创业创新导论 Review & Workshop & Tutorial 202505005.docx

Workshop & Tutorial (Week 1-2)
工作坊和教程（第1-2周）

创业者

1 Who are they?
1 他们是谁？

1 Definition of entrepreneur
1 企业家的定义

“…are those persons (business owners) who seek to generate value through the creation or expansion of economic activity by identifying and exploiting new products, processes or markets…”
“......是那些通过识别和开发新产品、流程或市场来创造或扩大经济活动来创造价值的人（企业主）......”

The word entrepreneur derives from the French words entre, meaning “between,” and prendre, meaning “to take.” The word was originally used to describe people who “take on the risk” between buyers and sellers or who “undertake” a task such as starting a new venture.
企业家一词源自法语单词 entre，意思是“之间”，以及 prendre，意思是“拿走”。这个词最初用于描述在买卖双方之间“承担风险”或“承担”诸如开始新企业等任务的人。

Inventors and entrepreneurs differ from each other.
发明家和企业家彼此不同。

An inventor creates something new.
发明家创造新事物。

An entrepreneur assembles and then integrates all the resources needed—the money, the people, the business model, the strategy, and the risk-bearing ability—to transform the invention into a viable business.
企业家组装并整合所需的所有资源——资金、人员、商业模式、战略和风险承担能力——将发明转化为可行的业务。

2 Characteristics of entrepreneur
2 企业家的特点

Agent of change – new innovations
变革的推动者 – 新的创新

Individual motivation – identifies and pursues opportunities
个人激励 – 发现并追求机会

Converts opportunities – manages change and risk
转化机会 – 管理变化和风险

New venture creator – builds teams and organisations
新企业创建者 – 建立团队和组织

Opportunistic; creative; visionary; optimistic;
机会主义;创造性;远见;乐观的;

Innovative; resourceful; independent of thought
创新;足智多谋;独立于思想

Willing to take calculated risks
愿意承担经过计算的风险

Leadership skills
领导技能

Commitment, determination
承诺、决心

Perseverance
毅力

Drive to achieve
驱动实现

Opportunity orientation
机会导向

Persistence in problem-solving
坚持解决问题

Calculated risk-taking
精心计算的冒险行为

Tolerance for failure
故障容忍度

Creativity and innovativeness
创造力和创新能力

Self-confidence and optimism
自信和乐观

Team building capacity
团队建设能力

Initiative and responsibility
主动性和责任感

Seeking feedback
寻求反馈

Tolerance for ambiguity
容限多义性

Integrity & reliability
完整性和可靠性

High energy levels
高能量水平

Vision
视觉

Independence
独立

Recognise and taking advantage of opportunities
识别并利用机会

Tend to be highly resourcefulness
往往足智多谋

Tend to display high levels of creativity
倾向于表现出高水平的创造力

Are typically highly visionary about their idea
通常对他们的想法具有很高的远见卓识

Tend to be independent thinkers
倾向于独立思考

Are invariably hard working
总是努力工作

Often (over?) optimistic
经常（过于）乐观

Are usually innovative
通常具有创新性

Are willing to take carefully calculated risks (or reduce uncertainty)
愿意承担仔细计算的风险（或减少不确定性）

Tend to display high levels of leadership.
倾向于表现出高水平的领导能力。

Factors influencing entrepreneurial behaviour--Impact of learning
影响创业行为的因素--学习的影响

3 Types of entrepreneurs
3 类型的企业家

Necessity-driven
需求驱动 entrepreneurs
企业家

Entrepreneurship is pursued due to lack of other employment opportunities
创业是由于其他就业机会的 l ack 而追求的

High in factor-driven countries; low in innovation-driven countries
在要素驱动型国家/地区较高;在创新驱动型国家/地区较低

particularly in developing countries, pursue entrepreneurship out of necessity；That is, there are few opportunities for employment
特别是在发展中国家，出于必要而追求创业;也就是说，就业机会很少

Opportunity-driven
机会驱动 entrepreneurs
企业家

Go into entrepreneurship out of choice to pursue an idea
出于追求想法的选择而进入创业

Particularly high in innovation-driven economies
在创新驱动型经济体中尤其高

2 Why do people become entrepreneurs?
2 人们为什么会成为企业家？

1. Being your own boss – seeking independence and autonomy
1. 自己当老板 – 寻求独立和自主

2. Pursuing their own ideas
2. 追求自己的想法

3. Pursuing financial rewards
3. 追求经济回报

1. Being your own boss – seeking independence and autonomy
1. 自己当老板 – 寻求独立和自主

have had a long-time ambition to own their own firm
长期以来一直有拥有自己的公司的雄心壮志

have become frustrated working in traditional jobs
在传统工作中感到沮丧

often seeking autonomy in when they work and how they work
经常在工作时间和工作方式方面寻求自主权

2. Pursuing their own ideas
2. 追求自己的想法

Some people are naturally alert, and when they recognise ideas for new products or services, they have a desire to see those ideas realised.
有些人天生就很警觉，当他们认识到新产品或服务的想法时，他们希望看到这些想法成为现实。

Corporate entrepreneurs typically have a mechanism for their ideas to become known. Established firms, however, often resist innovation. When this happens, employees are left with good ideas that go unfulfilled. Because of their passion and commitment, some employees choose to leave the firm employing them in order to start their own business as the means to develop their own ideas.
企业企业家通常有一种机制让他们的想法广为人知。然而，老牌公司往往抵制创新。当这种情况发生时，员工会留下没有实现的好主意。由于他们的热情和承诺，一些员工选择离开雇用他们的公司，以开始自己的事业，作为发展自己想法的手段。

3. Pursuing financial rewards
3. 追求经济回报

This motivation is often secondary to the first two and often fails to live up to its hype. The average entrepreneur does not make more money than someone with a similar amount of responsibility in a traditional job.
这种动机通常是前两个动机的次要因素，并且往往无法达到其炒作的目的。普通企业家赚的钱并不比在传统工作中承担类似责任的人多。

The financial lure of entrepreneurship is its upside potential.
创业的经济诱惑在于它的上行潜力。

Money is also a unifier. Making a profit and increasing the value of a company is a solidifying goal that people can rally around.
金钱也是一种统一器。盈利和增加公司价值是人们可以团结起来的坚定目标。

Money is rarely the primary motivation behind the launch of an entrepreneurial firm. Some entrepreneurs even report that the financial rewards associated with entrepreneurship can be bittersweet if they are accompanied by losing control of their firm.
金钱很少是创办创业公司的主要动机。一些企业家甚至报告说，如果伴随着对公司的控制，与创业相关的经济回报可能是苦乐参半的。

Do all entrepreneurs earn big? 创业者赚钱么？
所有企业家都赚大钱吗？创业者赚钱么？

Unfortunately, despite the often glamourised nature of entrepreneurs earning big, most small business owners in Australia earn less than the Australian average.
不幸的是，尽管企业家的收入很高，但大多数澳大利亚的小企业主的收入低于澳大利亚的平均水平。

Business owners also often work longer hours, have more responsibility and less security of income.
企业主也经常工作时间更长，责任更大，收入保障更少。

3 What makes a successful entrepreneur?
3 是什么造就了成功的企业家？

 Passion for business
对商业的热情

 Product/customer focus
以产品/客户为中心

 Tenacity despite failure
尽管失败，仍坚韧不拔

 Execution intelligence
执行智能

Passion for the Business
对业务的热情

The entrepreneur’s belief that the business will positively influence people’s lives.
企业家相信业务将对人们的生活产生积极影响。

Making a difference in people’s lives is also the primary motivator behind many social enterprises, which are often started by people who set aside promising careers to pursue a social goal.
改变人们的生活是许多社会企业背后的主要动力，这些企业通常是由那些放弃有前途的职业追求社会目标的人创办的。

Passion is particularly important for both for-profit and not-for-profit entrepreneurial organizations because although rewarding, the process of starting a firm or building a social enterprise is demanding.
热情对于营利性和非营利性创业组织来说都尤为重要，因为尽管回报丰厚，但创办公司或建立社会企业的过程要求很高。

There are five primary reasons passion is important. Each of these reasons reflects a personal attribute that passion engenders.
激情很重要有五个主要原因。这些原因中的每一个都反映了激情产生的个人品质。

Removing just one of these qualities would make it much more difficult to launch and sustain a successful entrepreneurial organization.
仅仅去除这些品质之一就会使启动和维持一个成功的创业组织变得更加困难。

A note of caution is in order here: While entrepreneurs should have passion, they should not wear rose-colored glasses. It would be a mistake to believe that all one needs is passion and anything is possible.
这里需要注意的是：虽然企业家应该有激情，但他们不应该戴玫瑰色的眼镜。如果认为一个人需要的只是激情，一切皆有可能，那就大错特错了。

It is important to be enthusiastic about a business idea, but it is also important to understand its potential flaws and risks.
对业务 IDE 充满热情很重要，但了解其潜在的缺陷和风险也很重要。

In addition, entrepreneurs should understand that the most effective business ideas take hold when their passion is consistent with their skills and is in an area that represents a legitimate business opportunity.
此外，企业家们明白，当他们的热情与他们的技能一致并且处于代表合法商机的领域时，最有效的商业理念就会站稳脚跟。

Five Primary Reasons
五个主要原因

Passion is Important for the Launch of a Successful Entrepreneurial Organization
激情对于成功的创业组织很重要

The ability to learn and iterate
学习和迭代的能力

Founders don't have all the answers. It takes passion and drive to solicit feedback, make necessary changes, and move forward. The changes won't always be obvious. Passion makes the search for the right answers invigorating and fun.
创始人没有所有的答案。征求反馈、做出必要的改变并向前发展需要热情和动力。变化并不总是很明显。激情使寻找正确答案变得令人振奋和有趣。

A willingness to work hard for an extended period of time
愿意长时间努力工作

Commonly, entrepreneurs work longer hours than people with traditional jobs. You can do that, on a sustained basis, if you're passionate about what you're doing.
通常，企业家的工作时间比从事传统工作的人长。如果您对自己正在做的事情充满热情，您可以持续地做到这一点。

Ability to overcome setbacks and “no's”
克服挫折和“不”的能力

It's rare that an entrepreneur doesn't experience setbacks and hear many “no's” from potential customers, investors, and others while building an entrepreneurial business or social enterprise. The energy and continue comes from passion for an idea.
企业家在建立创业企业或社会企业时，很少不会遇到挫折并从潜在客户、投资者和其他人那里听到许多“不”。能量和持续来自于对一个想法的热情。

The ability to listen to feedback on the limitations of your organization and yourself
能够听取有关您的组织和您自己的局限性的反馈

You'll meet plenty of people along the way—some with good intentions and some without—who will tell you how to improve your organization and how to improve yourself. You have to be willing to listen to the people with good intentions and make changes if it helps. You have to be able to brush aside feedback from people with bad intentions without letting them get you down.
一路上你会遇到很多人——有些人是善意的，有些人不是——他们会告诉你如何改进你的组织以及如何提高自己。你必须愿意倾听善意的人，并在有帮助的情况下做出改变。您必须能够忽略来自恶意人士的反馈，而不会让他们让您失望。

Perseverance and persistence when the going gets tough
在困难时期坚持不懈

Perseverance and persistence come from passion. As an entrepreneur, you'll have down days. Building an entrepreneurial organization is fraught with challenges. Passion is what provides the motivation to get through tough times.
毅力和坚持来自激情。作为一名企业家，你会有低迷的日子。建立一个创业型组织充满了挑战。激情是度过艰难时期的动力。

Product/customer focus
以产品/客户为中心

Alex Algard, founded WhitePages.com in 1997.
Alex Algard，于 1997 年创立 WhitePages.com。

To explain how he grew this company, he focused on the importance of providing value to both users and customers but also how a company measures if the value is being successfully delivered:
为了解释他如何发展这家公司，他重点介绍了为用户和客户提供价值的重要性，以及公司如何衡量价值是否成功交付：

“The philosophy that we as a company have always stuck to is that everything we build has to provide real value to both our users and customers.
“作为一家公司，我们始终坚持的理念是，我们构建的一切都必须为用户和客户提供真正的价值。

The best measurement of whether or not we are successful at delivering something valuable is if our customers, advertisers in our case, are willing to pay.”
衡量我们是否成功提供有价值的东西的最佳衡量标准是我们的客户（在我们的案例中是广告商）是否愿意付费。

A product/customer focus also involves the diligence to spot product opportunities and to see them through to completion.
以产品 / 客户为中心还涉及发现产品机会并完成它们的尽职调查。

The idea for the Apple Macintosh originated when Steve Jobs and several other Apple employees took a tour of a Xerox research facility. They were astounded to see computers that displayed graphical icons and pulldown menus. The computers also allowed users to navigate desktops using a small, wheeled device called a mouse. Jobs decided to use these innovations to create the Macintosh. Throughout the two and a half years the Macintosh team developed this new product, it maintained an intense product/customer focus, creating a high-quality computer that is easy to learn, fun to use, and meets the needs of a wide audience of potential users. Jobs wrote “The computer is the most remarkable tool we’ve ever built … but the most important thing is to get them in the hands of as many people as possible.”
Apple Macintosh 的想法源于史蒂夫乔布斯和其他几位 Apple 员工参观施乐研究设施时。他们惊讶地看到计算机显示图形图标和下拉菜单。这些计算机还允许用户使用一种称为鼠标的小型轮式设备来导航桌面。乔布斯决定利用这些创新来创造 Macintosh。在 Macintosh 团队开发这款新产品的两年半时间里，它始终以产品/客户为中心，打造出一款易于学习、使用有趣且满足广大潜在用户需求的高质量计算机。乔布斯写道：“计算机是我们构建过的最出色的工具......但最重要的是把它们交到尽可能多的人手中。

Tenacity despite failure
失败中的坚韧

Because entrepreneurs are typically trying something new, the possibility of failure exists. The process of developing a new business is somewhat similar to what a scientist experiences in the laboratory.
因为企业家通常会尝试新事物，所以存在失败的可能性。开发新业务的过程有点类似于科学家在实验室中的经历。

Developing a new business idea may require a certain degree of experimentation before a success is attained - setbacks and failures inevitably occur.
在取得成功之前，开发新的商业理念可能需要一定程度的实验——挫折和失败不可避免地会发生。

The litmus test for entrepreneurs is their ability to persevere through setbacks and failures.
对企业家的试金石是他们在挫折和失败中坚持不懈的能力。

Jerry Stoppelman and Russel Simmons, the founders of Yelp, the popular online review site. The original idea for Yelp, which was founded in 2004, is that when people are looking for a new restaurant, dentist, or plumber they normally ask their friends for recommendations. Yelp was launched to give people the ability to e-mail a list of their friends and ask for a recommendation.
杰里·斯托普尔曼（Jerry Stoppelman）和罗素·西蒙斯（Russel Simmons）是流行的在线评论网站 Yelp 的创始人。Yelp 成立于 2004 年，最初的想法是，当人们寻找新的餐厅、牙医或水管工时，他们通常会向朋友寻求建议。Yelp 的推出是为了让人们能够通过电子邮件发送他们的朋友列表并寻求推荐。

The business plan didn’t work. People started complaining that they were getting too many e-mail messages from friends who often didn’t have a recommendation to provide.
商业计划没有奏效。人们开始抱怨他们从朋友那里收到了太多电子邮件，而这些朋友通常没有提供推荐。

Stoppelman and Simmons demonstrated the tenacity it often takes to keep a business alive. The one aspect of Yelp’s business plan that did work was the ability to write your own review—a feature that had been included by Stoppelman and Simmons almost as an afterthought. Rather than responding to a friend’s request for a recommendation, people seemed to enjoy sharing information about their favourite restaurant or hair salon without being asked. In 2005, Yelp pivoted and revised its business plan. The new plan dropped the “email your friend idea” and focused on providing a platform for people to proactively write reviews of local businesses.
Stoppelman 和 Simmons 展示了保持企业活力通常需要的坚韧不拔。Yelp 商业计划行之有效的一个方面是能够撰写自己的评论——Stoppelman 和 Simmons 几乎是事后才加入的这一功能。人们似乎喜欢在不被询问的情况下分享他们最喜欢的餐厅或美发沙龙的信息，而不是回应朋友的推荐请求。2005 年，Yelp 调整并修改了其商业计划。新计划放弃了 “给你的朋友发电子邮件的想法”，专注于为人们提供一个平台，让他们主动撰写对本地企业的评论。

Execution intelligence
执行智能

The ability to fashion a solid idea into a viable business is a key characteristic of successful entrepreneurs. Commonly, this ability is thought of as execution intelligence.
将坚实的想法塑造成可行的业务的能力是成功企业家的一个关键特征。通常，这种能力被认为是执行智能。

Execution intelligence is often the factor that determines whether a start-up is successful or fails.
执行智能通常是决定初创公司成功或失败的因素。

Effectively executing a business idea means developing a business model, putting together a new venture team, raising money, establishing partnerships, managing finances, leading and motivating employees. It also demands the ability to translate thought, creativity, and imagination into action and measurable results.
有效执行商业理念意味着开发商业模式、组建新的风险团队、筹集资金、建立合作伙伴关系、管理财务、领导和激励员工。它还需要将思想、创造力和想象力转化为行动和可衡量结果的能力。

As Jeff Bezos, the founder of Amazon.com, once said, “Ideas are easy. It’s execution that’s hard.”
正如 Amazon.com 的创始人 Jeff Bezos 曾经说过的那样，“想法很容易。执行起来很困难。

The business idea of Howard Schultz, the entrepreneur behind the success of Starbucks, was his recognition of the fact that most Americans didn’t have a place to enjoy coffee in a comfortable, quiet setting.
星巴克成功背后的企业家霍华德·舒尔茨（Howard Schultz）的商业理念是他认识到大多数美国人没有一个在舒适、安静的环境中享用咖啡的地方这一事实。

Seeing a great opportunity to satisfy customers’ needs, Schultz attacked the marketplace aggressively to make Starbucks the industry leader and to establish a national brand.
Schultz 看到了满足客户需求的绝佳机会，于是积极进军市场，使星巴克成为行业领导者并建立全国品牌。

He hired a seasoned management team, constructed a world-class roasting facility to supply his outlets with premium coffee beans, and focused on building an effective organizational infrastructure.
他聘请了一支经验丰富的管理团队，建造了世界一流的烘焙设施，为他的门店提供优质咖啡豆，并专注于建立有效的组织基础设施。

Then recruited a management information systems expert from McDonald’s to design a point-of-sale system capable of tracking consumer purchases across 300 outlets. This decision was crucial to the firm’s ability to sustain rapid growth over the next several years.
然后，从 McDonald's 招募了一名管理信息系统专家来设计一个销售点系统，该系统能够跟踪 300 个门店的消费者购买情况。这一决定对于公司在未来几年内保持快速增长的能力至关重要。

These fundamental aspects of execution excellence should serve Schultz and Starbucks when it comes to dealing with the competitive challenges facing the firm in 2014 and beyond.
卓越执行力的这些基本方面应该为 Schultz 和星巴克在应对公司 2014 年及以后面临的竞争挑战提供帮助。

In mid-2014, over 21,000 Starbucks’ locations had been established in 65 countries.
2014 年年中，星巴克已在 65 个国家/地区建立了超过 21,000 家门店。

4 Entrepreneurial Myths
4 个创业神话

There are many misconceptions about who entrepreneurs are and what motivates
关于企业家是谁以及动机是什么，存在许多误解

them to launch firms to develop their ideas.
他们创办公司来发展他们的想法。

×Entrepreneurs are born, not made
×企业家是天生的，而不是后天培养的

×Entrepreneurs are gamblers
×企业家是赌徒

×Entrepreneurs are motivated primarily by money
×企业家的主要动机是金钱

×Entrepreneurs should be young and energetic
×创业者应该年轻而充满活力

×Entrepreneurs love the spotlight
×企业家喜欢聚光灯

创业

1 What is entrepreneurship
1 什么是创业

Definition
定义

Entrepreneurship is defined as the process by which individuals pursue opportunities with resources they currently control for the purpose of exploiting future goods and services.
创业被定义为个人利用他们当前控制的资源寻求机会以开发未来商品和服务的过程。

“…Entrepreneurship is an activity (or process) that involves the discovery, evaluation and exploitation of opportunities to introduce new goods and services, ways of organising, markets, processes and raw materials through organising efforts that previously had not existed…”
“......创业是一种活动（或过程），涉及通过组织以前不存在的努力来发现、评估和利用引入新商品和服务、组织方式、市场、流程和原材料的机会......”

“a process…(of) capturing opportunities and converting them into marketable propositions…”
“一个过程......（的）抓住机会并将其转化为适销对路的主张......”

Others define entrepreneurship more simply, seeing entrepreneurship as the art of turning an idea into a business.
其他人对创业的定义更为简单，将创业视为将想法转化为商业的艺术。

An entrepreneur’s behaviour finds him or her trying to identify opportunities and putting useful ideas into practice.
企业家的行为发现他或她试图寻找机会并将有用的想法付诸实践。

The tasks called for by this behaviour can be accomplished by either an individual or a group and typically require creativity, drive, and a willingness to take risks.
这种行为所要求的任务可以由个人或团体完成，通常需要创造力、动力和冒险意愿。

2 Why is entrepreneurship important?
2 为什么创业很重要？

Major source of new job opportunities
新就业机会的主要来源

Major source of new innovations
新创新的主要来源

Replacement for lost corporate sector jobs
替代失去的企业部门工作岗位

Overall, entrepreneurs make a positive contribution to economic growth
总体而言，企业家为经济增长做出了积极贡献

3 Positive effects of entrepreneurship
3 创业的积极影响

Entrepreneurship’s importance to an economy and the society in which it resides was articulated in 1934 by Joseph Schumpeter, an Austrian economist who did the majority of his work at Harvard University.
创业精神对经济及其所在社会的重要性于 1934 年由奥地利经济学家约瑟夫·熊彼特（Joseph Schumpeter）阐明，他的大部分工作都在哈佛大学完成。

In his book The Theory of Economic Development, Schumpeter argued that entrepreneurs develop new products and technologies that over time make current products and technologies obsolete. Schumpeter called this process creative destruction.
在他的《经济发展理论》一书中，熊彼特认为，企业家开发的新产品和技术随着时间的推移会使当前的产品和技术过时。熊彼特将这个过程称为创造性破坏。

Because new products and technologies are typically better than those they replace and the availability of improved products and technologies increases consumer demand, creative destruction stimulates economic activity. The new products and technologies may also increase the productivity of all elements of a society.
因为新产品和技术通常比它们所取代的更好，而且改进的产品和技术的可用性增加了消费者需求，所以创造性的破坏刺激了经济活动。新产品和技术还可以提高社会所有要素的生产力。

The creative destruction process is initiated most effectively by start-up ventures that improve on what is currently available.
创造性破坏过程是由改进当前可用资源的初创企业最有效地发起的。

The process of creative destruction is not limited to new products and technologies; it can include new pricing strategies, new distribution channels (Amazon books), or new retail formats (IKEA in furniture).
创造性破坏的过程不仅限于新产品和技术;它可以包括新的定价策略、新的分销渠道（亚马逊图书）或新的零售形式（家具中的宜家）。

4 The entrepreneurial process
4 创业过程

 Step1 Deciding to become an entrepreneur
Step1 决定成为企业家

 Step2 Developing successful business ideas
Step2 开发成功的商业理念

 Step3 Moving from an idea to an entrepreneurial firm
Step3 从一个想法转变为一家创业公司

 Step4 Managing and growing the entrepreneurial firm
Step4 管理和发展创业公司

Timmons model
蒂蒙斯模型

Kourilsky model (1995)
库里尔斯基模型（1995）

Opportunity recognition: “the good idea”
机会识别：“好主意”

Marshalling resources: entrepreneurs are good at finding resources
编组资源：企业家善于寻找资源

Building a team to develop capability: A first-class team can succeed with a second-class idea, but a second-class team is unlikely to succeed with a first-class idea.
建立团队以发展能力：一流的团队可以凭借二等的想法取得成功，但二等团队不太可能凭借一流的想法取得成功。

公司创业

Lead in: Types of firms
引入：公司类型

Salary - Substitute Firms
薪资 - 替代公司

Firms that basically provide their owner or owners a similar level of income to what they would be able to earn in a conventional job. Dry cleaners, convenience stores, restaurants, accounting firms, retail stores, and hair salons.
基本上为其所有者或所有者提供与他们在传统工作中能够赚取的收入水平相似的公司。干洗店、便利店、餐馆、会计师事务所、零售店和美发沙龙。

Lifestyle Firms
生活方式公司

Firms that provide their owner or owners the opportunity to pursue a particular lifestyle, and make a living at it. Personal fitness trainers, golf or tennis professionals, bed - and - breakfast owners, tour guides.
为其所有者或所有者提供追求特定生活方式并以此为生的机会的公司。私人健身教练、高尔夫或网球专业人士、住宿加早餐旅馆老板、导游。

Entrepreneurial Firms
创业公司

Firms that bring new products and services to the market by creating and seizing opportunities regardless of the resources they currently control. Uber, Apple, Dropbox, Facebook, and LinkedIn.
通过创造和抓住机会将新产品和服务推向市场的公司，而不管他们目前控制的资源如何。优步、苹果、Dropbox、Facebook 和 LinkedIn。

We usually focus on entrepreneurship in the context of an entrepreneur or team of entrepreneurs launching a new business.
我们通常在企业家或企业家团队开展新业务的背景下关注创业。

But established firms can also behave entrepreneurially. Typically, established firms with an entrepreneurial emphasis are proactive, innovative, and risk-taking. Established firms with an orientation toward acting entrepreneurially practice corporate entrepreneurship(公司创业).
但成熟的公司也可以采取创业行为。通常，以创业为重点的成熟公司是积极主动、创新和敢于冒险的。以创业为导向的成熟公司实践 Corporate Entrepreneurship（公司创业）。

All firms fall along a conceptual continuum that ranges from highly conservative to highly entrepreneurial. The position of a firm on this continuum is referred to as its entrepreneurial intensity(创业强度).
所有公司都属于一个概念连续体，从高度保守到高度创业。公司在这个连续体中的位置称为其创业强度（entrepreneurial intensity）。

Entrepreneurial firms are typically proactive innovators and are not averse to taking calculated risks. In contrast, conservative firms take more of a “wait and see” posture, are less innovative, and are risk averse.
创业公司通常是积极主动的创新者，并不反对承担经过计算的风险。相比之下，保守的公司更多地采取“观望”的姿态，创新性较低，并且厌恶风险。

Google is widely recognized as a firm in which entrepreneurial behaviors are evident. Google is consistently working on a range of incremental and radical innovations. Larry Page, one of Google’s cofounders, is at the heart of Google’s entrepreneurial culture. With his ability to persuade and motivate others.
谷歌被广泛认为是一家创业行为显而易见的公司。Google 一直在努力进行一系列渐进式和激进的创新。拉里·佩奇（Larry Page）是 Google 的联合创始人之一，是 Google 创业文化的核心。凭借他说服和激励他人的能力。

1 Definition of corporate entrepreneurship
1 企业创业的定义

The purposeful and supported attempt to develop more entrepreneurial behaviour within the company to improve market performance
有目的和支持地尝试在公司内部发展更多的创业行为，以提高市场表现

Creating entrepreneurial activity, behaviour and outcomes within the walls of large organisations.
在大型组织的围墙内创造创业活动、行为和成果。

The revitalisation of, or process of generating ongoing growth in, established firms.
成熟公司的振兴或实现持续增长的过程。

Corporate entrepreneurship is “…the process whereby an individual or a group of individuals, in association with an existing organization, instigates renewal or innovation within that organization”.
企业创业是“......个人或一群个人与现有组织相关联，促进该组织内部的更新或创新的过程”。

This process has many names, such as corporate entrepreneurship, corporate venturing(公司风险投资), intrapreneurship(内部创业), although these names are often used interchangeably.
这个过程有很多名称，例如 corporate entrepreneurship， corporate venturing（公司风险投资）和 intrapreneurship（内部创业），尽管这些名称经常互换使用。

Corporate entrepreneur 公司创业者

Individuals who behave in an entrepreneurial way within existing organisations to develop and implement new business ideas within that organisation.
在现有组织内以企业家的方式行事，在该组织内开发和实施新商业理念的个人。

2 Dimensions & rationale
2 维度和基本原理

Three dimensions:
三维：

corporate venturing 公司风险投资

corporate entrepreneurial efforts that lead to the creation of new business ventures.
导致创建新企业的企业创业努力。

strategic renewal
战略更新

the new combinations of resources that result in significant changes to an organisation’s strategy or structure.
导致组织战略或结构发生重大变化的新资源组合。

Innovation
创新

new combinations of resources that usually lead to new products and services.
新的资源组合通常会带来新的产品和服务。

3 Why is corporate entrepreneurship important?
3 为什么企业创业很重要？

Corporate entrepreneurship aims to harness the entrepreneurial spirit inside larger companies:
企业创业旨在利用大公司内部的创业精神：

To better respond to rapid, major change
更好地应对快速的重大变化

To better handle competition - innovate or perish
更好地应对竞争 - 要么创新，要么灭亡

To retain the brightest and the best - who otherwise leave “to do their own thing”.
留住最聪明和最优秀的人 - 否则他们离开 “做自己的事情”。

4 Do independent entrepreneurs and corporate entrepreneur differ?
4 独立企业家和企业企业家有什么不同吗？

Independent entrepreneurs and corporate entrepreneurs are both creators and providers of innovation
独立企业家和企业企业家都是创新的创造者和提供者

But there are different environments for risks, control, support and rewards.
但是，风险、控制、支持和回报的环境各不相同。

创新

1 What is innovation?
1 什么是创新？

Process view vs. Outcome view
流程视图与结果视图

…the process of harnessing creativity to create…(PROCESS VIEW)
... 利用创造力创造的过程......（“进程”视图）

…new value in new ways through new products, new services, and new businesses.” (OUTCOME VIEW)
... 通过新产品、新服务和新业务以新的方式实现新价值。（结果视图）

Scholars’ view
学者观点

In its broadest sense, the term comes from the Latin – innovare – meaning “to make something new.” (Tidd & Bessant, 2018, p. 17)
从最广泛的意义上讲，这个词来自拉丁语 – innovare – 意思是 “创造新的东西”。（Tidd & Bessant，2018年，第17页）

Tidd & Bessant (2018, p.17) explain that the generally accepted view is that innovation is: “a process of turning opportunity into new ideas and of putting these into widely used practice”.
Tidd & Bessant（2018年，第17页）解释说，普遍接受的观点是创新是：“将机会转化为新想法并将这些广泛使用的实践的过程”。

“Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or service. It is capable of being presented as a discipline, capable of being learned, capable of being practiced.” (Drucker, 1985).
“创新是企业家的特定工具，是他们利用变化作为不同业务或服务的机会的手段。它能够被呈现为一门学科，能够被学习，能够被实践。（Drucker，1985 年）。

“Companies achieve competitive advantage through acts of innovation. They approach innovation in its broadest sense, including both new technologies and new ways of doing things.” (Porter, 1990).
“公司通过创新行为获得竞争优势。他们从最广泛的意义上进行创新，包括新技术和新的做事方式。（波特，1990 年）。

“An innovative business is one which lives and breathes ‘outside the box.’ It is not just good ideas, it is a combination of good ideas, motivated staff and an instinctive understanding of what your customer wants.
“创新企业是'跳出框框'而生存和呼吸的企业。这不仅仅是好主意，而是好主意、积极进取的员工和对客户需求本能理解的结合。

Elements of good definitions of innovation
创新的良好定义要素

Novelty – something new, can be new to the world, a country, an organisation.
新奇 – 新事物，对世界、一个国家、一个组织来说可能是新的。

Value – the idea contributes positively (that can be a matter of opinion).
Value– 这个想法有积极的贡献（这可能是一个见仁见智的问题）。

Implementation – something is done with the idea.
实施– 用这个想法做一些事情。

“Developing a new idea, process or product and then making it happen”
“开发新的想法、流程或产品，然后实现它”

