higher prices for your products.

或透過激勵參與者 以正面的方式彼此交流。

Then, there is control,

and I know it's a bit off to talk about control in trust,

eBay 和亞馬遜使用聲譽制度作為誘因。

but we are not talking about forceful control --

如果你是賣家，而且聲譽良好

it’s more like a gentle guidance,

你的產品可以收取更高的費用。

like an invisible hand nudging you in the right direction.

然後，還有「控制」。

在談信任時提到控制，是有點奇怪，

Successful ecosystems shape the behavior of participants

但這裡說的並不是強力的控制，

so the kind of cooperation required will emerge in the platform.

而比較像是溫和的指導，

像一隻無形的手 把你輕輕推向正確的方向。

Uber does control well,

and it dictates to the driver the best route to take,

成功的生態系統會影響參與者的行為，

so the passenger trusts the driver will not take the longer route

所以平台上需的合作行為會因此形成。

just to make some more money.

Then, there is transparency,

Uber 就善於控制，

which is superclear, isn't it?

它規定司機須行駛最佳路線，

Sort of, ecosystems who are trustworthy make past and present behavior visible

所以乘客相信

司機不會為了收更多費用而繞路，

to everyone participating in the platform.

接著是「透明」，

And that's the reason why you feel a pit in your stomach

很顯而易見，不是嗎？

if you've ever booked an Airbnb

值得信任的生態系統在某程度上， 會讓過去與現在的行為

with a host who is new to the platform and doesn't have any reviews yet.

都能被平台上所有使用者看到。

And of course, Airbnb has managed to make transparency work both ways.

而這就是為何在 Airbnb 上

If you are a guest, and you trash a house, the other hosts will know about it

預訂住宿的房東剛加入這平台， 也還沒有獲得任何評價時，

thanks to the Airbnb review system.

你會感到胃裡正在攪動。

Then, there is intermediation.

當然，Airbnb 已讓 交易雙方的資訊都保持透明。

How does the platform act as a middleman

in the moments of truth of cooperation?

如果你是房客，損毀了一間房子， 其他房東將會得知，

Taobao, Alibaba's online shopping platform,

多虧 Airbnb 的評價系統。

does intermediation when it acts as an escrow agent

接下來，是「中介」。

平台如何在合作的關鍵時刻 扮演中間人呢？

between sellers and buyers.

It basically holds the seller's money,

until the buyer says she is satisfied with the product.

阿里巴巴的線上購物平台「淘寶」

採用中介制度，扮演在買賣方之間 保管款項的第三方。

Last but not least, mitigation.

How does the platform handle mishaps

or prevent them from happening in the first place?

它基本上會扣留賣方的錢，

直到買方表示對商品滿意為止。

Did you know that LiveAuctioneers,

an auctions platform for art, collectibles and antiques,

最後但也很重要的，「減損」。

has a broad protection program that guarantees payments on the platform?

平台要如何處理失誤的情況，

或預防這些失誤再發生呢？

That's an example of mitigation.

你知不知道，LiveAuctioneers

So those are the seven trust tools, the toolbox.

這個藝術品、收藏品 和古董的拍賣平台，

有個廣泛的保護計畫 以保證賣家能收到付款嗎？

Even more interesting is how they appear to combine

in the successful ecosystems we studied.

這就是減損措施的例子。

On the one hand, there is no silver bullet,

這七項信任工具是一套工具箱。

no single tool that can solve for trust.

On the other hand,

更有趣的是，這些工具 在成功的生態系統中結合的方式。

you don't need the seven tools to be successful.

You need 3.6, on average.

一方面來說，萬靈丹並不存在；

So how do you pick?

It depends on the kind of ecosystem you design.

單一工具不能解決信任問題。

If interactions among the participants are key,

另一方面，要成功， 不必用上所有七項工具。

like in most social-media ecosystems,

你平均會需要 3.6 個工具。

you will require a combination of access, transparency and control

所以你要怎麼選擇？

視你設計的生態系統類型而定。

in order to be successful.

