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But once you go into what I call a slow lane or 10 to 1 lane, you switch.
但是一旦你进入我所说的慢车道或10比1的车道，你就会转换。
And venture capitalists very often subconsciously, they in fact, they don’t realize themselves.
风险投资家们常常下意识地认为，实际上，他们并没有意识到自己这样做。
They switch from asking one question, why we should not invest, to asking another question, which is why we should invest.
他们从问一个问题，即我们为什么不应该投资，转向问另一个问题，即我们为什么应该投资。
Or in fact, as one of my VC friends told me, “Why are we greedy to invest?”
或者事实上，正如我的一位风投朋友告诉我的那样，“我们为什么要贪婪地投资？”
And then they proceed into relatively slow, still fast, but relatively slow due diligence.
然后他们进行相对缓慢、仍然快速，但相对缓慢的尽职调查。
And I think that in large organizations you can really implement that approach, 100 to 10, 10 to 1, fast lane, slow lane.
我认为在大型组织中，你真的可以实施这种方法，100到10，10到1，快车道，慢车道。
And so that the questions you are asking or ask your team to investigate are going to be different at the different levels of the deal or project funnel.
因此，你所提出的问题，或者你要求你的团队进行调查的问题，在交易或项目漏斗的不同阶段会有所不同。
Ilya, I want to ask you something about taking on this VC mindset at companies, because it’s different for them, right?
伊利亚，我想问你一些关于在公司中采用这种风险投资思维方式的事情，因为这对他们来说是不同的，对吗？
Venture capitalists in some ways have it easy, because they’re not employing those people that are doing this.
风险资本家在某些方面很轻松，因为他们没有雇佣那些正在做这件事的人。
When those companies fail, they’ve lost their money, but they don’t have to pay severance.
当这些公司倒闭时，他们已经失去了他们的钱，但他们不必支付遣散费。
Often at companies, when you’re deciding on an internal venture, there is opportunity costs.
通常在公司里，当你决定进行内部创业时，是存在机会成本的。
You’re taking some of your employees who aren’t going to be working on other things, and then performance engine, I guess, instead of innovation engine to keep running.
你带走了一些员工，他们不会再从事其他工作，然后我想是性能引擎，而不是创新引擎，继续运行。
Knowing that these decisions are a little more complex just because of the nature of their business.
知道这些决策稍微复杂一些，只是因为他们业务的性质。
What do you tell them when they feel like it’s just harder, or I have these realities that I have to pay attention to, that just doesn’t seem to factor for a company that’s just investing in companies and doesn’t suffer the same externalities that a corporation does with its own employees?
如果他们觉得这样做更难，或者我必须关注这些现实问题，而这些问题对于一家只是投资公司的公司来说似乎并不重要，因为他们并不像企业那样对自己的员工造成外部影响，你该怎么跟他们说？
That’s a great question, Curt. First of all, we talked today about several principles of the venture mindset and specific mechanisms, specific ways to implement it.
这是一个很好的问题，科特。首先，我们今天谈到了风险思维的几个原则以及具体的机制，具体的实施方法。
For large organizations specifically, I think you have to take a parsimonious view.
对于大型组织而言，我认为你必须采取一种简约的观点。
In our book, the Venture Mindset, we in fact discussed nine principles.
在我们的书《创业心态》中，实际上我们讨论了九条原则。
And what I observed especially for large organizations, is that all those principles are interconnected.
我所观察到的，特别是对于大型组织而言，是所有这些原则都是相互关联的。
So that you might want to, as a Chief Executive Officer, let’s say, or a leader in a large company, you would like to get acquainted with all of them to start with.
因此，比如说，你可能想，作为一个首席执行官，或者一个大公司的领导者，你可能想从一开始就结识他们所有人。
Because I think that will give you a much fuller picture with how to deal with all those complexities.
因为我认为这会给你一个更全面的画面，告诉你如何处理所有这些复杂性。
Another point to keep in mind is that if you change the culture of your organization so that people are incentivized both financially and non-financially to pursue home runs in projects, in project teams, then it’ll be much easier to reallocate teams within your company, so that if a project fails as many projects in a large company should fail, it does mean that there will be layoffs.
另一点要记住的是，如果你改变了组织的文化，使得人们在财务和非财务方面都有动力在项目和项目团队中追求本垒打，那么在公司内部重新分配团队就会容易得多，这样，如果一个项目失败了，就像大公司中的许多项目应该失败的那样，这并不意味着会有裁员。
It does mean that there will be severance or separation from workers.
这确实意味着将会有工人被解雇或离职。
It means that your team members are going to be reallocated.
这意味着你的团队成员将被重新分配。
And indeed, many large companies pursue this strategy quite successfully in various industries, not just in technological industries.
并且实际上，许多大公司在各个行业中都相当成功地推行了这一策略，不仅仅是在科技行业。
So in a way, I think large organizations, and this might sound counterintuitive, but that is both my observations and outcome of my research.
所以，从某种意义上说，我认为大型组织，这可能听起来有悖常理，但这是我的观察和研究结果。
Large organizations in fact, could use the venture mindset more efficiently than venture capital firms.
大型组织实际上可以比风险投资公司更有效地利用风险思维。
Exactly because, first, unlike venture capital firms, they have a lot of resources. They have the budget, they have the people.
恰恰是因为，首先，与风险投资公司不同，他们有很多资源。他们有预算，有人手。
Also, unlike venture capital firms, in fact, they can control better what those internal startups, let’s say, those intrapreneurs are doing.
另外，实际上与风险投资公司不同，他们可以更好地控制那些内部初创企业，比方说，那些内部创业者正在做的事情。
So in fact, if you exercise just the right dose of control while at the same time allowing a lot of flexibility, in fact, I think the venture mindset in a large company can flourish much more than even in a venture capital firm.
因此，事实上，如果你既能实施适当的控制，同时又能允许很大的灵活性，我认为，大公司的风险思维甚至比风险投资公司更能蓬勃发展。
Ilya, this has been really, really interesting with a lot of great takeaways for companies to copy something that’s successful in an industry that we can all learn a lot from.
伊利亚，这真的非常非常有趣，有很多很棒的收获，公司可以复制一些在我们都可以学到很多行业成功经验。
Thanks so much for taking the time to share your research and your insights with our audience. Thank you, Curt.
非常感谢您抽出时间与我们的观众分享您的研究和见解。谢谢您，科特。
