【英文版09】 David Butler：Design for Growth: Identify Your Growth Stage

【Background】

【背景介绍】

Large companies often struggle with agility while small companies often struggle to scale. In this lesson, David Butler, VP of Innovation and Entrepreneurship at The Coca-Cola Company, and long time designer, talks about the ways that design can be a fundamental part of a company achieving its goals, no matter where it is in its life cycle.

大家好。欢迎来到《全球精英的5分钟成长学院》。今天，我们邀请到了可口可乐公司创新与创业副总裁大卫•巴特勒。

如果被问起遇到了什么难题，大公司往往会回答“提高敏捷性”，小公司则会回答“扩大规模”。但无论公司处在什么发展阶段，本期课程都会令您有所启发。今天，拥有丰厚设计经验的大卫•巴特勒将与我们分享，设计将如何发挥重要作用，帮助企业实现目标。

【course】

【课程】

Every company wants to be a growth company. And growth actually means different things depending on your stage of development. So, if you’re a start up, growth to you means scale. How do you scale your product, your people, your distribution? So growth equals scale if you’re a startup or an early stage company. But once you have scale, then growth for you means agility. How do you actually adapt, change, create flexibility inside of your organization to move with the market, to quickly adapt to the market? So really agility is what most large organizations struggle with. But it’s all connected to growth.

所有企业都希望成为增长型企业。但实际上，企业所处发展阶段不同，增长的含义也不尽相同。对于初创企业来说，增长意味着扩大规模：如何推广产品，壮大企业团队，扩大市场区域？所以说，无论是初创公司，还是处在早期发展阶段的公司，增长意味着扩大规模。不过，有了规模以后，增长便意味着提高敏捷性。比如说，在实际运营中，一个公司应该如何根据市场发展来变更组织架构，提高灵活性，从而快速适应市场变化？许多大公司都在为切实提高敏捷性绞尽脑汁，但其实这一切都与增长有关。

Design for scale

针对规模增长的设计

Designing for scale is all about execution. If you’re a startup or early stage company you’ve been exploring everything, exploring your business model, your product, your distribution channels and so forth. But at some point, those things become solid, or you get to a place where you need to start scaling. So the challenge for you is to start designing for scale. That means you simplify, standardize and you integrate the core aspects of your business so that you can scale.

针对规模增长的设计与执行力息息相关。对于初创公司或处于早期发展阶段的公司而言，一切都需要摸索——业务模型、产品、分销渠道等等。但到了一定阶段，这些方面逐渐稳固，就需要开始扩大规模。这时，就会面临一项挑战——规模设计。也就是说，需要对核心业务流程进行简化和标准化管理，统筹发展，实现规模增长。

And if you think about Coke, putting their product in bottles long before they had of the final version that we know today. So the final version of what we call the “contour bottle” was designed in 1915. And again lots of exploration before then, but they simplified, standardized that bottle in 1915 and then they began to integrate it into the rest of their elements of their business so that they could scale. And in that example the contour bottle has remained unchanged for roughly 100 years.

我们拿可口可乐举例。在很久之前，可口可乐就已经开始用瓶子装饮料了。但直到1915年，才设计出我们现在见到的可乐瓶版本。在此之前，公司经历过许多次摸索，最后在1915年，对瓶身进行了简化和标准化设计，然后将新的瓶身应用到其它业务元素中，成功扩大规模。100多年间，可乐瓶的设计都没有改变过。

Design for agility

提高敏捷性的设计

Designing for agility is all about creating options. Think about Legos. I love Legos as a metaphor because I’ve traveled the world and everyone understands Legos. We’ve all played with Legos when we were kids, and if you have kids you’ve got them all over the place in your house now. So I love the talking about Legos.

简单来说，提高敏捷性的设计就是创造选项，每个选项就像一块乐高积木。我喜欢用乐高来打比方，是因为我在周游世界时发现，每个人都知道乐高。我们小的时候都玩过，如果你家里有孩子，家里可能哪哪儿都是乐高。所以我很喜欢讲乐高。

A great thing about Legos is they have both fixed and flexible elements. Legos has this core set of bricks that we’re all familiar with: they’re primary colors; just a handful of bricks that have been the same for 50 years. The second thing that’s fixed is the way they connect. So there’s pegs in the bottom of Legos that allow them to connect with every other Lego, and they haven’t changed that locking mechanism for 50 years.

