演講MP3+雙語文稿:反CEO手冊

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【演講者及介紹】Hamdi Ulukaya

哈姆迪·烏魯卡亞——酸奶制造商、人道主義者，是天然食品運動的先驅(qū)，也是喬巴尼(Chobani)的創(chuàng)始人（喬巴尼是過去十年里發(fā)展最快的食品公司之一）。

【演講主題】反CEO手冊

【中英文字幕】

Translated by x my，Reviewed byTED Translators Admin

00:02

A cold January day of 2005, I took one ofmy most important drives of my life. I was on this road in upstate New York,trying to find this old factory. The day before, I received a flyer in the mailthat said, "Fully equipped yogurt plant for sale." I threw it in thegarbage can. And 20 minutes later, I picked it up and called the number. Theplant was 85 years old, and it was closing. So I decided to go see it.

200年某個寒冷的一月天，我開啟了我人生道路上最重要的旅程之一。我在去往紐約州北部的一條路上，尋找一家老工廠。此前一天，我的信箱里收到了一張傳單，上面寫著“乳酪廠待售，設(shè)備齊全”我把它扔進了垃圾桶。20分鐘后，我又將它撿了起來，撥打了上面的號碼。那家工廠已經(jīng)有85年的廠齡，即將倒閉。所以我決定去看看。

00:43

At this time, I wasn't sure where this roador my life was going. I owned a small cheese shop but really hated business.But the hills and the roads and the smells are all familiar. I grew up inTurkey, in a similar environment, near the Kurdish mountains. My family madecheese and yogurt; I grew up listening to shepherd's stories. We didn't havemuch, but we had the moon and the stars, simple food, each other. Eventually, Icame to America. I didn't even know New York had farms. I made it to upstate,and I never left. Now I'm lost.

那個時候，我不確定那條路或者說我的生活將走向何方。雖然我自己經(jīng)營著一家小的奶酪店，但我真的很討厭做生意。然而這山，這路和這氣味我都很熟悉。我在土耳其類似的環(huán)境里長大，離庫爾德山區(qū)很近，我的家族制作奶酪和酸奶；我是聽著牧羊人的故事長大的。那時我們并不是很富有，但我們有月亮和星星做伴，還有簡單的食物，有彼此。后來，我搬到了美國。我那時甚至不知道美國竟然有農(nóng)場。我來了紐約州北部，之后再未離開。但是現(xiàn)在我卻迷失了自我。

01:34

I passed the road sign that said "Deadend." Then soon after, there it was: the factory. The smell hit me first.It was a like a milk container left out in the sun. The walls were so thick,paints were peeling, there were cracks everywhere. The factory was so old, theowners thought it was worthless. I thought they left a zero off, I couldn'tbelieve the price. As I entered in, I stopped noticing things. All I could seewere the people. There were 55 of them. Just quiet. Their only job was to breakthe plant apart and close it forever.

我路過寫著“死胡同”的路牌，隨后不久，我就到達了我的目的地：那個酸奶工廠。我首先感受到的是它的氣味。像是像暴露在陽光下的牛奶容器散發(fā)出的氣味。工廠的墻壁很厚，油漆剝落，滿是裂縫。這家工廠太老舊了，所有者認為它不值錢。我起初以為這個價格抹去了一個0，我都不敢相信它這么便宜。當(dāng)我進入那個工廠之后，我便不再觀察周圍的事物，我所看到的只有人。那里一共有55個人。安靜地沉默著。他們唯一的工作就是與工廠分離，并且永遠地關(guān)閉它。

02:35

I was met with a guy named Rich, theproduction manager. He offered to take me around, show me around. He didn't saymuch, but around every corner, he would point out some stories. Rich workedthere for 20 years. His father made yogurt before him, and his grandfather madecream cheese before that. You could tell that Rich felt guilty that thisfactory was closing on his watch.

