Uber's plan to get more people into fewer cars | Travis Kalanick

譯者: 易帆 余 審譯者: Jin Wu

Today I wanted to -- well, this morning --

今天早上我想——

I want to talk about the future of human-driven transportation;

我想談一談人類交通運輸的未來；

about how we can cut congestion, pollution and parking

有關於我們如何通過 共乘減少車輛的方式

來解決塞車、汙染、及停車問題；

by getting more people into fewer cars;

and how we can do it with the technology that's in our pockets.

以及我們如何運用 我們現有的科技來達成。

And yes, I'm talking about smartphones ...

沒錯，我談的是智慧型手機...

not self-driving cars.

不是自動駕駛車。

But to get started we've got to go back over 100 years.

但一開始，我們要先回到 100 年前。

Because it turns out there was an Uber way before Uber.

因為，原來在優步之前 就已經有一個優步了。

And if it had survived,

而如果它仍然存在的話，

the future of transportation would probably already be here.

那未來的交通運輸方式 現在可能已經存在了。

So let me introduce you to the jitney.

所以，讓我向各位介紹 jitney （以前的小公車)。

In 1914 it was created or invented by a guy named LP Draper.

它是在1914年由一位叫 LP Draper 的人所創造或發明的。

He was a car salesman from LA, and he had an idea.

他是一位來在洛杉磯的 汽車銷售員，他有一個點子。

Well, he was cruising around downtown Los Angeles,

他當時在洛杉磯， 也就是我的家鄉徘徊，

my hometown,

and he saw trolleys

他看到電車的乘客大排長龍 等著要被載到目的地。

with long lines of people trying to get to where they wanted to go.

He said, well, why don't I just put a sign on my car

他說，為什麼我不放個 告示牌在我車上，

that takes people wherever they want to go for a jitney --

告訴大家說，只要五分錢， 我就可以載他們去想去的地方——

that was slang for a nickel.

jitney 在當時 也是五分錢的俗稱。

And so people jumped on board,

所以，有人開始跳上車，

and not just in Los Angeles but across the country.

而且不僅限於洛杉磯而是全國。

And within one year,

就在 1915 的那一年內，

by 1915,

there were 50,000 rides per day in Seattle,

西雅圖當時每天就有 5 萬人次搭車，

45,000 rides per day in Kansas

堪薩斯州一天有 4.5 萬人次搭車，

and 150,000 rides per day in Los Angeles.

而洛杉磯一天有 15 萬人次。

To give you some perspective,

讓各位比較一下，

Uber in Los Angeles

100 年後的今天，洛杉磯的優步 每天有 15.7 萬人次搭車。

is doing 157,000 rides per day, today ...

100 years later.

And so these are the trolley guys,

所以，當時這些電車司機

the existing transportation monopoly at the time.

在那個年代，電車當時 壟斷了運輸行業。

They were clearly not happy about the jitney juggernaut.

因此他們對小公車的崛起相當不滿。

And so they got to work

所以他們開始在全國 各大城市奔走游說，

and they went to cities across the country

and got regulations put in place to slow down the growth of the jitney.

並提出阻礙的交通法規 來減緩小公車的成長。

And there were all kinds of regulations.

各式各樣的法規都有。

There were licenses -- often they were pricey.

駕駛執照——通常都很貴。

In some cities,

在一些城市，

if you were a jitney driver,

如果你是小公車司機，

you were required to be in the jitney for 16 hours a day.

你被要求必須一天有 16 小時在車內。

In other cities,

其它城市，

they required two jitney drivers for one jitney.

他們被要求 2 個人輪班 開一台小公車 。

But there was a really interesting regulation

但，有一條法規很搞笑，

which was they had to put a backseat light --

每一台小公車，

都得安裝一個後座位燈——

install it in every Jitney --

to stop a new pernicious innovation which they called spooning.

來阻止當時男女抱在一起 親熱。

(Laughter)

（笑聲）

All right. So what happened?

好的，所以後來發生了甚麼事？

Well, within a year this thing had taken off.

是的，當年這件事成長地相當快，

But the jitney, by 1919, was regulated completely out of existence.

但在1919年， 小公車被立法完全禁止。

That's unfortunate ...

真的很可惜......

because, well, when you can't share a car, then you have to own one.

