字幕表 動画を再生する
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>> Experts say innovate or die. Three things your business needs
“イノベーションか死か” 将来の成功を確実にするために
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to do now to ensure future success. Next on "Modern Workplace."
今やるべき3つのことを 「Modern Workplace」が教えます
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>> Welcome to the live world premier of "Modern Workplace," the
「Modern Workplace」 ワールドプレミアにようこそ
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show tailored for you, the business leader. Every month we take
ビジネスリーダーのための ウェブ番組です
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you inside the minds of today's business and technology innovators.
毎月 ビジネスやテクノロジーの イノベーターをご紹介します
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We are your online source for ideas on the new ways to work.
オンライン上のアイデアの源泉です
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I'm your host, Alex Bradley. And today's show is all about innovation.
私はアレックス・ブラッドリー 今日はイノベーションを語り尽くします
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Coming up, we will tell you about a new technology that is breaking
最初に取り上げる新技術は
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down language barriers, allowing you to conduct international
言語の壁を越え世界展開を可能にします
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business in realtime in your own native language. And we reveal
母国語を使って リアルタイムでビジネスができます
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a game changing technology that brings the power of predictive
また企業に予測解析力をもたらす----
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analytics to enterprise business. Also, you will meet one of
画期的なテクノロジーもご紹介します
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the world's most prolific inventors of our time.
さらに多くの成果を残す 世界的発明家も登場します
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>> If the physics doesn't prohibit us from doing this really cool
物理的に不可能でないなら やってみる
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thing, let's do it, even though there's no engineering roadmap.
技術的なロードマップが ないとしてもね
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Nobody ever used these physical principles to do it this way before.
誰もやったことがないからといって
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That doesn't mean it can't be done.
不可能なわけじゃない
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>> Dean Kamen is known for his most famous invention the Segway.
ディーン・ケーメンは セグウェイの開発で知られます
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And with 440 patents, you'll learn how he's turned his big ideas
440もの特許を持ち ビジネスを成功させています
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into big business. And to kick off the show, today's hot topic
今日 注目の話題は イノベーションとビジネス
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is innovation and business. We'll share three key strategies
将来の成功を確実にするために
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every company needs to do now to guarantee future success.
今 採るべき3つの戦略をご紹介します
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For those of you who have already registered for this series,
すでに このウェブシリーズに 登録している方は
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please join the conversation. Send in your questions via the
積極的に参加してください
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chat window throughout the show. We are excited to welcome our
チャット・ウィンドウに 質問を書き込みましょう
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very first guest. She is the author of the "Wall Street Journal"
最初のゲストはベストセラー「マーク・ ザッカーバーグの思考法」の著者
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best seller "Think Like Zuck." She's a contributor to leading
フォーブスやFast Companyなど 有力雑誌の----
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edge print and online publications such as Forbes and Fast Company
書籍版やオンライン版にも 寄稿しています
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and Ink and has led marketing innovation for Fortune 500 brands
フォーチュン500企業の インテルやアクセンチュアに
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Intel and Accenture. We're honored to welcome Ekaterina Walter
マーケティング・イノベーションを もたらした人物でもあります
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to "Modern Workplace." Welcome.
エカテリーナ・ウォルターです
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>> Thank you, Alex. Glad to be here.
お招きいただき光栄です
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>> You shared with me with a staggering statistic about the lifespan
フォーチュン500企業の 寿命に関する----
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of Fortune 500 company. What was that?
驚くべき統計がありますね
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>> Yeah. So the average live span of Fortune 500 company used
かつては約70年だった フォーチュン500企業の寿命は
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to be about 70 years. Now it is about 15, and it is declining.
今や約15年となり なお短縮を続けています
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>> 70 to 15.
70年から15年ですか
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>> Oh, it is really amazing. Think about it, right? So we have
本当に驚くほど短くなっています
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companies like Blockbuster, used to rent movies there all the time.
ビデオレンタルの雄だった ブロックバスターは消滅し
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Now it is non existent. Companies like Palm. That used to be
大流行したデバイスを開発した Palmも買収されました
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the coolest device. Even that disappeared. But even RIM, Research
Research in Motion 現Blackberryの製品は
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in Motion, Blackberry, right? Everybody was walking around, remember,
かつては誰もが手にしていました
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"Oh, what do you have on your Blackberry." It was equivalent
iPhoneに匹敵するほどでした
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of iPhone. And because they failed to adapt, nobody is talking
でも時代のニーズに 適応できなかったために
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about Blackberries anymore.
人気は衰えました
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>> Now, speaking about failure to adapt and, you know, disruption,
そうした事態を避けるため
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one of the biggest trends that we see is company bringing innovation
企業がイノベーション研究に 取り組んでいます
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labs or founding innovation labs. Why do you think we're seeing this?
なぜ こういった状況が 生まれているのでしょう
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>> Two reasons. I think it's just the sense of urgency, right?
まず1つは切迫感ですね
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The market is moving so fast. Innovation is moving fast.