New equals novel or creative
新等于新颖或创意

developing the creative idea into a product, service, process and so forth; then commercialising the product, service and so forth for value in the marketplace.
将创意发展成产品、服务、流程等;然后将产品、服务等商业化，以在市场上获得价值。

2 Categories of innovation
2 创新类别

By degree: radical vs. incremental vs. synthetic
按度数：自由基 vs. 增量 vs. 合成

Incremental innovations make a product, service or process just a little better than it was before.
渐进式创新使产品、服务或流程比以前更好一点。

This might include a product being made smaller, easier to use or more attractive without changing the core of its functionality, or services can be made more efficient through improvement.
这可能包括在不改变其功能核心的情况下使产品变得更小、更易于使用或更具吸引力，或者可以通过改进来提高服务效率。

Incremental innovation does not create new markets, but it can drive higher profits, help to retain customers or attract new customers.
渐进式创新不会创造新市场，但可以带来更高的利润，有助于留住客户或吸引新客户。

Radical innovation addresses needs in completely new ways.
Radical Innovation 以全新的方式满足需求。

They involve significant change. Radical innovation can transform a market, or even the entire economy. Radical innovation is rare!
它们涉及重大变化。激进的创新可以改变一个市场，甚至整个经济。激进的创新是罕见的！

By field: service, product, process, marketing, organizational innovation
按领域划分：服务、产品、流程、营销、组织创新

Product: Introduction of a new good or service (the NPD process)
商品：新商品或服务的介绍（NPD 流程）

Process: Introduction of a new or significantly improved process to produce products, services and so forth
流程：引入新的或显著改进的流程来生产产品、服务等

Marketing: Introduction of a new or significantly improved element of marketing (in organizational: packaging, design, promotion, pricing and so forth)
营销：引入新的或显著改进的营销元素（在组织中：包装、设计、促销、定价等）

Introduction of new organisational methods, practices, systems and so forth.
引入新的组织方法、实践、系统等。

Four Dimensions of Innovation Space 创新空间四维度
创新空间四维度 Four Dimensions of Innovation Space 四维度

Product innovation – changes in the things (products/services) that an organisation offers;
产品创新 – 组织提供的事物（产品/服务）的变化;

Process innovation – changes in the ways in which they are created and delivered;
流程创新 – 创建和交付方式的变化;

Position innovation – changes in the context in which the products/services are introduced;
定位创新 – 引入产品/服务的环境的变化;

Paradigm innovation – changes in the underlying mental models that frame what the organisation does. A change in the way we think about the things we do.
范式创新 – 构建组织工作的基础心智模型的变化。我们思考所做的事情的方式发生了变化。

The Four Ps of Innovation – Product – what we offer the world
创新的四个 P – 产品 – 我们为世界提供什么

Incremental – Do What We Do but Better
增量 – 做我们所做的，但做得更好

Windows 7 and 8 replacing Vista and XP – essentially improving on existing software idea
Windows 7 和 8 取代了 Vista 和 XP——从根本上改进了现有的软件理念

New versions of established car models – e.g., the VW Golf essentially improving on established car design
现有车型的新版本 – 例如，大众高尔夫从根本上改进了现有汽车设计

Improved performance - incandescent light bulbs
改进的性能 - 白炽灯泡

CDs replacing vinyl records – essentially improving on the storage technology
CD 取代黑胶唱片 – 本质上改进了存储技术

Radical – Do Something Different
激进 – 做一些不同的事情

New to the world software – for example the first speech recognition program
世界新软件 – 例如第一个语音识别程序

Toyota Prius – bringing a new concept – hybrid engines. Tesla – high performance electric car.
丰田普锐斯 – 带来新概念 – 混合动力发动机。特斯拉 – 高性能电动汽车。

LED - based lighting, using completely different principles and more energy efficient
基于 LED 的照明，采用完全不同的原理，更节能

Spotify and other music streaming services – changing the pattern from owning your own collection to renting a vast library of music
Spotify 和其他音乐流媒体服务 – 将模式从拥有自己的收藏转变为租用庞大的音乐库

The Four Ps of Innovation - Process
创新的四个 P - 流程

Incremental – Do What We Do but Better
增量 – 做我们所做的，但做得更好

‘Process’ refers to how we create and deliver that offering.
“流程”是指我们如何创建和交付该产品。

Examples of incremental innovation in process include improved fixed line telephone services, an extended range of stock broking services, improved auction house operations, enhanced factory operations efficiency through upgraded equipment, an improved range of banking services delivered at branch banks, and improved retailing logistics.
流程中渐进式创新的例子包括改进的固定电话服务、扩大的股票经纪服务范围、改进的拍卖行运营、通过升级设备提高工厂运营效率、改进分行提供的银行服务范围以及改进的零售物流。

Radical – Do Something Different
激进 – 做一些不同的事情

For radical innovation in process, there are Skype and other VOIP systems, on-line share trading, eBay, the Toyota Production System and other ‘lean’ approaches, online banking and now mobile banking in places like Kenya and the Philippines where phones are used as an alternative to banking systems, and online shopping.
对于流程上的激进创新，有 Skype 和其他 VOIP 系统、在线股票交易、eBay、丰田生产系统和其他“精益”方法、网上银行和现在的移动银行，在肯尼亚和菲律宾等地使用手机作为银行系统的替代品，以及在线购物。

The Four Ps of Innovation - Position
创新的四个 P - 定位

Incremental – Do What We Do but Better
增量 – 做我们所做的，但做得更好

‘Position’ refers to where we target that offering and the story we talk about it.
“位置”是指我们的目标产品以及我们谈论它的故事。

Incremental examples include Haagen-Dazs changing the target market for ice cream from children to consenting adults.
渐进的例子包括哈根达斯将冰淇淋的目标市场从儿童转变为同意的成人。

Airlines segment service offerings for different passenger groups, like Virgin Upper Class, BA Premium Economy, etc.
航空公司为不同的乘客群体细分服务产品，如 Virgin Upper Class、BA Premium Economy 等。

Dell and others segment computer configuration and customize for individual users.
Dell 和其他公司对计算机配置进行细分，并为个人用户进行自定义。

There's online support for traditional higher education courses.
有对传统高等教育课程的在线支持。

Also, banking services are targeted at key segments such as students and retired people.
此外，银行服务针对学生和退休人员等关键群体。

Radical – Do Something Different
激进 – 做一些不同的事情

For radical innovation in position, it involves addressing underserved markets.
对于位置的激进创新，它涉及解决服务不足的市场。

For example, the Tata Nano was aimed at the emerging but relatively poor Indian market with a car priced around $2000.
例如，Tata Nano 针对新兴但相对贫穷的印度市场，汽车售价约为 2000 美元。

Low - cost airlines target travelers who previously couldn't afford air travel, creating a new market and disrupting the existing one.
低成本航空公司以以前负担不起航空旅行费用的旅行者为目标，创造了一个新市场并颠覆了现有市场。

Variations on the ‘One laptop per child’ project, like the Indian government's $20 computer for schools.
“每个孩子一台笔记本电脑”项目的变体，例如印度政府为学校提供 20 美元的电脑。

The University of Phoenix and others build large education businesses via online approaches to reach different markets.
凤凰城大学（University of Phoenix）和其他大学通过在线方式建立大型教育企业，以进入不同的市场。

‘Bottom of the pyramid’ approaches, using a similar principle but tapping into huge and very different high - volume/low - margin markets, such as Aravind eye care and Cemex construction products.
“金字塔底部”方法，使用类似的原则，但进入巨大且截然不同的高产量/低利润市场，例如 Aravind 眼部护理和 Cemex 建筑产品。

The Four Ps of Innovation - Paradigm
创新的四个 P - 范式

Incremental – Do What We Do but Better
增量 – 做我们所做的，但做得更好

‘Paradigm’ refers to how we frame what we do.
“范式”是指我们如何构建我们所做的事情。

Incremental examples include Bausch and Lomb, which shifted from “eye wear” to “eye care” as its business model, effectively leaving behind the old business of spectacles, sunglasses (Ray-bans), and contact lenses that were becoming commodity businesses, and moved into newer high-tech fields like laser surgery equipment, specialist optical devices, and research in artificial eyesight.
渐进的例子包括 Bausch and Lomb，它从“眼镜佩戴”转向“眼部护理”作为其商业模式，有效地摆脱了眼镜、太阳镜（Ray-bans）和隐形眼镜等正在成为商品业务的旧业务，并进入了更新的高科技领域，如激光手术设备、专业光学设备和人工视力研究。

Dyson redefined the home appliance market with high-performance engineered products.
戴森（Dyson）通过高性能工程产品重新定义了家用电器市场。

Rolls Royce transitioned from high-quality aero engines to becoming a service company offering “power by the hour”.
劳斯莱斯从高品质航空发动机转变为一家提供“按小时提供动力”的服务公司。

IBM changed from being a machine maker to a service and solution company, selling off its computer manufacturing business and building up its consultancy and service sectors.
IBM 从一家机器制造商转变为一家服务和解决方案公司，出售了其计算机制造业务并建立了其咨询和服务部门。

Radical – Do Something Different
激进 – 做一些不同的事情

For radical innovation in paradigm, there are models like the Grameen Bank and other microfinance models that rethink the assumptions about credit and the poor.
对于范式的激进创新，有像格莱珉银行这样的模型和其他小额信贷模型，它们重新思考了关于信贷和穷人的假设。

The iTunes platform is a complete system of personalized entertainment.
iTunes 平台是一个完整的个性化娱乐系统。

Cirque de Soleil redefined the circus experience.
太阳剧团重新定义了马戏团的体验。

Amazon, Google, and Skype redefined industries such as retailing, advertising, and telecoms through online models.
Amazon、Google 和 Skype 通过在线模式重新定义了零售、广告和电信等行业。

Linux, Mozilla, and Apache transformed from having passive users to active communities of users co-creating new products and services.
Linux、Mozilla 和 Apache 从被动用户转变为共同创造新产品和服务的活跃用户社区。

3 Innovation vs. invention
3 创新与发明

Innovation is often confused with invention – but the latter is only the first step in a long process of bringing a good idea to use (Tidd & Bessant, 2018, p. 17)
创新经常与发明相混淆 - 但后者只是将好主意付诸实践的漫长过程中的第一步（Tidd & Bessant，2018年，第17页）

Invention is the creation of something for the first time – innovation can be the implementation of an idea developed elsewhere and that may have been already implemented elsewhere
发明是第一次创造某物——创新可以是实施在其他地方开发的想法，并且可能已经在其他地方实施

Apple did not ‘invent’ the MP3, but they took the core concept and made it valuable to consumers
Apple 并没有“发明”MP3，但他们采用了核心概念并使其对消费者有价值

4 Innovation success vs. innovation failure
4 创新成功与创新失败

There are a lot of failed inventions – ideas and products that someone created but were not successfully implemented (is it because they didn’t add value?).
有很多失败的发明 – 某人创造但未成功实施的想法和产品（是因为它们没有增加价值吗？

Why don’t all inventions become successful innovation?
为什么不是所有的发明都成为成功的创新？

Innovation is hard! (see our text on p.18 for some good examples)
创新难！（参见我们第 18 页的文字，了解一些很好的例子）

Sometimes the time isn’t right (the Apple Newton)
有时时机不对（苹果牛顿）

Supporting technology might not have been developed
可能尚未开发支持技术

Society might not be ready for the idea – think about AI
社会可能还没有准备好接受这个想法——想想 AI

Other, more dominant players, change decisions made, influence supply chains or even shape institutional structures
其他更具主导地位的参与者会改变所做的决策，影响供应链，甚至塑造制度结构

The idea doesn’t add value
这个想法不会增加价值

The organisation does not possess the resources or skills
该组织不具备资源或技能

The implementing organisation does not make a profit from the idea
实施组织没有从这个想法中获利

Target the wrong customer segment
定位错误的客户群

5 How to innovate?
5 如何创新？

Search, select, implementation, capture value
搜索、选择、实施、捕获价值

"People think focus means saying yes to the thing you've got to focus on. But that's not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully. I'm actually as proud of the things we haven't done as the things I have done. Innovation is saying 'no' to 1,000 things."--Steve Jobs
“人们认为专注意味着对你必须关注的事情说'是'。但这根本不是它的意思。这意味着对其他一百个好主意说不。你必须仔细挑选。实际上，我为我们没有做的事情感到自豪，就像我做过的事情一样。创新就是对 1,000 件事说'不'。--史蒂夫·乔布斯

6 Four phases of innovation:
6 创新的四个阶段：

Phase 1 Generating
第 1 阶段生成

Phase 1 involves the question of search.
第 1 阶段涉及搜索问题。

These can come from R&D, “Eureka” moments, copying, market signals, regulations, competitor behavior – the list is huge, but the underlying challenge is the same – how do we organise an effective search process to ensure a steady flow of “genetic variety” that gives us a better chance of surviving and thriving?
这些可能来自研发、“尤里卡”时刻、复制、市场信号、法规、竞争对手行为 - 列表很大，但潜在的挑战是相同的 - 我们如何组织一个有效的搜索过程，以确保“基因多样性”的稳定流动，从而给我们带来更好的生存和繁荣的机会？

Phase 2 Selecting
阶段 2 选择

But simply generating variety isn’t enough – we need to select from that set of options the variants most likely to help us grow and develop.
但仅仅产生多样性是不够的——我们需要从这组选项中选择最有可能帮助我们成长和发展的变体。

Unlike natural selection where the process is random, we are concerned here with some form of strategic choice – out of all the things we could do, what are we going to do – and why?
与自然选择不同，自然选择的过程是随机的，我们在这里关注的是某种形式的战略选择——从我们能做的所有事情中，我们要做什么——为什么？

This process needs to consider competitive differentiation – which choices give us the best chance of standing out from the crowd? – and previous capabilities – can we build on what we already have or is this a step into the unknown …?
这个过程需要考虑竞争差异化——哪些选择让我们最有可能从人群中脱颖而出？ – 以及之前的能力 – 我们能否在已有的基础上再接再厉，还是迈向未知领域......？

Phase 3 Implementation
第 3 阶段实施

Generating and selecting still leaves us with the huge problem of making it happen – committing our scarce resources and energies to doing something different. This is the challenge of implementation – converting ideas into reality.
生成和选择仍然给我们留下了实现它的巨大问题——将我们稀缺的资源和精力投入到做一些不同的事情上。这就是实施的挑战 - 将想法变为现实。

The task is essentially one of managing a growing commitment of resources – time, energy, money, and above all mobilizing knowledge of different kinds – against a background of uncertainty.
这项任务本质上是在不确定性的背景下管理不断增长的资源承诺——时间、精力、金钱，最重要的是调动各种知识。

Unlike conventional project management, the innovation challenge is about developing something that may never have been done before – and the only way we know whether or not we will succeed is by trying it out.
与传统的项目管理不同，创新挑战是关于开发以前可能从未做过的事情——我们知道我们是否会成功的唯一方法就是尝试一下。

Phase 4 Evaluation
第 4 阶段评估

How will we ensure that the efforts have been justified – in commercial terms or in terms of creating social value?
我们将如何确保这些努力在商业方面或创造社会价值方面是合理的？

How will we protect the gains from appropriation by others?
我们将如何保护收益不被他人挪用？

And how might we learn from the experience and capture useful learning about how to improve the innovation process in the future?
我们如何从经验中学习并获取有关未来如何改进创新流程的有用经验？

Exercise for week 1-2
第 1-2 周的运动

Entrepreneurial characteristics
创业特征

Individual exercise: Measuring entrepreneurial characteristics
个人练习：衡量创业特征

The GET test--General measure of enterprising tendency
GET 测试 -- 进取倾向的一般测量

Employs a 54 item scale to measure:
使用 54 项量表来测量：

Entrepreneurial propensity measured by
创业倾向的衡量方式

Need for achievement: High need for achievement
成就需求：成就感需求高

Creative tendency: High creative tendencies
创意倾向：高创意倾向

Need for autonomy: Above average need for autonomy
自主需求：高于平均水平的自主需求

Propensity for calculated risk taking: High calculated risk taking orientation
计算风险承担的倾向：高计算的风险承担取向

Locus of control: High internal locus of control (Cromie, Callaghan & Jansen, 1992)
控制点：高内部控制点（Cromie， Callaghan & Jansen， 1992）

Complete the GET Test to determine how entrepreneurial you are?
完成 GET 测试以确定您的创业能力如何？

http://www.get2test.net/get2test.html

Discuss in groups your results
分组讨论您的结果

What did you learn about yourself?
你对自己有什么了解？

Individual exercise: Personality traits of entrepreneurs
个体 exercise：企业家的 Personality traits

Think of 10 friends you know
想想你认识的 10 个朋友

How many show most of the personality traits listed in the slides?
有多少人表现出幻灯片中列出的大部分性格特征？

What does this tell you about entrepreneurs? Are they common or rare?
这告诉你关于企业家的什么信息？它们是常见的还是罕见的？

Questions for discussion: Explore entrepreneur
讨论问题： Explore entrepreneur

1. Do you personally know an entrepreneur? If yes, describe their personality briefly.
1. 您个人认识企业家吗？如果是，请简要描述他们的个性。

2. Are you already or considering becoming an entrepreneur?
2. 您已经或正在考虑成为一名企业家吗？

If so, I want to become an entrepreneur because: __________ (answer only one)
如果是这样，我想成为一名企业家，因为：__________（只回答一个）

I don’t want to work for someone else
我不想为别人工作

I want to earn a lot of money
我想赚很多钱

I want to pursue my own ideas or passion
我想追求自己的想法或激情

It is what I know from my family .............any other reasons?
这是我从我的家人那里了解到的.............还有其他原因吗？

3. Why might you NOT want to become an entrepreneur? If not, why not?
3. 为什么你不想成为一名企业家？如果不是，为什么不呢？

4. What do you think makes a successful entrepreneur?
4. 您认为成功的企业家是什么？

Partner exercise: Innovation process
合伙人锻炼：I创新过程

Pick 1 ordinary everyday products
选择 1 种普通日常用品

Write down 1 problem you can identify
写下您可以识别的 1 个问题

Propose 2 solutions
提供 2 种解决方案

Select 1 solution
选择 1 个解决方案

Share your ideas with your neighbors and let them evaluate
与邻居分享您的想法并让他们评估

Think what resources are needed to materialize your solutions
考虑需要哪些资源来实现您的解决方案

Group Exercise: Explore innovation
小组练习：探索创新

Each group is going to focus on a specific sector from one of the following – you can decide in your group which you want to focus on:
每个组都将从以下之一专注于特定领域 - 您可以在您的组中决定要关注哪个：

Entertainment
娱乐

Sport
运动

IT applications
IT 应用程序

Fashion
时尚

Education
教育

In your groups, identify a new potential innovation from that sector. For that innovation, identify the following:
在您的小组中，确定该领域的新潜在创新。对于该创新，请确定以下内容：

is it a product (or service), process, positioning or paradigm innovation?
它是产品（或服务）、流程、定位还是范式创新？

Is it incremental or radical?
它是渐进的还是激进的？

Where the idea originated?
这个想法是从哪里来的？

Now, explain how the innovation adds value. Is the value to an organisation? To consumers? To the community?
现在，解释一下创新如何增加价值。对组织有价值吗？对消费者来说？对社区？

Make sure you can explain your decisions – take notes and be ready to share.
确保你能解释你的决定——做笔记并准备好分享。

Decide if one or all of you will report back to class.
决定你们中的一个还是所有人向班级报告。

Each group will share a brief overview of their innovation
每个小组将分享他们的创新概况

Individual exercise: Failed invention
个人练习：Failed invention

Work on an individual basis
以个人为基础工作

Find out 1 failed inventions
找出 1 项失败的发明

Explain why it failed
解释失败的原因

Any lesson that we can learn from that case?
我们可以从那次案件中吸取什么教训吗？

Group Exercise: Entrepreneurship vs. innovation
小组练习：创业与创新

This exercise is based on causal thinking used in New Product Development (NPD) processes to gain insights into perceived customer problems with existing products, so as to innovate new solutions.
本练习基于新产品开发（NPD）流程中使用的因果思维，以深入了解客户对现有产品的感知问题，从而创新新的解决方案。

Form groups of 5 students
组成 5 名学生的小组

1. Pick 1 to 3 ordinary everyday products that you are familiar with. For example, umbrella, vacuum cleaner, rice cooker, laptop, mobile phone
1. 挑选 1 到 3 种你熟悉的普通日常用品。例如，雨伞、吸尘器、电饭煲、笔记本电脑、手机

2. For each product, write down 3 problems that you can identify acting as a customer when using the product. For example, when considering a smartphone, many respondents highlight that the battery runs down too fast.
2. 对于每个产品，写下 3 个问题，您可以在使用产品时以客户的身份识别这些问题。例如，在考虑智能手机时，许多受访者强调电池电量消耗太快。

3. Then swap your products on a piece of paper with another group to see what problems they have with these products. Make sure they do not see your determined problems
3. 然后将你的产品换成一张纸，与另一组人交换，看看他们对这些产品有什么问题。确保他们没有看到您确定的问题

4. Get their answers back to see if their answers match with yours and if there are any common answers, or whether the answers are completely different.
4. 取回他们的答案，看看他们的答案是否与您的答案匹配，是否有任何共同的答案，或者答案是否完全不同。

5. Choose a problem that is most commonly answered for each product. If there are no commonalities, then choose a problem that you consider the priority one.
5. 选择每个产品最常回答的问题。如果没有共同点，请选择您认为优先的问题。

6. Design a solution for the problem by drawing a solution for each problem.
6. 通过为每个问题绘制解决方案来设计问题的解决方案。

The drawing of the solution helps with design thinking rather than limiting the response.
解决方案的绘制有助于设计思维，而不是限制响应。

7. Determine what resources you will need to actually build the solution, so it can be sold to potential customers. Eg knowledge, people, money, assets
7. 确定实际构建解决方案需要哪些资源，以便将其出售给潜在客户。例如：知识、人、金钱、资产

8 Report your findings to the class
8 向全班报告你的发现

Exercise rationale
行使理由

This exercise distinguishes between entrepreneurship and innovation.
本练习区分创业和创新。

The identified problem acts as the opportunity that if met may increase the value to prospective customers. (entrepreneurship)
发现的问题是一个机会，如果满足该问题，可能会增加对潜在客户的价值。（创业）

The solution acts as the innovation that solves the problem in a new and novel way.... Satisfying customer unmet needs and wants (innovation)
该解决方案作为创新，以一种新的和新颖的方式解决问题。满足客户未满足的需求和愿望（创新）

You will probably find that the problems identified by the group you have swopped with are not identical to yours.....highlighting that different customers have different needs and wants (customer development and customer segmentation)
您可能会发现，您所关注的小组所发现的问题与您的问题并不相同.....强调不同的客户有不同的需求和愿望（客户开发和客户细分）

Drawing the solution rather than just describing it in writing is a common technique used in ‘design thinking’ and facilitates creativity (innovation)
绘制解决方案而不仅仅是用书面形式描述它是“设计思维”中常用的技术，可以促进创造力（创新）

Identifying the necessary resources to complete the finished product solution provides the platform to build entrepreneurial capabilities into the future (entrepreneurship) – market and operational intelligence (knowledge), creativity, team-building, funding sources, and execution processes.
确定完成成品解决方案所需的资源为构建面向未来的创业能力（创业）提供了平台——市场和运营智能（知识）、创造力、团队建设、资金来源和执行流程。

Group Exercise: Independent individual entrepreneurs and corporate entrepreneurs
小组练习：独立个体创业者与企业创业者

In your group
在您的群组中

Identify and discuss the key differences between independent individual entrepreneurs and corporate entrepreneurs in terms of context:
从背景的角度确定并讨论独立个体企业家和企业企业家之间的主要区别：

Risk, control, support and rewards
风险、控制、支持和回报

Which type would you prefer to be?
你更喜欢哪种类型？

Workshop & tutorial (Week 3-4)
研讨会和教程（第3-4周）

Week 3 Innovation imperative & strategic advantages
第三周：创新势在必行 & 战略优势

Overview
概述

Explain why innovation is important for organisations
解释为什么创新对组织很重要

Explain why innovation is important for the economy
解释为什么创新对经济很重要

Explain the relationship between innovation and growth
解释创新与增长之间的关系

Explain the relationship between innovation within entrepreneurship
解释创新与创业之间的关系

Explain how the environmental context can influence innovation
解释环境环境如何影响创新

Why do we care about innovation? What's the big deal? Well, innovation can (note, the word can) have positive outcomes for an organisation and for the community more broadly. Organisations who can successfully innovate, and keep it up, are found to have stronger growth and can leverage innovation for competitive advantage. In undertaking this examination, we also explore the role of innovation in entrepreneurship - both for start-ups and within established organisations.
我们为什么关注创新？有什么大不了的？嗯，创新可以（注意，这个词可以）为组织和更广泛的社区带来积极的结果。研究发现，能够成功创新并保持创新的组织具有更强劲的增长能力，并且可以利用创新获得竞争优势。在进行这项研究时，我们还探讨了创新在创业中的作用——无论是对初创企业还是对成熟组织。

We will also explore the potential for positive outcomes for society. Innovation is needed to find new ways to address society's most pressing challenges and we will start to unpack this concept this week (and look at this further throughout our course).
我们还将探索为社会带来积极成果的潜力。需要创新来寻找解决社会最紧迫挑战的新方法，我们将在本周开始解读这个概念（并在我们的课程中进一步研究）。

Finally, we start to examine the role of context in shaping innovation - because innovation is not 'one size fits all'.
最后，我们开始研究环境在塑造创新中的作用——因为创新不是“一刀切”的。

Innovation Imperative, economic imperative, growth
Innovation 势在必行，经济势在必行，增长

Innovation Imperative
创新势在必行

Innovation is to “our customers/our shareholders/our business/our future and most often, our survival and growth.”
创新是为了“我们的客户/我们的股东/我们的企业/我们的未来，最常见的是我们的生存和成长”。

New business is created by new ideas, by the process of creating competitive advantage in what a firm can offer.
新业务是由新想法创造的，是通过在公司所能提供的产品中创造竞争优势的过程。

Competitive advantage can come from size, or possession of assets, and so on, the pattern is increasingly coming to favour those organizations that can mobilize knowledge and technological skills and experience to create novelty in their offerings (product/service) and the ways in which they create and deliver those offerings.
竞争优势可能来自规模或资产拥有等，这种模式越来越有利于那些能够调动知识和技术技能和经验，在其产品（产品/服务）以及他们创建和交付这些产品的方式中创造新颖性的组织。

Economists have argued for decades over the exact nature of the relationship, but they have generally agreed that innovation accounts for a sizeable proportion of economic growth.
几十年来，经济学家一直在争论这种关系的确切性质，但他们普遍认为，创新在经济增长中占有相当大的比例。

Economic Imperative
经济势在必行

Innovation and Growth
创新与增长

Innovation and Entrepreneurship
创新与创业

As the famous management writer Peter Drucker put it: “Innovation is the specific tool of entrepreneurs, the means by which they exploit change as an opportunity for a different business or service.”
正如著名管理作家彼得·德鲁克（Peter Drucker）所说：“创新是企业家的特定工具，是他们利用变化作为不同业务或服务的机会的手段。

In a start-up, an entrepreneur takes a calculated risk to bring something new into the world – innovation is often the basis of a new firm.
在初创企业中，企业家承担着经过计算的风险，将新事物带入世界——创新通常是新公司的基础。

Established organizations (成熟企业) also need renewal of offerings and value creation. Internal entrepreneurs – often labelled as “corporate entrepreneurs” - provide the drive, energy, and vision to take risky new ideas forward inside that context.
成熟的企业（成熟企业）也需要更新产品和价值创造。内部企业家 - 通常被贴上 “企业企业家 ”的标签 - 提供动力、能量和愿景，在这种背景下提出冒险的新想法。

Social entrepreneurship relates to the passion to create social value through pairing commercial activity with a social intention.
社会企业家精神与通过将商业活动与社会意图相结合来创造社会价值的热情有关。

Innovation and entrepreneurship life cycle
创新和创业生命周期

Stages in the Life Cycle of an Organization and the Creation of Commercial Value
组织生命周期的各个阶段和商业价值的创造

Start-up stage: Individual entrepreneurs create commercial value by exploiting new technologies or market opportunities.
初创阶段：个体企业家通过利用新技术或市场机会创造商业价值。

Growth stage: Commercial value is created through adding new products or services, or by entering new markets to achieve business growth.
成长期：通过添加新产品或服务，或通过进入新市场实现业务增长来创造商业价值。

Sustain/Scale stage: A portfolio of incremental and radical innovations is built to sustain the business and expand its influence into new markets, thus creating commercial value.
维持/扩展阶段：构建了一系列渐进式和激进的创新，以维持业务并将其影响力扩大到新市场，从而创造商业价值。

Renew stage: Return to the radical, frame - breaking innovation that initiated the business. This kind of innovation enables the business to move forward in a completely new form and create commercial value.
更新阶段：回到启动业务的激进、打破框架的创新。这种创新使企业能够以全新的形式向前发展并创造商业价值。

Strategic Advantage Through Innovation
通过创新获得战略优势

Advantage through new products
通过新产品获得优势

Research suggests a strong correlation between market performance and new products.
研究表明，市场表现与新产品之间存在很强的相关性。

New products help capture and retain market shares and increase profitability in those markets.
新产品有助于占领和保持市场份额，并提高这些市场的盈利能力。

In the case of more mature and established products, competitive sales growth comes not simply from being able to offer low prices but also from a variety of non-price factors – design, customization, and quality.
对于更成熟和成熟的产品，有竞争力的销售增长不仅来自能够提供低价，还来自各种非价格因素——设计、定制和质量。

In a world of shortening product life cycles – the life of a television set or computer is measured in months, and even complex products such as motor cars now take only a couple of years to develop – being able to replace products frequently with better versions is increasingly important.
在产品生命周期不断缩短的世界中（电视机或计算机的使用寿命以月为单位，即使是汽车等复杂产品现在也只需要几年即可开发出来），能够经常用更好的版本替换产品变得越来越重要。

Advantage through process innovation
通过流程创新获得优势

Being able to make something no one else can, or to do so in ways that are better than anyone else is a powerful source of advantage.
能够制造出别人无法制造的东西，或者以比任何人都好的方式做到这一点，这是一个强大的优势来源。

For example, the Japanese dominance in the late twentieth century across several sectors – cars, motorcycles, shipbuilding, consumer electronics – owed a great deal to superior abilities in manufacturing – something that resulted from a consistent pattern of process innovation.
例如，日本在 20 世纪后期在汽车、摩托车、造船、消费电子产品等多个领域的主导地位在很大程度上归功于卓越的制造能力——这是一贯的流程创新模式的结果。

One of the main reasons for the ability of relatively small firms such as Oxford Instruments or Incat to survive in highly competitive global markets is the sheer complexity of what they make and the huge difficulties a new entrant would encounter in trying to learn and master their technologies.
牛津仪器（Oxford Instruments）或 Incat 等相对较小的公司能够在竞争激烈的全球市场中生存的主要原因之一是他们所生产的产品非常复杂，而且新进入者在尝试学习和掌握他们的技术时会遇到巨大困难。

Advantage through service innovation
通过服务创新获得优势

Being able to offer better service – faster, cheaper, higher quality – has long been seen as a source of competitive edge.
能够提供更好的服务 - 更快、更便宜、更高质量 - 长期以来一直被视为竞争优势的来源。

Citibank was the first bank to offer automated teller machinery (ATM) service and developed a strong market position as a technology leader on the back of this process innovation.
花旗银行是第一家提供自动柜员机（ATM）服务的银行，并在这一流程创新的支持下建立了强大的市场地位，成为技术领导者。

Advantage through capability to respond to environmental shifts
通过应对环境变化的能力获得优势

New product development is an important capability because the environment is constantly changing.
新产品开发是一项重要能力，因为环境在不断变化。

Shifts in the socioeconomic field (in what people believe, expect, want, and earn) create opportunities and constraints.
社会经济领域的变化（人们相信、期望、想要和赚取的东西）创造了机会和限制。