因為，當你不能共乘一台車時， 那你就必須擁有一輛車。

And car ownership skyrocketed

所以，這也難怪，在 2007 年時，

and it's no wonder that by 2007,

私家車開始蓬勃發展，

there was a car for every man, woman and child in the United States.

美國的男人、女人、小孩都有一台車。

And that phenomenon had gone global.

而這個現象席捲了全球。

In China by 2011,

中國在 2011 年，

there were more car sales happening in China than in the US.

汽車的銷售數量 首度超過美國。

Now, all this private ownership of course had a public cost.

當然，大量的私家車 帶來了公眾的負擔。

In the US, we spend 7 billion hours a year,

在美國，我們一年要花 70 億小時，

wasted, sitting in traffic.

浪費時間呆坐在車陣中。

160 billion dollars in lost productivity,

1600 億美金的生產力 就這樣被塞車給消耗掉了。

of course also sitting in traffic,

當然，當你坐在車裡，

and one-fifth of all of our carbon footprint

有五分之一的碳足跡，

is spewed out in the air by those cars that we're sitting in.

是我們在塞車時排放到空氣中的。

Now, that's only four percent of our problem though.

這也只是占我們 4% 的問題而已，

Because if you have to own a car

因為，如果你必須擁有一台車，

then that means 96 percent of the time your car is sitting idle.

表示有 96% 的時間， 你的車是靜止不動的。

And so, up to 30 percent of our land and our space

而有將近30%的土地及 我們居住的空間

is used storing these hunks of steel.

要用來存放這些大鐵怪。

We even have skyscrapers built for cars.

我們甚至蓋了高樓停車場。

That's the world we live in today.

這是我們當今居住的世界。

Now, cities have been dealing with this problem for decades.

如今，很多城市被「大眾運輸」

的問題困擾了好幾十年。

It's called mass transit.

And even in a city like New York City,

甚至像紐約這個城市，

one of the most densely populated in the world

全世界人口最密集的地方，

and one of the most sophisticated mass transit systems in the world,

全世界大眾運輸 最複雜精密的地方，

there are still 2.5 million cars that go over those bridges every day.

每天仍有 250 萬台車 要經過那些橋。

為什麼會這樣？

Why is that?

Well, it's because mass transit hasn't yet figured out

因為大眾運輸還搞不清楚，

how to get to everybody's doorstep.

如何把每個人載到家門口。

And so back in San Francisco, where I live,

所以，回到我住的地方，舊金山

the situation's much worse,

狀況更糟糕，

in fact, much worse around the world.

事實上，比全世界其它地方還要糟。

And so the beginning of Uber in 2010 was --

所以， 2010 年優步剛開始是——

well, we just wanted to push a button and get a ride.

沒錯，我們只是想讓 乘客按個鈕，搭個便車。

We didn't have any grand ambitions.

我們並沒有多大的野心。

But it just turned out

但後來才發現...

that lots of people wanted to push a button and get a ride,

原來，很多人都想按個鈕一起共乘，

and ultimately what we started to see was a lot of duplicate rides.

最後，我們開始看到了 很多人都搭同一台車。

We saw a lot of people

我們看到很多人，

pushing the same button at the same time

同時一起按了那個鈕，

going essentially to the same place.

基本上，就是要去同一個地方。

And so we started thinking about,

所以，我們開始想，

well, how do we make those two trips and turn them into one.

好吧！我們要如何把 兩條路線併成一條？

Because if we did, that ride would be a lot cheaper --

因為，如果我們這樣做， 那車資會變很便宜

up to 50 percent cheaper --

——幾乎是半價——

當然，這樣一來，

and of course for the city

you've got a lot more people and a lot fewer cars.

城市裡就會有更少的車， 搭載更多的人。

And so the big question for us was:

所以，我們的大問題是：

would it work?

這行得的通嗎？

Could you have a cheaper ride

可以有更便宜的車資，

cheap enough that people would be willing to share it?

足夠便宜到讓人們想共乘嗎？

And the answer, fortunately, is a resounding yes.

很幸運，這個答案是肯定的。

In San Francisco,

在舊金山，

before uberPOOL, we had --

還沒有 uberPOOL 之前

well, everybody would take their car wherever the heck they wanted.

我們過去不管想去甚麼地方， 每個人都想開自己的車。

And the bright colors is where we have the most cars.