These are the very tools Facebook uses,

如果參與者之間的互動是關鍵因素，

如同大多數的社群媒體生態系統，

and these are the tools, interestingly enough,

causing Facebook so much grief right now.

你會需要使用權、透明和控制 這三者的組合，

When there is a main last mile for the delivery of the promise,

才能成功。

Facebook 就使用這些工具，

like in most gig economy ecosystems,

而有趣的是，同樣這些工具

then, you will require mitigation in order to cater for failed delivery.

現在也使 Facebook 招致許多責難。

當交易過程最後有 兌現承諾的關鍵步驟，

When there is a large asymmetry of information,

say between sellers and buyers in used goods marketplaces,

就像大多數的零工經濟生態系統，

then, you'll require a combination of intermediation and mitigation.

你會需要減損措施以顧及失效的交易。

And of course, when there are many dimensions to the platform,

當有嚴重的資訊不對稱時，

比如說二手貨市場裡的 買賣方資訊不對稱，

you will require a larger combination of tools.

那麼你會需要中介與減損兩者的組合。

Let me say one more thing,

because I've been a consultant long enough

to know that many of the business leaders watching this may be saying,

當然，當平台上有許多面向，

"Hey, this is great.

你會需要規模更多工具的組合。

Let's digitize all these tools

and we'll have the best and most successful ecosystem ever."

讓我再提一件事情， 因為我做顧問這麼久，

足以知道許多企業領袖 看了這部影片，可能會說：

Well, before you move to action, let me tell you something.

Yes, digital plays a meaningful role in enabling trust,

「這聽起來真棒。

那我們來將這些工具全數位化，

這樣一來我們就會有史上最好、 最成功的生態系統。」

and in some cases, the very existence of the ecosystem.

在你行動以前，我有話要跟你說。

You could say that digital could be the backbone of systemic trust.

沒錯，數位化在促成信任上舉重輕足，

However, there is no such thing as trustless trust.

在某些情況下， 甚至關乎生態系統的存亡。

No matter how fabulous the code, how advanced the blockchain,

你可以說數位化是系統信任的支柱。

digital cannot solve for trust alone.

但是，沒有信任的信任是不存在的。

And that's why we found

nine in 10 of the most successful ecosystems

無論程式碼寫得多好， 區塊鍊技術有多先進，

to be bionic trust systems,

單是數位化並不能解決信任問題。

meaning they use a combination of digital and nondigital, human tools --

這就是為何我們發現

成功的生態系統，十個中有九個

such as contracts, policies, governance --

是仿生的信任系統，

in order to build trust on the platform.

At the risk of showing my Star Wars fan card again to you,

意思是它們結合數位化 與非數位化的人類工具

think about it this way:

if you want to build a successful ecosystem,

──例如：契約、政策、管理──

and a trustworthy one,

以在平台上建立信任。

you need to think of the Jedi, the Skywalkers.

冒昧我又要向你展現 我星際大戰迷的一面，

Every time they go into an adventure, they take their favorite droids with them,

你可以這樣想：

R2-D2 and C-3PO.

如果你想建立成功 且值得信任的生態系統，

They actually make up a bionic team.

你要想想絕地武士、那些天行者。

I know today, we talked a lot about trust in business systems,

每次當他們去歷險時， 都會帶著最愛的機器人

however, that's not where the conversation should end.

R2-D2 和 C-3PO。

他們其實就組成了仿生的團隊。

Systems are all around us --

schools, governments, health care.

我知道，今天我們談了很多關於 商業系統裡的信任，

Could those systems become more trustworthy

但是，對話不應該就在這裡打住。

through the use of the tools in the toolbox?

我們身邊有很多種系統──

I don't see why not.

學校、政府、保健體系。

So if you are designing any system, but especially an ecosystem,

透過這個工具箱裡的工具， 這些系統是否能變得更值得信任？

give those tools a try.

If you do that,

I can almost guarantee the Force will be with you.

有何不可呢？

所以如果你在設計任何系統， 特別是商業生態體系，

Trust me.

Thank you.

試試看這些工具吧。

如果你這麼做，

我幾乎可以保證，原力將與你同在。

相信我。

謝謝聆賞。