Legislation may open up new pathways, or close down others – for example, increasing the requirements for environmentally friendly products.
立法可能会开辟新的途径，也可能关闭其他途径 - 例如，提高对环保产品的要求。

Competitors may introduce new products that represent a major threat to existing market positions.
竞争对手可能会推出对现有市场地位构成重大威胁的新产品。

In all these ways, firms need the capability to respond through product innovation.
在所有这些方面，公司都需要通过产品创新来应对的能力。

Advantage through innovation is often temporary
通过创新获得的优势往往是暂时的

The advantages that flow from innovation gradually reduce as competitors imitate.
随着竞争对手的模仿，创新带来的优势会逐渐减少。

Unless an organization can move into further innovation, it risks being left behind as others take the lead in changing their offerings, their operational processes, or the underlying models, which drive their business.
除非一个组织能够进一步创新，否则它就有可能被其他组织率先改变他们的产品、运营流程或驱动其业务的底层模型所落后。

Mechanism, strategic advantage and examples
机制、战略优势及实例

Novelty in product or service offering
产品或服务的新颖性

Strategic Advantage: Offering something no one else can.
战略优势：提供其他人无法提供的东西。

Examples: Introducing the first Walkman, mobile phone, fountain pen, camera, dishwasher, telephone bank, online retailer, and so on.
示例：介绍第一款 Walkman、移动电话、钢笔、相机、洗碗机、电话银行、在线零售商等。

Novelty in process
过程中的新颖性

Strategic Advantage: Offering it in ways others cannot match – faster, lower cost, more customized, and so on.
战略优势：以其他人无法比拟的方式提供它 - 更快、成本更低、更定制等等。

Examples: Pilkington's float glass process, Bessemer's steel process, Internet banking, online bookselling, and so on.
示例：皮尔金顿浮法玻璃工艺、贝塞默钢工艺、网上银行、在线图书销售等。

Legal protection of intellectual property
知识产权的法律保护

Strategic Advantage: Offering something that others cannot do unless they pay a license or other fee.
战略优势：提供其他人除非支付许可证或其他费用才能做的事情。

Examples: Blockbuster drugs such as Zantac, Prozac, Viagra, and so on.
示例：Zantac、Prozac、Viagra 等畅销药。

Add/extend range of competitive factors
添加/扩展竞争因素的范围

Strategic Advantage: Move basis of competition – for example, from price of product to price and quality, or price, quality, choice, and so on.
战略优势：移动竞争的基础 – 例如，从产品价格到价格和质量，或者价格、质量、选择等。

Examples: Japanese car manufacturing, which systematically moved the competitive agenda from price to quality.
例如：日本汽车制造，它系统地将竞争议程从价格转移到质量。

Timing
定时

Strategic Advantage
战略优势

First - mover advantage: Being the first in a new product field can lead to a significant market share. However, sometimes being first also means facing many unexpected problems.
先发优势：成为新产品领域的先行者可以带来可观的市场份额。然而，有时成为第一也意味着面临许多意想不到的问题。

Fast follower advantage: In some cases, being first may bring unforeseen difficulties. It can be more sensible to observe others making early mistakes and then quickly launch a follow - up product.
快速追随者优势：在某些情况下，成为第一可能会带来不可预见的困难。观察其他人犯早期错误，然后迅速推出后续产品可能更明智。

Examples
例子

For first - mover advantage, companies like Amazon and Google have set the pace. Although others can follow, the early - entry advantage remains with them. Personal digital assistants (PDAs) captured a large and expanding market, and later their functions were integrated into mobile phones and tablet devices.
对于先发优势，亚马逊和谷歌等公司已经设定了步伐。尽管其他人可以效仿，但早期进入优势仍然存在于他们手中。个人数字助理（PDA）占领了一个巨大且不断扩大的市场，后来其功能被集成到手机和平板电脑设备中。

Regarding the fast follower advantage, the Apple iPod wasn't the first MP3 player. But the lessons it learned from the earlier product failures of other companies helped it perfect the design, achieve success, and lay the foundation for the iPhone.
关于快速追随者的优势，Apple iPod 并不是第一款 MP3 播放器。但它从其他公司早期的产品失败中吸取的教训帮助它完善了设计，取得了成功，并为 iPhone 奠定了基础。

Rewriting the rules
改写规则

Strategic Advantage
战略优势

Offering something that represents a completely new product or process concept – a different way of doing things – and makes the old ones redundant. This provides a significant edge by introducing innovation that can disrupt existing norms.
提供代表全新产品或流程概念的东西 - 一种不同的做事方式 - 并使旧的变得多余。这通过引入可以打破现有规范的创新提供了显着优势。

Examples
例子

Typewriters versus computer word processing shows a shift from an old - fashioned writing tool to a more advanced digital solution. The change from using ice to refrigerators represents a technological upgrade in food preservation. Similarly, the transition from gas or oil lamps to electric lamps is an example of a new concept replacing an outdated one.
打字机与计算机文字处理的对比表明了从老式书写工具到更先进的数字解决方案的转变。从使用冰块到使用冰箱的转变代表了食品保鲜的技术升级。同样，从燃气灯或油灯到电灯的过渡是新概念取代过时概念的一个例子。

Reconfiguring the parts of the process
重新配置流程的各个部分

Strategic Advantage
战略优势

Rethinking the way in which bits of the system work together, such as building more effective networks, outsourcing, and coordinating a virtual company. This can lead to increased efficiency, better resource utilization, and a competitive advantage in the market.
重新思考系统各部分的协同工作方式，例如构建更有效的网络、外包和协调虚拟公司。这可以提高效率、更好的资源利用率和市场竞争优势。

Examples
例子

In the clothing industry, Zara and Benetton have successfully reconfigured their operations. Dell has done the same in the computer sector. Toyota has optimized its supply chain management. Cisco has played a key role in providing the digital infrastructure that underpins the Web, all by reconfiguring different aspects of their respective processes.
在服装行业，Zara 和 Benetton 成功地重新配置了他们的运营。Dell 在计算机领域也做了同样的事情。丰田优化了其供应链管理。Cisco 在提供支撑 Web 的数字基础设施方面发挥了关键作用，所有这些都是通过重新配置各自流程的不同方面来实现的。

Transferring across different application contexts
跨不同的应用程序上下文传输

Strategic Advantage
战略优势

Recombining established elements for different markets. This allows businesses to utilize existing components in new settings, potentially opening up new market opportunities and gaining a competitive edge.
为不同市场重新组合既定元素。这使企业能够在新的环境中利用现有组件，从而可能开辟新的市场机会并获得竞争优势。

Examples
例子

Polycarbonate wheels were transferred from the rolling luggage market to children's toys, leading to the creation of lightweight micro-scooters.
聚碳酸酯车轮从拉杆箱市场转移到儿童玩具，从而创造了轻型微型滑板车。

Others?
别人？

Strategic Advantage
战略优势

Innovation is centered around discovering new methods to conduct business and secure strategic advantage. This leaves room for novel approaches to both acquire and maintain a competitive edge.
创新的核心是发现开展业务和获得战略优势的新方法。这为获得和保持竞争优势的新方法留下了空间。

Examples
例子

Napster initially developed software enabling music fans to exchange their favorite tracks via peer-to-peer (P2P) networking on the Internet. Despite facing legal problems, its followers built a large industry based on downloading and file sharing. The experiences of firms like Kazaa laid the groundwork for successful high-volume Internet telephony. Skype, a company founded with this accumulated knowledge, was first sold to eBay for $2.6 billion and eventually to Microsoft for $8.5 billion.
Napster 最初开发的软件使音乐迷能够通过 Internet 上的点对点（P2P）网络交换他们喜爱的曲目。尽管面临法律问题，但它的追随者建立了一个基于下载和文件共享的大型产业。像 Kazaa 这样的公司的经验为成功的高容量 Internet 电话奠定了基础。Skype 是一家利用这些积累的知识成立的公司，最初以 26 亿美元的价格出售给 eBay，最终以 85 亿美元的价格出售给 Microsoft。

The Changing Context and Innovation
不断变化的环境和创新

The innovation challenge isn’t new – organizations have always had to think about changing what they offer the world and the ways they create and deliver that offering if they are to survive and grow.
创新挑战并不新鲜 - 如果组织要生存和发展，就必须考虑改变他们为世界提供的东西，以及他们创造和提供这些产品的方式。

The trouble is that innovation involves a moving target – not only is there competition among players in the game, but the overall context in which the game is played out keeps shifting.
问题在于，创新涉及一个移动的目标——不仅游戏中的玩家之间存在竞争，而且游戏进行的整体环境也在不断变化。

Many organizations have some tried and tested recipes for playing the game, there is always the risk that the rules will change and leave them vulnerable.
许多组织都有一些久经考验的游戏配方，但总是存在规则发生变化并使他们容易受到攻击的风险。

COVID-19 and how it has reshaped so much, so quickly, is a highly relevant example of context changing ‘the rules of the game’.
COVID-19 及其如何如此迅速地重塑，是环境改变“游戏规则”的一个高度相关的例子。

Context Change: Acceleration of knowledge production
环境变化：知识生产的加速

Indicative Examples
指示性示例

The OECD estimates that approximately $1500 billion is spent annually in both the public and private sectors on creating new knowledge. This investment extends the frontier where 'breakthrough' technological advancements might occur.
经合组织估计，公共和私营部门每年大约花费 15000 亿美元用于创造新知识。这项投资扩展了可能发生“突破性”技术进步的前沿。

Context Change: Global distribution of knowledge production
背景变化：知识生产的全球分布

Indicative Examples
指示性示例

Knowledge production now increasingly involves new participants, especially in emerging market regions such as the BRIC (Brazil, Russia, India, China) nations. As a result, there's a need to seek innovation opportunities in a much wider space. One consequence is that 'knowledge workers' are more widely dispersed and concentrated in new locations. For instance, Microsoft's third - largest R&D Centre, which employs thousands of scientists and engineers, is now in Shanghai.
知识生产现在越来越多地涉及新的参与者，尤其是在金砖四国（巴西、俄罗斯、印度、中国）等新兴市场地区。因此，需要在更广阔的空间中寻求创新机会。一个结果是“知识工作者”更广泛地分散并集中在新的地点。例如，Microsoft的第三大研发中心现在在上海，雇佣了数千名科学家和工程师。

Context Change: Market expansion
环境变化：市场扩张

Indicative Examples
指示性示例

Historically, much of the business world has focused on the needs of about 1 billion people, as they were considered wealthy enough consumers. However, the world's population has recently surpassed the 7 billion mark, and market growth is increasingly concentrated in non - traditional areas like rural Asia, Latin America, and Africa. Understanding the needs and limitations of this 'new' population poses a significant challenge in terms of market knowledge.
从历史上看，大部分商业世界都关注大约 10 亿人的需求，因为他们被认为是足够富有的消费者。然而，世界人口最近已超过 70 亿大关，市场增长越来越集中在亚洲农村、拉丁美洲和非洲等非传统地区。了解这些“新”人群的需求和局限性对市场知识构成了重大挑战。

Context Change: Market fragmentation
环境变化：市场碎片化

Indicative Examples
指示性示例

Globalisation has greatly expanded the range of markets and segments, making them widely dispersed and locally diverse. This puts pressure on innovation - seeking activities to cover a much larger area, often far from 'traditional' experiences. For example, the 'bottom of the pyramid' situations in many emerging markets, or along the so - called long tail, where a large number of small - scale target markets with highly differentiated needs exist, present challenges in innovation.
全球化极大地扩大了市场和细分市场的范围，使它们广泛分散且具有地方多样性。这给创新带来了压力 - 寻求覆盖更大领域的活动，通常与 “传统 ”体验相去甚远。例如，许多新兴市场的“金字塔底部”情况，或者所谓的长尾市场，存在大量具有高度差异化需求的小规模目标市场，这给创新带来了挑战。

Context Change: Market virtualisation
环境变化：市场虚拟化

Indicative Examples
指示性示例

The emergence of large - scale social networks in cyberspace poses challenges for market research approaches. For instance, Facebook, with 1 billion members, is technically the third - largest 'country' in the world by population. Moreover, the appearance of parallel - world communities, like Second Life with over 6 million'residents' and World of Warcraft with over 10 million players, brings further challenges.
网络空间中大规模社交网络的出现对市场研究方法提出了挑战。例如，拥有 10 亿会员的 Facebook 在技术上是世界上人口第三大“国家”。此外，平行世界社区的出现，如拥有超过 600 万“居民”的 Second Life 和拥有超过 1000 万玩家的魔兽世界，带来了进一步的挑战。

Context Change: Rise of active users
上下文变化：活跃用户的增加

Indicative Examples
指示性示例

Although users have long been recognized as an innovation source, the way this occurs has accelerated. For example, the growth of Linux has been driven by user - led open - community development. In sectors such as media, the boundary between consumers and creators is becoming increasingly blurred. YouTube, for example, has around 100 million videos viewed each day and also has over 70,000 new videos uploaded daily by its users.
尽管用户长期以来一直被认为是创新源泉，但这种情况的发生速度已经加快。例如，Linux 的增长是由用户主导的开放社区开发推动的。在媒体等领域，消费者和创作者之间的界限越来越模糊。例如，YouTube 每天观看大约 1 亿个视频，每天也有超过 70,000 个新视频由其用户上传。

Context Change: Growing concern with sustainability issues
环境变化：对可持续性问题的日益关注

Indicative Examples
指示性示例

There are significant shifts in the availability of resources and energy, which has led to a search for new alternatives and a reduction in consumption. People are becoming more aware of the negative impacts of pollution and the consequences of unsustainable high - growth patterns. Concerns about climate change are on the rise. With major population growth, there are worries about maintaining living standards and managing expectations. Additionally, there is increasing regulation in areas such as emissions and carbon footprint.
资源和能源的可用性发生了重大变化，这导致人们寻找新的替代品并减少消耗。人们越来越意识到污染的负面影响和不可持续的高增长模式的后果。人们对气候变化的担忧正在上升。随着人口的大幅增长，人们担心维持生活水平和管理期望。此外，在排放和碳足迹等领域的监管也越来越严格。

Context Change: Development of technological and social infrastructure
环境变化：技术和社会基础设施的发展

Indicative Examples
指示性示例

The internet and broadband - enabled information and communications technologies have created more connections, which in turn have enabled and strengthened alternative social networking opportunities. At the same time, the growing availability of simulation and prototyping tools has lessened the gap between users and producers.
互联网和宽带支持的信息和通信技术创造了更多的联系，这反过来又使替代性社交网络机会成为可能并加强了。与此同时，仿真和原型制作工具的日益普及缩小了用户和生产商之间的差距。

Exercise
锻炼

Individual exercise: Some opening questions
个人练习：一些开场问题

What’s a ‘new product’ innovation that you’ve used this week?
您本周使用的“新产品”创新是什么？

What’s an innovation that you’ve seen that was driven by the focus on sustainability?
您见过的哪些创新是由对可持续发展的关注驱动的？

Can you think of any process innovations? What about McDonalds or Starbucks?
您能想到任何工艺创新吗？麦当劳或星巴克呢？

Have you seen a local business innovate as a result of COVID-19?
您是否见过本地企业因 COVID-19 而进行创新？

What examples have you seen of innovation in response to the changing context?
您见过哪些创新应对不断变化的环境的例子？

Individual exercise: The Changing Context and Innovation
个人练习：不断变化的环境和创新

Have you seen a local business innovate as a result of COVID-19?
您是否见过本地企业因 COVID-19 而进行创新？

Can you share your example?
您能分享一下您的示例吗？

Group exercise: Innovation and Context
小组练习：创新与背景

What examples have you seen of innovation in response to the changing context?
您见过哪些创新应对不断变化的环境的例子？

Fitness 健康	Retail 零售
Transport 运输	Financial Services 金融服务

In small groups (3 or 4) select from one of the below industries
以小组形式（3 或 4 人）从以下行业中选择一个

Now, work together to explore what innovation looks like in that sector. Consider:
现在，共同努力探索该领域的创新是什么样子的。考虑：

What have been the biggest ‘game changers’ for that industry?
该行业最大的“游戏规则改变者”是什么？

What influence has changes to the external environment had on innovation in that industry?
外部环境的变化对该行业的创新有什么影响？

Find an example of product, service or process innovation from that industry.
查找该行业的产品、服务或流程创新示例。

Looking at what you would consider to be successful organisations in that industry, how has innovation aided their strategic advantage?
看看您认为该行业的成功组织，创新如何帮助他们获得战略优势？

Be ready to share your substantial findings
准备好分享您的实质性发现

Individual exercise: Strategic Advantage Through Innovation
个人练习：通过创新获得战略优势

Can you think of any process innovations?
您能想到任何工艺创新吗？

What about McDonald’s?
麦当劳呢？

Group exercise: Strategic advantage through innovation
团练：通过创新获得战略优势

In your groups, select an organisation that you are familiar with.
在您的群组中，选择您熟悉的组织。

Research and explain how that organization has leveraged innovation to ‘transform’.
研究并解释该组织如何利用创新进行“转型”。

Compare that organization with competitors offering a similar product/service in terms of innovativeness and growth.
将该组织与在创新和增长方面提供类似产品/服务的竞争对手进行比较。

Can you identify a relationship between innovation and growth? Has there been a change within that sector in terms of a ‘leading’ organisation?
您能确定创新和增长之间的关系吗？该行业的“领先”组织是否发生了变化？

Are there shifts in who the biggest players are over time? Why do you think that shift occurred?
随着时间的推移，谁是最大的参与者会发生变化吗？您认为为什么会发生这种转变？

Week 4 Innovative Organisations
第 4 周创新机构

Overview
概述

Innovation is not easy! Organisations that want to innovate once, let alone on an ongoing basis, must work hard to create an environment that is conducive to innovation. This week, we explore how organisations can facilitate innovative activity. To do so, we focus on five key elements: leadership, key individuals, structure, teams and culture/climate. There is a lot of content to get through, but it is such an important part of our learning and more importantly, for you in your current and future workplaces!
创新并不容易！想要一次创新的组织，更不用说持续创新了，必须努力创造一个有利于创新的环境。本周，我们将探讨组织如何促进创新活动。为此，我们专注于五个关键要素：领导力、关键个人、结构、团队和文化/氛围。有很多内容需要完成，但它是我们学习的重要组成部分，更重要的是，对您当前和未来的工作场所来说！

Innovative organization
创新型组织

In this topic we focus on how organisations create and maintain an innovative organisational context.
在本主题中，我们重点介绍组织如何创建和维护创新的组织环境。

Generally, we find prescription for how to improve innovation: eliminate stifling bureaucracy and unhelpful structures, encourage communication, and remove barriers stopping the flow of good ideas. This involves developing a structure and underlying culture – that is, the pattern of values and beliefs – that support innovation.
一般来说，我们会找到如何改善创新的处方：消除令人窒息的官僚主义和无益的结构，鼓励沟通，并消除阻碍好想法流动的障碍。这涉及发展支持创新的结构和基础文化，即价值观和信仰的模式。

However, innovation, and how to facilitate it, is not one-size-fits-all – what works is context dependent.
然而，创新以及如何促进创新并不是一刀切的——有效的方法取决于具体情况。

Nevertheless, it is possible to draw out from array of studies some important components that appear linked with success (see the next few slides for an overview).
尽管如此，还是可以从一系列研究中得出一些似乎与成功相关的重要组成部分（请参阅接下来的几张幻灯片以获取概述）。

Components of the Innovative Organisation
创新型组织的组成部分

Component: Shared vision, leadership, and the will to innovate
组成部分：共同的愿景、领导力和创新意愿

Key Features
主要特点

Clearly defined and commonly held sense of purpose.
明确定义和普遍持有的目标感。

Ambitious strategic intent.
雄心勃勃的战略意图。

Demonstration of "Top management commitment".
展示“最高管理层承诺”。

Component: Appropriate structure
组件：适当的结构

Key Features
主要特点

Organizational design that fosters creativity, learning, and interaction. It doesn't always follow the loose "skunk works" model. The crucial aspect is finding the right balance between "organic and mechanistic" options while considering various contingencies.
促进创造力、学习和互动的组织设计。它并不总是遵循松散的 “臭鼬工厂 ”模式。关键方面是在考虑各种意外情况的同时，在 “有机和机械” 选项之间找到适当的平衡。

Component: Key individuals
组成部分：关键人物

Key Features
主要特点

Roles such as promoters, champions, and gatekeepers that drive or support innovation.
推动者、拥护者和守门人等角色，用于推动或支持创新。

Component: Effective team working
组件：有效的团队合作

Key Features
主要特点

Making proper use of teams (at local, cross-functional, and inter-organizational levels) to solve problems.
适当利用团队（在本地、跨职能和组织间级别）来解决问题。

Requires investment in team selection and building.
需要对团队选择和建设进行投资。

Component: High-involvement innovation
组成部分：高参与度创新

Key Features
主要特点

Involvement in organization-wide continuous improvement activities.
参与整个组织的持续改进活动。

Component: Creative climate
组件：创意气候

Key Features
主要特点

Positive attitude towards creative ideas, backed by relevant motivation systems.
对创意持积极态度，并以相关的激励系统为后盾。

Component: External focus
组件：外部聚焦

Key Features
主要特点

Orientation towards both internal and external customers.
面向内部和外部客户。

Innovation: The People Factor
创新：人才因素

Innovation is essentially about learning and change and is often disruptive, risky, and costly.
创新本质上是关于学习和变革的，并且通常具有破坏性、风险和成本。

Because of this, individuals and organisations develop many different cognitive, behavioural, and structural ways of reinforcing the status quo – people are often uncomfortable with change!
正因为如此，个人和组织发展出许多不同的认知、行为和结构方法来强化现状——人们往往对变化感到不舒服！

Innovation requires energy to overcome this inertia and the determination to change the order of things.
创新需要能量来克服这种惰性，并需要改变事物秩序的决心。

This energy comes from many different individual actors: inventors who champion their ideas against the odds; entrepreneurs who build businesses through risk-taking behaviour; and in organisations that manage to challenge the accepted rules of the game.
这种能量来自许多不同的个体行为者：克服困难捍卫自己想法的发明家; 通过冒险行为建立企业的企业家;以及设法挑战公认的游戏规则的组织中。

Why is it hard to innovate in established organisations?
为什么在成熟的组织中很难创新？

The “not-invented-here” problem – organisations can fail to see the potential in a new idea or decide that it does not fit with its current pattern of business.
“非发明者”问题 – 组织可能无法看到新想法的潜力，或者认为它不适合其当前的业务模式。

The need for a change is perceived, but the strength or saliency of the threat is underestimated. For example, General Motors failed to recognise the Japanese competition emerging in the 1980s competition.
人们认为需要做出改变，但威胁的强度或显著性被低估了。例如，通用汽车未能认识到 1980 年代竞争中出现的日本竞争。

Core competencies (a source of strength within an organisation) can also become “core rigidities” - being highly competent in doing certain things, can also block the organisation from changing its mind. Thus, ideas that challenge the status quo face an uphill struggle to gain acceptance; innovation requires considerable energy and enthusiasm to overcome barriers of this kind.
核心能力（组织内部的力量来源）也可以变成“核心僵化”——在做某些事情方面具有很强的能力，也可以阻止组织改变主意。因此，挑战现状的思想要获得认可，将面临艰苦的斗争;创新需要相当大的精力和热情来克服这种障碍。

One of the concerns in successful innovative organisations is finding ways to ensure that individuals with good ideas are able to progress them without having to leave the organisation to do so.
成功的创新型组织关注的问题之一是找到方法，确保有好想法的个人能够在不必离开组织的情况下推进这些想法。

Five key elements
五个关键要素

Leadership
领导

Why leadership is important for innovation?
为什么领导力对创新很重要？

Changing mindset and refocusing organisational energies require the articulation of a clear sense of, and commitment to shared organisational purpose arising from such leadership.
改变思维方式和重新调整组织能量需要明确地表达这种领导力产生的共同组织目标的清晰意识和承诺。

1)“Top management commitment” is a common prescription associated with successful innovation.
1）“最高管理层承诺”是与成功创新相关的常见处方。

There needs to be a long-term commitment to major projects, as opposed to seeking short-term returns.
需要对重大项目做出长期承诺，而不是寻求短期回报。

Innovation is uncertain and returns may not emerge quickly. Demands for shorter term gains by shareholders have to be reconciled with long-term technology development plans.
创新是不确定的，回报可能不会很快出现。股东对短期收益的需求必须与长期技术发展计划相协调。

2)Upper echelons theory (高层阶梯理论) argues that decisions and choices by top management have an influence on the performance of an organisation (positive or negative!).
2）高层阶梯理论（Upper echelons theory）认为，高层管理人员的决策和选择对组织的绩效有影响（积极的或消极的！

This influence occurs through their assessment of the environment, strategic decision making, and support for innovation.
这种影响通过他们对环境的评估、战略决策和对创新的支持来实现。

Researchers have identified a long list of personality characteristics that are effective in certain situations, which typically include the following traits:
研究人员已经确定了一长串在某些情况下有效的性格特征，其中通常包括以下特征：

bright, alert, and intelligent
明亮、警觉、智能

seek responsibility and take charge
寻求责任并负责

skillful in their task domain
在他们的任务领域中娴熟

administratively and socially competent
行政及社交能力

energetic, active, and resilient
精力充沛、活跃且有弹性

good communicators
善于沟通

These lists describe some characteristics of some leaders in certain situations; however, results are highly inconsistent regarding the relationship between leadership traits and innovation – there is no universal list (yet).
这些列表描述了某些领导者在某些情况下的一些特征;然而，关于领导特质和创新之间的关系，结果非常不一致——（目前）还没有一个通用的列表。

How does leadership shape innovation?
领导力如何塑造创新？

Leaders are important to support innovation in organisations through:
领导者对于通过以下方式支持组织创新非常重要：

Changing organisational culture and refocusing the organisation’s efforts
改变组织文化并重新调整组织的工作重点

Creating good environment/support for innovative teamwork, supporting and promoting creativity
为创新团队合作创造良好的环境/支持，支持和促进创造力

Valuing and encouraging risk-taking
重视和鼓励冒险

Reconciling demands for shorter term gains by shareholders with long-term organisational gains through technology development or improved internal processes
通过技术开发或改进内部流程，协调股东对短期收益的需求与长期组织收益

Studies in different contexts identify not only the technical expertise of leadership influencing group performance but also broader cognitive ability, such as creative problem-solving and information-processing skills.
在不同背景下的研究不仅确定了影响团队绩效的领导力的技术专长，还确定了更广泛的认知能力，例如创造性解决问题和信息处理技能。

Groups facing novel, ill-defined problems confirm that both expertise and cognitive-processing skills are key components of creative leadership and are both associated with effective performance of creative groups.
面临新颖、定义不清问题的群体证实，专业知识和认知处理技能都是创意领导力的关键组成部分，并且都与创意团队的有效表现有关。

Leaders help through idea evaluation. A study of scientists found that they most valued their leader’s inputs at the early stages of a new project, when they were formulating their ideas, and defining the problems, and later at the stage where they needed feedback and insights into the implications of their work.
领导者通过想法评估提供帮助。一项针对科学家的研究发现，他们在新项目的早期阶段最重视领导者的意见，当时他们正在形成自己的想法和定义问题，后来在他们需要反馈和深入了解其工作影响的阶段。

Transformational leaders are generally found to have a positive effect on innovation during times of uncertainty. This includes their capacity for: intellectual stimulation; articulating a vision; and inspiring communication.
在不确定的时期，变革型领导者通常对创新产生积极影响。这包括他们的能力：智力刺激;阐明愿景;和激发沟通。

Intellectual stimulation includes behaviours that increase others’ awareness of and interest in problems and develops their propensity and ability to tackle problems in new ways. Intellectual stimulation, through showing how examples of how other organisations have innovated or just talking about new ideas and concepts that may trigger innovation in staff. This can improve performance under conditions of perceived uncertainty.
智力刺激包括提高他人对问题的认识和兴趣的行为，并培养他们以新方式解决问题的倾向和能力。智力刺激，通过展示其他组织如何创新的例子，或者只是谈论可能引发员工创新的新想法和概念。这可以在感知到不确定性的情况下提高性能。

Intellectual stimulation by leaders has a strong effect on the organisational performance under conditions of perceived uncertainty.
在感知到不确定性的条件下，领导者的智力刺激对组织绩效有很强的影响。

It is also associated with the commitment to an organisation – when people are intellectually stimulated, they are more engaged and more likely to input effort beyond their prescribed job role.
它还与对组织的承诺有关——当人们受到智力刺激时，他们会更加投入，也更有可能在规定的工作角色之外投入努力。

Articulating a vision refers to “the expression of an idealized picture of the future based around organisational values.”
阐明愿景是指“基于组织价值观的理想化未来图景的表达”。

The expression of a vision has a negative effect on followers’ confidence, unless accompanied with inspirational communication.
愿景的表达对追随者的信心有负面影响，除非伴随着鼓舞人心的交流。

Mission awareness increases the probability of success of R&D projects, but the effects are stronger at the earlier stages: in the planning and conceptual stage, mission awareness explained two-thirds of the subsequent project success.
任务意识增加了研发项目成功的可能性，但在早期阶段效果更强：在规划和概念阶段，任务意识解释了后续项目成功的三分之二。

Inspirational communication refers to “the expression of positive and encouraging messages about the organisation, and statements that build motivation and confidence.”
鼓舞人心的沟通是指“表达关于组织的积极和鼓舞人心的信息，以及建立动力和信心的声明”。

Leadership clarity is associated with clear team objectives, high levels of participation, commitment to excellence, and support for innovation.
领导层的明确性与明确的团队目标、高水平的参与度、对卓越的承诺和对创新的支持有关。

What should leaders focus on?
领导者应该关注什么？

Establishing an innovation policy that is promoted throughout the organisation communicating to employees that innovative behaviour will be rewarded.
制定在整个组织内推广的创新政策，向员工传达创新行为将得到奖励。

When forming teams, some heterogeneity is necessary to promote innovation. However, if the team is too heterogeneous, tensions may arise; when heterogeneity is too low, more directive leadership is required to promote team reflection, for example, by encouraging discussion and disagreement.
在组建团队时，需要一些异质性来促进创新。但是，如果团队过于异质，则可能会出现紧张局势;当异质性太低时，需要更多的指导性领导来促进团队反思，例如，通过鼓励讨论和分歧。

Leaders should promote a team climate of emotional safety, respect, and joy through emotional support and shared decision making.
领导者应该通过情感支持和共同决策来促进情感安全、尊重和快乐的团队氛围。

Individuals and teams have autonomy and space for idea generation and creative problem solving.
个人和团队拥有自主权和空间来产生想法和创造性地解决问题。

Time limits for idea creation and problem solutions should be set, particularly in the implementation phases.
应设定想法创建和问题解决方案的时间限制，尤其是在实施阶段。

Finally, team leaders, who have the expertise, should engage closely in the evaluation of innovative activities.
最后，具有专业知识的团队领导应密切参与对创新活动的评估。

Key Individuals
关键人物

Beyond structure and leaders, a range of individuals can make a significant impact on innovative activity within organisations.These ‘key enabling figures’, often labelled champions and promotors, are associated with many famous innovations – for example, the development of Pilkington’s float glass process or Edwin Land and the Polaroid photographic system. One clear example of such individual contribution comes, of course, from start-up entrepreneurs who demonstrate considerable abilities not only around recognizing opportunities but also in configuring networks and finding resources to enable them to take those ideas forward.
除了结构和领导者之外，一系列个人还可以对组织内的创新活动产生重大影响。这些“关键推动人物”通常被称为冠军和推动者，与许多著名的创新有关——例如，皮尔金顿浮法玻璃工艺的发展或 Edwin Land 和宝丽来摄影系统。当然，这种个人贡献的一个明显例子来自初创企业家，他们不仅在识别机会方面表现出相当大的能力，而且在配置网络和寻找资源方面也表现出相当大的能力，使他们能够将这些想法向前发展。