圖上顏色越鮮豔的地方，車子越多。

And once we introduced uberPOOL,

而就在我們推出 uberPOOL 共乘制度後，

well, you see there's not as many bright colors.

你可以看到，顏色鮮豔的地方減少了

More people getting around the city in fewer cars,

這表示大家同樣在城市中移動，

taking cars off the road.

但更少車流量了，

It looks like uberPOOL is working.

這代表 uberPOOL 的 共乘制度是有效的。

And so we rolled it out in Los Angeles

所以，我們 8 個月前

eight months ago.

在洛杉磯開始推行共乘，

And since then, we've taken 7.9 million miles off the roads

從那之後，我們已經減少了 790 萬英哩的車程，

and we've taken 1.4 thousand metric tons of CO2 out of the air.

以及減少了 1400 公噸的 二氧化碳排放。

But the part that I'm really --

但，我最開心的是——

(Applause)

（掌聲）

But my favorite statistic --

但我最開心的數據——

remember, I'm from LA,

記得，我來自洛杉磯，

I spent years of my life

我一生中花了不少時間，

sitting behind the wheel, going, "How do we fix this?" --

坐在擁擠的車潮中思考， 「我要如何解決這個問題呢？」——

my favorite part is that eight months later,

我最開心的部分是，八個月後，

we have added 100,000 new people that are carpooling every week.

我們每周有 10 萬個新人 參加共乘制度，

Now, in China everything is supersized,

現在，在中國，每個數字都很龐大，

and so we're doing 15 million uberPOOL trips per month,

我們每個月有 1500 萬人次 使用 uberPOOL，

that's 500,000 per day.

也就是每天有 50 萬人次。

And of course we're seeing that exponential growth happen.

當然，我們見證了這樣的成長，

In fact, we're seeing it in LA, too.

事實上，洛杉磯的成長 也是有目共睹。

And when I talk to my team, we don't talk about,

而當我與團隊討論時， 我們從來不會說，

"Hey, well, 100,000 people carpooling every week and we're done."

「嘿，每周 10 萬人次的共乘數字， 我們達成目標了。」

How do we get that to a million?

而是討論，要如何達成 100 萬這個數字？

And in China, well, that could be several million.

而在中國，可能會有好幾百萬。

And so uberPOOL is a very great solution for urban carpooling.

所以，uberPOOL是市區共乘的 一個很好的解決方案，

But what about the suburbs?

但，郊區呢？

This is the street where I grew up in Los Angeles,

這條街，是我在洛杉磯長大的街道，

it's actually a suburb called Northridge, California,

它實際上是坐落在加州郊區的 Northridge ，

and, well --

而...

look, those mailboxes, they kind of just go on forever.

看看這些信箱，順著街道延綿不絕。

And every morning at about the same time,

而每天同一時間的早晨，

cars roll of out their driveway,

車子從他們的車道開出來，

most of them, one person in the car,

他們大部分車子裡只有一個人，

and they go to work, they go to their place of work.

他們去上班，去他們的公司上班。

So the question for us is:

所以，我們的問題是：

well, how do we turn

我們要如何把這些通勤車——

all of these commuter cars --

幾乎有好幾千萬台——

and literally there's tens of millions of them --

how do we turn all these commuter cars into shared cars?

我們要如何把這些通勤車轉換成共乘車？

Well, we have something for this that we recently launched called uberCOMMUTE.

我們最近發表了一個 叫做 uberCOMMUTE 的 app 應用程式。

You get up in the morning, get ready for work, get your coffee,

你早上起來，準備上班，

go to your car

拿了咖啡往你的車走去，

and you light up the Uber app,

然後打開 Uber 的 app

and all of a sudden,

一瞬間，

you become an Uber driver.

你就成為優步的駕駛員了。

And we'll match you up with one of your neighbors

然後，在你去工作的路上，

on your way to work

我們會為你自動配對和 你有同樣上班路徑的鄰居們。

and it's a really great thing.

而這真的是一件很棒的事。

There's just one hitch ...

只有一個障礙要克服......

it's called regulation.

它叫做法規。

So 54 cents a mile, what is that?

每英哩 54 美分，這是甚麼？

Well, that is what the US government

這是美國政府

has determined that the cost of owning a car is per mile.

