康卡斯特CEO：蘋果教會我們的事
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????最近在硅谷，我聽到有人說：“你所聽說的每一個創(chuàng)意都將變成現(xiàn)實?！痹S多創(chuàng)意未能實現(xiàn)，不見得是因為它很糟糕，而是因為它們過于超前，成本過高，抑或是因為這些點子有些離奇。但我們現(xiàn)在已經(jīng)有了平板電腦：觸碰一下，就會有各種神奇的事情發(fā)生。軟件正在改變一切。所以，必須不斷重塑自己的公司，徹底改變商業(yè)模式。如果結合對消費者行為與要求的了解，商業(yè)活動能夠使內(nèi)容消費更加簡單，那便可以作為制勝的法寶。當然，前提是要尊重消費者的隱私。我們正在研究語音技術，通過語音技術，我們可以對遙控器說：“查找電影，劇情片，高清，我的孩子們喜歡，”然后電視瞬間就會彈出各種答案。人們需要做的就是點擊一下，然后坐下來欣賞就可以了。這就是我們目前的努力方向，我認為這種技術前途無限。 ????你一直在談論商業(yè)模式創(chuàng)新，這對于每一個行業(yè)的公司來說都至關重要。你在商業(yè)模式創(chuàng)新過程中學到了什么？ ????歸根結底，還是取決于選擇的人。最困難的事情莫過于越過忠于公司的老員工，從外面招人，或者是辭退某個人。但這也是最重要的事情，我一直很慶幸公司在這方面非常穩(wěn)定。史蒂夫·伯克（目前負責NBC環(huán)球）在我們的有線公司工作了多年，他的經(jīng)營非常成功。他被調(diào)任到NBC環(huán)球之后，我們從有線電視運營商特許通信（Charter）聘用了尼爾。當時，不論尼爾還是公司都面臨著很大的困難。但幾年過去了，在我看來，聘用尼爾是我曾經(jīng)參與的最明智的決定之一。 ????所以，當你考慮如何改變公司發(fā)展方向時，重點在于團隊中的人，以及彼此之間能否坦誠相待。和接受現(xiàn)狀的程度相比，你對于改變現(xiàn)狀的專注度有多高，后者更重要。我們有實實在在的創(chuàng)業(yè)文化，我認為它源自公司的靈魂——重視家庭，將自己想象成落后的一方。隨著公司規(guī)模的壯大，我們?nèi)绾卫眠@種規(guī)模進行創(chuàng)新？如何實現(xiàn)更快的發(fā)展，而不是放緩發(fā)展腳步？如何承擔更多風險，而非少冒風險？隨著公司做大，你會發(fā)現(xiàn)這些問題與我們的直覺截然相反。這就是我的工作，使公司文化保持活力。用安迪·格羅夫的話說，我就是一個妄想狂。 ????康卡斯特擁有許多有形資產(chǎn)，但最寶貴的是其人力資本和公司文化。這已經(jīng)是個老生常談的問題了。 ????的確如此，但完全正確。 ????譯者：劉進龍/汪皓 |
????I was recently in Silicon Valley, and somebody said to us, "Every idea you've heard about someday is going to happen." None of those ideas are necessarily bad; they just were way ahead of their time, too expensive, maybe a little quirky. But we now have tablets: You touch them, things happen. Software is changing everything. So you have to reinvent your company all the time and reinvent the business model. If commerce and knowledge of your behavior and your desire -- with privacy very much top of mind -- can make it easier to consume content, then that's a winner. We're playing with voice technology that lets me talk into my remote and say, "Find movies, dramas, high definition, that my kids would like," and boom! -- up come answers. You click and you watch. Those are the kinds of things we're working on that I think?have great promise. ????You've been talking about innovating the business model, which is highly relevant for a lot of companies in every industry. What have you learned about how to do that? ????It all comes down to the people you choose. The hardest part in business is to pass somebody over who's been loyal, to go outside, to have someone leave. To make those calls is the name of the game, and I've been very fortunate with great stability.?Steve Burke?[who now runs NBCUniversal] ran our cable company for many years successfully. But when he moved over to NBCUniversal, we recruited?Neil Smit from Charter?[a cable operator]. That was hard for Neil and hard for the organization. But a couple years later, I think it's one of the best decisions I've ever been involved with. ????So when you're trying to figure out how to change your trajectory, it's who's on the team and how honestly you're talking among yourselves. How focused are you on not accepting status quo? We've got a real entrepreneurial culture, and I think it comes from the roots of the company, being family-oriented, feeling like we're the underdog. As we've gotten larger, how do we use that size to innovate and go faster, not slower, and take more risks, not less risk? Those are counterintuitive as you get bigger. That's my job, to keep the culture feeling feisty -- paranoid, as Andy Grove said. ????This comes through time and again. Comcast has a lot of physical capital, but it's the human capital and the culture that are the most valuable. ????It's corny, but it's 100% right. |
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