Technical champions: a source of critical technical knowledge – often the inventor or team leader responsible for an invention.
技术推动者：关键技术知识的来源 – 通常是负责发明的发明者或团队领导。

Breadth of understanding of the technology behind the innovation
对创新背后的技术有广泛的理解

Ability to solve the many development problems likely to emerge
能够解决可能出现的许多开发问题

Contribution here is not only of technical knowledge but it also involves inspiration during times of technical difficulty
这里的贡献不仅是技术知识，而且还涉及技术困难时期的灵感

Organisational sponsors: this person has power and influence and is able to pull the various strings of the organisation
组织发起人：此人具有权力和影响力，能够拉动组织的各个环节

Remove innovation obstacles
消除创新障碍

Don’t necessarily have a detailed technical knowledge of the innovation (although this is clearly an asset), but they do need to believe in its potential.
他们不一定对创新有详细的技术知识（尽管这显然是一项资产），但他们确实需要相信它的潜力。

Technological gatekeepers: encourage good information flows and communication
技术守门人：鼓励良好的信息流动和沟通

Collect information from various sources and pass it on to the relevant people who will be best able or most interested to use it
从各种来源收集信息，并将其传递给最有能力或最有兴趣使用它的相关人员

Often well connected in the informal social structure of the organisation – as key players in the process.
通常在组织的非正式社会结构中建立良好的关系——作为过程中的关键参与者。

Innovation champions: enthusiastically promote an innovative idea (their own or others) through an organisation beyond their formal role prescription
创新冠军：通过组织热情地推广创新想法（他们自己的或他人的），超越他们的正式角色规定

Help others sell an idea
帮助他人销售创意

Motivate others to be innovative
激励他人创新

Identify and navigate around barriers
识别并绕过障碍

Strong networkers who identify other individuals to aid their cause (Molloy, Bankins, Kriz & Barnes, 2020).
强大的网络者，他们会寻找其他个体来帮助他们的事业（Molloy， Bankins， Kriz & Barnes， 2020）。

Organisational structure and innovation
组织结构和创新

Organisational structures and processes that enable technological change to thrive are critical.
使技术变革蓬勃发展的组织结构和流程至关重要。

Rigid hierarchical organisations in which there is a little integration between functions and where communication tends to be top-down and one-way in character are unlikely to be very supportive of the smooth information flows and cross-functional cooperation recognized as being important factors for success.
僵化的等级组织，职能之间有一点整合，沟通往往是自上而下的和单向的，不太可能非常支持顺畅的信息流动和跨职能合作，而这被认为是成功的重要因素。

However, context informs how organisational structure will influence innovation. The nature of the tasks performed will require different types of structures and processes.
然而，环境决定了组织结构将如何影响创新。所执行任务的性质将需要不同类型的结构和流程。

Less programmed and more uncertain tasks require greater flexibility around the structuring of relationships. Where judgement and insight required for decisions vary considerably from day to day – and these include those decisions associated with innovation - flexibility and extensive interaction are necessary.
编程较少且不确定性较高的任务需要在关系结构方面具有更大的灵活性。当决策所需的判断和洞察力每天都有很大差异时（包括与创新相关的决策），灵活性和广泛的互动是必要的。

Activities such as production, order processing, and purchasing are characterized by decision making that is subject to little variation. In these contexts, organisational structures can be more formalised and stable (but this is an ever-decreasing organisational imperative as automation will continue to replace such tasks)
生产、订单处理和采购等活动的特点是决策变化很小。在这些情况下，组织结构可以更加正式和稳定（但这是一个不断减少的组织必要性，因为自动化将继续取代此类任务）

Considerable work has been undertaken exploring the influence of structure on innovation and how context shapes this relationship (see our text for more detail and references).
已经开展了大量工作来探索结构对创新的影响以及环境如何塑造这种关系（有关更多详细信息和参考资料，请参阅我们的文本）。

Mintzberg collated much of this work and proposed a series of archetypes that provide templates for the basic structural configurations into which firms are likely to fall. These categories – and their implications for innovation management – are summarized in the following table.
Mintzberg 整理了这项工作的大部分内容，并提出了一系列原型，这些原型为公司可能陷入的基本结构配置提供了模板。下表总结了这些类别及其对创新管理的影响。

Mintzberg’s Structural Archetypes
明茨伯格的结构原型

Organisation Archetype: Simple structure
组织原型：简单结构

Key Features
主要特点

It is centrally controlled, yet capable of quickly responding to environmental changes.
它是集中控制的，但能够快速响应环境变化。

Typically small in scale, and often under the direct control of a single individual.
通常规模较小，通常由单个个体直接控制。

Its strengths lie in the rapid response ability and clear sense of purpose.
它的优势在于快速反应能力和明确的目标感。

However, it has weaknesses such as vulnerability to individual misjudgment or prejudice, and limitations in terms of resources and growth potential.
然而，它也有弱点，例如容易受到个人误判或偏见的影响，以及资源和增长潜力方面的限制。

Innovation Implications
创新影响

High - technology small start - ups, often referred to as “garage businesses”, usually adopt simple structures.
高科技小型初创企业，通常被称为“车库企业”，通常采用简单的结构。

Their advantages include high energy levels, enthusiasm, and an entrepreneurial spirit. Simple - structure innovative firms tend to be highly creative.
他们的优势包括精力充沛、热情和创业精神。结构简单 - 创新公司往往具有高度的创造力。

Nevertheless, they have drawbacks in terms of long - term stability and growth, and may be overly dependent on key individuals.
然而，它们在长期稳定性和增长方面存在缺点，并且可能过度依赖关键个体。

Organisation Archetype: Machine bureaucracy
组织原型：机器官僚主义

Key Features
主要特点

It is centrally controlled by systems.
它由系统集中控制。

The structure is designed like a complex machine, where people are regarded as cogs within it.
该结构被设计成一台复杂的机器，人们被视为其中的齿轮。

Success is achieved by developing effective systems that simplify tasks and make behavior routine.
成功是通过开发有效的系统来简化任务并使行为成为常规的。

Its strengths include the ability to handle complex integrated processes.
它的优势包括处理复杂的集成流程的能力。

However, it has weaknesses such as the potential for individuals to feel alienated and the tendency to develop rigidities.
然而，它也有缺点，例如个人可能会感到疏远和容易变得僵化。

Innovation Implications
创新影响

Innovation depends on specialists, and their work is integrated into the overall system design.
创新取决于专家，他们的工作被整合到整体系统设计中。

Examples of such organizations are fast - food chains like McDonald's, mass - production companies like Ford, and large - scale retailers like Tesco.
此类组织的例子包括麦当劳等快餐连锁店、福特等大规模生产公司以及 Tesco 等大型零售商。

Its advantages are stability and the focused application of technical skills in designing systems for complex tasks.
其优点是稳定性和在为复杂任务设计系统时集中应用技术技能。

But it has drawbacks in being rigid and inflexible when faced with rapid change.
但在面对快速变化时，它也有僵化和不灵活的缺点。

Organisation Archetype: Divisionalised form
组织原型：分工化形式

Key Features
主要特点

It is designed to adapt to local environmental challenges.
它旨在适应当地的环境挑战。

Typically found in larger organizations, it features specialization into semi - independent units such as strategic business units or operating divisions.
它通常存在于大型组织中，其特点是专业化为半独立的部门，例如战略业务部门或运营部门。

Its strengths include the ability to focus on specific niches (like regional, market, or product areas) while leveraging central support.
它的优势包括能够专注于特定的细分市场（如区域、市场或产品领域），同时利用中央支持。

However, it has weaknesses such as internal conflicts between divisions and the central management.
但是，它也有弱点，例如部门和中央管理之间的内部冲突。

Innovation Implications
创新影响

Innovation often follows a “core and periphery” model. Generic R&D is conducted in central facilities, while more applied and specific work takes place within the divisions.
创新通常遵循“核心和外围”模型。通用研发在中央设施中进行，而更多的应用和具体工作则在部门内进行。

The advantages are the capacity to concentrate on building expertise in specific areas and to share knowledge across the organization.
其优势是能够专注于构建特定领域的专业知识并在整个组织内共享知识。

The drawbacks are the “centrifugal pull” that diverts R&D efforts from central to local applied work, and the friction and competition between divisions that can hinder knowledge sharing.
缺点是“离心拉力”将研发工作从中央转移到地方应用工作，以及部门之间的摩擦和竞争可能阻碍知识共享。

Organisation Archetype: Professional bureaucracy
组织原型：专业官僚主义

Key Features
主要特点

It is a decentralized mechanistic form. Power lies with individuals, yet coordination is achieved through standards.
它是一种去中心化的机械形式。权力在于个人，但协调是通过标准实现的。

There are relatively high levels of professional skills, often represented by specialist teams in consultancies, hospitals, or legal firms.
专业技能水平相对较高，通常由咨询公司、医院或律师事务所的专家团队代表。

Control is mainly established via consensus on standards (referred to as “professionalism”), and individuals have a high degree of autonomy.
控制主要通过对标准的共识（简称“专业性”）建立，个人具有高度的自主性。

Its strengths include high - level professional skills and the ability to assemble teams.
其优势包括高水平的专业技能和组建团队的能力。

Innovation Implications
创新影响

This archetype is typical of design and innovation consulting activities both within and outside organizations.
这种原型是组织内外设计和创新咨询活动的典型特征。

Examples include formal R&D teams, IT groups, or engineering teams where technical and specialist expertise is highly regarded.
例如，正式的研发团队、IT团队或工程团队，这些团队的技术和专业知识受到高度重视。

The advantages are technical capabilities and professional standards.
优势在于技术能力和专业水平。

However, it has weaknesses such as the challenge of managing individuals with high autonomy and significant knowledge - based power.
然而，它也有弱点，例如管理具有高度自主性和基于重要知识的权力的个人的挑战。

Organisation Archetype: Adhocracy
组织原型：灵活型

Key Features
主要特点

It is a project - type organization designed to handle instability and complexity.
这是一个项目型组织，旨在处理不稳定性和复杂性。

Not always long - lasting, but it offers a high degree of flexibility.
并不总是持久的，但它提供了高度的灵活性。

Internal rules and structures are minimal.
内部规则和结构是最低限度的。

Its strengths are the ability to deal with high levels of uncertainty and its creativity.
它的优势是处理高度不确定性的能力及其创造力。

However, it has weaknesses such as the inability to work together effectively due to unresolved conflicts, and a lack of control because of the absence of formal structures or standards.
然而，它也有弱点，例如由于未解决的冲突而无法有效地合作，以及由于缺乏正式的结构或标准而缺乏控制。

Innovation Implications
创新影响

Most commonly associated with innovative project teams, for example, in new product development or major process changes.
最常与创新项目团队相关联，例如，在新产品开发或重大流程变更中。

The NASA project organization was one of the most effective adhocracies in its program to land a man on the moon. It changed its structure almost once a year during the 10 - year program to ensure it could respond to constant changes and uncertainties.
NASA 项目组织是其将人送上月球的计划中最有效的灵活组织之一。在 10 年计划中，它几乎每年都会更改一次结构，以确保它能够应对不断的变化和不确定性。

Its advantages are high levels of creativity and flexibility.
它的优势是高水平的创造力和灵活性。

Its drawbacks are a lack of control and an over - commitment to the project at the expense of the wider organization.
它的缺点是缺乏控制力和以牺牲更广泛的组织为代价对项目过度承诺。

Teams and innovation
团队和创新

Considerable work has been done on the characteristics of high-performance project teams for innovative tasks, and the main findings are that such teams rarely happen by accident.
已经对创新任务的高绩效项目团队的特征进行了大量工作，主要发现这样的团队很少是偶然发生的。

They result from a combination of selection and investment in team building, allied to clear guidance on their roles and tasks, and a concentration on managing group process as well as task aspects.
他们是团队建设的选择和投资相结合的结果，与关于他们的角色和任务的明确指导相结合，并专注于管理团队流程和任务方面。

There are dangers in putting nominal teams together where unresolved conflicts, personality clashes, lack of effective group processes, and other factors can diminish their effectiveness.
将名义上的团队放在一起是有危险的，因为未解决的冲突、个性冲突、缺乏有效的团队流程和其他因素会降低其有效性。

This means, organisations should think carefully about how to construct, guide and manage teams!
这意味着，组织应该仔细考虑如何构建、指导和管理团队！

Teams are increasingly being seen as a mechanism for bridging boundaries within the organisation – and indeed, in dealing with inter-organisational issues.
团队越来越被视为一种弥合组织内部界限的机制，事实上，在处理组织间问题时也是如此。

Cross-functional teams can bring together the different knowledge sets needed for tasks such as product development or process improvement.
跨职能团队可以将产品开发或流程改进等任务所需的不同知识集汇集在一起。

But, they also represent a forum where often deep-rooted differences in perspectives can be resolved.
但是，他们也代表了一个论坛，在这里，人们往往可以解决根深蒂固的观点分歧。

Interdepartmental clashes can be a major source of friction and contributed much to delays and difficulties in operations. Successful organisations invest in multiple methods for integrating across groups – and the cross-functional team was one of the most valuable resources.
部门间冲突可能是摩擦的主要来源，并在很大程度上导致了运营的延误和困难。成功的组织投资于多种跨团队整合方法，而跨职能团队是最宝贵的资源之一。

But, as we have already noted, building such teams is a major strategic task – they will not happen by accident, and they will require additional efforts to ensure that the implicit conflicts of values and beliefs are resolved effectively.
但是，正如我们已经指出的，建立这样的团队是一项重大的战略任务——它们不会偶然发生，它们需要额外的努力来确保价值观和信仰的隐性冲突得到有效解决。

Potential Assets and Liabilities of Using a Group/Team
使用小组/团队的潜在资产和负债

Potential Assets of Using a Group
使用组的潜在资产

There is greater availability of knowledge and information.
知识和信息的可用性更高。

More opportunities exist for cross - fertilization, increasing the likelihood of building on and improving others' ideas.
存在更多的交叉施肥机会，增加了建立和改进他人想法的可能性。

A wider range of experiences and perspectives can be drawn upon.
可以借鉴更广泛的经验和观点。

Participation and involvement in problem - solving enhance understanding, acceptance, commitment, and a sense of ownership of outcomes.
参与和参与解决问题可以增强理解、接受、承诺和对结果的主人翁意识。

There are more chances for group development, which can increase cohesion, communication, and a sense of companionship.
有更多的团队发展机会，这可以增加凝聚力、沟通和陪伴感。

Potential Liabilities of Using a Group
使用组的潜在责任

Social pressure towards uniform thought limits contributions and increases conformity.
对统一思想的社会压力限制了贡献并增加了一致性。

Group think occurs, where groups converge on options that seem to have the greatest agreement, regardless of quality.
发生群体思考，即群体聚集在似乎最一致的选项上，而不管质量如何。

Dominant individuals can influence the group and lead to unequal impacts on outcomes.
占主导地位的个体可以影响群体并导致对结果的不平等影响。

Individuals are less accountable in groups, allowing groups to make riskier decisions.
个人在群体中的责任感较低，从而允许群体做出风险更大的决定。

Conflicting individual biases may cause unproductive levels of competition, resulting in “winners” and “losers”.
相互冲突的个人偏见可能会导致无益的竞争水平，从而导致“赢家”和“输家”。

Characteristics of teams that drive innovation
推动创新的团队的特征

A clear, common, and elevating goal.
一个明确、共同且令人振奋的目标。

Results - driven structure.
结果 - 驱动结构。

Competent team members.
称职的团队成员。

Unified commitment.
统一承诺。

Collaborative climate.
协作氛围。

Standards of excellence.
卓越标准。

Appropriate use of the team.
适当使用团队。

Embracing appropriate change.
拥抱适当的变化。

Principled leadership.
有原则的领导。

Team spirit.
团队精神。

Participation in decision making.
参与决策。

External support and recognition.
外部支持和认可。

Climate, culture and innovation
气候、文化和创新

Culture is the pattern of shared values, beliefs, and agreed norms that shape behaviour in an organisation - it is “the way we do things round here”.
文化是塑造组织行为的共同价值观、信仰和商定规范的模式 ——它是“我们在这里做事的方式”。

Schein suggests that culture can be understood in terms of three linked levels:
Schein 认为，文化可以从三个相互关联的层面来理解：

The deepest and most inaccessible is what each individual believes about the world – the “taken for granted” assumptions.
最深刻、最难以接近的是每个人对世界的看法——“被认为是理所当然的”假设。

This deep level shapes individual actions and the collective and socially negotiated version of these behaviours defines the dominant set of norms and values for the group.
这个深层次塑造了个人行为，而这些行为的集体和社会协商版本定义了群体的主导规范和价值观。

Finally, behaviour in line with these norms creates a set of artefacts – structures, processes, symbols, etc. – which reinforce the patterns.
最后，符合这些规范的行为创造了一组人工制品——结构、过程、符号等——这些人工制品强化了模式。

Given that culture is intangible, fuzzy, exists within social interactions – it is difficult to change and can take a long time to do so.
鉴于文化是无形的、模糊的，存在于社交互动中——改变很难，而且可能需要很长时间才能改变。

Individuals, managers and leaders can intervene at the level of artefacts – by changing structures or processes – and by providing models and reinforcing preferred styles of behaviour.
个人、管理者和领导者可以在人工制品层面进行干预——通过改变结构或流程——以及提供模型和加强首选的行为风格。

Such “culture change” actions are now widely tried in the context of change programs toward total quality management and other models of organisation which require more participative culture.
这种“文化变革”行动现在在转向全面质量管理和其他需要更多参与文化的组织模式的变革计划的背景下被广泛尝试。

So, it means that we can try to shape an organisation to be more conducive to innovation – it’s not easy, but is certainly important.
因此，这意味着我们可以尝试塑造一个更有利于创新的组织——这并不容易，但肯定很重要。

Culture that stifles innovation
扼杀创新的文化

Kanter (1997) provides a list of environmental factors that contribute to stifling innovation; these include:
Kanter （1997）列出了导致抑制创新的环境因素;这些包括：

dominance of restrictive vertical relationships
限制性垂直关系的主导地位

poor lateral communications
横向通信不良

limited tools and resources
有限的工具和资源

top-down dictates
自上而下指示

formal, restricted vehicles for change
正式的、受限制的变革工具

reinforcement of a culture of inferiority (i.e., innovation always has to come from outside to be any good)
强化自卑文化（即，创新总是必须来自外部才能成为好事）

unfocused innovative activity
未聚焦的创新活动

unsupported accounting practices.
不支持的会计做法。

Developing an innovative climate is not a simple matter since it consists of a complex web of behaviours and artefacts. Building a creative climate involves systematic development of:
开发创新气候并非易事，因为它由复杂的行为和人工制品网络组成。营造创意氛围涉及系统地开发：

organisational structures
组织结构

communication policies and procedures
通信策略和程序

reward and recognition systems
奖励和认可系统

training policy
培训政策

accounting and measurement systems
会计和测量系统

deployment of strategy
战略部署

Most organisations have reward systems that reflect the performance of repeated tasks rather than encourage the development of new ideas.
大多数组织的奖励制度反映了重复任务的绩效，而不是鼓励新想法的发展。

Leadership, culture and innovation
领导力、文化和创新

Leadership and culture are both influential over innovative activity.
领导力和文化都对创新活动产生影响。

Leadership and culture can work together, in harmony, to influence innovation in a similar direction OR they can work independently and influence differently.
领导力和文化可以协同工作，和谐一致地影响创新，或者他们可以独立工作并产生不同的影响。

An innovation-oriented corporate culture reflects the values, norms, and artifacts shared by a large set of organisational members, whereas in contrast, executive leadership behaviour attempts to direct innovations from the top.
以创新为导向的企业文化反映了大量组织成员共享的价值观、规范和工件，而相比之下，执行领导行为试图从高层指导创新。

We cannot say with certainty exactly how and how much influence culture and leadership have over innovation. One study found that an innovation-oriented culture is more effective in enhancing product innovation frequency than transformational leadership (Stock & Schnarr, 2016). However, more research is needed before we can draw definitive conclusions.
我们无法确切地说文化和领导力对创新的影响如何以及有多大。一项研究发现，创新导向的文化比变革型领导更有效地提高产品创新频率（股票和施纳尔，2016）。然而，在我们得出明确的结论之前，还需要进行更多的研究。

Climate vs Culture
气候与文化

The two terms, culture and climate, have been used interchangeably by many writers, researchers, and practitioners (even in our text you can see it happening).
文化和气候这两个词已经被许多作家、研究人员和从业者互换使用（即使在我们的文本中，您也可以看到它正在发生）。

Climate is the recurring patterns of behaviour, attitudes, and feelings that characterise life in the organisation. These are the objectively shared perceptions that characterize life within a defined work unit or in the larger organisation. Climate is more observable at a surface level within the organisation and more amenable to change and improvement efforts.
氛围是组织生活中反复出现的行为、态度和感受模式。这些是客观共享的观念，这些观念是定义工作单位或更大组织中生活的特征。气候在组织内部的表面更容易观察到，也更容易接受变化和改进工作。

Culture refers to the deeper and more enduring values, norms, and beliefs within the organisation.
文化是指组织内更深刻、更持久的价值观、规范和信仰。

In practice, for most of us, the difference is not always critical – however, if trying to implement a cultural change within an organisation, it is useful to understand that there are varying levels of ‘observability’ and that interventions might be conducted at the surface level, as a starting point for trying to drive deeper change.
在实践中，对于我们大多数人来说，这种差异并不总是关键的——然而，如果试图在组织内实施文化变革，那么了解存在不同程度的“可观察性”是有用的，并且干预可能在表面进行，作为尝试推动更深层次变革的起点。

This means, we have slightly more clarity on what type of climate can facilitate innovation.
这意味着，对于哪种类型的气候可以促进创新，我们有了更清晰的了解。

Dimensions of climate
气候维度

Many dimensions of climate have been shown to influence innovation and entrepreneurship, our text outlines six of the most critical factors.
气候的许多方面已被证明会影响创新和创业，我们的文本概述了六个最关键的因素。

1. Trust and Openness - refers to the emotional safety in relationships.
1. 信任和开放 - 指人际关系中的情感安全。

Everyone dares to put forward ideas and opinions.
每个人都敢于提出想法和意见。

Initiatives can be taken without fear of reprisals and ridicule in case of failure and communication is open and straightforward.
如果失败，可以采取主动行动而不必担心报复和嘲笑，并且沟通是公开和直接的。

Where trust is missing, people are afraid of being exploited and robbed of their good ideas.
在缺乏信任的地方，人们害怕被利用和剥夺他们的好主意。

However, trust can bind and blind. If trust and openness are too high, relationships may be so strong that time and resources at work are often spent on personal issues or wasted.
然而，信任可以约束和盲目。如果信任和开放度太高，人际关系可能会非常牢固，以至于工作上的时间和资源经常花在个人问题上或浪费掉。

2. Challenge and involvement - the degree to which people are involved in daily operations, long-term goals, and visions.
2. 挑战和参与 - 人们参与日常运营、长期目标和愿景的程度。

People are intrinsically motivated and committed to making contributions to the success of the organisation.
员工具有内在的动力，并致力于为组织的成功做出贡献。

People find joy and meaningfulness in their work, and therefore they invest much energy.
人们在工作中找到快乐和意义，因此他们投入了大量精力。

In the opposite situation, people are not engaged, and feelings of alienation and indifference are present. The common sentiment and attitude is apathy and lack of interest in work and interaction is both dull and listless.
在相反的情况下，人们没有参与，存在疏离感和冷漠感。常见的情绪和态度是冷漠，对工作和互动缺乏兴趣，既沉闷又无精打采。

If the challenge and involvement are too high, you may observe that people are showing signs of “burn out,” they are unable to meet project goals and objectives, or they spend “too many” long hours at work.
如果挑战和参与度太高，您可能会观察到人们表现出“倦怠”的迹象，他们无法实现项目目标和目的，或者他们在工作上花费“太多”长时间。

Intellectual stimulation is one of the most underdeveloped components of leadership and includes behaviours that increase others’ awareness of and interest in problems and develops their propensity and ability to tackle problems in new ways.
智力刺激是领导力中最不成熟的组成部分之一，包括提高他人对问题的认识和兴趣的行为，并培养他们以新方式解决问题的倾向和能力。

3. Support and Space for Ideas – giving people time for elaborating new ideas.
3. 支持和想法空间 – 给人们时间来阐述新想法。

In the high idea-time situation, possibilities exist to discuss and test impulses and fresh suggestions that are not planned or included in the task assignment and people tend to use these possibilities.
在高创意时间的情况下，存在讨论和测试未计划或未包含在任务分配中的冲动和新建议的可能性，人们倾向于使用这些可能性。

When idea time is low, every minute is booked and specified. The time pressure makes thinking outside the instructions and planned routines impossible.
当构思时间较短时，将预订并指定每一分钟。时间压力使得在指令和计划例程之外进行思考是不可能的。

If there is too much time and space for new ideas, people can become bored and decisions are made too slowly.
如果新想法的时间和空间太多，人们就会变得无聊，决策也就会变得太慢。

When there is little environmental uncertainty or need for change, and the focus is simply on productivity; too much organisational slack can be inefficient.
当环境不确定性或变革需求很小，并且重点只是生产力时;过多的组织松懈可能会效率低下。

Successful organisations generate more slack, which provides greater resource (people, time, money) for longer term, significant innovation; however, when an organisation is less successful, or suffers a fall in performance, it tends to search for immediate and specific problems and their solution, which tends to reduce the slack necessary for longer-term innovation and growth
成功的组织会产生更多的闲置时间，从而为长期、重要的创新提供更多的资源（人力、时间、金钱）;然而，当一个组织不太成功或绩效下降时，它往往会寻找直接和具体的问题及其解决方案，这往往会减少长期创新和增长所需的松懈

4. Conflict and Debate - refers to the presence of personal, interpersonal, or emotional tensions.
4. 冲突和辩论 - 指个人、人际或情感紧张的存在。

Conflicts can occur over tasks, processes, or relationships.
任务、流程或关系可能会发生冲突。

Task conflicts focus on disagreements about the goals and content of work, the “what?” needs to be done and “why?”
任务冲突主要集中在对工作目标和内容、需要做什么和“为什么”的分歧上。

Process conflicts are around “how?” to achieve a task, means, and methods.
流程冲突围绕着“如何”完成任务、手段和方法。

Relationship or affective conflicts are more emotional and are characterized by hostility and anger.
关系或情感冲突更加情绪化，以敌意和愤怒为特征。

In general, some tasks and process conflicts are constructive, helping to avoid groupthink and to consider more diverse opinions and alternative strategies. However, task and process conflicts have only a positive effect on performance in a climate of openness and collaborative communication; otherwise, it can degenerate into relationship conflict or avoidance.
一般来说，一些任务和过程冲突是建设性的，有助于避免群体思维并考虑更多样化的意见和替代策略。然而，任务和流程冲突只对开放和协作沟通的环境中的绩效产生积极影响;否则，它可能会退化为关系冲突或逃避。

Relationship conflict is generally energy sapping and destructive, as emotional disagreements create anxiety and hostility.
关系冲突通常是消耗能量和破坏性的，因为情感分歧会产生焦虑和敌意。

5. Risk-taking - Tolerance of uncertainty and ambiguity constitute risk-taking.
5. 冒险 - 容忍不确定性和模糊性构成冒险。

In a high risk-taking climate, bold new initiatives can be taken even when the outcomes are unknown. People feel that they can “take a gamble” on some of their ideas. People will often “go out on a limb” and be first to put an idea forward.
在高风险的环境中，即使结果未知，也可以采取大胆的新举措。人们觉得他们可以对自己的一些想法 “赌一把”。人们通常会 “孤注一掷”，率先提出一个想法。

In a risk-avoiding climate, there is a cautious, hesitant mentality. People try to be on the “safe side.” If risk-taking is too low, employees offer few new ideas or few ideas that are well outside of what is considered safe or ordinary.
在规避风险的环境中，人们会有一种谨慎、犹豫的心态。人们试图保持 “安全”。如果冒险程度太低，员工就会提供很少的新想法，或者提供一些远远超出人们认为安全或普通的想法。

Conversely, if there is too much risk-taking, you will see that people are confused. There are too many ideas floating around, but few are sanctioned. People are frustrated because nothing is getting done.
相反，如果冒险太多，你会看到人们很困惑。流传的想法太多了，但很少有得到批准的。人们感到沮丧，因为什么都没有做。

Both individual characteristics and organisational climate influence perceptions of risk and propensities to avoid, accept or seek risks.
个人特征和组织氛围都会影响对风险的认知以及避免、接受或寻求风险的倾向。

6. Freedom - the independence in behaviour exerted by the people in the organisation.
6. 自由 - 组织中人员的行为独立性。

In a climate with much freedom, people are given autonomy to define much of their own work. They are able to exercise discretion in their day-to-day activities. They take the initiative to acquire and share information and make plans and decisions about their work.
在一个自由度很高的环境中，人们被赋予了定义自己大部分工作的自主权。他们能够在日常活动中行使自由裁量权。他们主动获取和共享信息，并就自己的工作做出计划和决策。

In a climate with little freedom, people work within strict guidelines and roles. People demonstrate very little initiative for suggesting new and better ways of doing things. They may spend a great deal of time and energy obtaining permission and gaining support or perform all their work “by the book” and focus too much on the exact requirements of what they are told to do.
在一个几乎没有自由的氛围中，人们在严格的指导方针和角色下工作。人们很少主动提出新的和更好的做事方式。他们可能会花费大量的时间和精力来获得许可和获得支持，或者 “照本宣科 ”地完成他们的所有工作，并过多地关注他们被告知要做的事情的确切要求。

Authoritarian leadership or overly bureaucratic management can result in little freedom.
专制领导或过度官僚主义的管理可能导致几乎没有自由。

If there is too much freedom, you may observe people going off in their own independent directions. People may do things with little or no concern for important policies/procedures, performing tasks differently and independently redefining how they are done each time
如果自由度太大，你可能会观察到人们朝着自己独立的方向发展。人们做事可能很少或根本不关心重要的政策/程序，以不同的方式执行任务，并独立地重新定义每次如何完成任务

Exercise
锻炼

Individual exercise: idea generation
个人练习：创意生成

You have one minute to write a list of all the uses you can think of for a drinking glass.
您有一分钟的时间写下您能想到的水杯的所有用途的清单。

How many did you come up with? Over 5? Over 10? Over 20?
你想出了多少个？超过 5 人？超过 10 个？超过 20 岁？

Now let’s see what we came up with collectively.
现在让我们看看我们共同得出了什么。

Call out ideas from your list (don’t repeat an idea if someone has already said it).
从您的列表中指出想法（如果有人已经说过，请不要重复某个想法）。

Variation in uses for a glass we came up with?
我们想出的玻璃杯的用途有什么变化吗？

Did the group as a whole have any advantage over individuals?
整个群体比个人有什么优势吗？

Individual exercise: leadership, team, climate and innovation
个人锻炼：领导力、团队、氛围和创新

Answer the below three questions. You have 10 minutes. Write as much as you can. If you get stuck, note down what you now know you need to learn more about.
请回答以下三个问题。你有 10 分钟的时间。尽可能多地写作。如果您遇到困难，请记下您现在知道需要了解更多信息的内容。

How does leadership influence innovation within an organisation?
领导力如何影响组织内的创新？

What can we do to help teams become more innovative?
我们能做些什么来帮助团队变得更有创新性？

What are the features of a climate/culture that might facilitate innovation?
气候/文化的哪些特征可以促进创新？

Reflect Together
一起反思

Work in pairs or groups of three to discuss your responses to the questions:
两人一组或三人一组，讨论您对这些问题的回答：

Explain your answers to each other
向对方解释您的答案

Explore how responses differed
了解响应有何不同

What gaps can you identify in your own learning?
您可以在自己的学习中发现哪些差距？

Work in groups of 3 or 4:
以 3 人或 4 人为一组：

Choose one of the below organisations and do research by going to their websites to explain how this organisation supports innovation.
选择以下组织之一，并通过访问他们的网站进行研究，以解释该组织如何支持创新。