制定車輛駕駛每英哩的成本價。

You can pick up anybody in the United States

在美國，你可以載任何人

and take them wherever they want to go at a moment's notice,

到任何他們想去的地方，

for 54 cents a mile or less.

但你只能收取每英哩 54 美分或更少的車資。

But if you charge 60 cents a mile, you're a criminal.

但，如果你每英哩收取 超過 60 美分，你就犯法了。

But what if for 60 cents a mile

但如果每英哩 60 美分，

we could get half a million more people carpooling in Los Angeles?

我們可以吸引超過 50 萬人 在洛杉磯加入共乘制度？

And what if at 60 cents a mile

或如果每英哩 60 美分，

we could get 50 million people carpooling in the United States?

我們可以吸引超過 5000 萬人 在美國加入共乘制度呢？

If we could,

如果我們可以做到，

it's obviously something we should do.

這當然就要馬上做。

And so it goes back to the lesson of the jitney.

所以，這帶我們回到小公車的教訓。

If by 1915 this thing was taking off,

如果在 1915 年， 共乘制剛開始起飛時，

imagine without the regulations that happened,

想像一下，沒有這些規定的束縛， 會發生甚麼事？

if that thing could just keep going.

如果這件事一直發展下去，

How would our cities be different today?

今日，我們的城市會有 甚麼不一樣的地方？

Would we have parks in the place of parking lots?

我們會不會有更多的 綠地公園來代替停車場？

Well, we lost that chance.

是的，我們已失去一次機會。

But technology has given us another opportunity.

但科技給我們另一個機會。

Now, I'm as excited as anybody else about self-driving cars

我現在跟任何人都一樣， 非常期待自動駕駛的到來，

but do we have to really wait five, 10 or even 20 years

但我們真的必須再等 5年、10年甚至20年

to make our new cities a reality?

才能讓我們的城市變好嗎？

With the technology in our pockets today,

今天，只要靠我們口袋裡的科技，

and a little smart regulation,

以及一點先進的法規，

we can turn every car into a shared car,

我們可以把每台車變成共乘車，

and we can reclaim our cities starting today.

而我們今天就可以開始 拯救我們的城市。

Thank you.

謝謝各位！

(Applause)

（掌聲）

Chris Anderson: Travis, thank you.

克里斯．安德森：崔維斯，謝謝你。

Travis Kalanick: Thank you.

崔維斯．卡蘭尼克：謝謝你。

CA: You know -- I mean the company you've built is absolutely astounding.

克里斯．安德森：你知道嗎， 你建立的公司真的很出色。

You only just talked about a small part of it here --

你只談論了一小部分——

a powerful part --

很激勵人心的部分——

the idea of turning cars into public transport like that,

把大家的車變成 大眾運輸工具的這個想法

it's cool.

真的很酷！

But I've got a couple other questions

但我有幾個問題，

because I know they're out there on people's minds.

因為我知道大家心中都很好奇。

So first of all, last week I think it was,

首先，上禮拜，我認為這是.....

I switched on my phone and tried to book an Uber

我打開手機，試著要從優步叫車，

and I couldn't find the app.

但我發現，找不到app程式。

You had this very radical, very bold, brave redesign.

你準備大膽激進的重新設計。

TK: Sure.

崔維斯．卡蘭尼克：沒錯！

CA: How did it go?

克里斯．安德森：進行的如何？

Did you notice other people not finding the app that day?

你有注意到，那天其他人 也找不到 app 程式嗎？

Are you going to win people over for this redesign?

這次的重新設計， 會獲得大家的喜愛嗎？

TK: Well, first I should probably just say,

崔維斯．卡蘭尼克：首先， 首先我想先談談，

well, what we were trying to accomplish.

我們心目中的目標。

And I think if you know a little bit about our history,

如果你了解我們過去的歷史，

it makes a lot more sense.

就會比較好理解。

Which is, when we first got started,

我們一開始，

it was just black cars.

是使用黑色車。

It was literally you push a button and get an S-Class.

你只要按下按鍵 就有豪華轎車接送。

And so what we did

而我們當時要做的就是

was almost what I would call an immature version of a luxury brand

在客戶面前建立一種

that looked like a badge on a luxury car.