我遇到了一個叫里奇的人，他是生產(chǎn)經(jīng)理。他提議帶我到處看看。他話不多，但是會告訴我工廠里每一個角落發(fā)生過的故事。里奇已經(jīng)在那工作了20年了。他的父親是制作酸奶的，在那之前，他的爺爺是做奶油奶酪的?？梢钥闯?，里奇感到非常內(nèi)疚因為那座工廠在他手里倒閉了。

03:11

What hit me the hardest at that time wasthat this wasn't just an old factory. This was a time machine. This is wherepeople built lives, they left for wars, they bragged about home runs and reportcards. But now, it was closing. And the company wasn't just giving up onyogurt, it was giving up on them. As if they were not good enough. And I wasshocked how these people were behaving. There was no anger, there were notears. Just silence. With grace, they were closing this factory. I was so angrythat the CEO was far away, in a tower or somewhere, looking at the spreadsheetsand closing the factory. Spreadsheets are lazy. They don't tell you aboutpeople, they don't tell you about communities. But unfortunately, this is howtoo many business decisions are made today.

當(dāng)時最打動我的一點是，這不僅僅是一個舊工廠，它還是一個時間機器。這些人在這里建立生活，他們因為戰(zhàn)爭而離開。他們曾經(jīng)炫耀過工廠的成功和漂亮的報表。但是現(xiàn)在，它面臨被關(guān)閉的命運。公司放棄的不僅僅是酸奶事業(yè)，更是放棄了這些員工。好像他們做得不夠好似的。但是我對這些人的表現(xiàn)感到震驚，沒有憤怒，沒有眼淚。只有沉默。他們體面地關(guān)閉了這家工廠。我感到非常生氣，因為彼時CEO正在千里之外，在某個高樓之類的地方，看著業(yè)務(wù)報表，決定關(guān)閉這座工廠。業(yè)務(wù)報表是片面的，他們不會告訴你有關(guān)人有關(guān)群體的東西。但不幸的是，這正是目前很多商業(yè)決策制定的方式。

04:32

I was never the same person after what Isaw. On my way back home, I called Mario, my lawyer. I called Mario, I said,"Mario, I want to buy this place." Mario said, "Hamdi, one ofthe largest food companies in the world is closing this place, and they'regetting out of the yogurt business. Who the hell are you to make it work?"I said, "You're right." But the next day, I called him again, and Isaid, "Mario, really, I really want to buy this place." He said,"Hamdi, you have no money.

目睹了這一切之后我變了一個人。在我回去的路上，我打了個電話給我的律師，馬里奧我說：“馬里奧，我想要買下那座工廠?！瘪R里奧說： “哈姆迪，全球最大的食品公司之一 要關(guān)掉這個地方 他們打算放棄酸奶業(yè)務(wù)，你以為你是誰，能讓它起死回生？” 我說：“是的，你說的對。” 但是第二天，我又打電話給他，我說：馬里奧，我真的，真的很想買下這個地方?！八f：“哈姆迪，你又沒有錢。

05:09

(Laughter)

（笑聲）

05:10

You haven't even paid me in sixmonths."

你都已經(jīng)半年沒有付我薪水了?！?/p>

05:12

(Laughter)

（笑聲）

05:13

Which was true.

他說的是真的。

05:14

(Laughter)

（笑聲）

05:16

But I got a loan, another loan. By August2005, I had the keys for this factory. The first thing I did was to hire fourof the original 55 people. I had Maria, the office manager. I had Frank, thewastewater guy. I had Mike, the maintenance guy. And Rich, who showed me theplant, the production guy. And we had our first board meeting. Mike says,"Hamdi, what are we going to do now?" They look at me as if I havethe magic answer. So I said, "Mike, we're going to go to Ace Hardwarestore, and we're going to get some paints. And we're going to paint the wallsoutside." Mike wasn't impressed. He looked at me. He said, "Hamdi,that's fine, we’ll do that, but tell me you have more ideas than that."