Use concepts from the text to explain why the organisation is innovative through leadership, team working, culture and climate to develop your answer.
使用文本中的概念来解释为什么组织通过领导力、团队合作、文化和氛围进行创新，以形成您的答案。

Prepare a presentation explaining the key factors that you can identify which support innovation within that organisation.
准备一份演示文稿，解释您可以确定哪些因素支持该组织内部的创新。

Lego
乐高积木

Nokia
诺基亚

Lenovo
联想

Ikea
宜家

Samsung
三星

Workshop & tutorial (Week 5-6)
研讨会和教程（第5-6周）

Week 5 Innovation & Entrepreneurship for Social Change
第五周：创新与创业促进社会变革

Learning objectives
学习目标

Explain the role of innovation and entrepreneurship in driving social change
解释创新和创业在推动社会变革中的作用

Describe the similarities and differences between social and non-social innovation and entrepreneurship
描述社会和非社会创新和创业之间的异同

Describe the unique challenges that social entrepreneurs face
描述社会企业家面临的独特挑战

Describe the process of sustainability-led transformation
描述以可持续发展为主导的转型过程

Social entrepreneurship
社会创业

Definition
定义

Social entrepreneurship is the recognition of a social problem and organisation of resources to establish a new venture to drive positive social outcomes.
社会创业是认识到社会问题并组织资源以建立新的企业以推动积极的社会成果。

Refers to the process of exploiting entrepreneurial opportunities that add social value.
指利用增加社会价值的创业机会的过程。

Social entrepreneurship is a social value creating activity.
社会创业是一种创造社会价值的活动。

Social entrepreneurship addresses social issues.
社会创业解决社会问题。

Features
特征

Blended value
混合值

Value creation, not just value capture
价值创造，而不仅仅是价值捕获

Trade, not just government funding and donations
贸易，而不仅仅是政府资助和捐赠

Community purpose, not just individual or shareholder wealth
社区目标，而不仅仅是个人或股东的财富

Measure effectiveness relative to social impact
衡量相对于社会影响的有效性

Social entrepreneurship also contributes to the economy through job creation and through creating jobs for those who may not otherwise find employment.
社会创业还通过创造就业机会和为那些可能无法找到工作的人创造就业机会来为经济做出贡献。

Social enterprises (the outcome of social entrepreneurship) are underpinned by the intention to balance financial and social goals – so it is about creating social change in a way that is economically sustainable.
社会企业（社会创业的成果）以平衡财务和社会目标的意图为基础——因此，它以经济上可持续的方式创造社会变革。

Difference with non-for-profit organizations
与非营利组织的区别

This is different from traditional not-for-profit organisations which rely primarily on government funding and donations.
这与主要依赖政府资助和捐赠的传统非营利组织不同。

Many social enterprises still rely on income from government funding, community donations and in-kind contributions from for-profit organisations – but should derive the majority of their income from trade.
许多社会企业仍然依赖政府资助、社区捐赠和营利性组织的实物捐赠，但其大部分收入应来自贸易。

Social enterprises
社会企业

Are led by an economic, social, cultural, or environmental mission consistent with a public or community benefit;
由与公共或社区利益相一致的经济、社会、文化或环境使命领导;

Trade to fulfil their mission;
交易以完成他们的使命;

Derive a substantial portion of their income from trade; and
他们的大部分收入来自贸易;和

Reinvest the majority of their profit/surplus in the fulfilment of their mission.
将他们的大部分利润/盈余再投资于完成他们的使命。

Typology of social ventures
社会企业类型

Where do social ventures sit on the continuum?
社会企业在连续体中处于什么位置？

Motives, Methods, and Goals 动机、方法和目标	Traditional nonprofit 传统非营利组织	Social enterprise (nonprofit and for-profit) 社会企业（非营利组织和营利性企业）	Socially responsible corporation 具有社会责任感的企业	Purely Commercial 纯商业
Beneficiaries 受益者	Pay nothing or reduce rates 不付钱或降低费率	Subsidised rates or mix of full payers 补贴税率或全额付款人的组合 And those who pay nothing 而那些不付钱的人	Subsidised rates or mix of full payers 补贴税率或全额付款人的组合 And those who pay nothing 而那些不付钱的人	Market-rate prices 市场价格
Capital 资本	Donations, grants, funding 捐款、赠款、资金	Below-market capital or mix of donations and market-rate capital 低于市场资本或捐赠与市场利率资本的组合	Market-rate capital (including SRI – Socially Responsible Investing) 市场资本（包括 SRI – 社会责任投资）	Market-rate capital 市场资本
Primary goal 主要目标	Non-financial mission – social and/or environmental 非财务使命 – 社会和/或环境	Social mission with minimum expectation of financial return 对经济回报期望最低的社会使命	Profit-driven with social and/or environmental objectives 以社会和/或环境目标为利润导向	Profit driven (economic value) 利润驱动（经济价值）

Social enterprises
社会企业

Social entrepreneurs share most of the characteristic of entrepreneurs, but are different in some important respects:
社会企业家具有企业家的大部分特征，但在一些重要方面有所不同：

Motives and aims – less concerned with independence and wealth, and more concerned with social means and ends.
动机和目标 – 不太关心独立和财富，而更关心社会手段和目的。

Timeframe – less emphasis on short-term growth and longer-term harvesting of the venture, and more concern on long-term change and enduring heritage.
时间框架 – 不太强调企业的短期增长和长期收获，而更多地关注长期变化和持久的遗产。

Resources – less reliance on the firm and management team to execute the venture, and greater reliance on a network of stakeholders and resources to develop and deliver change.
资源 – 减少对公司和管理团队执行风险投资的依赖，更多地依赖利益相关者和资源网络来开发和实现变革。

Innovation and social change
创新与社会变革

Social Innovation
社会创新

Definition
定义

“the generation and implementation of new social service ideas for solving social problems manifested at either the product or process level or the social system level.” (Weerwadeena and Mort 2012, p.93)
“产生和实施新的社会服务理念，以解决在产品或过程层面或社会系统层面表现出来的社会问题。”（Weerwadeena 和 Mort 2012，第 93 页）

Social innovation deals with improving the welfare of individuals and communities through employment, consumption and/or participation.
社会创新涉及通过就业、消费和/或参与来改善个人和社区的福利。

So, it is about the implementation of new ideas, processes, products, services and programmes that add value to the community or environment.
因此，它是关于实施为社区或环境增加价值的新想法、流程、产品、服务和计划。

Social innovation should focus on creating value for others. At the same time, an organisation can also capture value (make money) from the implementation of social innovation – this is often referred to as social entrepreneurship.
社会创新应侧重于为他人创造价值。同时，组织还可以从社会创新的实施中获取价值（赚钱）——这通常被称为社会创业。

However, social innovation can be driven by any type of organisation – not-for-profit, for-profit, government and social enterprises. We also see individuals and community groups driving social innovation.
然而，社会创新可以由任何类型的组织推动，包括非营利组织、营利性组织、政府和社会企业。我们还看到个人和社区团体推动社会创新。

Social vs ‘non-social’ innovation
社交创新与“非社会”创新

It is not always easy to identify whether something is a ‘social’ innovation or not. By definition, an innovation must add value to someone, but we need to unpack that further to understand what makes it ‘social’.
确定某件事是否是“社会”创新并不总是那么容易。根据定义，创新必须为某人增加价值，但我们需要进一步解读这一点，以了解是什么使它成为“社会”的。

Sometimes this ‘value’ is only to the implementing organisation (think process innovation).
有时，这种“价值”只对实施组织（想想流程创新）。

Sometimes the innovation however is designed and implemented purely with the intention of generating value to the community. These types of innovations may cost more to create that is ‘economically’ viable and therefore will require government assistance or philanthropy.
然而，有时创新和实施纯粹是为了为社区创造价值。这些类型的创新可能成本更高，但“经济上”可行的创新可能需要政府援助或慈善事业。

Social and Process Innovation
社会和流程创新

Social innovation isn’t just about being good … there is money to be made.
社会创新不仅仅是要优秀......有钱可赚。

In the field of social entrepreneurship, a growing number of businesses are recognizing the possibilities of pursuing parallel and complementary trajectories, targeting both conventional profits and social value creation.
在社会创业领域，越来越多的企业正在认识到追求平行和互补轨迹的可能性，以传统利润和社会价值创造为目标。

Social innovation is also an increasingly important component of “big business,” as large organizations realize that they can secure a ‘license to operate’ only if they can demonstrate some concern for the wider communities in which they are located.
社会创新也是“大企业”越来越重要的组成部分，因为大型组织意识到，只有当他们能够表现出对所在更广泛社区的某种关注时，他们才能获得“经营许可证”。

Corporate social responsibility (CSR) is becoming a major function in many businesses, and many make use of formal measures – such as the “triple bottom line” – to monitor and communicate their focus on more than simple profit making.
企业社会责任（CSR）正在成为许多企业的一项主要职能，许多企业利用正式措施（例如“三重底线”）来监控和传达他们对不仅仅是简单的盈利的关注。

Social innovation can come from for-profits
社会创新可以来自营利性

Social entrepreneurship can spin out of mainstream innovative activity.
社会创业可以从主流创新活动中衍生出来。

There is a growing recognition that pursuing social entrepreneurship-linked goals may not be incompatible with developing a viable and commercially successful business.
人们越来越认识到，追求与社会创业相关的目标可能与发展可行且商业成功的企业并不矛盾。

Many companies have now moved into the “foothills” of the “beyond compliance” area where they are realizing that they have to deal with key stakeholders and that in the process some interesting innovation opportunities can emerge.
许多公司现在已经进入了“超越合规”领域的“山麓”，他们意识到他们必须与关键利益相关者打交道，并且在此过程中可能会出现一些有趣的创新机会。

What is CSR?
什么是 CSR？

Corporate social responsibility (CSR) is the idea that a business has a responsibility to the society that exists around it.
企业社会责任（CSR）是指企业对其周围的社会负责。

Exactly what “socially responsible” means varies from organization to organization. Firms are often guided by a concept known as the triple bottom line, which dictates that a business should be committed to measuring its social and environmental impact, along with its profits.
“社会责任”的确切含义因组织而异。公司通常以一个称为三重底线的概念为指导，该概念规定企业应致力于衡量其社会和环境影响以及利润。

The adage “profit, people, planet” is often used to summarize the driving force behind the triple bottom line.
“利润、人、地球”这句格言经常被用来概括三重底线背后的驱动力。

Corporate social responsibility: Four categories
企业社会责任：四大类

Environmental Responsibility
环境责任

refers to the belief that organizations should behave in as environmentally friendly a way as possible.
是指组织应以尽可能环保的方式行事的信念。

It’s one of the most common forms of corporate social responsibility. Some companies use the term “environmental stewardship” to refer to such initiatives.
这是最常见的企业社会责任形式之一。一些公司使用术语“环境管理”来指代此类举措。

Ethical Responsibility –
道德责任 –

is concerned with ensuring an organization is operating in a fair and ethical manner.
关注确保组织以公平和合乎道德的方式运营。

Organizations that embrace ethical responsibility aim to achieve fair treatment of all stakeholders, including leadership, investors, employees, suppliers, and customers. Firms can embrace ethical responsibility in different ways.
承担道德责任的组织旨在公平对待所有利益相关者，包括领导层、投资者、员工、供应商和客户。公司可以通过不同的方式承担道德责任。

For example, a business might set its own, higher minimum wage if the one mandated by the state or federal government doesn’t constitute a “livable wage.”
例如，如果州或联邦政府规定的最低工资不构成“宜居工资”，企业可能会设定自己的更高最低工资。

Likewise, a business might require that products, ingredients, materials, or components be sourced according to free trade standards.
同样，企业可能要求根据自由贸易标准采购商品、成分、材料或组件。

Philanthropic Responsibility
慈善责任

refers to a business’s aim to actively make the world and society a better place.
是指企业积极使世界和社会变得更美好的目标。

In addition to acting as ethically and environmentally friendly as possible, organizations driven by philanthropic responsibility often dedicate a portion of their earnings.
除了尽可能地以道德和环境友好的方式行事外，受慈善责任驱动的组织通常会将其部分收入用于奉献。

While many firms donate to charities and nonprofits that align with their guiding missions, others donate to worthy causes that don’t directly relate to their business.
虽然许多公司向与其指导使命一致的慈善机构和非营利组织捐款，但其他公司则向与其业务没有直接关系的有价值的事业捐款。

Economic Responsibility
经济责任

is the practice of a firm backing all of its financial decisions in its commitment to do good in the areas listed above.
是一家公司支持其所有财务决策，承诺在上述领域做好事的做法。

The end goal is not to simply maximize profits, but positively impact the environment, people, and society.
最终目标不是简单地实现利润最大化，而是对环境、人类和社会产生积极影响。

CSR drives innovation
企业社会责任推动创新

A research project investigated whether CSR had any impact on the inventiveness and creativity of a company. The researchers investigated whether the number of new products released each year compared to a firm’s position on a CSR index.
一个研究项目调查了 CSR 是否对公司的创造力和创造力有任何影响。研究人员调查了每年发布的新产品数量是否与公司在 CSR 指数中的位置进行比较。

They found that:
他们发现：

CSR Spurs New Products
CSR 推动新产品

Companies in the top third of the CSR index were four times as inventive as companies in the bottom third – releasing on average 47 new products a year compared to just 12 products.
CSR 指数前三分之一的公司的创新能力是后三分之一公司的四倍——平均每年发布 47 款新产品，而去年只有 12 款产品。

CSR gives companies access to a wider body of knowledge through better relations with customers, suppliers and other stakeholders.
CSR 通过与客户、供应商和其他利益相关者建立更好的关系，使公司能够获得更广泛的知识体系。

By keeping up to date on customer preferences and the latest technological advances, socially responsible companies can tailor their products accordingly and keep one step ahead of competitors.
通过及时了解客户偏好和最新的技术进步，具有社会责任感的公司可以相应地定制他们的产品，并领先于竞争对手一步。

CSR + Competition = More New Products
CSR + 竞争 = 更多新产品

In highly competitive industries, such as air travel and automotive manufacturing, CSR investments generate even greater returns in terms of new products. The authors speculate that competition energizes organizational learning, allowing firms to use information from their knowledge base more effectively.
在航空旅行和汽车制造等竞争激烈的行业中，企业社会责任投资在新产品方面产生了更大的回报。作者推测，竞争激发了组织学习的活力，使公司能够更有效地使用其知识库中的信息。

CSR + R&D = Inventions
CSR + R&D = 发明

Companies that pursued CSR activities and spent more on research and development (R&D) than industry peers gained further advantage. These socially responsible, innovation-focused firms were more likely to launch first-of-a-kind innovations as opposed to just incremental improvements of existing products.
追求企业社会责任活动并在研发（R&D）上花费比行业同行更多的公司获得了进一步的优势。这些具有社会责任感、注重创新的公司更有可能推出首创的创新，而不仅仅是对现有产品的逐步改进。

For example, Boeing’s 787 Dreamliner uses 20 percent less fuel than its predecessors thanks to a novel weight reducing design that uses composite materials instead of traditional aluminium.
例如，波音 787 梦想客机的燃料消耗量比其前代机型减少了 20%，这要归功于使用复合材料而不是传统铝材的新型减重设计。

Sustainability
可持续性

Sustainable development was defined by United Nations as a "development which meets the needs of the present without compromising the ability of future generations to meet their own needs“ (UNWCED 1987).
联合国将可持续发展定义为“既满足当代人的需求，又不损害子孙后代满足其自身需求的能力的发展”（UNWCED 1987）。

A balance between 3Ps - considerations for people (social), profit (economy) and planet (environment)
3P 之间的平衡 - 对人（社会）、利润（经济）和地球（环境）的考虑

Australia and all UN countries has adopted the 2030 Agenda for Sustainable Development. 17 sustainable development goals (SDGs) should be implemented by 2030.
澳大利亚和所有联合国国家都通过了 2030 年可持续发展议程。到 2030 年应实施 17 个可持续发展目标（SDG）。

The Circular Economy
循环经济

A circular economy is one that exchanges the typical linear economy of extracting raw materials, make, use, and dispose of the waste which needs to be disposed of somewhere.
循环经济是一种交换典型的线性经济，即提取原材料、制造、使用和处理需要丢弃在某个地方的废物。

The circular economy seeks to make better use of the raw materials through clever design and consumption, and as much re-use and recycling as possible.
循环经济旨在通过巧妙的设计和消费，以及尽可能多的再利用和回收来更好地利用原材料。

A major goal is to reduce waste to an absolute minimum. The longer materials and resources are in use, the more value is extracted from them.
一个主要目标是将浪费减少到绝对最低限度。材料和资源使用的时间越长，从中提取的价值就越大。

Sustainability-led innovation
以可持续发展为主导的创新

Definition
定义

innovation that leverages environmental sustainability to drive superior business results through more effective innovation. It can include innovation to develop new products or services, new businesses and business models, or new processes.
利用环境可持续性的创新，通过更有效的创新来推动卓越的业务成果。它可以包括开发新产品或服务的创新、新业务和商业模式或新流程。

Sustainable innovation is a process in which considerations of environmental, social, and financial sustainability—the triple bottom line—are integrated into the innovation process from idea generation to commercialization.
可持续创新是将环境、社会和财务可持续性（三重底线）的考虑纳入从创意产生到商业化的创新过程中的过程。

In a survey of 40 companies around the world, the study found that 95 percent of respondents felt that sustainability-driven innovation had the potential to bring business value but that benefits were still intangible and the barriers to success were significant.
在对全球 40 家公司的调查中，该研究发现，95% 的受访者认为可持续发展驱动的创新有可能带来商业价值，但好处仍然是无形的，成功的障碍很大。

How can innovation be part of the solution to a range of environmental issues? Examples include:
创新如何成为解决一系列环境问题的一部分？示例包括：

Cleaner products – with a lower environmental impact over their life cycle
更清洁的产品 – 在其生命周期内对环境的影响更小

More efficient processes – to minimize or treat waste, to reuse or recycle
更高效的流程 – 最大限度地减少或处理废物，再利用或回收

Alternative technologies – to reduce emissions, provide renewable energy
替代技术 – 减少排放，提供可再生能源

New services – to replace or reduce consumption of products
新服务 – 替代或减少产品消耗

Systems innovation – to measure and monitor environmental impact, new sociotechnical systems
系统创新 – 测量和监测环境影响、新的社会技术系统

Sustainability-led innovation through the 4Ps framework
通过 4P 框架实现以可持续发展为主导的创新

Innovation Target 创新目标		Examples 例子
Product/service offering 产品/服务产品	“Green” products, design for greener manufacture and recycling, service models replacing consumption/ownership models “绿色”产品，绿色制造和回收设计，服务模式取代消费/所有权模式	Closing The Loop- electronic waste recycling in developing countries 闭环 - 发展中国家的电子废弃物回收 Red Cycle- Australian plastics recycling (https://www.redcycle.net.au/) Red Cycle-澳大利亚塑料回收（https://www.redcycle.net.au/）
Process innovation 工艺创新	Improved and novel manufacturing processes, lean systems inside the organization and across supply chain, green logistics 改进和新颖的制造流程、组织内部和整个供应链的精益系统、绿色物流	Fairphone- have created a new process to ensure that Cobalt is extracted ethically (created the Fair Cobalt Alliance). https://www.youtube.com/watch?v=AvAMS6VUpBo Fairphone - 创建了一个新流程来确保以合乎道德的方式提取 Cobalt（创建了 Fair Cobalt Alliance）。https://www.youtube.com/watch?v=AvAMS6VUpBo Toyota- changing production processes to develop the world’s first mass-produced hybrid passenger vehicle in October 1997. (https://global.toyota/en/prius20th/evolution/) (https://www.grin.com/document/264459) 丰田 - 1997 年 10 月改变生产工艺，开发出世界上第一辆量产的混合动力乘用车。（https://global.toyota/en/prius20th/evolution/）（https://www.grin.com/document/264459）
Position innovation 定位创新	Rebranding the organization as “green,” meeting the needs of underserved communities – for example, bottom of pyramid 将组织重塑为“绿色”组织，满足服务不足社区的需求 - 例如，金字塔底层	‘Profits at the Bottom of the Pyramid’ SC Johnson Products- Increasing the hygiene of developing country populations / diversifying markets to boost profitability. (https://hbr.org/2014/10/profits-at-the-bottom-of-the-pyramid) “金字塔底层的利润” 庄臣产品 - 提高发展中国家人口的卫生状况/实现市场多元化以提高盈利能力。（https://hbr.org/2014/10/profits-at-the-bottom-of-the-pyramid） Patagonia- ‘a benefit corporation’ (https://www.theguardian.com/sustainable-business/patagonia-values-led-business-benefit-corp) 巴塔哥尼亚 - “共益公司”（https://www.theguardian.com/sustainable-business/patagonia-values-led-business-benefit-corp）
“Paradigm” innovation – changing business models “范式”创新 – 改变商业模式	System-level change, multiorganization innovation, servitisation (moving from manufacturing to service emphasis) 系统级变革、多组织创新、服务化（从制造业转向服务重点）	Grameen Bank (Muhammad Yunus)- transitioning financial service to meet the needs of the poor, introduced microloans. (https://grameenbank.org/) (https://grameenbank.org/breaking-the-cycle-of-proverty/) 格莱珉银行（Muhammad Yunus） - 为满足穷人的需求而转型金融服务，推出了小额贷款。（https://grameenbank.org/）（https://grameenbank.org/breaking-the-cycle-of-proverty/） Muhammad Yunus explaining Grameen Bank and Microfinancing https://www.youtube.com/watch?v=nUKTHWquY88 Muhammad Yunus 解释格莱珉银行和小额融资 https://www.youtube.com/watch?v=nUKTHWquY88

A Framework Model for Sustainability-led Innovation (SLI)
可持续发展主导创新（SLI）的框架模型

The framework presents SLI as involving three dimensions that underpin a change in the overall approach from treating the symptoms of a problem to eventually working with the system in which the problem originates.
该框架将 SLI 描述为涉及三个维度，这些维度支撑着从治疗问题症状到最终与问题产生的系统合作的整体方法的变化。

It is based on research carried out with the Network for Business Sustainability
它基于与商业可持续发展网络（Network for Business Sustainability）进行的研究

Step 1 is “operational optimization” – essentially doing what we do but better.
第 1 步是“运营优化”——本质上是做我们所做的，但做得更好。

Definition
定义

Characteristics
特性

Examples
例子

Compliance with regulations or optimized performance through increased efficiency
通过提高效率来遵守法规或优化性能

Organisations actively reduce current environmental and social impacts without fundamentally changing its business model.
组织积极减少当前的环境和社会影响，而不会从根本上改变其商业模式。

An optimizer innovates in order to “do less harm.” Innovations are typically incremental, addressing a single issue at a time.
优化器进行创新是为了 “减少伤害”。创新通常是增量的，一次解决一个问题。

Tend to favour the “technofix” – focusing on new technologies as ways to reduce impacts while maintaining business as usual.
倾向于“技术修复”——专注于新技术，作为在保持正常业务的同时减少影响的方法。

Innovation tends to be inward-focused in both development and outcome; at this stage, companies typically rely on internal resources to innovate, and the resulting innovations are company-centric: their intent is primarily to reduce costs or maximize profits
创新在发展和结果方面往往都是向内关注的;在这个阶段，公司通常依靠内部资源进行创新，由此产生的创新以公司为中心：他们的意图主要是降低成本或最大化利润

Pollution controls
污染控制
Flexible work hours/telecommuting
灵活的工作时间/远程办公
Waste diversion
废物转移
Shutting or consolidating facilities
关闭或整合设施
Energy-efficient lighting
节能照明
Use of renewable energy
使用可再生能源
Reduced paper consumption
减少纸张消耗
Reduced packaging
减少包装
Decreased use of raw materials
减少原材料的使用
Reduced use/elimination of hazardous materials
减少有害材料的使用/消除
Optimization of product size/weight for shipping
优化商品尺寸/重量，以便运输
Hybrid electric fleet vehicles
混合动力车队车辆
Delivery boxes redesigned from single to multiuse
送货箱从单一用途重新设计为多次使用

Step 2 is “organizational transformation” – essentially doing different at the level of the organization.
第 2 步是“组织转型”——本质上是在组织层面做不同的事情。

Definition
定义

Characteristics
特性

Examples
例子

Disruptive new products and services -sustainability as a market opportunity
颠覆性的新产品和服务 - 可持续发展是市场机遇

See opportunities to serve new markets with novel, sustainable products, or are new entrants focusing on creating value by lifting people out of poverty or producing renewable energy.
看到通过新颖、可持续的产品服务新市场的机会，或者是专注于通过帮助人们摆脱贫困或生产可再生能源来创造价值的新进入者。

Focus on delivering services which have less environmental impact.
专注于提供对环境影响较小的服务。

Often produce innovations that are both technological and sociotechnical – designed to improve the quality of life for people inside or outside the firm. Still primarily internally focused but do work up and down the value chain and collaborate closely with external stakeholders. The move from operational optimization to organisational transformation requires a radical shift in the mind-set from doing things better to doing new things
通常产生技术和社会技术相结合的创新——旨在提高公司内部或外部人员的生活质量。仍然主要关注内部，但确实在价值链的上下游工作，并与外部利益相关者密切合作。从运营优化到组织转型的转变需要从思维方式上发生根本性转变，从把事情做得更好到做新事情

Products that change consumption habits –a camp stove that turns any biomass into a hyper-efficient heat source and whose sales subsidize cheaper models distributed in developing countries.
改变消费习惯的产品 – 一种将任何生物质转化为超高效热源的野营炉，其销售补贴了在发展中国家销售的更便宜的型号。

Products that benefit people –CT scanners that are portable and durable and have minimum functionality –affordable and useful in developing countries.
造福于人们的产品 – 便携耐用且功能最少的 CT 扫描仪 – 在发展中国家价格实惠且有用。

Replacing products with services –leasing and maintaining carpets over a prescribed lifetime rather than selling them. Introducing car- and bike-sharing services in urban centres to reduce pollution caused by individual car ownership while increasing overall mobility.
用服务替换产品 – 在规定的使用寿命内租赁和维护地毯，而不是出售它们。在城市中心引入汽车和自行车共享服务，以减少个人拥有汽车造成的污染，同时提高整体流动性。

Replacing physical services with electronic services –reducing paper consumption by delivering bills electronically.
用电子服务取代实体服务 – 通过电子方式交付账单来减少纸张消耗。

Services with social benefits –smart phone app that rewards people with coupons when they make charitable donations.
具有社会福利的服务 – 智能手机应用程序，当人们进行慈善捐赠时，用优惠券奖励他们。

Step 3 is about changing the system, coevolving solutions with different stakeholders to create new and sustainable alternatives.
第 3 步是关于改变系统，与不同的利益相关者共同发展解决方案，以创造新的和可持续的替代方案。

Definition
定义

Characteristics
特性

Examples
例子

Interdependent collaborations between many organisations that create positive impacts on people and the planet
许多组织之间相互依存的合作，对人类和地球产生积极影响

Perceive economic activity as being part of society, not distinct from it.
将经济活动视为社会的一部分，与社会没有区别。

Individually, almost every organisation is unsustainable. But taken as a collective, systems can sustain each other.
就个人而言，几乎每个组织都是不可持续的。但作为一个集体，系统可以相互支持。

Systems builders extend their thinking beyond the boundaries of the organisation to include partners in previously unrelated areas or industries.
系统构建者将他们的思维扩展到组织之外，包括以前不相关领域或行业的合作伙伴。

Reflects an unconventional economic paradigm.
反映了一种非常规的经济范式。

The move from organizational transformation to systems building requires another radical shift in the mind-set – this time from doing new things and serving new markets to thinking beyond the firm.
从组织转型到系统建设的转变需要思维方式的另一次彻底转变——这一次从做新事物和服务新市场转向超越公司思考。

Organisations cooperate to create a “circular economy” in which one firm’s waste is another’s resources - construction company uses other companies’ glass waste: the synergies lead to environmental and economic benefits for all.
各组织合作创造一种“循环经济”，在这种经济中，一家公司的废料就是另一家公司的资源 - 建筑公司使用其他公司的玻璃废料：协同效应为所有人带来环境和经济效益。

B Corporations - organisations legally obliged to deliver societal benefits. Examples include ice-cream producer Ben & Jerry’s, e-commerce platform Etsy, and cleaning product manufacturers Method and Seventh Generation.
共益企业 - 有法律义务提供社会利益的组织。例如冰淇淋生产商Ben & Jerry's，电子商务平台Etsy，以及清洁产品制造商Method和Seventh Generation。

Tutorial
教程

Exercise 1 Pilot your Purpose
练习 1 试行你的目标

How to Pilot Your Purpose
如何试行你的目标
Step 1: Interests
第 1 步：兴趣

To identify your interests, think about:
要确定您的兴趣，请考虑：

What friends say you always talk about
朋友说你总是在谈论什么

What you would spend time doing if money was no object
如果钱不是问题，你会花时间做什么

What you were learning about the last time you lost track of time scrolling on social media
您上次在社交媒体上滚动时忘记了时间的学习内容

Step 2: Skills
第 2 步：技能

To identify your skills, think about:
要确定您的技能，请考虑：

What friends say you are good at
朋友说你擅长什么

What you would like to get better at
您想在哪些方面做得更好

What you are above average at
你高于平均水平的地方

Step 3: Passion
第 3 步：激情

The next step is to identify you passion by combining their interests and skills. Take note of what most excites them from their interests slides
下一步是通过结合他们的兴趣和技能来确定您的热情。记下他们的兴趣幻灯片中最让他们兴奋的地方

What you are most interested in getting better at from their skills slides
您最感兴趣的是从他们的技能幻灯片中变得更好的内容

Step 4: Impact
第 4 步：影响

You have identified their Passions by looking over your Interests and Skills. Next, think about the kind of Impact you desire to create in the world. To do this, write down:
你已经通过查看你的兴趣和技能确定了他们的激情。接下来，想想你希望在世界上创造什么样的影响。为此，请写下：

Groups of people you would be excited to help
您会很高兴帮助的人群

Local problems (in your community) you would be interested in working to solve
您有兴趣努力解决的当地问题（在您的社区中）

Global problems you would be interested in working to solve
您有兴趣努力解决的全球性问题

Step 5: Purpose
第 5 步：目的

The last step in this exercise is for you to combine their Passion and Impact to identify their Purpose. Review their Passions slide and type in the first box anything that excites them from that slide.
本练习的最后一步是让你结合他们的激情和影响来确定他们的目标。查看他们的 Passions 幻灯片，并在第一个框中输入该幻灯片中让他们兴奋的任何内容。

Next, look at your Impact slide, and type in the middle box anything that excites you.
接下来，查看您的 Impact 幻灯片，并在中间框中输入任何让您兴奋的内容。

In the last box on this slide, think about possible ways to combine what you have written in the previous two boxes.
在此幻灯片的最后一个框中，考虑将您在前两个框中所写内容组合在一起的可能方法。

The result is a personalized purpose statement that combines your passions with your desire to make a positive impact - a fantastic starting point for you to explore their entrepreneurial journey.
结果是一份个性化的目标声明，将您的热情与产生积极影响的愿望相结合 - 这是您探索他们的创业之旅的绝佳起点。

By the end of the exercise, you have identified topics you are interested in that can be the source of entrepreneurial inquiry.
在练习结束时，您已经确定了您感兴趣的主题，这些主题可以成为创业探究的来源。

Exercise 2 What makes an innovation social?
练习 2 是什么使创新具有社交性？

Working in groups, identify a ‘social’ and a ‘non-social’ innovation from two of the below sectors/industries:
以小组形式工作，从以下两个部门/行业中确定“社会”和“非社会”创新：