豪華轎車的品牌形象。

And as we've gone worldwide

向全球發展後，

and gone from S-Classes to auto rickshaws in India,

我們從豪華轎車到 印度的黃包車，

it became something that was important for us

我們開始更重視

to be more accessible,

如何更平易近人，

to be more hyperlocal,

更加在地化，

to be about the cities we were in

更加地在乎我們居住的城市，

and that's what you see with the patterns and colors.

這就是現在公司 圖案和顏色的設計緣由，

And to be more iconic,

because a U doesn't mean anything in Sanskrit,

因為單單一個「U」字 在古印度文是沒有意義的，

and a U doesn't mean anything in Mandarin.

在中文，「U」也是沒有任何意義。

And so that was a little bit what it was about.

所以會這樣做是有一點這樣的原因的。

Now, when you first roll out something like that,

當你第一次推出這樣的服務，

I mean, your hands are sweating,

我的意思是，你會緊張到手心冒汗，

you've got --

你會——

you know, you're a little worried.

有一點擔心。

What we saw is a lot of people --

我們看到的是很大一群人——

actually, at the beginning, we saw a lot more people opening the app

實際上，剛開始，我們看到 很多人打開 app 應用程式，

because they were curious what they would find when they opened it.

因為他們很好奇 打開時會有甚麼發現。

And our numbers were slightly up from what we expected.

而我們的數字比預期的 稍為高一點。

CA: OK, that's cool.

克里斯．安德森：這很酷。

Now, so you, yourself, are something of an enigma, I would say.

現在，我可以這麼說， 你像是個傳奇人物。

Your supporters and investors, who have been with you the whole way,

你的支持者與投資者 這一路來一直跟隨著你，

believe that the only chance

他們相信只有

of sort of taking on the powerful, entrenched interests

殘忍無情的競爭者

才能擔負起這重責大任的機會，

of taxi industry and so forth,

is to have someone who is a fierce, relentless competitor,

挑戰根深蒂固的計程車行業利益等等，

which you've certainly proved to be.

而你絕對是當之無愧的人選。

Some people feel you've almost taken that culture too far,

有些人感覺你幾乎完全 背離了傳統文化，

and you know -- like a year or two ago

像是1、2年前，

there was a huge controversy where a lot of women got upset.

有很大的爭議， 很多的女士感覺相當失望。

How did it feel like inside the company during that period?

公司在那段時間， 內部是甚麼感覺？

Did you notice a loss of business?

你有注意到生意上的損失嗎？

Did you learn anything from that?

從這件事上， 你有學到甚麼教訓嗎？

TK: Well, look, I think --

崔維斯．卡蘭尼克：我認為——

I've been an entrepreneur since I've been in high school

我在高中就已經是個企業家，

and you have --

你在艱困時期，

In various different ways an entrepreneur will see hard times

一定會遇到各種不同的挑戰，

and for us,

對我們而言，

it was about a year and a half ago,

一年半前的事件，

and for us it was hard times, too.

也是我們的艱困時期。

Now, inside, we felt like --

公司內部，我們覺得——

我想，總有一天外面的人 會了解我們是一群

I guess at the end of the day

we felt like we were good people doing good work,

想有所貢獻的好人，

but on the outside that wasn't evident.

但這需要時間去證明。

And so there was a lot that we had to do

所以，可以這麼說——

to sort of --

我們還有很多方面要努力。

We'd gone from a very small company --

我們是從一個很小的企業開始的——

I mean if you go literally two and a half years ago,

我的意思是，兩年半前，

our company was 400 people,

我們公司只有 400 人，

and today it's 6,500.

如今已經有 6500 人。

And so when you go through that growth,

所以，當你經歷了整個成長的過程，

you have to sort of cement your cultural values

你就必須融合凝聚公司的文化價值，

and talk about them all of the time.

並隨時談論它們。

And make sure that people are constantly checking

確保大家時常捫心自問：

to say, "Are we good people doing good work?"

「我們是好人在做好事嗎？」

And if you check those boxes,

如果確認後，

the next part of that is making sure you're telling your story.

下一步便是分享自己的故事。

And I think we learned a lot of lessons

而我認為過程我們學到了很多，

but I think at the end of it we came out stronger.

但這樣的磨練亦讓我們日益茁壯。

But it was certainly a difficult period.

當然，有陣痛期是難免的。

克里斯．安德森： 在我看來，不管你到哪，

CA: It seems to me, everywhere you turn,

you're facing people who occasionally give you a hard time.

