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Welcome to HBR On Strategy, case studies and conversations with the world’s top business and management experts, hand-selected to help you unlock new ways of doing business.
欢迎收听《哈佛商业评论》频道，这里有案例研究和与世界顶级商业和管理专家的对话，精心挑选，帮助您解锁新的商业方式。
Here’s a quiz.
这里有一个小测试。
What do LEGO, GoPro, and CarMax have in common?
乐高、GoPro和CarMax有什么共同点？
Wharton professor David Robertson says they all have a similar strategy for growth that involves building families of complementary innovations around a core product or service.
沃顿商学院教授大卫·罗伯逊表示，他们都有类似的增长策略，即在核心产品或服务周围构建互补创新。
It’s an approach to innovation that’s neither disruptive nor incremental.
这是一种既非颠覆性也非渐进性的创新方法。
Instead, it’s somewhere in the middle – and it’s a strategy that any company, no matter the industry, should consider.
相反，它处于中间的某个位置——这是任何公司，无论行业如何，都应该考虑的策略。
Robertson is the author of The Power of Little Ideas: A Low-Risk, High-Reward Approach to Innovation.
罗伯逊是《小创意的力量：一种低风险、高回报的创新方法》的作者。
In this episode you’ll learn how to use customer feedback to identify a product or service that can anchor a family of complementary innovations.
在这一集中，您将学习如何利用客户反馈来确定一种产品或服务，这可以作为一系列互补创新的基础。
You’ll also learn how to anticipate common challenges, and how to know if this approach would work well for your company.
你还将学习如何预测常见挑战，以及如何知道这种方法是否适合你的公司。
This episode originally aired on HBR IdeaCast in May 2017.
这一集最初于2017年5月在HBRIdeaCast上播出。
Here it is.
现在开始。
Welcome to the HBR IdeaCast from Harvard Business Review.
欢迎收听哈佛商业评论的HBR思想播客。
I’m Sarah Green Carmichael.
我是莎拉·格林·卡迈克尔。
Imagine that it’s 2005, and you work at a big camera company, like Nikon or Sony.
想象一下，现在是2005年，你在一家大型相机公司工作，比如尼康或索尼。
You’re in a room with a bunch of other managers trying to come up with your next blockbuster product.
你和其他一群经理在一个房间里，试图想出你们的下一个爆款产品。
But your ideas seems so small and incremental.
但你的想法似乎太小了，而且是循序渐进的。
Do consumers really want more megapixels?
消费者真的想要更多的百万像素吗？
Then there are the ideas that are disruptive, but it’s hard to imagine your company really achieving them, like some better way to share cell phone photos using the internet.
然后还有一些具有颠覆性的想法，但是很难想象你的公司真的能够实现它们，比如利用互联网分享手机照片的更好方法。
Now, fast forward a year.
现在，快进一年。
It’s 2006, and someone has just handed you a first generation GoPro video camera.
现在是2006年，有人刚刚递给你一台第一代GoPro摄像机。
It’s not a revolutionary product.
它不是一款革命性的产品。
It’s small, simple, and sturdy.
它体积小，结构简单，坚固耐用。
And it uses existing technology.
并且它使用现有的技术。
But you can immediately see that this changes the game.
但你可以马上看到，这改变了游戏。
And it does.
而且它确实如此。
Within 10 years, this company will grow to $1.6 billion in annual revenues.
在10年内，这家公司的年收入将增长到16亿美元。
So now, the $1.6 billion question– why didn’t your company think of that?
那么现在，这个价值16亿美元的问题来了——为什么你的公司没有想到呢？
It wasn’t an incremental product improvement.
这不是一个渐进式的产品改进。
But it wasn’t a huge disruptive innovation either.
但它也不是一项巨大的颠覆性创新。
Here to help us get better at thinking through these kinds of ideas is our guest today, David Robertson.
今天来帮助我们更好地思考这类想法的嘉宾是大卫·罗伯逊。
He’s a professor of practice at the Wharton School at the University of Pennsylvania and coauthor of the new book The Power of Little Ideas.
他是宾夕法尼亚大学沃顿商学院的实践教授，也是新书《小创意的力量》的合著者。
Dave, thanks for talking with us today.
戴夫，感谢你今天与我们交谈。
Sarah, thanks for having me.
莎拉，谢谢你邀请我。
Why are these kinds of ideas so hard to think of?
为什么这些想法如此难以想到？
The GoPro example that you opened with, that would actually have been a pretty easy thing for somebody like a Sony to copy.
你一开始提到的GoPro的例子，实际上对于像索尼这样的公司来说，复制起来是相当容易的。
But what GoPro did after the camera made them so hard for Sony to fight back against.
但是GoPro在相机之后所做的事情，让索尼很难进行反击。
What GoPro did was they thought through, what do people want from an action camera, what are people trying to do.
GoPro所做的是，他们仔细考虑了人们对运动相机的需求，以及人们想要用它来做什么。
They’re trying to capture their greatest adventures.
他们正试图捕捉他们最伟大的冒险。
It was started, as many people know, by a surfer, who wanted to show off his great surfing experiences.
这是由一位冲浪者发起的，很多人都知道，他想炫耀他伟大的冲浪经历。
Well, what GoPro did is it developed the camera.
嗯，GoPro所做的是它开发了这款相机。
But then it also developed mounts.
但后来它也开发了卡座。
I mean, now, you can put your GoPro on anything.
我的意思是，现在，你可以把你的GoPro放在任何东西上。
You can put it on your surfboard, your bike, your helmet, your dog.
你可以把它放在你的冲浪板上、你的自行车上、你的头盔上、你的狗身上。
My favorite is, there’s a user that created a GoPro mount for a hula hoop.
我最喜欢的是，有一个用户为呼啦圈创建了一个GoPro支架。
So you could get the hoop’s view of the world.
所以你可以看到篮球框视角下的世界。
And my favorite little accessory, they created a wrench, so that you could tighten the bolts when you were preparing for your adventure and then take off the GoPro when you’re done.
我最喜欢的小配件是他们创造了一个扳手，这样你就可以在准备冒险时拧紧螺栓，然后在完成后取下GoPro。
But on the other end of the wrench is a bottle opener.
但在扳手的另一端是一个开瓶器。
So you can celebrate your great adventure, right?
那么你可以庆祝你的伟大冒险了，对吧？
That’s a company that understands its customer.
这是一家了解其客户的公司。
So Sony, a couple of years later, when they realized how big this market was getting, they came out with an action camera by Sony that was a third cheaper.
所以索尼，几年后，当他们意识到这个市场变得有多大时，他们推出了一款索尼的运动相机，价格便宜了三分之一。
It had more megapixels.
它有更多的百万像素。
It had image stabilization, which GoPro didn’t match for a number of years.
它具有图像稳定功能，而GoPro在多年内都无法与之匹敌。
And they’re getting killed.
而且就要被干掉了。