Fashion
时尚

Finance
金融

Education
教育

Sharing economy
共享经济

For each, explain:
对于每个，请解释：

What the innovation is
创新是什么

Why you made the determination you did (social/non-social)
您为什么做出决定（社交/非社交）

What value the innovation provides and to whom
创新提供什么价值以及为谁提供

Exercise 3 IKEA and sustainable innovation
练习 3：宜家与可持续创新

Let’s review IKEA and their move toward sustainability through innovation
让我们回顾一下宜家及其通过创新迈向可持续发展的步伐

Work in groups to explore IKEA and their sustainability-led innovation movement
以小组形式探索宜家及其以可持续发展为主导的创新运动

Identify examples of sustainability-led innovation
确定以可持续发展为主导的创新示例

Explore how IKEA’s move toward SLI has progressed. Explain where you think they are using the framework from our text.
了解宜家向 SLI 迈进的进展情况。解释您认为他们在哪些方面使用了我们文本中的框架。

What might IKEA do next?
宜家下一步会做什么？

1. Examples of Sustainability-Led Innovation by IKEA
1. 宜家以可持续发展为主导的创新示例

IKEA has implemented numerous initiatives that reflect their commitment to sustainability:
宜家实施了许多举措，以体现其对可持续发展的承诺：

Sustainable Materials: IKEA has set goals to use more sustainable materials in their products, such as using FSC-certified wood and recycled plastics.
可持续材料：宜家设定了目标，在其产品中使用更可持续的材料，例如使用 FSC 认证的木材和再生塑料。

Circular Economy: They have introduced a buy-back program for furniture, encouraging customers to return used IKEA furniture for resale or recycling.
循环经济：他们推出了一项家具回购计划，鼓励客户退回用过的宜家家具进行转售或回收。

Renewable Energy: IKEA aims to generate more renewable energy than the total energy they consume in their operations, and they have invested in wind and solar power.
可再生能源：宜家的目标是产生比他们在运营中消耗的总能源更多的可再生能源，并且他们投资了风能和太阳能。

Sustainable Product Design: IKEA designs products that are durable, repairable, and recyclable. They also focus on creating products that are easy to transport and assemble, reducing the environmental impact.
可持续产品设计：宜家设计的产品耐用、可修复和可回收。他们还专注于创造易于运输和组装的产品，从而减少对环境的影响。

Sustainable Supply Chain: IKEA works with suppliers to ensure that their operations are sustainable and that they adhere to strict environmental and social standards.
可持续供应链：宜家与供应商合作，确保其运营可持续，并遵守严格的环境和社会标准。

Climate Positive Initiative: IKEA has committed to becoming climate positive by 2030, which means removing more carbon than they emit.
气候积极倡议：宜家承诺到 2030 年实现气候积极型，这意味着去除的碳多于排放的碳。

2. Progression of IKEA’s Move Toward SLI
2. 宜家向 SLI 迈进的进展

IKEA's journey toward SLI can be analyzed using a framework that might include:
宜家的 SLI 之旅可以使用一个框架进行分析，该框架可能包括：

Awareness: Recognizing the environmental impact of their operations and the need for change.
意识：认识到其运营对环境的影响以及变革的必要性。

Strategy Development: Creating a comprehensive sustainability strategy that includes goals and timelines.
战略制定：制定全面的可持续发展战略，包括目标和时间表。

Implementation: Putting the strategy into action through various initiatives like those mentioned above.
实施：通过上述各种举措将战略付诸行动。

Measurement and Evaluation: Regularly assessing the impact of their sustainability efforts and adjusting strategies as needed.
衡量和评估：定期评估其可持续发展工作的影响，并根据需要调整策略。

Communication: Keeping stakeholders informed about their sustainability progress and engaging them in the journey.
沟通：让利益相关者了解他们的可持续发展进展，并让他们参与到旅程中来。

IKEA has been successful in each of these stages, with clear goals, a strong implementation plan, and transparent communication about their sustainability efforts.
宜家在各个阶段都取得了成功，拥有明确的目标、强有力的实施计划，并就其可持续发展工作进行透明的沟通。

3. What Might IKEA Do Next?
3. 宜家下一步会做什么？

While it's speculative, there are several areas where IKEA could potentially focus their efforts to further their SLI:
虽然这只是推测性的，但宜家可能会将精力集中在几个领域来进一步提高他们的 SLI：

Advanced Recycling Technologies: Investing in and developing new technologies to recycle materials more efficiently.
先进的回收技术：投资和开发新技术，以更有效地回收材料。

Collaboration with Other Brands: Partnering with other companies to create industry-wide sustainability standards.
与其他品牌合作：与其他公司合作，制定全行业的可持续发展标准。

Consumer Education: Educating consumers on sustainable living and how to make eco-friendly choices.
消费者教育：教育消费者可持续生活以及如何做出环保选择。

Urban Farming: Exploring the integration of urban farming into their product offerings or store designs.
城市农业：探索将城市农业整合到他们的产品或商店设计中。

Sustainable Packaging: Further reducing or eliminating non-recyclable packaging materials.
可持续包装：进一步减少或消除不可回收的包装材料。

Supply Chain Transparency: Enhancing transparency in their supply chain to ensure all partners meet high sustainability standards.
供应链透明度：提高供应链的透明度，以确保所有合作伙伴都符合高可持续性标准。

IKEA's next steps will likely involve a combination of these areas, as they continue to innovate and lead the way in sustainable business practices.
宜家的下一步可能会涉及这些领域的结合，因为它们将继续创新并在可持续商业实践方面处于领先地位。

Reflection
反射

Let’s spend a few minutes reflecting on this week’s topic. Write down your thoughts on what we’ve worked on and what this means to you. Think about the following:
让我们花几分钟时间思考一下本周的话题。写下您对我们所做的工作以及这对您的意义的看法。请考虑以下几点：

What do you think about the role of innovation in driving social change?
您如何看待创新在推动社会变革中的作用？

Has this view changed because of your learning this week?
这种看法是否因为您本周的学习而改变？

Do you believe that more organisations will embrace social/sustainability-led innovation in the future? Why/why not?
您是否认为未来会有更多的组织接受以社会/可持续发展为主导的创新？为什么/为什么不？

Can you see a role for social/sustainability-led innovation for your chosen organisation for assessment 2?
您能否看到社会/可持续发展主导的创新在您选择的评估 2 组织中的作用？

Week 6 Sources of Innovation
第 6 周创新源泉

Where do innovations come from?
创新从何而来？

Shocks to the system: Events that change the world and the way we think about it, forcing us to innovate in new directions.
对系统的冲击：改变世界和我们思考世界的方式的事件，迫使我们在新的方向上进行创新。

Advertising: Uncovering and amplifying latent needs.
广告：发现和放大潜在需求。

Inspiration: The Archimedes moment. Moments of “Eureka”
灵感：阿基米德时刻。“Eureka” 的时刻

Accidents: Unexpected and surprising things that offer new directions for innovation. Failures can also bring innovation opportunities.
事故：意想不到和令人惊讶的事情，为创新提供了新的方向。失败也可以带来创新机会。

Knowledge push: Creating opportunity by pushing the frontiers of science forward.
知识推动：通过推动科学前沿发展来创造机会。

Watching others: Innovation arising from imitating or extending what others do - benchmarking, reverse engineering, copying.
观察他人：通过模仿或扩展他人所做的事情而产生的创新 - 基准测试、逆向工程、复制。

Need pull: Necessity as the mother of invention, and innovation driven by needs.
需求拉动：需求是发明之母，创新由需求驱动。

Recombinant innovation: Ideas and applications transferred to a new context.
重组创新：将想法和应用程序转移到新的环境中。

Users as innovators.
用户作为创新者。

Regulation: Changing the rules of the game, pushing or pulling innovation in new directions.
监管：改变游戏规则，将创新推向或拉向新的方向。

Exploring alternative future: Opening up different possibilities.
探索替代未来：开辟不同的可能性。

Knowledge push: Driven by scientific research.
知识推动：以科学研究为驱动。

Need pull
需要拉取

Using the crowd
使用群组

Prototyping
成型

Learning from others
向他人学习

Design - led innovation: The meaning of products in people’s life.
设计主导创新：产品在人们生活中的意义。

Crisis
危机

Frugal innovation
节俭创新

Bottom of pyramid
金字塔底部

Assumption about the Bottom of the Pyramid 关于金字塔底部的假设	Reality and Innovation Opportunity 现实与创新机会
The poor have no purchasing power and do not represent a viable market 穷人没有购买力，也不代表一个可行的市场	Although with low income, the sheer scale of this market makes it interesting. Additionally, the poor often pay a premium for access to many goods and services - for example, borrowing money, clean water, telecommunications, and basic medicines - because they cannot address “mainstream” channels such as shops and banks. The innovation challenge is to offer low - cost, low - margin, but high - quality goods and services across a potential market of 4 billion people. 虽然收入低，但这个市场的庞大规模使其变得有趣。此外，穷人经常为获得许多商品和服务（例如借款、清洁水、电信和基本药物）支付溢价，因为他们无法通过商店和银行等“主流”渠道获得服务。创新挑战在于为 40 亿人口的潜在市场提供低成本、低利润但高质量的商品和服务。
The poor are not brand - conscious 穷人没有品牌意识	Evidence suggests a high degree of brand and value consciousness. So if an entrepreneur can come up with a high - quality low - cost solution, it will be subject to hard testing in this market. Learning to deal with this can help migrate to other markets - essentially the classic pattern of “disruptive innovation.” 有证据表明，品牌和价值意识高度。因此，如果企业家能够提出高质量、低成本的解决方案，它将在这个市场上受到严格的测试。学会处理这个问题有助于迁移到其他市场——本质上是“颠覆性创新”的经典模式。
The poor are hard to reach 穷人很难接触到	By 2015, there are likely to be nearly 400 cities in the developing world with populations over 1 million and 23 with over 10 million. About 30 - 40% of these will be poor. So the potential market access is considerable. Innovative thinking around distribution - via new networks or agents (such as the women village entrepreneurs used by Hindustan Lever in India or the “Avon ladies” in rural Brazil) - can open up untapped markets. 到 2015 年，发展中国家可能有近 400 个城市人口超过 100 万，23 个城市人口超过 1000 万。其中大约 30 - 40% 将是贫困的。因此，潜在的市场准入是相当大的。围绕分销的创新思维 - 通过新的网络或代理商（例如印度 Hindustan Lever 使用的乡村女企业家或巴西农村的“Avon 女士” - 可以打开尚未开发的市场。
The poor are unable to use and not interested in advanced technology 穷人无法使用先进技术，对先进技术不感兴趣	Experience with PC kiosks, low - cost mobile phone sharing and access to the Internet suggests that rates of take - up and sophistication of use are extremely fast among this group. In India, the e - choupal (e - meeting place) set up by software company ITC enabled farmers to check prices for their products at the local markets and auction houses. Very shortly after that, the same farmers were using the web to access prices of their soybeans at the Chicago Board of Trade and strengthen their negotiating hand! 使用 PC 亭、低成本移动电话共享和互联网接入的经验表明，这一群体的使用率和使用复杂程度非常快。在印度，由软件公司 ITC 设立的 e - choupal （e - 会议场所）使农民能够在当地市场和拍卖行查看他们的产品价格。不久之后，这些农民正在使用网络访问芝加哥期货交易所的大豆价格，并加强了他们的谈判能力！

Prototyping
成型

A prototype serves as a “boundary object,” something everyone can get around and give their ideas. In the process, innovation becomes a shared project.
原型充当“边界对象”，每个人都可以绕过它并给出他们的想法。在这个过程中，创新成为一个共享项目。

It offers us a steppingstone in our thought processes, making ideas real enough to see and play with them but without the lock - in effect of being tied into trying to make the solutions work. We can still change our minds.
它为我们提供了思考过程中的垫脚石，使想法足够真实，以便看到和玩弄它们，但没有束缚——实际上是被束缚在试图使解决方案发挥作用。我们仍然可以改变主意。

It allows plurality. We don’t have to play with a single idea; we can bet on multiple horses early in the race rather than trying to pick winners.
它允许复数。我们不必玩单一的想法;我们可以在比赛早期投注多匹马，而不是试图挑选获胜者。

It allows for learning. Even when a prototype fails, we accumulate knowledge which might come in helpful elsewhere.
它允许学习。即使原型失败，我们也会积累知识，这些知识可能会在其他地方有所帮助。

It suggests further possibilities. As we play with a prototype, it gives us a key to open up the problem, break open the shell, and explore more deeply.
它暗示了更多的可能性。当我们使用原型时，它为我们提供了一把钥匙，让我们打开问题，打开外壳，进行更深入的探索。

It allows us to work with half - formed ideas and hunches, enabling a “conversation with a shadowy idea.”
它使我们能够处理半成型的想法和直觉，从而实现“与阴暗想法的对话”。

It allows for emergence. Sometimes we can’t predict what will happen when different elements interact. Trying something out helps explore surprising combinations.
它允许出现。有时我们无法预测当不同元素相互作用时会发生什么。尝试一些东西有助于探索令人惊讶的组合。

Workshop & tutorial (Week 7-8)
研讨会和教程（第7-8周）

Week 7 develop insights, uncover opportunities for innovation
第 7 周发展洞察力，发现创新机会

Week 8 identify key problems
第 8 周确定关键问题

Week 9 develop ideas
第 9 周发展想法

Week 10 screen select ideas
第 10 周筛选选择建议

Week 7 Develop insights, uncover opportunities for innovation
第 7 周发展洞察力，发现创新机会

Design thinking
设计思维

5 stage-model
5 阶段模型

Customer empathy
客户同理心

Customer persona
客户角色

Customer journey mapping
客户旅程地图

Design thinking
设计思维

Uses an observational, human-centric approach
使用以人为中心的观察方法

Aims to solve a concrete human need/pain points
旨在解决具体的人类需求/痛点

identify problems based on what they see from real consumer behaviour, tackles problems that are ambiguous or difficult to define
根据他们从真实的消费者行为中看到的问题来识别问题，解决模棱两可或难以定义的问题

Leads to more innovative solutions
带来更多创新解决方案

5 stage-model
5 阶段模型

Step 1 Empathize:
第 1 步同理心：

Observe - View users and their behaviour
观察 - 查看用户及其行为

Engage - Interact with and interview users
参与 - 与用户互动并采访用户

Immerse - Experience what they experience
沉浸 - 体验他们所体验的

Step 2 Define
Step 2 组

Define the problem as a problem statement in a human-centred manner
以人为中心的方式将问题定义为问题陈述

Ex. “Teenage girls need to eat nutritious food in order to thrive, be healthy and grow.”
例如：“十几岁的女孩需要吃有营养的食物才能茁壮成长、健康和成长。

Step 3 Ideate
第 3 步构思

to explore a wide solution space—both a large quantity and broad diversity of ideas
探索广泛的解决方案空间 - 包括大量和广泛多样的想法

Ideation techniques: Brainstorm, Brainwrite, Worst Possible Idea, and SCAMPER
构思技巧：Brainstorm、Brainwrite、Worst Possible Idea 和 SCAMPER

Step 4 Prototype
Step 4 原型

anything that takes a physical form—a wall of post-its, a role-playing activity, an object
任何具有物理形式的东西——便利贴墙、角色扮演活动、物体

a number of inexpensive, scaled down versions of the product or specific features found within the product
产品的许多廉价、按比例缩小的版本或产品中的特定功能

Step 5 Test
第 5 步测试

Customer empathy
客户同理心

To gain an understanding of the problem, people’s needs, experiences and motivations,
为了了解问题、人们的需求、经验和动机，

-Customer persona: A persona is a summary profile of a user.
-客户角色：角色是用户的摘要配置文件。

-Customer journey mapping: the story of how a customer relates to the business, brand or product over time; explore what customers think, feel, see, hear and do; a diagram that illustrates the steps your customer(s) go through in engaging with your company;
-客户旅程地图：客户如何随着时间的推移与业务、品牌或产品相关联的故事;探索客户的想法、感受、看到、听到和做的事情;说明您的客户在与您的公司互动时所经历的步骤的图表;

Week 8 Identify key problems
第 8 周确定关键问题

Problems, ideas, opportunity, innovation
问题、想法、机会、创新

Identify problems
发现问题

Prioritize the key problem
确定关键问题的优先级

Innovation, opportunities and problems
创新、机遇和问题

Innovation is, “at its core, about solving problems” (Satell, 2017).
创新是“其核心是解决问题”（Satell，2017 年）。

The best ideas come in response to an important problem.
最好的想法是针对一个重要问题而产生的。

An idea can become a business opportunity when it solves a problem.
当一个想法解决了一个问题时，它就可以成为商机。

Every problem is a brilliantly disguised opportunity.
每个问题都是一个巧妙伪装的机会。

(Problemideasopportunityinnovation)
（问题想法机会创新）

An idea becomes an opportunity when:
在以下情况下，想法将成为机会：

It adds value because it meets a need (solves a problem)
它增加了价值，因为它满足了需求（解决了问题）

There is a market that is willing to pay for it
有一个市场愿意为此付费

The organisation has the resources to implement the idea
组织拥有实施这个想法的资源

How do we identify problems/surface insights?
我们如何发现问题/获得见解？

Observation: watch what they do
观察：观察他们的所作所为

Questioning: ask them why they made certain choices
质疑：询问他们为什么做出某些选择

Jobs-To-Be-Done (JTBD) framework: to explore customers
Jobs-To-Be-Done （JTBD）框架：探索客户

People buy products and services to get a “job” done. / We essentially “hire” products to help us do a job.
人们购买产品和服务是为了完成 “工作” 。/ 我们本质上是 “雇佣” 产品来帮助我们完成工作。

People want products and services that will empower them get a job done better and/or more cheaply.
人们希望产品和服务能够让他们更好和/或更便宜地完成工作。

Ex.
前任。

Spotify

JTBD lens: to motivate ourselves with music when we go running
JTBD 镜头：跑步时用音乐激励自己

Product focus: I need Spotify to listen to music
产品聚焦：我需要 Spotify 来听音乐

Functional, Emotional, and Social Jobs (Types)
功能、情感和社会工作（类型）

Functional: try to perform or complete a specific task or solve a specific problem
功能型：尝试执行或完成特定任务或解决特定问题

Ex.
前任。

Google Maps-Getting to a destination on time
Google 地图 - 准时到达目的地

Spotify-A bad example of a job would be “Play music” to describe Spotify. Playing music is a solution, not a ‘job’ that someone would hire something for.
Spotify-一个糟糕的工作示例是“播放音乐”来描述 Spotify。播放音乐是一种解决方案，而不是有人会雇人的 “工作”。

Emotional: seek a specific emotional state, such as feeling good or secure
情绪化：寻求特定的情绪状态，例如感觉良好或安全

Ex.
前任。

seeking peace of mind regarding one’s investments as a consumer
寻求作为消费者对自己投资的安心

achieving the feeling of job security at one’s workplace.
在工作场所获得工作安全感。

Social: want to look good or gain power or status, how perceived by others,
社交：想要看起来不错或获得权力或地位，别人如何看待，

Which problems are the most relevant to your situation?
哪些问题与您的情况最相关？

Problem Intensity Modelling
问题强度建模

- Get the right problems to solve, a significant customer problem
- 解决正确的问题，一个重要的客户问题

Problem relevance = difficulty x impact
问题相关性 = 难度 x 影响

Commitment to solve = effort x dollars
解决承诺 = 努力 x 美元

Workshop & tutorial (Week 9-10)
研讨会和教程（第9-10周）

Week 9 Develop ideas
第 9 周发展想法

Define a key problem
定义关键问题

Reframe key problem (via How might we)
重构关键问题（通过 How might we）

Ideate to come up with ideas
构思以提出想法

Define: problem statement
定义：问题陈述

Explicitly expresses the problem; which problem you will solve for the user
明确表达问题;您将为用户解决哪个问题

Problem statement components 问题陈述组件
User 用户	Need 需要	Because 因为
Persona/focus of the problem statement 问题陈述的角色/焦点	Essential needs and goals 基本需求和目标	Insights uncovered during empathy stage 在同理心阶段发现的见解

Ex. Problem statement
例问题陈述

A busy parent of teenagers (customer type)…
忙碌的青少年家长（客户型）...

…needs a way to reconcile dynamic schedules of all members of the family (the need)…
...需要一种方法来协调家庭所有成员的动态日程安排（需求）......

…because the lack of reliable, up-to-date information about conflicting schedules is leading to missed activities and unnecessary stress (the insight that clearly explains why the need is worth addressing).
...因为缺乏有关冲突时间表的可靠、最新信息会导致错过活动和不必要的压力（清楚地解释了为什么需求值得解决的洞察力）。

Ex. How problem statement is reached
前任。如何得出问题陈述

From the user’s perspective: “I am a young working professional trying to eat healthily, but I’m struggling because I work long hours and don’t always have time to go grocery shopping and prepare my meals. This makes me feel frustrated and bad about myself.”
从用户的角度来看：“ 我是一名年轻的在职专业人士，正在努力健康饮食，但我正在努力工作，因为我工作时间很长，而且并不总是有时间去杂货店购物和准备饭菜。这让我感到沮丧和对自己很糟糕。

From a user research perspective: “Busy working professionals need an easy, time-efficient way to eat healthily because they often work long hours and don’t have time to shop and meal prep.”
从用户研究的角度来看：“ 忙碌的专业人士需要一种简单、省时的方式来健康饮食，因为他们经常长时间工作，没有时间购物和准备饭菜。

Reframe the problem: how might we
重新定义问题：我们如何

work out how to resolve the problems, generate ideas to fix the problem
找出解决问题的方法，产生解决问题的想法

Ex.
前任。

Problem statement: Teenagers need… to eat nutritious food… in order to thrive and grow in a healthy way.
问题陈述：青少年需要...吃有营养的食物......以便以健康的方式茁壮成长。

How Might We make healthy eating appealing to teenagers?
我们如何让健康饮食对青少年有吸引力？

How Might We inspire teenagers towards healthier eating options?
我们如何激励青少年选择更健康的饮食选择？

How Might We make healthy eating something, which teenagers aspire towards?
我们如何使青少年渴望的健康饮食成为目标？

How Might We make nutritious food more affordable?
我们如何让营养食品更实惠？

Ex.
前任。

Amp up the good: HMW use the kids’ energy to entertain fellow passenger?
增强好处：HMW 利用孩子们的能量来娱乐其他乘客？

Remove the bad: HMW separate the kids from fellow passengers?
消除坏处：HMW 将孩子与其他乘客分开？

Explore the opposite: HMW make the wait the most exciting part of the trip?
探索相反的情况：HMW 让等待成为旅程中最令人兴奋的部分？

Question an assumption: HMW entirely remove the wait time at the airport?
质疑一个假设：HMW 完全取消了机场的等待时间？

Go after adjectives: HMW we make the rush refreshing instead of harrying?
去追求形容词：HMW 我们让匆忙令人耳目一新而不是骚扰？

ID unexpected resources: HMW leverage free time of fellow passengers to share the load?
ID 意外资源：HMW 利用其他乘客的空闲时间来分担负载？

Create an analogy from need or context: HMW make the airport like a spa? Like a playground?
根据需求或上下文进行类比：HMW 让机场像水疗中心一样？像游乐场一样？

Play POV against the challenge: HMW make the airport a place that kids want to go?
玩 POV 挑战：HMW 让机场成为孩子们想去的地方？

Change a status quo: HMW make playful, loud kids less annoying?
改变现状：HMW 让顽皮、吵闹的孩子不那么烦人？

Break POV into pieces: HMW entertain kids? HMW slow a mom down? HMW mollify delayed passengers?
将 POV 分成几部分：HMW 娱乐孩子？HMW 拖慢了妈妈的速度？HMW 安抚延误的乘客？

Ideate
形成概念

To explore a wide solution space-both a large quantity and broad diversity of ideas
探索一个广泛的解决方案空间 - 既有大量又广泛多样的想法

Ideation techniques:
构思技巧：

Sketching,
素描

Prototyping,
成型

Brainstorming,
头脑风暴

Brainwriting,
脑力写作，

Worst Possible Idea,
最糟糕的想法，

SCAMPER (Substitute, Combine, Adapt, Modify (Also Magnify and Minify), Put to another use, Eliminate, and Reverse)
SCAMPER（替换、组合、适应、修改（也放大和缩小）、Put to another use、Eliminate 和 Reverse）

Substitute
替代

What part of the process can be substituted without affecting the whole project?
流程的哪一部分可以在不影响整个项目的情况下被替换？

Who or what can be substituted without affecting the process?
谁或什么可以被替换而不影响流程？

What part in the process can be replaced with better alternatives?
流程中的哪些部分可以用更好的替代品代替？

What will happen when we replace part of the project with another?
当我们用项目的一部分替换项目的一部分时会发生什么？

Where else could you sell the product?
您还能在哪里销售该产品？

Can we substitute the current device with another better one?
我们可以用另一个更好的设备替换当前的设备吗？

Can we replace the process with simpler one?
我们可以用更简单的流程代替流程吗？

Combine
合

Can we merge two steps of the process?
我们可以合并该过程的两个步骤吗？

Can we apply two processes at the same time?
我们可以同时应用两个过程吗？

Can our company combine resources with another partner in the market?
我们公司能否与市场上的其他合作伙伴结合资源？

Can we mix two or more components together?
我们能否将两种或多种成分混合在一起？

Can we combine X and Y technologies?
我们可以结合 X 和 Y 技术吗？

Adapt
适应

What would we need to change to reach better results?
我们需要改变什么才能获得更好的结果？

What else could be done in this specific task?
在这个特定的任务中还可以做什么呢？

How can we improve the existing process?
我们如何改进现有流程？

How can we adjust the existing product?
我们如何调整现有产品？

How can we make the process more flexible?
我们如何使流程更加灵活？

Modify, minify or magnify
修改、缩小或放大
How will modifying the process improve results?
修改流程将如何改善结果？

If the market was different, what would the process look like?
如果市场不同，流程会是什么样子？

Can we change the process to work more efficiently?
我们能否更改流程以更高效地工作？

What if the product is double the current size?
如果商品尺寸是当前尺寸的两倍怎么办？

Put to another use
用于其他用途
What other parts in the company can use the product?
公司内还有哪些其他部门可以使用该产品？

What are the benefits for the product if used elsewhere?
如果在其他地方使用，该产品有什么好处？

What if we target another market segmentation for the current product?
如果我们针对当前产品的另一个市场细分呢？

Can we add a specific step into the process to replace another?
我们是否可以在流程中添加一个特定步骤来替换另一个步骤？

What are other ways can we use it?
我们还可以通过哪些其他方式使用它？

Can we recycle the waste for another use?
我们可以回收废物用于其他用途吗？

Eliminate or elaborate
消除或详细说明
What would happen if we removed this part?
如果我们删除这部分会发生什么？

How can we achieve the same output without specific part of the project?
我们如何在没有项目特定部分的情况下实现相同的输出？

Do we need this specific part?
我们需要这个特定的部分吗？

What would we do if we had to work with half the resources?
如果我们不得不使用一半的资源，我们该怎么办？

Reverse
反向
What would happen if we reverse the process?
如果我们颠倒这个过程会发生什么？

How can we rearrange the current status for better output?
我们如何重新排列当前状态以获得更好的输出？

What if we consider it backwards?
如果我们倒过来考虑呢？

Can we interchange elements?
我们可以互换元素吗？

Week 10 Idea evaluation and selection (screening)
第 10 周想法评估和选择（筛选）

Intuition
直觉

Heuristics
启发式

Recognition: recognized object is of higher value
识别：识别的对象具有更高的价值

Fluency: outcome that can be most quickly recognized
流畅性：可以最快速识别的结果

Take the best: select the best based on certain criteria
采取最佳：根据特定标准选择最佳

Effectuation model
效果模型

Risk Matrix
风险矩阵

RWW (real, win, worth)
RWW（真实、赢、值）

Idea Scorecard
创意记分卡

Workshop & tutorial (Week 11-12)
工作坊和教程（第11-12周）

Week 11 Business model canvas
第 11 周商业模式画布

1. Customer segment block
1. 客户细分块

The different groups of people an enterprise aims to reach and serve
企业旨在覆盖和服务的不同人群

For whom are we creating value?
我们为谁创造价值？

Who are our most important customers?
谁是我们最重要的客户？

2. Value Proposition block
2. 价值主张块

What is being offered of value to the target market customers?
为目标市场客户提供什么有价值的产品？

The reason why customers turn to one organisation over another
客户转向一个组织而不是另一个组织的原因

Speed, Price, Performance, Service, Customisation, Brand/status, Risk reduction, Accessibility, Convenience
速度，价格，性能，服务，定制，品牌/状态，降低风险，无障碍，便利性

3. Channels block
3. 通道块

How a company communicates with and reaches its customer segments to deliver its value proposition
公司如何与客户群沟通并联系其客户群以实现其价值主张

Communication, distribution and sales channels
沟通、分销和销售渠道

4. Customer relationships block
4. 客户关系块

Describes the types of relationships an organisation establishes with its segments
描述组织与其部门建立的关系类型

Personal assistance
个人协助

Dedicated personal assistance
专门的个人协助

Self-service
自我服务

Automated services
自动化服务

Co-creation
共创

5. Revenue streams block
5. 收入流区块

The cash an organisation generates from each customer segment
组织从每个客户群中获得的现金

Revenue streams
收入流

Transaction revenues resulting from one-time customer payments
一次性客户付款产生的交易收入

Recurring revenues resulting from ongoing payments
持续付款产生的经常性收入

Options to generate revenue
创收选项

Asset sale
资产出售

Usage fee
使用费

Subscription fee
认购费

Lending/renting/leasing
出借/租赁/租赁

Licensing
发牌

Advertising
广告

6. Key resources block
6. 关键资源块

The most important assets required to make a business model work
使商业模式发挥作用所需的最重要资产

Physical – manufacturing facilities, buildings, vehicles, machines, distribution networks.
物理 – 制造设施、建筑物、车辆、机器、分销网络。

Intellectual – brands, proprietary knowledge, patents, copyrights, partnerships, customer databases.
知识 – 品牌、专有知识、专利、版权、合作伙伴关系、客户数据库。

Human – all organisations require people, but people are particularly important in some business models, such as in knowledge-intensive and creative industries.
人 – 所有组织都需要人，但在某些商业模式中，人尤为重要，例如在知识密集型和创意行业。

7. Key activities block
7. 关键活动块

The most important things an organisation must do to make its business model work
组织为使其业务模式发挥作用而必须做的最重要的事情

Production – relates to designing, making, delivering a product in large quantities or superior value. This is a key activity for manufacturing firms.
生产 – 与设计、制造、交付大批量或具有卓越价值的产品有关。这是制造公司的一项关键活动。

Problem solving – producing new solution to customer problems. Consultancies, hospitals and other service organisations are dominated by problem solving activities.
解决问题 – 为客户问题提供新的解决方案。咨询公司、医院和其他服务组织以解决问题的活动为主。

Platform/network – business models designed around a platform have this as a key activity.
平台/网络 – 围绕平台设计的商业模式将此作为关键活动。

8. Key partnerships block
8. 关键合作伙伴区块

The network of suppliers and partners that make the business model work.
使商业模式发挥作用的供应商和合作伙伴网络。

Strategic alliances between non-competitors
非竞争对手之间的战略联盟

Coopetition – strategic partnerships between competitors
Coopetition – 竞争对手之间的战略合作伙伴关系

Joint ventures to develop new businesses
合资企业开发新业务

Buyer-supplier relationship to assure reliable supplies.
买方-供应商关系，确保可靠的供应。

9. Cost structure block
9. 成本结构块

The costs incurred to operate a business model
运营商业模式所产生的成本

Cost-driven focus on minimising cost wherever possible. This requires maintaining a lean cost structure, using low price value proposition, automation and extensive outsourcing.
以成本为导向，注重尽可能降低成本。这需要保持精简的成本结构，使用低价格价值主张、自动化和广泛的外包。

Value-driven focus more on value creation. Premium value propositions and high degrees of personalisation and quality service usually characterise value-driven models.
价值驱动型更注重价值创造。优质的价值主张、高度的个性化和优质服务通常是价值驱动型车型的特点。

