audacity<\/strong>. Audacity is the reason you decide to leave the city and attempt something that has never been done. Audacity is generally frowned upon, or at best respected in hindsight if and when you succeed. We have no glowing nouns for people who reject our trusted ways.<\/p>\n\n\n\n\u6709\u6bc5\u529b\u3001\u6709\u52c7\u6c14\u2014\u2014\u4f01\u4e1a\u5bb6\u7cbe\u795e\u975e\u5e38\u57fa\u7840\u7684\u8981\u6c42\u3002<\/p>\n\n\n\n
Giant explosion or a trip to Wisconsin, it all depends on how you use it.<\/p>\n\n\n\n
\u9053\u7406\u5f88\u7b80\u5355\uff0c\u6c7d\u6cb9\u5f53\u65f6\u7528\u505a\u7206\u70b8\u7269\u8fd8\u662f\u71c3\u6599\uff0c\u4e3b\u8981\u770b\u600e\u4e48\u7528\u3002\u4eba\u4e5f\u5982\u6b64\u3002<\/p>\n\n\n\n
Columbus got his ships and his crew, and ultimately a day when all the banks close. He had nobody to copy, but his actions changed the world.* Columbus was an entrepreneur!<\/p>\n\n\n\n
History is basically selection bias in written form. Innovation Stacks are rare, but when they do occur they create organizations with massive impact and longevity. No surprise, then, that the history books are full of examples. Looking back in time I saw so many examples of entrepreneurship it was overwhelming. <\/p>\n\n\n\n
\u54e5\u4f26\u6bd4\u4e9a\u662f\u771f\u6b63\u7684\u4f01\u4e1a\u5bb6\uff0c\u5386\u53f2\u4e2d\u5b66\u4e60\u548c\u63a2\u6c42\uff0c\u5bfb\u627e\u96c6\u6210\u5f0f\u521b\u65b0\u7684\u6848\u4f8b\u3002<\/p>\n\n\n\n
Study a successful tech company in any particular industry and it is hard to separate out the effects of the technology. This is why I laugh when people copy Google\u2019s management practices. Twenty billion dollars of free cash flow fixes a lot of managerial mistakes. Google may have the best management in the world, but how do you control for the fact that the company can also fund its own space program?<\/p>\n\n\n\n
\u8fd9\u6bb5\u5f88\u6709\u610f\u601d\uff0c\u548cGoogle\u5b66\u7ba1\u7406\u9700\u8981\u601d\u8003\uff1agoogle\u662f\u56e0\u4e3a\u7ba1\u7406\u597d\u624d\u53d1\u5c55\u597d\u7684\u4e48\uff1f\u54c8\u54c8<\/p>\n\n\n\n
\u201cI had many tearful nights when I sensed that the very existence of the firm was threatened. That also gave birth to a greater determination to fight and find ways out,\u201d Kamprad said. \u201cNew problems created a dizzying chance. When we were not allowed to buy the same furniture that others were, we were forced to design our own, and that came to provide us with a style of our own, a design of our own. And from the necessity to secure our own deliveries, a chance arose that in its turn opened up a whole new world to us.\u201d<\/p>\n\n\n\n
\u5b9c\u5bb6\u521b\u59cb\u4eba\u5728\u5371\u673a\u65f6\u523b\u7684\u611f\u53d7\uff0c\u6b63\u662f\u8fd9\u6bb5\u611f\u53d7\u8fce\u6765\u4e86\u5b9c\u5bb6\u7684\u65b0\u751f\u3002<\/p>\n\n\n\n
Herb had confirmed what I\u2019d identified as the most basic component of entrepreneurship: solving a perfect problem. <\/p>\n\n\n\n
Being attacked was very useful to us. It created a warrior spirit. When people knew that we could be out of business next week, our people went into battle,\u201d Herb told me. In other words, the fact that everyone in the company was fighting for the company\u2019s survival helped create an environment where innovation thrived. The resulting Innovation Stack has endured for fifty years. <\/p>\n\n\n\n
We replaced that rule book with guidelines for leaders and the first sentence was, \u2018Always remember, these are just guidelines and you are free to break them.\u2019 We went from a thousand pages of rules to maybe twenty-two of guidelines.<\/p>\n\n\n\n
\u897f\u5357\u822a\u7a7a\u521b\u59cb\u4ebaHerb\u7684\u6545\u4e8b\uff1a\u89e3\u51b3\u5927\u95ee\u9898\u3001\u4fdd\u6301\u6218\u6597\u7cbe\u795e\u3001\u6587\u5316\u4ef7\u503c\u89c2\u800c\u4e0d\u662f\u89c4\u5219\u81f3\u4e0a\u3002<\/p>\n\n\n\n
I was expecting a lesson in how, but Lino gave me a lesson in when. I already knew how\u2014I had been doing the how part right for fifteen years. My problem was when. If you make a shape out of glass that is too hot, you can make the shape, but the glass will just collapse afterward. If the glass is too cold, however, it becomes too stiff and you cannot make the shape in the first place. It\u2019s timing, not technique.<\/p>\n\n\n\n