但我得到了一筆貸款，另一筆貸款。在2005年的八月，我拿到了那座工廠的鑰匙。我做的第一件事就是聘回55位前員工中的四位。我請了辦公室經(jīng)理瑪麗亞。廢水管理工人弗蘭克。維修工人麥克。還有當(dāng)時帶我參觀工廠的產(chǎn)品經(jīng)理里奇。我們召開了第一次董事會議。麥克問我：“哈姆迪，我們現(xiàn)在要做什么？”他們都看著我，就好像我有什么絕妙的答案似的。于是我說：”麥克，我們?nèi)ce五金店，買一些油漆。把外面的墻壁重新粉刷一下?！丙溈瞬⒉粷M意。他看著我，說：”好的，哈姆迪，我們就這么做，但是請告訴我，你還有別的想法?！?/p>

06:08

(Laughter)

（笑聲）

06:11

I said, "I do. We'll paint the wallswhite."

我說：“會有的。我們先粉刷一下墻?！?/p>

06:15

(Laughter)

（笑聲）

06:16

Honest to God, that was the only idea Ihad.

老實說，我當(dāng)時真的沒有別的主意。

06:18

(Laughter)

（笑聲）

06:22

But we painted those walls that summer. Isometimes wonder what they would have said to me if I told them, "Seethese walls we're painting? In two years, we're going to launch a yogurt herethat Americans have never seen and never tasted before. It will be delicious,it will be natural. And we're going to call it 'Chobani' -- it means 'shepherd'in Turkish." And if I said, "We are going to hire all of the 55employees back, or most of them back. And then 100 more after, and then 100more after, and then 1,000 more after that." But if I told them, "Yousee that town over there? Every person we hire, 10 more local jobs will becreated. The town will come back to life, the trucks will be all over theroads. And the first money we make, we're going to build one of the best LittleLeague baseball fields for our children. And five years after that, we're goingto be the number one Greek yogurt brand in the country." Would they havebelieved me? Of course not. But that's exactly what happened.

但是那個夏天我們把墻都刷好了。我有時就在想，如果我這么說，他們會作何反應(yīng)：“看到我們刷的墻沒？兩年內(nèi)，我們要推出一種酸奶，是美國人從未見過和嘗過的。不僅美味，而且純天然。我們要給它起名為‘Chobani'，土耳其語是‘牧羊人’的意思?！比绻疫€說，“我們要聘回所有的55名員工，或者聘回大多數(shù)員工。隨后雇傭100位，再雇傭100位。再之后，雇傭1000位。”但是如果我告訴他們，“你們看到那邊的城鎮(zhèn)了嗎？我們每雇傭一個人，就會在當(dāng)?shù)貏?chuàng)造出10個就業(yè)崗位。這座城鎮(zhèn)將會充滿生機，路上車輛也會川流不息。我們賺到的第一桶金，將會用來為我們的下一代 建造最好的 少棒聯(lián)盟比賽場地之一。五年之后，我們將會成為 全國第一的希臘酸奶品牌。” 他們會相信我嗎？ 當(dāng)然不會。但是這確實是之后發(fā)生的一切。

07:31

(Applause)

（掌聲）

07:38

In painting those walls, we got to knoweach other. We believed in each other. And we figured it out together. Fiveyears, me and all my colleagues, we never left the factory. We worked day andnight, through the holidays, to fix that plant. The best part of Chobani for meis this: the same exact people who were given up on were the ones who built itback 100 times better than before. And they all have a financial stake in thecompany today.