Week 12 Disruptive innovation and blue ocean strategy
第 12 周颠覆性创新和蓝海战略

Disruptive innovation
颠覆性创新

Red Oceans and Blue Ocean Strategy
红海和蓝海战略

Creating a new market
创造新市场

Value innovation
价值创新

Disruptive innovation
颠覆性创新

“Disruption” describes a process whereby a smaller company with fewer resources is able to successfully challenge established incumbent businesses. Disrupters start by appealing to low-end or unserved consumers and then migrate to the mainstream market.
“颠覆”描述了一个过程，在这个过程中，资源较少的小公司能够成功地挑战现有的现有企业。颠覆者首先吸引低端或未被服务的消费者，然后迁移到主流市场。

Most every innovation—disruptive or not—begins life as a small-scale experiment.
几乎所有创新，无论是否具有颠覆性，都是从小规模的实验开始的。

Disrupters often build business models that are very different from those of incumbents.
颠覆者构建的商业模式通常与现有企业截然不同。

Some disruptive innovations succeed; some don’t.
一些颠覆性创新取得了成功; 有些则不然。

The mantra “Disrupt or be disrupted” can misguide us.
“Disrupt or be disrupted”这句口号可能会误导我们。

Blue Ocean and Red Ocean
蓝色海洋和红色海洋

Red oceans represent all the industries in existence today. This is the known market space.
红海代表了当今存在的所有行业。这是已知的市场空间。

Blue oceans denote all the industries not in existence today. This is the unknown market space.
蓝色海洋表示今天不存在的所有行业。这是未知的市场空间。

Red Oceans
红海

In the red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are known. Here, companies try to outperform their rivals to grab a greater share of existing demand. As the market space gets crowded, prospects for profits and growth are reduced. Products become commodities, and cutthroat competition turns the red ocean bloody.
在红海中，行业界限被定义和接受，游戏的竞争规则是已知的。在这里，公司试图超越竞争对手，以抢占现有需求的更大份额。随着市场空间变得拥挤，利润和增长的前景会减少。产品变成商品，残酷的竞争让这片红色的海洋变得血腥。

Blue Ocean Strategy
蓝海战略

What happens when you look to create a new market?
当您寻求创建新市场时会发生什么？

Blue oceans, in contrast, are defined by untapped market space, demand creation, and the opportunity for highly profitable growth. In blue oceans, competition is irrelevant because the rules of the game are waiting to be set.
相比之下，蓝海由未开发的市场空间、需求创造和高利润增长的机会定义。在蓝海中，竞争无关紧要，因为游戏规则正在等待制定。

Creating a new market
创造新市场

RAISE: What gaps exist in current offerings/ markets that if filled by the innovation would significantly raise value for customers?
RAISE：当前产品/市场中存在哪些空白，如果通过创新来填补这些空白，将显著提高客户的价值？

REDUCE: What can be simplified in the innovation that would simplify use and/or reduce the price of the innovation?
REDUCE：创新中可以简化哪些内容，以简化创新的使用和/或降低创新的价格？

ELIMINATE: What can be left out of the innovation altogether (again, simplifying and/or reducing price)!
消除：创新中可以完全省略什么（同样，简化和/或降低价格）！

CREATE: What elements should be created and added to the innovation to make the innovation unique in the industry?
CREATE：应该创建哪些元素并将其添加到创新中，以使创新在行业中独一无二？

Value innovation
价值创新

Instead of focusing on beating the competition, the focus is on making the competition irrelevant by creating a leap in value for buyers, thereby opening up new and uncontested market space. Value innovation places equal emphasis on value and innovation. Value innovation occurs only when companies align innovation with utility, price, and cost positions.
重点不是专注于击败竞争对手，而是通过为买家创造价值飞跃来使竞争对手变得无关紧要，从而开辟新的和无可争议的市场空间。价值创新价值和创新同等重要。只有当公司将创新与实用性、价格和成本立场保持一致时，价值创新才会发生。

Workshop & tutorial (Week 13-15)
研讨会和教程（第13-15周）

Week 13 New Product Development
第 13 周新产品开发

New product development
新产品开发

Adoption, diffusion, acceptance
采用、传播、接受

Mice, Gazelles, Elephants, and Unicorns
老鼠、瞪羚、大象和独角兽

NPD

Waterfall model
瀑布模型

Features of waterfall
瀑布的特点

Advantages and disadvantages
的优点和缺点

2. Phase Gate Model
2. 相位门模型

Features
特征

Criticisms
批评

Lean Startup process model
精益创业流程模型

What’s Model
什么是模型

What is?
什么？

What if?
如果？

What wows?
什么惊喜？

What works?
什么有效？

Organisational Learning
组织学习

Adoption and diffusion of innovation
创新的采用和传播

Innovation Adoption Curve
创新采用曲线

Technology adoption lifecycle
技术采用生命周期

Innovation Customer Acceptance Framework (Rogers)
创新客户接受框架（Rogers）

5 key attributes for the innovation to be accepted:
创新被接受的 5 个关键属性：

Relative advantage over existing products and technology
与现有产品和技术相比的相对优势

Complexity: how complex the new technology will determine how fast the innovation will be taken up in the marketplace – the more complex the longer the time
复杂性：新技术的复杂程度决定了创新在市场上的采用速度 - 越复杂，时间越长

Compatibility: will the new technology be easy to integrate with existing products and technology?
兼容性：新技术是否易于与现有产品和技术集成？

Trial-ability: can the customer trial the new innovation before purchase?
可试用性：客户可以在购买前试用新的创新产品吗？

Observability: can the customer observe the benefits and be able to measure them before purchase?
可观察性：客户能否观察到好处并能够在购买前对其进行衡量？

External environment analysis
外部环境分析

Mice, Gazelles, Elephants, and Unicorns
老鼠、瞪羚、大象和独角兽

Gazelles: new growth firms ..start life relatively large and grow rapidly from birth….annual sales growth of 20% or more for at least 4 consecutive years; Google, Dell.
Gazelles：新的增长公司..从出生开始相对较大并迅速成长....至少连续 4 年年销售额增长 20% 或更多;谷歌、戴尔。

Unicorns: market worth of a $1 billion; Uber taxis, Airbnb.
独角兽：市值 10 亿美元;Uber 出租车，Airbnb。

Scale up (规模化企业) vs. start up (初创企业)

Week 14 Social dimension
第 14 周社交维度

Communication
通信

What is communication?
什么是通信？

Interpersonal communication is ‘the process by which information, meanings and feelings are shared by persons through the exchange of verbal and nonverbal messages’
人际交流是“人们通过语言和非语言信息交换分享信息、意义和情感的过程”

Communication is a ‘conscious, intentional or unintentional process in which feelings and ideas are expressed as verbal and nonverbal messages, which are sent, received and comprehended.
沟通是一个“有意识、有意或无意的过程，在这个过程中，感受和想法被表达为口头和非语言信息，这些信息被发送、接收和理解。

Communication is dynamic, continuous, irreversible, interactive and contextual’.
沟通是动态的、连续的、不可逆的、互动的和情境化的。

What contributes to poor communication?
什么原因导致沟通不畅？

Change
改变

Time pressure
时间压力

Interpersonal conflict
人际冲突

Do any of these sound related to creating or implementing innovation?
这些听起来与创造或实施创新有关吗？

Innovation involves people interacting and communicating – these are basic skills to make the innovation process happen effectively.
创新涉及人们的互动和沟通——这些是使创新过程有效进行的基本技能。

A model of interpersonal communication process
人际沟通过程模型

Transactional model of communication
通信的事务模型

Communicators (A and B)
通讯器（A 和 B）

Communicator A creates a message (encodes) and transmits the message (through a channel)
Communicator A 创建消息（编码）并传输消息（通过通道）

Communicator B receives the message (decodes) and responds through words and actions (feedback)
Communicator B 接收消息（解码）并通过言语和作（反馈）进行响应

These aspects of communication can happen at the same time (the model is multidirectional and circular)
通信的这些方面可以同时发生（模型是多向和循环的）

It happens in context - context is the environment in which communication occurs (West & Turner, 2008) and includes: physical (room arrangement); cultural (patterns of behaviour); socio-emotional (the type of connection you have to a person); and historical (the history of your connection to someone) .
它发生在上下文中- 上下文是进行交流的环境（West & Turner，2008年）并包括：物理（房间安排）;文化，社会情感，你与一个人的联系类型;和历史（你与某人的联系的历史）。

Noise
噪声

Noise = internal or external interference in the communication process
噪声 = 通信过程中的内部或外部干扰

Environmental – external noise (building work, loud noise, people talking)
环境 – 外部噪音（建筑工程、嘈杂噪音、人们交谈）

Physiological-impairment – physical state impact communication (e.g. hearing impairment)
生理障碍 – 身体状态影响沟通（例如听力障碍）

Semantic – difference in meanings of words, colloquialisms, differences across ethnic, national, regional or age groups can cause us to use the same language differently
语义 – 单词含义的差异、口语、种族、国家、地区或年龄组的差异会导致我们以不同的方式使用同一种语言

Organisational – the arrangement of a message, where order of ideas fails to make sense to the listener (e.g., ‘starting at the end first’)
组织 – 信息的安排，其中想法的顺序对听众没有意义（例如，“先从结尾开始”）

Cultural – national culture, religious beliefs
文化 – 民族文化、宗教信仰

Psychological – disruptions from our emotional state (stressed, upset, impatient).
心理 – 我们情绪状态的干扰（压力、不安、不耐烦）。

Biases and cognitive errors, such as …
Biases 和认知错误，例如 ...

selective attention (we focus on some information and screen out other information);
选择性关注（我们关注一些信息，筛选掉其他信息）;

the false-consensus effect (we overestimate the extent to which our beliefs are also held by others);
错误共识效应（我们高估了我们的信念也被他人持有的程度）;

the recency effect (when the most recent information we have received dominates our perception of a situation/person);
新近效应（当我们收到的最新信息主导了我们对情况/人的感知时）;

‘sender’ filtering (manipulating information to make it more palatable to the receiver); and
'sender' 过滤（纵信息以使其更便于接收者接受）;和

confirmation bias (we focus on information that confirms our beliefs and ignore contrary information)
确认偏差（我们专注于证实我们信念的信息，而忽略相反的信息）

Social Skills Model
社交技能模型

Riggio’s (2014) ‘Social Skills Model’ has ‘two halves’ to explain effective communication:
Riggio （2014）的“社交技能模型”有“两半”来解释有效的沟通：

Emotional (non-verbal)
情绪化（非语言）

Emotional (non-verbal) skills allow us to inspire and motivate others (emotional expressiveness) and to develop close connections and relationships with others and be attentive to the socio-emotional context of the communication process (emotional sensitivity).
情绪（非语言）技能使我们能够启发和激励他人（情绪表达），与他人建立密切的联系和关系，并注意沟通过程的社会情感背景（情绪敏感性）。

But we must deploy emotional skills in ways that are appropriate to the situation and measured as necessary (emotional control).
但是我们必须以适合情况的方式部署情绪技能，并在必要时进行衡量（情绪控制）。

Social (verbal) domains
社交（语言）领域

Social skills (verbal) include ‘complex abilities to read social situations, understand subtle social norms, respond to social cues, adhere to social scripts, and regulate one’s own social behavior’ (Riggio, 2014, p. 35).
社交技能（语言）包括“阅读社交场合、理解微妙的社会规范、响应社交线索、遵守社交脚本和调节自己的社交行为的复杂能力”（Riggio，2014 年，第 35 页）。

A social skill set allows us to verbally utilise different communication channels to engage others (social expressiveness), be mindful of the inter-personal context between communicators (social sensitivity) and deploying these skills appropriately (social control).
社交技能集使我们能够口头上利用不同的沟通渠道来吸引他人（社交表达），注意沟通者之间的人际关系（社交敏感性）并适当地部署这些技能（社交控制）。

There are 3 skills in each domain:
每个领域都有 3 项技能：

expressiveness (the ability to effectively encode messages)
expressiveness （有效编码消息的能力）

sensitivity (the ability to effectively decode messages) and
sensitivity （有效解码信息的能力）和

control (the ability to exercise emotional/social skills appropriately)
控制（适当锻炼情感/社交技能的能力）

Emotional/Nonverbal Skills
情感/非语言技能

Emotional Expressiveness (EE):
情感表达（EE）：

It is the skill of sending (encoding) nonverbal and emotional messages. People with high EE are naturally expressive, lively, and often considered charismatic.
它是发送（编码）非语言和情感信息的技能。高 EE 的人天生善于表达、活泼，通常被认为是有魅力的。

Emotional Sensitivity (ES):
情绪敏感性（ES）：

This refers to the skill of receiving (decoding) emotional and nonverbal messages. Individuals with high ES are empathetic, observant, and responsive to others' feelings, but they may be prone to "emotional contagion".
这是指接收（解码）情感和非语言信息的技能。高 ES 的人善解人意、善于观察、对他人的感受有反应，但他们可能容易出现“情绪传染”。

Emotional Control (EC):
情绪控制（EC）：

It is the skill of regulating and controlling the expression of emotional messages. Those with high EC may seem emotionally distant, yet they can conceal their actual emotional states with a different expression.
它是调节和控制情感信息表达的技能。EC 高的人可能看起来情绪疏远，但他们可以用不同的表情来掩盖他们真实的情绪状态。

Social/Verbal Skills
社交/语言技能

Social Expressiveness (SE):
社交表达（SE）：

It involves verbal speaking skills and the ability to engage others in conversation. SE is related to, but distinct from, being extroverted.
它涉及口头口语技巧和与他人交谈的能力。SE 与外向有关，但又不同。

Social Sensitivity (SS):
社交敏感度（SS）：

This includes verbal decoding skills (listening ability), as well as one's knowledge of social rules and conventions. In extreme cases, high SS can lead to social anxiety and withdrawal.
这包括语言解码技能（倾听能力）以及一个人对社会规则和习俗的了解。在极端情况下，高 SS 会导致社交焦虑和退缩。

Social Control (SC):
社会控制（SC）：

It is a sophisticated social role - playing skill. SC is associated with being tactful and socially competent.
这是一种复杂的社会角色 - 扮演技巧。SC 与机智和社交能力有关。

Influencing Skills
影响技能

The ability to influence others is one of the most critical skills for all of us – whether we are leaders, managers or employees.
影响他人的能力是我们所有人最重要的技能之一——无论我们是领导者、经理还是员工。

Organisations are increasingly moving away from hierarchical structures, this means formal power, etc is becoming less important.
组织越来越多地摆脱等级结构，这意味着正式的权力等变得越来越不重要。

Even in organisations with clear hierarchies, where does power and the ability to influence actually lie? Often, it’s different to what an organisational chart would tell us.
即使在等级制度明确的组织中，权力和影响力实际上在哪里？通常，它与组织结构图告诉我们的内容不同。

From an innovation perspective, to gather support for ideas, to implement and diffuse, to manage resistance to change, to overcome barriers we need lots of skills – a critical one is the ability to influence others.
从创新的角度来看，要收集对想法的支持，实施和传播，管理对变革的阻力，克服障碍，我们需要很多技能——一个关键是影响他人的能力。

We seek to influence every day – in big and small ways.
我们每天都在寻求影响 - 以大大小小的方式。

Teachers attempt to influence students, children attempt to influence parents, work colleagues seek to influence each other.
老师试图影响学生，孩子试图影响家长，同事们试图相互影响。

Learning how to effectively use the influence process is an important skill to prepare you for the world (whether it be in business or the wider world) or to further strengthen these skills if you already have experience in this.
学习如何有效地利用影响力过程是一项重要的技能，可以让您为世界做好准备（无论是在商业领域还是更广泛的世界中），或者如果您已经有这方面的经验，则可以进一步加强这些技能。

What is influencing?
影响因素是什么？

Influence tactics bridge the gap between power bases
影响力策略弥合权力基础之间的鸿沟

Yukl (who is the guru here and a seminal author on influencing) recognises influence tactics as the specific behaviours employed by one individual (the agent) in an attempt to change the behaviours or attitudes of another individual (the target).
Yukl（他是这里的大师，也是影响方面的开创性作者）将影响力策略视为一个人（代理人）为试图改变另一个人（目标）的行为或态度而采用的特定行为。

Agents initiate the influence tactics and targets are those individuals who are the recipients of the influence attempt.
代理人发起影响策略，目标是那些影响尝试的接受者。

Why do we influence?
我们为什么要影响？

Assign or allocate work
分配或分配工作

Get someone to: do a new task; work on a new project; assume new responsibilities; or prepare a report or document for you.
找人去：做一个新任务;从事新项目;承担新的责任;或为您准备一份报告或文件。

Change behaviour
改变行为

Get someone to: change how they are doing something – do it a different way, do more of something; stop doing something; do it faster/better; change the deadline/schedule; follow a rule or policy, etc.
让某人：改变他们做某事的方式——以不同的方式做事，做更多的事情;停止做某事;做得更快/更好;更改截止日期/时间表;遵循规则或政策等。

Get assistance
获取帮助

Get someone to: help you complete something; show you how to do something; explain how something works; provide info you need; or do some work for you (to finish a task, etc.)
找人：帮你完成某事;向您展示如何做某事;解释某事是如何运作的;提供您需要的信息;或者为您做一些工作（完成任务等）

Get support
获取支持

Get someone to: approve a proposal, suggestion, plan, etc; to obtain additional resources through giving or a loan; to help you influence other people to support a change or innovation., etc.
找人：批准提案、建议、计划等;通过给予或贷款获得额外的资源;帮助您影响其他人支持变革或创新等。

Get personal benefit
获得个人利益

Get someone to: provide you with something that will benefit you personally (more pay, better work, etc); or to do you a personal favour not directly related to the work.
找人来：为你提供对你个人有益的东西（更高的薪水、更好的工作等）;或者帮你一个与工作没有直接关系的个人帮助。

Types of influence tactics
影响策略的类型

There are four major types of influence tactics:
影响力策略主要有四种类型：

Impression management – creating a persona that presents a positive image of an individual (e.g. creating an ethical and trustworthy image of the group or individual)
印象管理 – 创建一个展示个人正面形象的角色（例如，为团体或个人创造一个合乎道德和值得信赖的形象）

Political tactics – promote an individual’s personal agenda and can be either positive or negative (functional or dysfunctional)
政治策略 – 促进个人的个人议程，可以是积极的或消极的（功能性或功能失调的）

Reactive tactics – used when a conflict or event has already taken place (these tactics ward off influence attempts)
反应性策略 – 在冲突或事件已经发生时使用（这些策略可以抵御影响企图）

Proactive tactics – aid in the process of persuading someone to carry out a specific task that he or she would not normally perform (these are used before conflict occurs). We focus on proactive influence tactics.
主动策略 – 帮助说服某人执行他或她通常不会执行的特定任务（这些在冲突发生之前使用）。我们专注于主动影响策略。

Outcomes and directions of influence attempts
影响尝试的结果和方向

There are three possible outcomes from an influence attempt:
影响力尝试有三种可能的结果：

Resistance – the target chooses not to do what the agent asks and may seek to sabotage the request
抵抗 – 目标选择不做代理要求的事情，并可能寻求破坏请求

Compliance – the target fulfils the request but is neither enthusiastic nor apathetic about the effort
合规性 – 目标满足了请求，但对努力既不热情也不冷漠

Commitment – the target performs the activity but also buys into the purpose of it
承诺 – 目标执行活动，但也接受其目的

Direction
方向

Influence attempts can also be made:
影响尝试也可以进行：

Downward – influencing someone at a lower organisational rank
向下 – 影响组织级别较低的人

Lateral – influencing someone at the same rank
横向 – 影响相同级别的某人

Upward – influencing a superior
向上 – 影响上级

Individual Factors
个体因素

Innovations, like flowers, start from tiny seeds and have to be nurtured carefully until they blossom.
创新，就像花朵一样，从微小的种子开始，必须精心培育，直到开花。

Some conditions – soil, climate, fertiliser, the layout of the garden – produce larger and more abundant flowers.
一些条件——土壤、气候、肥料、花园的布局——开出更大、更丰富的花朵。

If we understand what makes innovations grow – the microprocesses by which they unfold - we can see why some macro-conditions are better for their cultivation.
如果我们了解是什么让创新成长——它们展开的微观过程——我们就会明白为什么一些宏观条件更适合它们的培养。

Overall, because innovation is uncertain, fragile, political and imperialistic (reaching out to embrace other territories), then it is most likely to flourish where conditions allow flexibility, quick action and intensive care, coalition formation and connectedness.
总体而言，由于创新是不确定的、脆弱的、政治的和帝国主义的（伸向其他领域），因此在条件允许的灵活性、快速行动和重症监护、联盟形成和联系的情况下，它最有可能蓬勃发展。

Challenge
挑战

It’s important to feel challenged by your work, and this is borne out by many studies that link challenge to increased creativity and innovation.
在工作中感到挑战很重要，许多将挑战与创造力和创新相结合的研究都证明了这一点。

Employees feeling a strong sense of challenge in their work is one of the strongest drivers of a culture of innovation.
员工在工作中感受到强烈的挑战感是创新文化的最强大驱动力之一。

They defined challenge as the ‘perception that jobs and/or tasks are challenging, complex and interesting — yet at the same time not overly taxing or unduly overwhelming’.
他们将挑战定义为“认为工作和/或任务具有挑战性、复杂和有趣，但同时又不会过度繁重或过度压倒性”。

On the flip side, setting tasks that people are able to complete with their eyes closed will not breed a culture where innovation thrives.
另一方面，设置人们能够闭着眼睛完成的任务不会培养出一种创新蓬勃发展的文化。

So why is challenge so necessary for innovation?
那么，为什么创新如此需要挑战呢？

Flow, or ‘being in the zone’ - the state of complete absorption in a task:
Flow，或“处于状态”——任务完全吸收的状态：

For flow, you need – a high degree of skill in the task you are doing; challenge (working on a task that you would define as challenging or difficult).
对于心流，您需要 – 在你正在做的任务中具有高度的技能;challenge （处理您定义为具有挑战性或困难的任务）。

GE’s Imagination Breakthrough program - the challenge is big, but the resources made available to leaders make it a challenge that they can meet.
GE 的想象力突破计划 - 挑战很大，但为领导者提供的资源使其成为他们可以应对的挑战。

Research shows that a sense of challenge is not so much driven by external pressure but is intrinsically generated.
研究表明，挑战感与其说是由外部压力驱动的，不如说是内在产生的。

‘This was not something that was imposed on them, but a problem that they generated themselves. There were no specific deadlines, but a sense of urgency that was internalized’.
“这不是强加给他们的东西，而是他们自己制造的问题。没有具体的截止日期，但有一种内化的紧迫感。

Having a positive sense of pressure is a very important driver of innovation, and of project teams producing creative outcomes. And, more specifically, if the sense of pressure can be generated from within the individual, then it becomes a far more motivating force.
拥有积极的压力感是创新和项目团队产生创造性成果的一个非常重要的驱动力。而且，更具体地说，如果压力感可以从个人内部产生，那么它就会成为一种更具动力的力量。

Autonomy
自治

Autonomy is giving people choice instead of telling them what to do.
自主性是给人们选择权，而不是告诉他们该做什么。

Amabile describes it as:
Amabile 将其描述为：

‘giving people … the means — that is, concerning process — but not necessarily the ends. People will be more creative, in other words, if you give them freedom to decide how to climb a particular mountain. You needn’t let them choose which mountain to climb. In fact, clearly specified strategic goals often enhance people’s creativity’.
“给人们......手段——即关于过程——但不一定是目的。换句话说，如果你让他们自由决定如何攀登特定的山峰，人们会更有创造力。你不需要让他们选择爬哪座山。事实上，明确明确的战略目标往往会提高人们的创造力。

Continuous deployment - by giving everyone in the organisation the power to make real change, innovation is dramatically enhanced.
持续部署 - 通过赋予组织中的每个人做出真正改变的能力，创新得到了显著增强。

The essence of continuous deployment is that it grants employees autonomy over their work.
持续部署的本质是它赋予员工对自己工作的自主权。

People have the freedom to fix things that need fixing, and make improvements where they see fit. Continuous deployment doesn’t require managerial approval, nor does it involve a manager simply telling an employee what to do.
人们可以自由地修复需要修复的地方，并在他们认为合适的地方进行改进。持续部署不需要管理层的批准，也不涉及经理简单地告诉员工该做什么。

Many researchers have found that creativity is dramatically enhanced when employees are given the freedom to decide how they do their jobs. When people feel as if they have a choice in how things can be done they are significantly more likely to engage in trial and error and, through this, find more effective ways of doing things.
许多研究人员发现，当员工可以自由决定他们如何工作时，创造力会大大增强。当人们觉得自己可以选择如何做事时，他们就更有可能进行反复试验，从而找到更有效的做事方式。

Study by Locke -> compared performance across two Mexican factories that both made t-shirts for Nike. The factories were similar in that they both provided the same kinds of products to Nike and operated according to the same codes of conduct. But in other ways the factories were dramatically different, both in terms of how they operated and in their productivity and output.
Locke 的研究 -> 比较了两家墨西哥工厂的表现，这两家工厂都为 Nike 生产 T 恤。这些工厂的相似之处在于它们都向耐克提供相同种类的产品，并按照相同的行为准则运营。但在其他方面，这些工厂在运营方式以及生产力和产量方面都大不相同。

At Plant A, employees were given a lot of freedom and autonomy. Employees were asked to contribute their opinions to all sorts of issues, ranging from production targets to scheduling and operations.
在 A 工厂，员工被赋予了很大的自由和自主权。员工被要求对各种问题发表意见，从生产目标到调度和运营。

At Plant B was very hierarchical and orders were dictated from the top. Employees had very little freedom, and overtime was forced, not voluntary.
工厂 B 的等级森严，订单由上而下决定。员工几乎没有自由，加班是被迫的，而不是自愿的。

While employee satisfaction was, not surprisingly, significantly higher at Plant A, Plant A was also 40% more productive.
虽然 A 工厂的员工满意度明显更高，但 A 工厂的生产率也高出 40%。

But this can be mismanaged:
但这可能是管理不善的：

Failure to define clear goals - there is much research showing that autonomy on its own is not enough to drive innovation. If people don’t know what they should be aiming for, then all the freedom in the world won’t help them be more creative. Essentially, freedom becomes pointless unless clear goals and strategies are set.
未能定义明确的目标 - 大量研究表明，自主性本身不足以推动创新。如果人们不知道他们应该追求什么，那么世界上所有的自由都不会帮助他们变得更有创造力。从本质上讲，除非设定明确的目标和策略，否则自由变得毫无意义。

Change the goalposts - shifting goalposts can often render the work a person has done useless, thus undermining the benefits of autonomy.
改变目标 - 改变目标通常会使一个人所做的工作变得毫无用处，从而破坏自主的好处。

Paying lip-service to autonomy – when managers say they give their employees freedom, when in fact they have prescribed the process that employees need to follow in order to achieve the goals they have been set.
口头上支持自主权 – 当管理者说他们给员工自由时，实际上他们已经规定了员工为了实现他们设定的目标而需要遵循的流程。

Recognition
识别

Intrinsic versus extrinsic motivation
内在动机与外在动机

The single biggest problem with financial rewards is that as soon as they are taken away, and if no intrinsic motivators (such as a sense of challenge and autonomy) are in place, motivation for innovation evaporates.
财务奖励的最大问题是，一旦它们被剥夺，如果没有内在的激励因素（如挑战感和自主性），创新的动力就会消失。

Financial rewards will only increase motivation up to a point. In addition, financial rewards are far less effective for those who feel challenged by their role, have a high degree of skill, and have a thorough knowledge of the customer.
经济奖励只会在一定程度上增加动力。此外，对于那些对自己的角色感到挑战、拥有高度技能并且对客户有透彻了解的人来说，经济奖励的效果要差得多。

When given the choice between intrinsic rewards such as recognition, or extrinsic rewards, such as money, intrinsic rewards win every time.
当可以选择内在奖励（如认可）或外在奖励（如金钱）时，内在奖励每次都会获胜。

It can be tempting to just recognise great innovation performance, but research has shown that recognising the effort people have put into innovation is just as (if not more) important.
仅仅认可出色的创新表现可能很诱人，但研究表明，认可人们在创新方面付出的努力同样重要（如果不是更重要的话）。

Team-level factors
团队级别因素

“For good ideas and true innovation, you need human interaction, conflict, argument, debate”. -- Margaret Heffernan, American businesswoman
“对于好的想法和真正的创新，你需要人际互动、冲突、争论、辩论”。 -- 玛格丽特·赫弗南（Margaret Heffernan），美国女商人

Developing teamwork
培养团队合作精神

What is required for top teams
顶级团队的要求

Debate and diversity
辩论和多样性

Honda Cog ad
本田齿轮广告

https://www.youtube.com/watch?v=Z57kGB-mI54

Debate
争论

When it comes to encouraging debate, the greater the number of points of view the more robust the debate will be.
在鼓励辩论方面，观点的数量越多，辩论就会越激烈。

And when it comes to innovation and creativity, many research studies have shown the benefit of breadth over depth.
当谈到创新和创造力时，许多研究表明广度大于深度。

People who have a greater breadth of experience and knowledge consistently come up with more creative solutions to problems than those who have perhaps sacrificed breadth for depth in their career and experiences.
拥有更广泛经验和知识的人，比那些可能在职业生涯和经验中牺牲广度来换取深度的人，始终如一地提出更有创意的解决方案。

Having a diverse team can be a great way of sparking debate … but some research indicates that diversity was a good thing (as one would intuitively expect), but others show it has a negative effect.
拥有一个多元化的团队是引发辩论的好方法......但一些研究表明，多样性是一件好事（正如人们凭直觉预期的那样），但其他研究表明它有负面影响。

Diversity
多样性

Job-relevant diversity - such as the types of skills and experience people bring to their roles. A team that demonstrates good job-relevant diversity is typically cross-functional and has a good spread of different educational backgrounds and expertise.
与工作相关的多样性 - 例如人们为其角色带来的技能和经验类型。一个表现出与工作相关的良好多样性的团队通常是跨职能的，并且拥有良好的不同教育背景和专业知识。

Job-relevant diversity is significantly and positively related to innovation performance.
与工作相关的多样性与创新绩效呈显著正相关。

Background diversity (factors such as age, gender and ethnicity - that is, nothing relevant to people’s actual job).
背景多样性（年龄、性别和种族等因素 - 即与人们的实际工作无关）。

Research suggests that background diversity actually has a negative impact on innovation.
研究表明，背景多样性实际上对创新有负面影响。

Explanations of this negative correlation are that background diversity causes communication problems and also that this kind of diversity might lead to problems in reaching consensus — which of course, would halt innovation efforts.
对这种负相关的解释是，背景多样性会导致沟通问题，而且这种多样性可能会导致达成共识的问题——这当然会停止创新努力。

To assist with managing background diversity:
要协助管理背景多样性：

Teams need to be trained and developed.
团队需要接受培训和发展。

It is not sufficient to put a group of contrasting personalities together and expect them to function effectively as a team.
将一群性格迥异的人放在一起并期望他们作为一个团队有效地运作是不够的。

They need to develop an understanding of each other’s abilities and approaches and to develop insight into the different ways of working which can be appropriate at different stages of innovation.
他们需要了解彼此的能力和方法，并深入了解适合创新不同阶段的不同工作方式。

Team supportiveness
团队支持

Hoegl and Gemuenden used a six-factor framework for looking at the quality of interaction and support that occurs within a team.
Hoegl 和 Gemuenden 使用一个六因素框架来查看团队内部发生的互动和支持的质量。

Communication — the frequency, openness and informality of the exchange of information between team members.
沟通 — 团队成员之间信息交流的频率、开放性和非正式性。

Coordination — a common understanding of the current status of projects and individuals’ contributions to them.
协调 — 对项目的当前状态和个人对项目的贡献的共同理解。

Mutual support — individuals within the team being cooperative rather than competitive with each other.
相互支持 — 团队中的个人相互合作，而不是相互竞争。

Balance of member contributions — team members being able to contribute all relevant knowledge and experience to the team.
成员贡献的平衡 — 团队成员能够为团队贡献所有相关知识和经验。