Schools teach how. We learn to copy what works with the emphasis always on the how and not the when.Determining how to perform a task means repeating the steps over and over until you achieve a successful result. Once we learn how to do something, the formal learning usually stops. We then learn how to do the next thing.<\/p>\n\n\n\n
I learned to reason logically, but never learned when logic might offend someone. I learned contract law, but never learned when to just shake hands.<\/p>\n\n\n\n
Learning when to do something is far more difficult than learning how to do that same thing, if only because we must always learn how first.<\/p>\n\n\n\n
\u65f6\u673a\u8fdc\u6bd4\u600e\u4e48\u505a\u66f4\u91cd\u8981\u3002\u5b66\u6821\u6559\u8bb8\u591a\u600e\u4e48\u505a\u7684\u4e1c\u897f\uff0c\u600e\u4e48\u628a\u63e1\u65f6\u673a\u5f88\u5c11\u8bb2\uff0c\u5374\u53cd\u800c\u662f\u5173\u952e\u3002<\/p>\n\n\n\n
There are really only two answers to this question: now or later. Now is often the right answer. In this world of highly similar products, speed is a huge advantage. An important part of timing is being ready when the missing elements suddenly appear.<\/p>\n\n\n\n
The decision to wait implies that at some future time you will have to move, so you still have plenty to do. You work on all the other elements of your Innovation Stack so that when the final element exists everything else is ready to go. This is risky.<\/p>\n\n\n\n
\u201cIt makes me sick and tired to hear what I can\u2019t do. If I know I\u2019m right and can justify myself, I go ahead, I take a chance.\u201d* This quotation captures the attitude of most of the entrepreneurs I have met and studied: the willingness to accept uncertainty as they move forward.<\/p>\n\n\n\n
\u65f6\u673a\u7684\u9009\u62e9\u4e0a\uff0c\u73b0\u5728\u5f00\u5e72\u6c38\u8fdc\u6bd4\u665a\u70b9\u518d\u8bf4\u597d\u3002<\/p>\n\n\n\n
\u201cThey all took one thing out of twenty and said, \u2018This is what is going to make us the next Southwest,\u2019 but actually it was our holistic mixture.\u201d<\/p>\n\n\n\n
\u7b80\u5355\u590d\u5236\u662f\u65e0\u6cd5\u8d85\u8d8a\u96c6\u6210\u5f0f\u521b\u65b0\u7684\uff0c\u4e5f\u65e0\u6cd5\u611f\u53d7\u5176\u7cbe\u9ad3\u3002<\/p>\n\n\n\n
Many companies in established industries study their competitors more closely than they study their customers. This makes sense.In an industry that is growing slowly through incremental innovation, copying is actually a sound strategy. <\/p>\n\n\n\n
Innovation Stacks evolve from a focus on the customer. we see a critical difference between an entrepreneurial company and a regular business in its response to an attack. In response to a competitive threat, the regular business should respond to (copy) what the competition does. The entrepreneurial company, in contrast, should maintain the focus on its customers and not change too much in the face of even a direct attack.<\/p>\n\n\n\n
Your customers become anchored to your message and conservative toward your competition<\/p>\n\n\n\n
\u7ade\u4e89\u7b56\u7565\u4e0a\u7a76\u7adf\u662f\u5173\u6ce8\u7ade\u4e89\u5bf9\u624b \u8fd8\u662f\u5173\u6ce8\u5ba2\u6237\u7684\u6700\u597d\u56de\u7b54\u3002\u6162\u884c\u4e1a\u5173\u6ce8\u7ade\u4e89\u5bf9\u624b\uff0c\u53ca\u65f6copy\u5373\u53ef\uff1b\u5feb\u884c\u4e1a\u8981\u5173\u6ce8\u5ba2\u6237\uff0c\u8fdb\u884c\u96c6\u6210\u5f0f\u521b\u65b0\u5e94\u5bf9\u7ade\u4e89\u3002<\/p>\n\n\n\n
Retraining is much more difficult than teaching something new. To retrain people, first you must get them to dislodge their current belief; but people have a strong tendency to think that their beliefs are immutable facts that never change.* So<\/p>\n\n\n\n
Linguistic Gravity applies to things that are somewhat similar to what people already understand. Certain words can create the wrong ideas, especially if those ideas are almost, but not quite, correct.<\/p>\n\n\n\n
It doesn\u2019t matter how innovative your product is if the customers ignore it. Getting someone\u2019s attention can make all the difference, but the entrepreneurial company has some natural advantages in this battle against the Curse of Knowledge, Linguistic Gravity, and Feedback Failure.<\/p>\n\n\n\n