市場もイノベーションも 非常に動きが速い
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People, especially millennials now, so younger generations, GenX
1960年代以降に生まれた若い世代----
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and Y and Z, they all demand speed so the amount of speed in
いわゆるジェネレーションX Y Zは スピードを求めます
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which you need to respond, no matter what function within your
企業は それに応える必要に 迫られています
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business is critical. The other thing is who better knows your
もう1つは 誰よりも自分を知る 自分が行動するのが
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business than you, so...
道理ということ
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>> So having that little pool of talent that enables you to do that.
そのために人材を育てるわけですね
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>> Absolutely. And where you can take your current business strategy
そうすれば現在のビジネス戦略から
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and extend from there.
発展させることができます
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>> Great. We'll we've got a quote here from the "Entrepreneur,"
Entrepreneur誌に こうあります
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and it says, "Given the pace of change that threatens established
“変化の速度が 既存のビジネスを脅かす場合”
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businesses, having an internal incubator is like an insurance policy.
“社内の人材育成は将来の保険となる”
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If the market moves, the companies are ready to change directions
“市場の動きに応じて方向を変えたり”
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or grow new business quickly." What's your reaction to that quote?
“迅速に新ビジネスを 立ち上げたりできる”
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>> Cannot agree more. Though, I will say there is one caveat,
同感ですが 1つ付け加えます
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is and that's independence. So for the incubator to really truly
人材育成によって真の変化を目指すなら
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drive change internally, you have to give it independence and
その部門の独立性を徹底すべきです
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you have to empower the decision making. So it
その組織の決定権の強化を図り
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shouldn't be real easy for your executives to say, "Oh, you know what?
会社の上層部の干渉を阻止します
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That's not working out. It is not in line with our business strategy,
そうでなければ幹部の口出しで
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let's scrap that."
つぶされます
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>> Totally. Now, you mentioned speed. And that's really interesting
スピードについてですが
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because we are seeing companies put products and features out
確かに製品の回転速度は速い
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there much more rapidly maybe or arguably before they would be
しかし未完成の状態で 世に出ている気がします
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viewed as finished. What are your thoughts on that?
どう思われますか?
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>> Well, you know, in the "now" economy that we live in, in sort
このデジタル時代にあっては
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of the digital age, there is nothing as far from the truth as "finished."
本当の意味での“完成”は あり得ないと思います
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So I love Facebook mantras. They have two. One is: Stay calm
私はFacebookの方針が好きです
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and keep shipping. And the other one is: Done is better than perfect.
“冷静に出し続ける” “不完全でも とにかくやる”
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And they ship code every single Tuesday. So that sort of productivity,
彼らは毎週火曜日に コードをリリースします
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it is like being in state of constant beta. You are never really
常に試用版の状態にあるようなもので
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done or perfect. You need to continue to reiterate and ask for feedback.
フィードバックへの対応を 続けなければなりません
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>> Taking that feedback and iterating really quickly.
迅速さがカギですね
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>> Absolutely, absolutely.
そうです
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>> Now, in order to be successful, you have written about breaking
著書によれば 成功のためには
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down silos and created a connected company. What do you mean
縦割りを排し 社内の風通しを よくするべきだとあります
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by that?
その意図は?
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>> It is understanding that innovation doesn't just happen in
イノベーションを成功させるのは
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an incubator or in, you know, marketing or in product development.
人材開発やマーケティングや 製品開発の単独の力ではありません
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It happens across the company. So it's critical to break the
会社が一体となってこそ できることです
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silos and work together. One fantastic example of that is Dyson.
だから縄張り主義をなくし 協力することが大切です
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The amount of information that comes out of it is staggering.
例えばダイソンは情報量がすごい
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And why? It is because Dyson created those open spaces where
エンジニアやマーケティング担当者 法務担当者が
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engineers can collaborate with marketers, marketers can collaborate
協業できるオープンスペースを 作ったからです
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with legal teams, and everybody in the company is sort of invested
それによって社員全員が イノベーション・プロセスに
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in the process.
関与しています
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>> I love that Dyson example. That's a good example of how physical
物理的なスペースが 変化を促した好例ですね
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space can make that change. How else would you advise companies
風通しのよい組織にするために
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to create that connected company?
他にアドバイスは?
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>> Empower. So so empower your people. You need to understand
社員の意識と能力を高めることですね
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that people equals culture equals successful company, right,
社員は企業文化であり成功の源泉です
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including successful leadership. So empowering your people to
リーダーも含め社員に求めるべきは
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not be afraid to fail, to try things out, to take risks, and
失敗を恐れず挑戦し リスクをとること
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not to punish them if they do fail. That's the type of mentality
失敗しても罰を与えたりせず そういう心のありようを
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that we need to promote.
育てるのです
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>> Give them that right to fail.
失敗する権利を与える
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>> Yes. Absolutely, love that.
そのとおりです
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>> We have another quote here from Forbes this time. And it says:
次はフォーブス誌からの引用です
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"During a brainstorming session, explain to your team that you
“ブレインストーミングでは”
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want them to go all the way to the edge. Any idea may be brought
“自分を極限まで追い込むよう求める”
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forth but only if it's the most extreme version of its spectrum."