Effort — individuals contributing an equally high level of effort to tasks.
努力 — 为任务贡献同样高水平的努力的个人。

Cohesion — team members having a strong team spirit and being motivated to remain on the team.
凝聚力 — 团队成员具有强烈的团队精神并有动力留在团队中。

Goal interdependence
目标相互依存

In terms of structuring a team for innovation success, it is vitally important to ensure that there is ‘goal interdependence’:
在构建团队以实现创新成功方面，确保存在“目标相互依存”至关重要：

The extent to which team members’ goals and rewards are related in such a way that an individual team member can only reach his or her goal if the other team members achieve their goals as well.
团队成员的目标和奖励的关联程度，使得只有当其他团队成员也实现其目标时，单个团队成员才能达到他或她的目标。

So rather than a bunch of independent individual goals, having team goals has a much bigger impact on a team’s innovation performance.
因此，与一堆独立的个人目标不同，拥有团队目标对团队创新绩效的影响要大得多。

Vision
视觉

As well as team goals, teams also need a clear vision:
除了团队目标，团队还需要一个清晰的愿景：

‘Vision’ is usually thought of as something only managers need be concerned with as an organisation-wide driver of innovation and performance.
“愿景”通常被认为是只有管理者才需要关注的东西，是整个组织创新和绩效的驱动力。

However, Hülsheger and her colleagues found that teams that had a clear, guiding and motivating vision performed significantly more innovatively than teams who did not have this in place.
然而，Hülsheger 和她的同事发现，与没有明确、指导和激励愿景的团队相比，具有明确、指导和激励愿景的团队表现得更具创新性。

Equally important is team members participating in the setting of those objectives.
同样重要的是团队成员参与这些目标的设定。

Psychological safety
心理安全

Individual innovation is inhibited when people feel insecure and unsafe at work.
当人们在工作中感到不安全和不安全时，个人创新就会受到抑制。

Psychological safety is an important factor influencing individual motivation – we are more likely to try out and risk proposing new ways of doing things when we feel relatively safe from threat as a consequence.
心理安全是影响个人动机的重要因素——当我们感到相对安全而不受威胁时，我们更有可能尝试并冒险提出新的做事方式。

Where people feel their jobs are threatened if they make mistakes there is more likelihood that they will ‘play safe’ and avoid risk taking and experimentation which is fundamental to innovation.
当人们觉得如果他们犯了错误，他们的工作就会受到威胁，他们更有可能 “谨慎行事”，避免冒险和实验，这是创新的基础。

When individuals are threatened, they are likely to react defensively and unimaginatively.
当个人受到威胁时，他们可能会做出防御性和缺乏想象力的反应。

Collaboration – loosening ‘silos’
协作 – 放开“孤岛”

Close connection with need sources:
与需求来源紧密联系：

Close customer contact or user contact is an important innovation activator (active awareness of changing user needs/demands) or areas in the department that are at the customer ‘interface’.
与客户的密切联系或用户接触是重要的创新推动因素（积极意识到不断变化的用户需求/要求）或部门中位于客户“界面”的领域。

Kaleidoscopic thinking – cross fertilisation
万花筒般的思维 – 交叉施肥

Contact with people who take new angles on problems
与对问题采取新观点的人接触

Access to those outside our area of expertise/speciality/department.
访问我们专业/专业/部门领域之外的人员。

Structural integration – intersecting territories
结构整合 – 交叉领域

Designing organisations for closer interpersonal contact via interpersonal communication
设计组织，通过人际沟通实现更紧密的人际联系

Smaller units, forced contact, cross-associations
更小的单元、强制接触、交叉关联

Broad jobs
广泛的工作

Avoid the problem of ‘that’s not my job’
避免“那不是我的工作”的问题

Define jobs broadly, not narrowly – give people a mandate to solve problems, or respond creatively to new conditions, etc
广义地定义工作，而不是狭隘地定义工作 – 赋予人们解决问题或创造性地应对新条件的任务，等等

Give people a broader view of the organisation, require interaction with others
让人们对组织有更广阔的视野，需要与他人互动

Communication density
通信密度

Open communication patterns and systems – ‘open door’ policies (access to anyone to ask questions); focus on face-to-face communication, few ‘private’ offices
开放的通信模式和系统 – “门户开放”政策（任何人都可以提出问题）;注重面对面交流，很少“私人”办公室

This allows information and ideas to flow freely.
这使得信息和想法可以自由流动。

Leader-level factors
领导者级因素

“The very essence of leadership is that you have to have vision. You can’t blow an uncertain trumpet.” Theodore M. Hesburgh
“领导力的本质是你必须有远见。你不能吹一个不确定的号角。西奥多·赫斯伯格

Supervisor support
主管支持

Leaders create a culture of innovation.
领导者创造一种创新文化。

Studies have demonstrated that a team’s overall view of its leader is strongly associated with their success in creative projects.
研究表明，团队对其领导者的整体看法与他们在创意项目中的成功密切相关。

In addition, individuals who feel that their manager is supportive perform more effectively on innovation projects.
此外，认为经理支持他们的个人在创新项目中表现得更有效。

Amabile suggests that the way in which managers support their teams falls into two categories of behaviour:
Amabile 认为，管理者支持团队的方式分为两类行为：

Task-oriented behaviours include activities that manager scan perform to help provide clarity, resources and structure to people’s roles.
以任务为导向的行为包括经理扫描执行的活动，以帮助为人们的角色提供清晰度、资源和结构。

Relationship-oriented behaviours include being friendly and supportive to employees, being empathic, and showing consideration for individuals’ feelings and welfare.
以关系为导向的行为包括对员工友好和支持、富有同理心以及考虑个人的感受和福利。

Positive behaviours fall into four categories.
积极的行为分为四类。

Supporting behaviours included things such as actively supporting team members’ actions and decisions, socialising with the team, disclosing personal information. Managers who genuinely demonstrated empathy and emotional support for their team had a positive impact on creative performance.
支持行为包括积极支持团队成员的行动和决策、与团队交往、披露个人信息等。真正对团队表现出同理心和情感支持的经理对创意绩效产生了积极影响。

Monitoring behaviours were not so much about keeping a really close eye on things, but rather being in regular contact with the team, providing useful feedback on work, offering to help when problems arose, and not being overly controlling.
监控行为并不是要真正密切关注事情，而是与团队保持定期联系，提供有用的工作反馈，在出现问题时提供帮助，并且不要过度控制。

Recognising behaviours were those through which positive behaviour was recognised both privately and publicly.
识别行为是指通过私下和公开识别积极行为的行为。

Consulting behaviours involved acting in a collaborative manner with the team by asking for their advice and ideas and listening to their ideas and respecting them.
咨询行为包括以协作的方式与团队合作，询问他们的建议和想法，倾听他们的想法并尊重他们。

On the flip side, there are behaviours that Amabile found led to a decrease in the perception of managers’ supportiveness and a reduction in creative performance.
另一方面，Amabile 发现，有些行为导致对经理的支持感降低，创意绩效降低。

These behaviours included:
这些行为包括：

Failing to provide clarity on projects and not providing people with realistic deadlines
未能明确项目，也没有为人们提供切合实际的截止日期

Being overly controlling, micromanaging and providing non-constructive feedback
过度控制、微观管理和提供非建设性的反馈

Appearing disinterested in their team’s work; and
表现出对他们团队的工作不感兴趣;和

Either creating problems and/or failing to solve problems when they arose.
要么制造问题和/或未能解决问题。

Senior leader support
高级领导支持

Senior leaders in non-innovative companies feel it is their job to delegate or facilitate innovation. Instead of getting their hands dirty and going out and speaking to customers and prototyping and testing ideas, they prefer to get others to do the work.
非创新公司的高级领导者认为，委派或促进创新是他们的工作。他们宁愿让别人来做这项工作，而不是亲自动手，出去与客户交谈，进行原型设计和测试想法。

In contrast, leaders at innovative companies see innovation squarely as their job. They speak with a broad range of people to elicit different views on ideas they are thinking of, they get out of the office and test their prototypes with different people and ask lots of questions and get lots of feedback.
相比之下，创新公司的领导者将创新视为他们的工作。他们与各种各样的人交谈，对他们正在思考的想法提出不同的看法，他们走出办公室，与不同的人一起测试他们的原型，提出很多问题并获得很多反馈。

Leaders at highly innovative companies also engage in discovery activities significantly more often than leaders at non-innovative organisations.
高度创新公司的领导者参与发现活动的频率也明显高于非创新组织的领导者。

Discovery activities include making links between seemingly disconnected pieces of information, asking questions, challenging assumptions, observing customers, testing prototypes and speaking to a diverse range of networks about innovations.
发现活动包括在看似不相关的信息之间建立联系、提出问题、挑战假设、观察客户、测试原型以及与各种网络讨论创新。

Resourcing
资源

Setting aside time and money for innovation is critical to creating an innovation culture.
为创新留出时间和金钱对于创造创新文化至关重要。

While a successful innovation program does indeed require money, organisations need to find a middle ground. One solution is micro funding (seed funding - helps diversify innovation investments and, by doing so, help mitigate the inherent risk in funding innovation).
虽然一个成功的创新计划确实需要资金，但组织需要找到一个中间地带。一种解决方案是小额资金（种子资金 - 有助于实现创新投资的多样化，从而有助于减轻为创新提供资金的固有风险）。

In Australia, Deloitte provides $10 000 of micro funding for ideas the firm sees as showing promise.
在澳大利亚，Deloitte 为其认为有前途的想法提供 10,000 澳元的小额资金。

Micro funding decisions are made by the Innovation Council, a group made up of partners within Deloitte who meet once a month.
小额资金决策由创新委员会做出，该委员会由德勤内部的合作伙伴组成，每月召开一次会议。

Teams that are given the go-ahead and $10 000 are expected to present back to the Innovation Council within a couple of months to report on progress. And if progress is looking good, more money is invested.
获得批准和 10 000 美元的团队预计将在几个月内向创新委员会提交报告进展情况。如果进展看起来不错，就会投入更多的资金。

Innovation leadership
创新领导力

Innovation Leadership is composed of four key aspects.
创新领导力由四个关键方面组成。

Change Orientation:
更改方向：

Features a transformational leadership style.
具有变革性的领导风格。

Includes contingent rewards.
包含或有奖励。

Incorporates individualized consideration.
纳入个体化考虑。

Involves idealized influence.
涉及理想化的影响力。

Visionary Quality:
远见卓识的品质：

Also has a transformational leadership style.
还具有变革型领导风格。

Entails intellectual stimulation.
需要智力刺激。

Brings inspiration.
带来灵感。

Passive MBE (Management by Exception):
被动 MBE（异常管理）：

Adopts a laissez - faire management style.
采用自由放任的管理风格。

Follows the principle “If it isn’t broken, don’t try to fix it”.
遵循“如果它没有损坏，就不要尝试修复它”的原则。

Only takes action when a problem becomes chronic.
仅在问题变为慢性时采取行动。

Active MBE (Management by Exception):
主动 MBE（异常管理）：

Utilizes a transactional leadership style.
利用交易型领导风格。

Focuses on the maintenance of high standards.
专注于保持高标准。

Actively monitors for mistakes.
主动监控错误。

Week 15 Understanding Your Industry and Markets
第 15 周了解您的行业和市场

Define and describe a market and an industry
定义和描述市场和行业

Assess the degree of competition in a market/industry
评估市场/行业的竞争程度

Review future trends in an industry and assess how they might affect an organisation via PESTEL analysis
通过 PESTEL 分析查看行业的未来趋势并评估它们可能对组织产生的影响

Explore how new markets are created
探索如何创建新市场

Our approach for exploring market forces and market analysis
我们探索市场力量和市场分析的方法

There are many, many approaches to exploring and understanding the context for a new idea (and an established organisation).
有很多很多方法可以探索和理解一个新想法（和一个已建立的组织）的背景。

We are going to start broad with a PESTEL analysis
我们将从 PESTEL 分析开始

Then narrow a little further to investigate at an industry/market level
然后进一步缩小范围，在行业/市场层面进行调查

And then we will move beyond the more traditional types of analysis to explore how new markets can be created.
然后，我们将超越更传统的分析类型，探索如何创造新市场。

The Importance of Market Research
市场研究的重要性

Market research is essential before you launch a new venture or a new product/service in an established venture.
在你在一个成熟的企业中启动一个新的企业或一个新的产品/服务之前，市场研究是必不可少的。

Your ideas and organisational capability must also match a market need – so you need to find out who might buy from you and who your competitors might be
您的想法和组织能力也必须与市场需求相匹配——因此您需要找出谁可能会从您那里购买，以及您的竞争对手可能是谁

Such research helps minimise risk and uncertainty and helps with decisions
此类研究有助于最大限度地降低风险和不确定性，并有助于决策

Funders (internal or external) will expect you to have a thorough understanding of your market/industry and trends within it.
资助者（内部或外部）会希望您对您的市场/行业及其趋势有透彻的了解。

Unless you are creating a completely new-to-the-world industry, it is likely there will be an existing market or industry that sells similar goods or services to what you are proposing. We are going to explore the creation of new markets too!
除非您正在创建一个全新的行业，否则很可能会有一个现有的市场或行业销售与您提议的商品或服务类似的商品或服务。我们也将探索创造新的市场！

Understanding the external context will:
了解外部环境将：

Help you fine tune and evaluate an idea
帮助您微调和评估想法

Give you an insight into your potential customers and how to reach them
让您深入了解潜在客户以及如何触达他们

Identify and assess competition and start to develop a business model and competitive strategy
识别和评估竞争，并开始制定商业模式和竞争战略

Help you identify weaknesses in an industry which might identify business opportunities
帮助您识别行业中的弱点，从而发现商机

Describing Your Market/Industry -- What is a market and an industry?
描述您的市场/行业 -- 什么是市场和行业？

Market
市场

An industry is a group of businesses that make or sell similar products and services
行业是制造或销售类似产品和服务的一组企业

A market is a group of potential customers.
市场是一组潜在客户。

We can think of the industry as the WHAT is being done and the market as the WHO is being served.
我们可以将行业视为正在做的事情，将市场视为正在服务的 WHO。

Industries will often comprise a number of markets or market segments
行业通常包括许多市场或细分市场

The car industry comprises many markets – sports cars, family cars, SUVs etc.
汽车行业包括许多市场——跑车、家用车、SUV 等。

The markets for each of these types of vehicles can be very different and the organisations that serve those markets may not even compete, despite being in the same industry.
这些类型车辆的市场可能非常不同，服务于这些市场的组织甚至可能不会竞争，尽管它们属于同一行业。

Does Ferrari compete with Hyundai?
法拉利是否与现代竞争？

Also, markets and industries may overlap.
此外，市场和行业可能会重叠。

Consider the market for at home entertainment. We might see the television industry competing with the toy industry (think board games)
考虑一下家庭娱乐市场。我们可能会看到电视行业与玩具行业竞争（想想棋盘游戏）

Market Segment
市场细分

Market – all the potential customers that may buy a certain product category
市场 – 可能购买特定产品类别的所有潜在客户

Market segment – different groups of customers who may buy a certain product category
细分市场 – 可能购买特定产品类别的不同客户群体

Air Travel Total market
航空旅行总量市场

Segment 1 = Tourist customers
区段 1 = 旅游客户

Segment 2 = Business customers
细分 2 = 企业客户

Segment 3 = Rich customers
细分 3 = 富裕客户

Segment 4 = Budget customers
细分 4 = 预算型客户

Segment 5 = Frequent Flyers
第 5 段 = 常旅客

All customers have the need for travel: but each segment has its own persona – different characteristics and wants
所有客户都有旅行需求：但每个细分市场都有自己的特点 - 不同的特征和需求

Industry
工业

An industry is a group of businesses that make or sell similar products and services
行业是制造或销售类似产品和服务的一组企业

E.g., the mining industry, computer industry, food industry, travel industry and so on.
例如，采矿业、计算机业、食品业、旅游业等。

Identifying and defining the characteristics of your market or industry is critical.
识别和定义您的市场或行业的特征至关重要。

Most markets or industries have underlying structural conditions that help identify and define them – these conditions will also influence the degree of competition.
大多数市场或行业都有潜在的结构性条件，有助于识别和定义它们——这些条件也会影响竞争的程度。

Drawing the boundaries around your industry and the market segments you are seeking to serve is difficult and often a matter of judgement.
划定您的行业和您寻求服务的细分市场的界限是困难的，而且往往是一个判断问题。

This judgement call will define who you think you compete with and the strategies you develop to compete.
这个判断电话将定义您认为与谁竞争以及您制定的竞争策略。

External Environment - PESTEL
外部环境 - PESTEL

PESTEL analysis
PESTEL 分析

The main purpose of PESTEL analysis is to understand what external forces may affect your organisation (or new idea) and how those factors could create opportunities or threats to your business (or lead to a new idea).
PESTEL 分析的主要目的是了解哪些外部力量可能会影响您的组织（或新想法），以及这些因素如何为您的业务创造机会或威胁（或导致新想法）。

PESTEL analysis can be used in various ways and for various purposes
PESTEL 分析可以以多种方式用于各种目的

We can use it to help us develop ideas. If we use a broadly developed PESTEL to explore trends, it can help us develop new ideas that might respond to those trends.
我们可以用它来帮助我们发展想法。如果我们使用广泛开发的 PESTEL 来探索趋势，它可以帮助我们开发可能响应这些趋势的新想法。

We can also use PESTEL as a way of understanding how trends might impact an idea we have already developed.
我们还可以使用 PESTEL 作为了解趋势如何影响我们已经开发的想法的一种方式。

We can also use a PESTEL analysis to review our current organisation and try to capture what trends we could, or might need to, respond to.
我们还可以使用 PESTEL 分析来审查我们当前的组织，并尝试捕捉我们可以或可能需要应对的趋势。

It is important that a PESTEL is done in a way that is relevant for our context. It is about exploring factors that will or could affect your business – and that can be quite difficult.
重要的是，PESTEL 的完成方式必须与我们的环境相关。这是关于探索将要或可能影响您业务的因素——这可能非常困难。

An effective PESTEL analysis can:
有效的 PESTEL 分析可以：

Help an organisation gain an understanding of the wider business environment.
帮助组织了解更广泛的商业环境。

Be a cost-effective way of building insight
成为构建洞察的一种经济高效的方式

Help identify threats from the broader environment that we might miss if we only look in our direct competitive space
帮助识别来自更广泛环境的威胁，如果我们只关注我们的直接竞争领域，我们可能会错过这些威胁

Help identify opportunities that direct competitors may not be considering
帮助发现直接竞争对手可能没有考虑的机会

It is important when we conduct a PESTEL analysis that we are clear about WHY we are doing it and what the focus unit is. For example, are we conducting a PESTEL for:
当我们进行 PESTEL 分析时，重要的是要清楚我们为什么要这样做以及重点单位是什么。例如，我们是否为以下对象进行 PESTEL：

An established organisation doing a general review of its market
对市场进行全面审查的成熟组织

An established organisation looking more specifically at the market for a particular product
一个更具体地关注特定产品市场的成熟组织

A potential acquisition (buying another organisation)
潜在收购（收购其他组织）

A new idea for a new venture
新企业的新想法

Be clear about the why, helps us to ensure that we get value from the analysis. And then, be clear about what you have learned from the PESTEL. It is critical that you move BEYOND stating facts and interpret what they mean for you.
明确原因，有助于我们确保从分析中获得价值。然后，明确您从 PESTEL 中学到了什么。至关重要的是，您不仅要陈述事实，还要解释它们对您意味着什么。

P = Political environment
P = 政治环境

E = economic environment
E = 经济环境

S = socio-cultural environment
S = 社会文化环境

T = Technological environment
T = 技术环境

E = natural environment
E = 自然环境

L = legal environment
L = 法律环境

Political factors include:
政治因素包括：

the overall political stability of a country
一个国家的整体政治稳定性

upcoming government elections
即将举行的政府选举

new political initiatives
新的政治举措

tax policies
税务政策

employment laws
雇佣法

tariff & trade restrictions
关税和贸易限制

consumer protection laws
消费者保护法

environmental regulations
环境法规

and more
以及更多

Remember – focus on what is relevant for your idea/organisation
请记住 – 专注于与您的想法/组织相关的内容

Social factors include:
社会因素包括：

Age distribution (consider the aging population)
年龄分布（考虑老龄化人口）

Wealth distribution
财富分配

Work participation (female participation in the workforce is generally increasing for example)
工作参与率（例如，女性在劳动力中的参与率普遍增加）

Approaches to shopping (24/7, online shopping for example)
购物方式（24/7，例如网上购物）

Participation in higher education
参与高等教育

Ethical expectations
道德期望

Religion
宗教

Health consciousness
健康意识

And so many more.
还有更多。

What is key here, is to think about the cultural aspects, and changes, that might be relevant to your idea. Again, what is critical is the interpretation of these.
这里的关键是考虑可能与你的想法相关的文化方面和变化。同样，关键是对这些的解释。

Technological factors include:
技术因素包括：

Rate of technological change
技术变革的速度

Access to the internet and increasing bandwidth
访问 Internet 和增加带宽

Increasing use of computers generally
普遍增加计算机的使用

Increasing use of mobile devices (replacing traditional ‘computer’ use)
增加移动设备的使用（取代传统的“计算机”使用）

The basic technological infrastructure available
可用的基本技术基础设施

Automation
自动化

Technology incentives available
提供技术激励措施

Platform use (Wechat vs Little Red Book – what is getting the most use and by whom)
平台使用（微信 vs 小红书 – 什么使用最多，由谁使用）

For technology particularly, it is important to set your sights wide – understanding how technology trends are shaping various contexts is critical, as they can quickly become relevant to you.
特别是对于技术，重要的是要放宽你的视野——了解技术趋势如何塑造各种环境至关重要，因为它们很快就会与你相关。

Environmental factors include:
环境因素包括：

Climate change and the increasing focus on sustainability
气候变化和对可持续性的日益关注

Waste and pollution reduction
减少废物和污染

Threats to Flora and Fauna
对动植物的威胁

Are seasonal variations relevant?
季节性变化是否相关？

Ethical sourcing
道德采购

Legal factors include:
法律因素包括：

Changes to health and safety law
健康和安全法的变更

Changes in employment law
劳动法的变化

Food hygiene regulation
食品卫生法规

Patent laws
专利法

Understanding your market/industry
了解您的市场/行业

We will explore industry/markets via:
我们将通过以下方式探索行业/市场：

Porter’s Five Forces model to investigate the competitiveness of the industry.
波特五力模型来调查该行业的竞争力。

the life-cycle approach to help us understand how the evolution of a market/industry can shape operations and competition
生命周期方法，帮助我们了解市场/行业的演变如何影响运营和竞争

Porter’s Five Forces Analysis
波特五力分析

Michael Porter developed a structural analysis to review an industry and assess the degree of competition within it.
Michael Porter 开发了一种结构分析来审查一个行业并评估其中的竞争程度。

Porter identified five forces that shape the competitive environment of an industry and therefore influence profitability.
Porter 确定了塑造行业竞争环境并因此影响盈利能力的五种力量。

It is one of the most popular and highly regarded business strategy tools – you will likely come across it again through your degree.
它是最受欢迎和最受推崇的商业战略工具之一——您可能会通过您的学位再次遇到它。

The tool encourages organisations to look beyond just their main competitors to understand other factors that might impact their business environment.
该工具鼓励组织不仅关注主要竞争对手，还了解可能影响其业务环境的其他因素。

This can help an organisation (or someone wishing to enter with a new idea) understand where power lies, their current (or potential) competitive position and also opportunities.
这可以帮助组织（或希望以新想法进入的人）了解力量所在、他们当前（或潜在）的竞争地位以及机会。

Competitive Rivalry.
竞争。

The competitive rivalry of an industry is central to the analysis.
一个行业的竞争是分析的核心。

This looks at the number and strength of your competitors. Rivalry will depend on the number and size of firms within an industry and their concentration (fragmented or consolidated), its newness and growth (point in the life cycle) and therefore attractiveness in terms of profit. Crucially important is the extent of product differentiation, brand identity and switch costs.
这着眼于您的竞争对手的数量和实力。竞争将取决于一个行业内公司的数量和规模及其集中度（分散或整合）、其新颖性和增长（生命周期中的点），从而在利润方面的吸引力。至关重要的是产品差异化的程度、品牌标识和转换成本。

The greater the competitive rivalry, the less the ability of the firm to change a high price. Where rivalry is intense, companies can attract customers with aggressive price cuts and high-impact marketing campaigns. Also, where there is strong rivalry and lots of rivals, suppliers can easily move elsewhere.
竞争越激烈，公司改变高价的能力就越小。在竞争激烈的地方，公司可以通过激进的降价和高影响力的营销活动来吸引客户。此外，在竞争激烈且竞争对手众多的地方，供应商可以很容易地转移到其他地方。

Where rivalry is weak and very few others are doing what you do, then you can have significant strength in what you choose to do AND, likely make healthier profits.
如果竞争很弱，很少有人在做你做的事情，那么你可以在你选择做的事情上有很大的优势，并且可能会获得更健康的利润。

2. Threat of Substitution.
2. 替代威胁。

This can depend on the relative price of substitutes, the switching costs and the propensity of customers to switch.
这可能取决于替代品的相对价格、转换成本和客户转换的倾向。

The greater the threat of substitute, the less the ability for a firm to charge a high price. A substitution that is easy and cheap to make can weaken your position and threaten your profitability.
替代品的威胁越大，公司收取高价的能力就越小。简单且廉价的替代品会削弱您的地位并威胁您的盈利能力。

A substitute is not the same product from a different firm. It is a different way of solving your need.
替代品不是来自不同公司的相同产品。这是解决您需求的另一种方式。

For example, catching the bus to work is a substitute for driving a car. But, driving a different brand of car, is not a substitute.
例如，赶公共汽车上班是开车的替代品。但是，驾驶不同品牌的汽车，并不能替代。

How likely are customers to stop buying your offering and finding a different way of obtaining the same value?
客户停止购买您的产品并寻找其他方式获得相同价值的可能性有多大？

3. Threat of New Entrants
3. 新进入者的威胁

Barriers to entry keep out new entrants to an industry. These can arise because of legal protection (patents and other legislation), economies of scale, brand identity, switch costs, capital costs, high investments in R&D, the need for extensive knowledge. The higher these barriers, the smaller threat for new firms to enter.
进入壁垒将新进入者拒之门外。这些可能是由于法律保护（专利和其他立法）、规模经济、品牌识别、转换成本、资本成本、研发的高投资、对广泛知识的需求而产生的。这些壁垒越高，新公司进入的威胁就越小。

A firm with a product protected by patent may feel relatively safe. Where there is a high threat of new entrants, existing firms will have lower power and control over price.
拥有受专利保护的产品的公司可能会感到相对安全。在新进入者威胁很大的地方，现有公司的权力和对价格的控制将较低。

Barriers to entry can change, particularly with the introduction of technology
进入壁垒可能会发生变化，尤其是随着技术的引入

4. Power of buyers (customers)
4. 买家（客户）的力量

This is determined by the relative size of buyers or customers and their concentration. A few large buyers/customers will have higher buying power than many small buyers.
这取决于买家或客户的相对规模及其集中度。少数大买家/买家的购买力会高于许多小买家。

It is also influenced by the volumes a buyer purchases (compare an individual who buys soft drink, to a factory purchasing large quantities of ingredients to make the soft drink).
它还受到买家购买量的影响（将购买软饮料的个人与购买大量原料来制作软饮料的工厂进行比较）。

Influenced by the switching costs or ability to go directly to the source.
受转换成本或直接使用源的能力的影响。

The extent of product differentiation is also important.
产品差异化的程度也很重要。

Where buyers are powerful, profits are generally lower. Where sellers have significant power, it might make the industry more attractive for others to enter.
买家实力雄厚的地方，利润通常较低。如果卖家拥有强大的权力，则可能会使该行业对其他人更具吸引力。

Bargaining power can be exercised in various ways. Large firms may negotiate contracts, or it can be as simple as choosing to not purchase the product.
议价能力可以通过多种方式行使。大公司可能会谈判合同，或者可以像选择不购买产品一样简单。

5. Power of suppliers
5. 供应商的力量

This is determined by the relative size and number of suppliers and how easy it is for suppliers to increase their prices. How unique the product or service that suppliers provide is critical. How expensive would it be to switch from one supplier to another influences the extent of power that suppliers have.
这取决于供应商的相对规模和数量，以及供应商提高价格的难易程度。供应商提供的产品或服务的独特性至关重要。从一个供应商切换到另一个供应商的成本会影响供应商的电力范围。

If suppliers are large firms with well-differentiated products that are important to the smaller firm purchasing their products, then the small firms are in a weak position. If there are several suppliers and it is easy to switch, then suppliers have less power and will be less able to charge more and influence your decisions.
如果供应商是大公司，拥有差异化良好的产品，这对购买其产品的小公司很重要，那么小公司就处于弱势地位。如果有多个供应商并且很容易切换，那么供应商的功率就会减少，并且无法收取更多费用并影响您的决策。

Sometimes the ‘supplier’ can also sell directly to the end customer – think hotels selling through Expedia and direct to visitors.
有时，“供应商”也可以直接向最终客户销售产品——想想通过 Expedia 销售并直接面向访客的酒店。

Watch Porter explain his model and also its application to an industry here
观看 Porter 在此处解释他的模型及其在行业中的应用

https://hbr.org/2008/01/the-five-competitive-forces-that-shape-strategy

And we can see a more detailed analysis of the airline industry here:
我们可以在这里看到对航空业的更详细分析：

https://www.isc.hbs.edu/strategy/business-strategy/pages/the-five-forces.aspx

What and how do we use Porter’s Five Forces Analysis?
我们如何使用波特五力分析？

To examine an INDUSTRY, not an individual organisation
检查一个行业，而不是单个组织

To understand the potential profitability of an industry – BUT, remember, even an unattractive industry can still ‘work’, it might just require some creativity.
要了解一个行业的潜在盈利能力——但是，请记住，即使是一个没有吸引力的行业仍然可以“运作”，它可能只需要一些创造力。

Porter suggests that the analysis can help determine an appropriate strategy, depending on the nature of the forces.
Porter 建议，该分析可以帮助确定适当的策略，具体取决于力的性质。

Remember, that the analysis is retrospective and is often only applicable therefore in the short term.
请记住，分析是回顾性的，因此通常仅适用于短期。

We need to think about what industry we should be analysing, not all organisations will neatly fit into only one industry.
我们需要考虑我们应该分析哪个行业，并非所有组织都会整齐地归入一个行业。

We need to know which forces might be most influential in each context – not all five forces are always equally influential.
我们需要知道在每种情况下哪些力量可能最具影响力——并非所有五种力量都具有同等影响力。

Identifying your competitors
识别您的竞争对手

As well as the general industry competitiveness, it can be helpful to identify more specifically who your competitors are (you would likely do this prior to undertaking a Five Forces Analysis).
除了一般的行业竞争力外，更具体地确定您的竞争对手是谁也会有所帮助（您可能会在进行五力分析之前这样做）。

Direct competitors – those offering similar or identical products or services. These are often the most important as they compete directly. You need to understand how your offering compares and how you could convince customers to switch to you.
直接竞争对手 – 提供相似或相同产品或服务的竞争对手。这些通常是最重要的，因为它们直接竞争。您需要了解您的产品/服务的比较情况，以及如何说服客户改用您。

Indirect competitors – those offering substitutes. Where you have an innovative product or service you may have no direct competitors but will still need to persuade customers using substitutes, to switch.
间接竞争对手 – 提供替代品的竞争对手。如果您拥有创新的产品或服务，您可能没有直接竞争对手，但仍需要说服使用替代品的客户进行转换。

Future competitors – those who could enter your market in the future. If your new venture is successful it will attract competitors. You need to try to imagine who they might be.
未来的竞争对手 – 那些将来可以进入您的市场的人。如果您的新企业成功，它将吸引竞争对手。你需要试着想象他们可能是谁。