你不時都要面對人們給你的挑戰。

Some Uber drivers in New York and elsewhere

一些在紐約或其它地方的優步駕駛人，

are mad as hell now because you changed the fees

現在都快氣瘋了，因為你改變費率，

and they can barely -- they claim -- barely afford the deal anymore.

他們抗議他們幾乎無法接受合約了。

How --

你要如何——

You know, you said that you started this originally --

就如你說的，你創辦公司的初衷——

just the coolness of pressing a button and summoning a ride.

僅是想簡單地按下按鈕 叫台車來搭而已。

This thing's taken off,

但公司的成長卻快速起飛，

you're affecting the whole global economy, basically, at this point.

基本上，目前這個時間點上， 你正在影響全球經濟。

You're being forced to be, whether you want it or not,

不論你是否願意， 你已經被迫成為

a kind of global visionary who's changing the world.

一個正在改變世界的全球夢想家。

I mean -- who are you?

我的意思是——你是誰？

Do you want that?

你真的有想過會這樣嗎？

Are you ready to go with that and be what that takes?

你有準備好並承擔這一切嗎？

TK: Well, there's a few things packed in that question, so --

崔維斯．卡蘭尼克：你一時間 問了好幾個問題，所以--

(Laughter)

（笑聲）

First is on the pricing side --

首先是定價的問題——

I mean, keep in mind, right?

我的意思是，大家記得嗎？

UberX, when we first started,

UberX 剛起步的時候，

was literally 10 or 15 percent cheaper than our black car product.

比我們的黑色車產品 差不多便宜10~15%。

It's now

現在，

in many cities, half the price of a taxi.

這個價格在許多城市 是計程車收費的一半。

And we have all the data to show

我們許多數據顯示，

that the divers are making more per hour than they would as taxi drivers.

所有的駕駛員每小時的收入 比他們當計程車司機時還要多。

What happens is when the price goes down,

當價格下降後，

people are more likely to take Uber

人們就更喜歡搭優步了，

at different times of the day than they otherwise would have,

同一天不同的時間，搭的次數比之前還多，

and they're more likely to use it in places they wouldn't have before.

他們似乎比之前更喜歡使用它。

And what that means for a driver is wherever he or she drops somebody off,

而對一個駕駛而言，就是無論 他們把客戶載到那裡放下來，

they're much more likely to get a pickup and get back in.

他們幾乎是馬上又載一個， 又放一個。

And so what that means is more trips per hour,

意思就是， 每個小時的載客趟數變多了，

more minutes of the hour where they're productive

每小時的服務分鐘也變多了，

and actually, earnings come up.

且實際上，收入也增加了。

And we have cities where we've done literally five or six price cuts

我們有一些城市， 已經降價 5~6 次，

and have seen those price cuts go up over time.

而且隨著時間越久， 價格就降越多。

So even in New York --

所以，即使是紐約--

We have a blog post we call "4 Septembers" --

我們有一個部落格文章， 叫做「四個九月」——

compare the earnings

內容就是在九月時，

September after September after September.

比較每年的收入狀況，

Same month every year.

每年的同一個月。

And we see the earnings going up over time

而我們可以看到， 當價格下降後，

as the price comes down.

司機反而赚的越多。

And there's a perfect price point -- you can't go down forever.

到時會有一個完美的定價—— 你不能永遠降下去。

And in those places where we bring the price down

在有些地方，我們降價後，

but we don't see those earnings pop,

但看不到收入增加，

we bring the prices back up.

我們就會再調整回來。

So that addresses that first part.

所以，這解釋了你提問的第一部分。

And then the enigma and all of this --

至於你說的傳奇和這些——

I mean, the kind of entrepreneur I am

我的意思是，我是屬於那一種

is one that gets really excited about solving hard problems.

解決困難問題會很興奮的企業家。

And the way I like to describe it is it's kind of like a math professor.

我喜歡這樣形容這件事， 就是有點像數學教授。

你懂嗎？如果一個數學教授 沒有困難的問題可以解決，

You know? If a math professor doesn't have hard problems to solve,

that's a really sad math professor.

那他真是一個可悲的教授。

And so at Uber we like the hard problems

所以在優步，我們喜歡困難的問題，

and we like getting excited about those and solving them.