乐高有一点很棒，那就是固定元素和灵活元素兼具。乐高的基础零件我们都很熟悉，是一系列单色积木，这一部分在过去的50年间都没有变化。第二个固定元素是积木的连接方式，每一块乐高积木底部都有凸起，用来和其它积木相连。50年来，乐高也一直没有改变过这种连接方式。

What has changed is what I would call the flexible elements. And those are the bricks that are relevant to today. And today has been different year after year, right? But today if you are a Harry Potter fan, there are bricks that you can connect to those core set of bricks to create Hogwarts Castle.

而有所变化的零件，就是我所提到的灵活元素，它们和当下的流行息息相关。时代潮流滚滚向前，每一年都不一样，乐高也没有落后。乐高推出了霍格沃茨城堡套装，如果你是个哈利波特迷，就可以用一些和哈利波特有关的特定零件，搭配上基础零件，拼出一座霍格沃茨城堡。

At Coke, as we move into big new developing markets like in India or Southeast Asia, often times one of our biggest challenges is frankly just getting our product to the shelf, physically getting our product to the shelf is actually one of the biggest challenges. So for us what we’ve done is we’ve adopted this approach, this Lego like approach and created a system around that. So for us in this instance, the fixed elements are our products, a crate and our customer. So we have to get our products in that crate to that customer.

坦率地说，在进军印度或东南亚等广阔新兴市场时，可口可乐面临的最大挑战之一便是，怎么把我们的产品放到当地的货架上。我们采用了一种类似于乐高的方法，并以此为基础搭建起一套体系。那个时候，对于我们来说，固定元素就是产品、货箱、客户，也就是说，我们必须把产品放到特定的货箱中，运给特定的客户。

What’s flexible is how we get it there. So most of the time you think about Coke being delivered in a big red truck. Well, that’s not going to work. If you’ve been to Bangalore, you know how crowded the streets can be, or if you’ve been to Vietnam, sometimes you have to go across a rickety bridge or a dirt road to get your product to market.

那么我们该怎么做到这一点呢？，这就是我说的灵活元素了。一说到运可乐，你可能会想到我们平时用来运可乐的红色大卡车。但这在东南亚当地是行不通的。如果你去过班加罗尔，就会知道当地的街道有多么拥挤，如果去过越南，你就会知道，有时得经过一座摇摇欲坠的桥，或者一条土路，才能把产品运到市场。

So, for us, again, what’s flexible is how we get our product to the shelf. And that can be in the form of a bike, in the form of a donkey, in the form of a boat, or in fact a big red truck. But we put those products in a crate and we put it on, again, a donkey, a truck and so forth to get it to market. And that combination of having fixed elements with flexible elements is how we can adapt to almost any challenge that we have in expanding in developing markets.

所以，对我们而言，我们需要灵活变通把产品送上货架的方法。骑自行车拉过去也好，用驴驮过去也好，用船载过去，或者真的用红色大卡车运过去等等，条条大道通罗马。我们把产品放到货箱里，然后把货箱放到驴背或者卡车上，如此一来，就能把产品运往市场。这样一来，无论在发展中国家开拓市场的过程中遇到什么挑战，通过将固定元素与灵活元素结合的方式，我们都能够从容应对。

【Summary】

【总结】

Large companies often struggle with agility while small companies often struggle to scale. In this lesson, David Butler, VP of Innovation and Entrepreneurship at The Coca-Cola Company, and long time designer, talks about the ways that design can be a fundamental part of a company achieving its goals, no matter where it is in its life cycle.

在这节课中，大卫•巴特勒向我们介绍了设计的重要作用。无论企业处在什么发展阶段，设计都能够驱动增长，帮助企业实现目标。

如果是初创企业或处于早期发展阶段的企业，可以借助设计扩大规模；如果是成熟企业，则可以借助设计提高敏捷度。

Design for scale

• Simplify, standardize, and integrate the core elements of your business so that you can execute with efficiency.

为规模增长设计方面，可以对核心业务流程进行简化和标准化管理，统筹发展，提高企业效率与执行力。

Design for agility

• Understand which parts of your business are fixed–and cannot change–and which are flexible.

• Make your business more adaptable by combining fixed and flexible elements.

为敏捷性设计方面，要了解业务哪些部分是固定、无法更改的，哪些是灵活可变的，同时结合固定和灵活元素，提高业务适应变化的能力。

本节目英文版音频和视频均由美国Big Think Edge 独家授权，中文版由喜马拉雅制作播出。感谢收听，我们下集节目再见！

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