在刷墻的過程中，我們增進了對彼此的了解。我們信任彼此。并且一起出謀劃策。五年來，我和我的同事們，沒有一位棄公司而去。我們夜以繼日地工作，節(jié)假日也不休息，將工廠修建完成。Chobani對我來說最好的一部分是：它曾拋棄過的那些人正是將它重建成比過去好百倍的那些人。他們今天還持有公司股權(quán)。

08:20

(Applause)

（掌聲）

08:26

And all this time, I kept wondering -- yousee, I'm not a businessman, I don't come from that tradition -- I just keptwondering: What is this all about? Corporate America says it's about profits.Mainstream business says it's about money. The CEO playbook says it's aboutshareholders. And so much is sacrificed for it -- it's factories, communities,jobs. But not by CEOs. CEOs have their employees suffer for them. But yet, theCEOs's pay goes up and up and up. And so many people are left behind.

一直以來，我都在想——你看，我不是一個商人，我沒有從商的背景——我只是在想： 這一切到底是為了什么呢？ 美國企業(yè)說都是為了利潤。主流企業(yè)說是錢的問題。CEO手冊稱都是為了股東。太多東西為之犧牲——工廠，群體，工作。然而CEO不用做出犧牲。CEO的員工們代他受過了。然而CEO的薪資一漲再漲，太多人被拋在后頭。

09:05

I'm here to tell you: no more. It's notright, it's never been right. It's time to admit that the playbook that guidedbusinesses and CEOs for the last 40 years is broken.

我是來告訴你們：別再這樣下去了。這不對。從來都不對。我們是時候承認過去40年企業(yè)和CEO 一直遵循的手冊是有缺陷的。

09:20

(Applause)

（掌聲）

09:25

It tells you everything about businessexcept how to be a noble leader. We need a new playbook. We need a new playbookthat sees people again. That sees above and beyond profits. In the movies, theyhave a name for people who take a different path to do things right. They callthem "antiheroes." I think we need the same idea in business. We needanti-CEOs, and we need an anti-CEO playbook.

這個手冊告訴你有關(guān)企業(yè)的一切，除了怎樣做一個高尚的領(lǐng)導(dǎo)者。我們需要一個新的手冊。我們需要一個新的考慮得到員工的手冊。它的視角遠高于利潤。在電影里，對于那些走不同的路只為做對的事的人，有一個名稱。他們被稱為“反英雄”。我認為企業(yè)中也需要這個概念。我們需要“反CEO”，我們需要“反CEO手冊”。

09:59

So let me tell you about what this anti-CEOplaybook is all about. An anti-CEO playbook is about gratitude. Today'sbusiness book says: business exists to maximize profit for the shareholders. Ithink that's the dumbest idea I've ever heard in my life.

讓我來說說反CEO手冊是關(guān)于什么的吧。它是關(guān)于感恩的。如今的一些商業(yè)書籍稱：企業(yè)的存在是為了幫助股東獲取利潤最大化。我認為這是我人生中聽到過的最愚蠢的想法了。

10:18

(Laughter)

（笑聲）

10:19

In reality, business should take care oftheir employees first.

事實上，企業(yè)應(yīng)該把員工放在第一位。

10:24

(Applause)

（掌聲）

10:29

You know, a few years ago, when weannounced that we are giving shares to all our 2,000 employees, some peoplesaid it's PR, some said it's a gift. I said, it's not a gift. I watched it,I've been part of it. They earned it with their talent and with their hardwork, and I don't see any other way. The new way of business -- it's youremployees you take care of first. Not the profits.

你知道，幾年前，我們宣布將股份分給我們兩千位員工的時候，有人稱這是公關(guān)伎倆，有人說這是禮物。我說，這不是禮物。我看過，參與過它的執(zhí)行。他們是靠自己的才能和努力贏得這些。而我也沒看出有什么別的辦法。企業(yè)新途徑——員工第一。不是利潤。

11:00

The new anti-CEO playbook is aboutcommunity. Today, the businesses that have it all ask communities, "Whatkind of tax breaks and incentives can you give me?" The reality is,businesses should go to the struggling communities and ask, "How can Ihelp you?"

