6 Tips on Being a Successful Entrepreneur | John Mullins | TED · TED
TED演讲分享了6种反常规的创业心态，适合练习战略思维和机会把握。内容讲述如何突破传统思维，抓住机遇，实现成功。
In 1995, a graphic design teacher named Lynda Weinman, and also an aspiring entrepreneur, decided to get the website Lynda.com.
1995年，一位名叫琳达·温曼（Lynda Weinman）的平面设计教师，同时也是一位有抱负的企业家，决定创建名为 Lynda.com 的网站。
She did so because she needed a sandbox to play in, with the new graphic-design tools, the digital tools that were being developed at that time:
她之所以这么做，是因为她需要一个“沙盒”环境来实践那些新的平面设计工具以及当时正在开发的数字工具。
Photoshop, Illustrator and many more.
Photoshop、Illustrator，还有许多其他软件。
And she needed a place to put her students' work so all could see it.
她需要一个地方来展示学生们的作品，以便所有人都能看到。
Well, she put that website together, and the business began to grow.
嗯，她搭建好了那个网站，之后这家企业的业务就开始发展了。
And in 2002, she discovered it could be much, much more, so she moved all of her teaching online.
2002年，她发现教学的潜力远不止于此，于是将所有的教学活动都转移到了线上。
Later, the business was sold to LinkedIn, who renamed it LinkedIn Learning, sold for 1.5 billion US dollars.
后来，这家公司被卖给了 LinkedIn，LinkedIn 将其更名为 LinkedIn Learning，并以 15 亿美元的价格出售了该公司。
Lynda is the poster child for what I call the counterconventional mindsets of entrepreneurs.
琳达正是我所称的那种“非传统思维模式”的典型代表——这种思维模式常见于企业家群体中。
So I want to tell you about these mindsets today, and here we go.
那么，今天我想和大家谈谈这些思维模式。让我们开始吧。
So, number one, why do I call them counterconventional?
首先，为什么我把它们称为“反传统的”（counterconventional）呢？
First, these six mindsets run counter to the best practices, as we call them, that are done in big companies today.
首先，这六种思维模式与当今大型企业所采用的那些最佳实践背道而驰。
They fly in the face of much of what we teach at London Business School and other business schools about strategy,
这些观点与我们在伦敦商学院及其他商学院所教授的关于战略的许多内容背道而驰。
about marketing, about risk and about much more.
关于市场营销、关于风险，以及更多其他方面。
Now, you might say, “John, what do you mean by ‘mindset?’”
现在，你可能会问：“约翰，你所说的‘心态’是什么意思？
A mindset, of course, is up here, right?
当然，这种思维方式（即某种心态）也属于这个范畴，对吧？
It's those things, attitudes, habits, thoughts, mental inclination which, when something comes our way, predetermines the response we make to that something that comes our way,
正是这些事物、态度、习惯、思想以及心理倾向，在某些事情发生时，预先决定了我们对该事情的反应方式。
and those somethings, as we entrepreneurs call them, are opportunities.
那些我们创业者称之为“机会”的东西，其实就是潜在的发展机遇。
So I want to tell you about these six mindsets, and the first one, I call "Yes, we can."
我想和大家谈谈这六种思维模式。第一种思维模式，我称之为“是的，我们能够做到”。
Now, B-school strategy 101 says the following: what we're supposed to do, in a company, is stick to our knitting.
现在，商学院的基础战略课程（即“战略101”）是这样讲的：在公司里，我们应该专注于自己的本职工作，不要偏离自己的职责范围。
We've got to figure out what we're really good at -- we call them core competencies -- and we've got to build on them,
我们必须弄清楚自己真正擅长什么（我们把这些能力称为“核心竞争力”），然后在此基础上继续发展。
invest in them, nurture them, make them more robust.
投资于他们，培养他们，使他们变得更加强大。
And if somebody comes along and says, “Can you do something different, that’s outside of that?”
如果有人走过来问：“你们能不能尝试一些不同的方法，也就是那些不在原有范围之内的方法呢？
what are we supposed to say?
我们该说什么呢？
"No, I'm sorry, we don't do that around here."
不，很抱歉，我们这里不提供这样的服务。
Well ...
嗯……
A Brazilian entrepreneur named Arnold Correia built a wonderful business that, today, is called Atmo Digital, by disregarding those rules.
一位名叫阿诺德·科雷亚（Arnold Correia）的巴西企业家，无视那些传统规则，成功创立了一家出色的企业——如今这家企业被称为 Atmo Digital。
He'd already reinvented his business twice, to become a major provider of event management and production services, when one of his customers said to him,
他已经两次对自身的商业模式进行了彻底改革，从而成为 event management（活动管理）和 production services（制作服务）领域的主要供应商。就在这时，他的一个客户对他说……
"You know, I have 260 stores scattered all around Brazil," and Brazil is a big country,
你知道吗，我在巴西全国各地共有260家门店，而巴西是一个很大的国家。
"and I'd like to be able to broadcast training and motivational events to the stores in real time.
我希望能够实时将培训课程和激励性活动的内容广播给各个门店。
So, Arnold, could we put televisions in the training room of all my stores, and could we build a satellite uplink
那么，阿诺德，我们能否在我所有门店的培训室里安装电视机？另外，我们能否建造一个用于传输信号的卫星上行链路呢？
so we can send all this wonderful stuff to the stores?"
那么，我们可以把所有这些精美的产品都送到商店里去销售了吗？
So what did he say?
那么，他到底说了什么？
He said, “Yes, we could do that,” even though he knew nothing about satellite technology, had never operated outside São Paulo,
他说：“是的，我们可以做到。”尽管他对卫星技术一无所知，也从未在圣保罗以外的地方工作过。
but he got it done.
但他最终还是完成了这件事。
Then, several years later, some of the other customers, one of them in particular, Walmart, said, “You know,
几年后，一些其他顾客（尤其是沃尔玛的顾客）对我说：“你知道吗……
it’s nice that we have all of these television screens in the back room of the store,
我们在商店的后面房间里安装了这么多电视屏幕，这真是太好了。
but wouldn't it be cool if we had them on the sales floor?
但如果我们能把它们放在销售现场的话，那不是很酷吗？
Because then, we could run advertising, so when the customer walks down the aisle for detergent,
因为这样一来，我们就可以投放广告了。当顾客走进商店去购买洗涤剂时，广告就会发挥作用。
perhaps there's an ad for Procter and Gamble's detergent in that aisle?"
也许那个货架上会有宝洁公司洗涤剂的广告吧？
And what did Arnold say to that request?
阿诺德对那个请求说了什么？