“認められるのは究極の考えだけだ”
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"Extreme," that sounds a little bit scary. What's your reaction?
過激な感じもしますが いかがですか?
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>> Well, you know what they say about invasion, Alex. If you
“侵略”ですからね
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are not pissing somebody off, you are not doing it right.
誰かを怒らせるのは仕方ない
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>> Absolutely. I love it. Well, we've got a question that's come
チャット・ウィンドウに 投稿がありました
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into the chat window. And the question is asking you to give
実際のイノベーション戦略について
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us an example of innovation strategy from a real live company.
例を挙げてほしいとの要望です
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>> Oh. Okay. So my gosh, there's a couple of companies that do
すばらしい実例は いくつかありますが
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real well innovation space. One of my favorite examples, though,
私が好きな例を挙げます
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I will use is 3M. They have and they've established it a long
3Mには息の長いプログラムがあります
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time ago, a program called 15%, which basically empowers their
労働時間の15%を 自分の好きなプロジェクトに
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employees 15% of the time to work on passion projects. So projects
費やすことを推奨する “15%”というプログラムです
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and the biggest revenue driving products for them, like, for
例えば主力製品である ポスト・イット ノートは
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example, Post It Notes, was created by an engineer at home just
1人のエンジニアが作ったものです
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because he was passionate about bringing it to life. So they
彼の情熱が商品化を実現させたのです
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allow people to collaborate outside of their current projects
自分が携わっている プロジェクト以外でも
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to sort of help drive innovation, passion internally, and then
イノベーションを促すのであれば 参加が認められます
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that eventually contributes to the bottom line.
それが最終的には 収益につながっています
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>> So it is not just employee morale. It can also help with the
社員のやる気だけでなく収益も
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bottom line.
高まるのですね
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>> Absolutely, absolutely.
そのとおりです
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>> Fantastic. Well, when we come back, Ekaterina shares how to
パニックを起こさずに 変化と切迫感を促す方法を
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drive this culture change and sense of urgency without creating panic.
この後も引き続き エカテリーナに聞きます
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Plus we will also be joined by the vice president of innovation
靴とアパレルの世界的ブランド デッカーズの
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of Deckers brands, a global leader in footwear and apparel.
イノベーション担当副社長も登場します
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Why he says companies need to reset their expectation around risk.
リスクに隣接する可能性を 考え直す必要性を語ります
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>> If this new approach can be brought to scale, it could be a
この新しいアプローチを実行できれば
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better way for the world to move forward.
世界は望ましい方向に進む
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>> A skier's jacket is very complex. There are a lot of different
スキーウエアを製造する工程は 非常に複雑です
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steps that need to be done. The challenge we're facing is about
コミュニケーションが 常に課題となります
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the communication. So as a team, as I said, we're quite big and
チームの構成員は非常に多く
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located everywhere.
職場も離れているからです
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>> What Lync does for us is allows us to get together virtually.
Lyncのおかげで オンラインで会議ができます
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>> We have had conference calls where we go through the samples
Lyncによる会議で
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over Lync. Have the sample here in Hong Kong.
サンプルを検討します
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I go through step by step with the team in Norway, and we can
香港にあるサンプルを
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improve the sample on a conference call instead of traveling
ノルウェーのチームと共に 丁寧に見ていきます
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back and forth to Norway. Without Lync, this wouldn't have been possible.
出張を繰り返さずに 改良を進められます
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>> We don't have any office phones anymore. All the communication
Lyncがなければ不可能なことです
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is via Lync.
コミュニケーションは すべて 電話でなく
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>> And we do the meetings and the calls also not only with heli
Lyncを使います
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(phonetic) people but also with external supplies. And actually
社内の会議や連絡に加え
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we are using the new Lync Scott collaboration feature now as well.
業者との連絡もあります
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>> I was sitting in a hotel room in Vancouver and doing a presentation
Lyncの新しい協業機能も使っています
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for our retail sales team. And they were sitting at our headquarter
バンクーバーのホテルの一室から
-
office in Oslo.
本社にいる小売チームに プレゼンをしました
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>> None of us has English as the mother tongue. So it can be
本社はオスロです
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quite important to show what you are meaning on a garment.
英語が母国語ではないので
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Instead of trying to explain I want the zipper to be 45 degrees
正確に意味を伝えるのが大変です
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cross over the collar, what do you mean by that, I can actually
例えば襟のファスナーの角度を 45度にしたい時
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just have the video conversation and showing "like this."
言葉で説明するのは難しい
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>> What we really need to do is deliver the best possible jacket
でもビデオ会議なら ジェスチャーが使えます
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to the skier that's up on the mountain. There is thousands and
私たちが本当に必要としているのは
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thousands of steps that have to happen all over the world.
スキーヤーに 最高のジャケットを届けること
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And anything that we can do to make that process more efficient,
そのために世界中で多くの工程を経ます
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more fun and end up with a better product, that's going to make
プロセスの効率を高めることで
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our brand stronger, that's going to make our business stronger,
よりよい製品を作ることができます
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and it's going to make the skier up on the hill a whole lot happier.
それがブランドの強化につながり