反CEO手冊是有關(guān)社群的。如今，擁有一切的企業(yè)會問大家：“你能夠給我怎樣的減稅優(yōu)惠以及獎勵激勵？”事實上，企業(yè)應(yīng)該面向有困難的員工 問問他們：“我怎樣才能幫你？”

11:22

(Applause)

（掌聲）

11:25

When we wanted to build our second yogurtplant, Idaho was on nobody's radar screen. It was too rural, too far away,didn't have much incentives. So I went there. I met with the local people, Imet with the farmers. We shook hands, we broke bread. I said, "I want tobuild it right here." I don't need to see financial studies. And theresult -- its community is thriving. There's new schools that open every year.New food companies are coming up every year. And they told me, "You're notgoing to find any trained workers here." I said, "It's OK, we'llteach them." We partnered with the local community college, and while wewere building the plant, we trained hundreds of hundreds of people for advancedmanufacturing. And today, our factory is one of the largest yogurt plants inthe world.

當(dāng)我們想建第二家酸奶工廠時，沒人會考慮愛德荷州。它太偏遠，也沒提供多少獎勵。于是我去了那里。我與當(dāng)?shù)鼐用褚娒妫惨娏宿r(nóng)民。我們握手，分吃面包。我說：“我想把工廠就建在這兒?！蔽也幌肟簇攧?wù)研究報告，結(jié)果是——這邊的社群蓬勃發(fā)展。每年都有新學(xué)校成立。新的食品公司每年都不斷涌進，有人告訴過我：“你不會在這里找到有經(jīng)驗的工人的。”我說：“沒關(guān)系，我們會培訓(xùn)?！蔽覀兺?dāng)?shù)氐纳鐓^(qū)大學(xué)合作，在我們建造工廠的過程中，我們教會數(shù)百人掌握了先進制造技術(shù)，如今，我們的工廠是世界上最大的酸奶工廠之一。

12:21

(Applause)

（掌聲）

12:24

The new way of business -- communities. Gosearch for communities that you can be part of. Ask for permission. And be withthem, open the walls and succeed together.

企業(yè)新的途徑——社群。尋找你能成為其中一份子的社群，請求許可，然后加入進去，打破壁壘，共享成功。

12:40

The anti-CEO playbook is aboutresponsibility. Today's playbook says, the businesses should stay out ofpolitics. The reality is businesses, as citizens, must take a side. When wewere growing in New York and looking for more people to hire, I remembered thatin Utica, an hour away, there were refugees from Southeast Asia and Africa, whowere looking for a place to work. "They don't speak English," someonetold me. I said, "I don't really, either. Let's get translators."

反CEO手冊是關(guān)于責(zé)任的。當(dāng)今的手冊稱，企業(yè)應(yīng)當(dāng)遠離政治。然而事實是，企業(yè)同公民一樣，都要有自己的立場。我們在紐約擴大規(guī)模，尋求更多雇傭員工的時候，我記得在一小時路程之遠的尤蒂卡（美國中部城市），那里有從東南亞和南非來的難民，正在尋找工作地，有人告訴我：“他們不會英語?！蔽艺f：“我也不是真的會，我們可以請翻譯。”

13:16

(Laughter)

（掌聲）

13:19

"They don't have transportation."I said, "Let's get buses, it's not a rocket science." Today, in oneof America's rural areas, 30 percent of the Chobani workforce are immigrantsand refugees.

“他們也沒有車?！蔽艺f：“我們準(zhǔn)備班車，這并不難?！苯駮r今日，在美國一個農(nóng)村地區(qū)，Chobani有30%的員工都是移民和難民。

13:33

(Applause) (Cheers)

（掌聲）（歡呼聲）

13:39

And it changed us for better.

這讓我們變得更好了。

13:43

The new way of business -- it's business,not government, in the best position to make a change in today's world: in gunviolence, in climate change, in income inequality, in refugees, in race. It'sbusiness that must take a side.