\u6709\u610f\u601d\u7684\u89c2\u70b9\uff0c\u5ba2\u6237\u7559\u5b58\u7684\u96be\u3001\u8bed\u8a00\u5f15\u529b\u7684\u95ee\u9898\uff0c\u90fd\u8981\u805a\u7126\u4e8e\u5ba2\u6237\u3002<\/p>\n\n\n\n
Low price results from a company philosophy to constantly deliver maximum value to the customer. Entrepreneurs strive to keep price as low as possible, while still maintaining the quality of the overall experience. The lowest price, in contrast, requires a comparison with another company selling a similar product or service. A company that values having the lowest price must constantly look over its shoulder to see what the competition is doing.<\/p>\n\n\n\n
An audacious entrepreneur sets a low price even when the competition is far more expensive. Does low price still make sense? It does in three important ways: customer trust, corporate alignment, and competitive advantage.<\/p>\n\n\n\n
Trust is elusive and subtle even in the case of people we know. It is even more difficult for a company to earn our trust. Strategies for building customer trust can backfire, and those who seek our trust may be least deserving of it. But among the limited tools we do have for building trust, pricing is perhaps the most powerful.<\/p>\n\n\n\n
A consistently low price creates trust. This trust can be strong enough for a customer to use a separate airline reservation system, travel hours to buy furniture, or place his or her savings in an upstart bank<\/p>\n\n\n\n
Price is part of culture. Every firm I studied used low price not only as a metric to measure, but also as a way to demonstrate how they valued their customers, a value everyone could see reflected on the price tag.<\/p>\n\n\n\n
\u4fdd\u6301\u4f4e\u4ef7\u662f\u4e00\u79cd\u975e\u5e38\u597d\u7684\u4f01\u4e1a\u6587\u5316\u548c\u7ade\u4e89\u7b56\u7565\uff0c\u5e76\u4e0d\u8ffd\u6c42\u6700\u4f4e\u4ef7\u683c\u3002\u5355\u7eaf\u8ffd\u6c42\u6700\u4f4e\u4ef7\u5c31\u6709\u70b9\u5f62\u5f0f\u5316\u4e86\uff0c\u4fdd\u6301\u4f4e\u4ef7\u7684\u5185\u6db5\u662f\u5012\u903c\u4f01\u4e1a\u5bb6\u901a\u8fc7\u96c6\u6210\u5f0f\u521b\u65b0\u4fdd\u6301\u7ade\u4e89\u529b\uff0c\u63d0\u4f9b\u6700\u5927\u7684\u4ef7\u503c\u3002<\/p>\n\n\n\n
The future is already here\u2014it\u2019s just not evenly distributed.\u201d Unfair as this situation sounds, Gibson\u2019s words contain a hopeful promise: while only a few of us enjoy the latest cool thing, eventually the future will deliver it to us all. But who will make that delivery?<\/p>\n\n\n\n
\u672a\u6765\u5df2\u6765\u3002<\/p>\n\n\n\n
Humility and audacity are allies. Admitting that one does not know something frees the mind from the constraints of the known world.<\/p>\n\n\n\n
Believe it or not, fear, if properly managed, can be a huge advantage. You may as well make the monster under your bed do some cleaning while it\u2019s down there.Not only do entrepreneurs have fear as a companion, sometimes fear is their only companion.<\/p>\n\n\n\n
Feedback, especially positive feedback, lags far behind innovation. In other words, if you are doing something truly innovative, you will almost certainly not have any proof when you could really use it<\/p>\n\n\n\n
Qualification matters only in the world of copying, not in the world of entrepreneurship.<\/p>\n\n\n\n
Among all the entrepreneurs I studied, perseverance, often displayed as stubbornness, seemed to be the most common trait. Entrepreneurial stubbornness is dynamic. One can be stubborn in refusal to change, but one can also be stubborn in action. <\/p>\n\n\n\n
Money and fame are weak motivators. We tend to overvalue both commodities because they are easy to measure. You don\u2019t simply choose the problem, the problem must also choose you. In other words, don\u2019t pick some problem that you think other people might have, pick a problem you know you have. When I find the right problem, I no longer feel anger, I feel energy<\/p>\n\n\n\n
We also understand the two main reasons people overlook this pattern. First, entrepreneurship is rare: most of the things in our lives are copies of copies. Second, even if we discover something truly new, we lack the words to describe our findings. Entrepreneurship these days just means business.<\/p>\n\n\n\n
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