而且我們對解決問題相當興奮。

But we don't want just any math problem,

但我們要的不是只有數學問題，

we want the hardest ones that we can possibly find,

我們要的是我們 可以找到最難的問題，

and we want the one that if you solve it,

並找出那個可以 解決問題的關鍵因子，

there's a little bit of a wow factor.

那才是我們最想要的。

CA: In a couple years' time --

克里斯．安德森：再幾年時間——

say five years' time, I don't know when --

大約五年時間吧，我不知道何時——

you roll out your incredible self-driving cars,

你會推出驚人的無人駕駛車，

at probably a lower cost than you currently pay for an Uber ride.

可能比你現在的優步車資還更便宜。

What do you say to your army of a million drivers plus at that time?

到時候，面對你的百萬 駕駛人軍隊時，你要怎麼說？

TK: Explain that again -- at which time?

崔維斯．卡蘭尼克： 可以再解釋一下，甚麼時間點？

CA: At the time when self-driving cars are coming --

克里斯．安德森： 當自動駕駛車時代來臨時——

TK: Sure, sure, sure. Sorry, I missed that.

克里斯．安德森：好的、好的、好的， 抱歉，我沒聽清楚。

CA: What do you say to a driver?

克里斯．安德森：面對他們你要怎麼說？

TK: Well, look, I think the first part is it's going to take --

崔維斯．卡蘭尼克： 我認為第一部分是，

it's likely going to take a lot longer

無人駕駛車還有一段

than I think some of the hype or media might expect.

比風聲或媒體預測 還要長的時間要走。

That's part one.

這是第一部分。

Part two is it's going to also take --

第二部分，會有一段過度時期，

there's going to be a long transition.

這段時間也會很長。

These cars will work in certain places and not in others.

這些車只能在某些地方運作， 不能在其它地方運作。

For us it's an interesting challenge, right?

對我們而言， 這是很有趣的挑戰，對吧？

Because, well --

因為......

Google's been investing in this since 2007,

谷歌從 2007 年就開始投資，

Tesla's going to be doing it, Apple's going to be doing it,

特斯拉也開始投資， 蘋果電腦也開始投資，

the manufacturers are going to be doing it.

所有的製造商都開始投資了。

This is a world that's going to exist, and for good reason.

這是一個讓世界永續生存的好理由。

A million people die a year in cars.

每年有100萬人死於車禍。

And we already looked at the billions or even trillions of hours worldwide

而且我們已經看到人類 每年要花幾十億甚至幾兆個小時

that people are spending sitting in them, driving frustrated, anxious.

浪費在車子裡面，憂慮沮喪地開車。

And think about the quality of life that improves

想像一下，

當你把時間還給人們後， 讓他們不用再憂心忡忡，

when you give people their time back

and it's not so anxiety-ridden.

生活品質會改善多少。

So I think there's a lot of good.

所以，我認為會有很多好處。

And so the way we think about it is that it's a challenge,

所以，我們認為這件事，是一個挑戰，

but one for optimistic leadership,

但，是個正向領導力的挑戰。

Where instead of resisting --

而不是對抗——

resisting technology,

拒絕科技，

maybe like the taxi industry, or the trolley industry --

像計程車業， 或電車業他們那樣抗拒——

we have to embrace it or be a part of the future.

我們必須擁抱它或把它成為 我們未來的一部分。

But how do we optimistically lead through it?

但我們要如何樂觀地 領導度過這件事呢？

Are there ways to partner with cities?

有沒有與城市 成為夥伴關係的方式？

Are there ways to have education systems, vocational training, etc.,

在過渡期間，有沒有教育系統或 職業訓練的方式......等等？

for that transition period.

It will take a lot longer than I think we all expect,

這會比我認為大家期待 的時間還要長，

especially that transition period.

特別是過度時期。

But it is a world that's going to exist,

但這才是我們要的世界，

and it is going to be a better world.

而且是一個更美好的世界。

CA: Travis, what you're building is absolutely incredible

克里斯．安德森： 你的貢獻真的很了不起，

and I'm hugely grateful to you for coming to TED and sharing so openly.

我非常榮幸能邀請你來 TED， 並這麼地敞開心胸地與我們分享。

Thank you so much. TK: Thank you very much.

非常謝謝你。 崔維斯．卡蘭尼克：非常謝謝你。

（掌聲)

(Applause)