企業(yè)的新途徑——是企業(yè)本身，而不是政府身處尋求變革的最好的位置。在如今的世界中，在有關(guān)槍擊暴力事件，氣候變化，收入不平等，難民和種族這些問題之間，企業(yè)必須有自己的立場。

14:00

(Applause)

（掌聲）

14:04

And lastly, an anti-CEO playbook is aboutaccountability. Today's playbook says, the CEO reports to the corporate boards.In my opinion, CEO reports to consumer. In the first few years of Chobani, the1-800 number on the cup was my personal number.

最后，反CEO手冊關(guān)于向誰負責(zé)。如今的手冊稱，CEO向公司董事會負責(zé)。依我之見，CEO應(yīng)該向消費者負責(zé)。Chobani剛成立的幾年里，酸奶瓶上面的數(shù)字是我的私人號碼，

14:26

(Laughter)

（笑聲）

14:27

When somebody called and wrote, I respondedpersonally. Sometimes I made changes based on what I heard, because consumer isin power. That's the reason the business exists. It's you -- every single oneof you is in power to make changes today. If you don't like the brand and thecompanies, what they are doing with their business, you can throw them into thegarbage can. And if you see the ones that are doing it right, you can rewardthem. In the end, this is all in our responsibility.

有人打電話或者寫信給我，我都親自回復(fù)。有些時候，我會根據(jù)我聽到的意見做出某些改變，因為消費者掌權(quán)，正是企業(yè)存在的理由。是你們——今天你們每個人都有權(quán)利做出改變。如果你們不喜歡某品牌和公司，不喜歡他們的經(jīng)營方式，你可以把它們?nèi)舆M垃圾桶。如果你看到做得正確的，你可以獎勵它們。最后，這一切都是我們的責(zé)任，

15:03

The new way of business -- it's theconsumer we report to, not to the corporate boards. You see, if you are rightwith your people, if you are right with your community, if you are right withyour product, you will be more profitable, you will be more innovative, youwill have more passionate people working for you and a community that supportsyou. And that's what the anti-CEO playbook is all about.

企業(yè)的新途徑——是我們對消費者負責(zé)——而不是對公司董事會負責(zé)。你看，如果你正確對待你的員工，你正確對待你的社群，你正確對待你的產(chǎn)品，那么你的利潤會增加，你會更加創(chuàng)新，也會有更多充滿激情的員工為你工作，還有支持你的一整個社群。這就是反CEO手冊的內(nèi)容。

15:35

The treasure that I found in that factory-- dignity of work, strength of character, human spirit -- is what we need tounleash all across the world.

我在那個工廠找到的財富——工作的尊嚴，角色的力量，人性光輝——我們要將這些傳播到整個世界。

15:55

Brothers and sisters, there are people andplaces all around the world left out and left behind. But their spirit is stillstrong. They just want another chance, they want someone to give them a chanceagain, not to just build it back, but build it better than before. And this isthe difference between return on investment and return on kindness. This is thedifference between profit and true wealth. And if it can happen in a small townin upstate New York and Idaho, it can happen in every city and town and villageacross the world.

兄弟姐妹們，世界上有許多人，還有許多地方，被忽略，被遺忘。但他們的精神仍然強勁，他們需要的僅僅是另一個機會，他們需要某人來給他們機會，不僅僅是要重建，而是要建得更好。這便是投資回報和善意回報真正的區(qū)別。這便是利潤和真正的財富之間的區(qū)別。如果它可以發(fā)生在紐約北部的一個小城鎮(zhèn)和愛德荷州，那么它也能發(fā)生在世界上每個城市和鄉(xiāng)鎮(zhèn)地區(qū)。

16:50

This is not the time to build walls, this isa time to start painting the walls. I leave the colors all up to you.

現(xiàn)在不是建墻的時候，而是粉刷墻壁的時候。用什么顏色，全部由你決定。

16:57

Thank you so much.

非常感謝。

16:58

(Applause)

（掌聲）