Placeholder Image

字幕表 動画を再生する

  • I'm really excited to share with you


  • some findings that really surprise me


  • about what makes companies succeed the most,


  • what factors actually matter the most for startup success.

    新規事業の成功に 最も影響する要因についてです

  • I believe that the startup organization


  • is one of the greatest forms to make the world a better place.

    世の中を良くするための 理想的な形だと思います

  • If you take a group of people with the right equity incentives

    人を集め 適正な株式のインセンティブを与え

  • and organize them in a startup,


  • you can unlock human potential in a way never before possible.

    今まで出来なかった方法で 人類の可能性を開拓できます

  • You get them to achieve unbelievable things.


  • But if the startup organization is so great,

    では新しい企業組織が そこまで素晴らしいならば

  • why do so many fail?


  • That's what I wanted to find out.


  • I wanted to find out what actually matters most

    事業の新規立ち上げにとって 最も重要なのは何かを

  • for startup success.


  • And I wanted to try to be systematic about it,

    私は失敗の理由を 体系的に探したいと思いました

  • avoid some of my instincts and maybe misperceptions I have


  • from so many companies I've seen over the years.

    直感や間違った思い込みを 避けたかったのです

  • I wanted to know this


  • because I've been starting businesses since I was 12 years old


  • when I sold candy at the bus stop in junior high school,


  • to high school, when I made solar energy devices,


  • to college, when I made loudspeakers.


  • And when I graduated from college, I started software companies.

    大学を卒業したとき 私はソフトウェアの会社を始めました

  • And 20 years ago, I started Idealab,


  • and in the last 20 years, we started more than 100 companies,


  • many successes, and many big failures.


  • We learned a lot from those failures.


  • So I tried to look across what factors

    そのため 私はどのようなファクターが

  • accounted the most for company success and failure.

    会社の成功や失敗に最も影響を及ぼすか 見通そうとしました

  • So I looked at these five.


  • First, the idea.

    第1に アイディアです

  • I used to think that the idea was everything.


  • I named my company Idealab for how much I worship

    私が自分の会社を アイデアラボと命名したのは

  • the "aha!" moment when you first come up with the idea.

    アイディアが浮かんだ時の 「やったー」という瞬間への信奉からです

  • But then over time,


  • I came to think that maybe the team, the execution, adaptability,

    考えるようになったのは チーム、運営、適応性が

  • that mattered even more than the idea.

    アイディアよりも重要かもしれない ということです

  • I never thought I'd be quoting boxer Mike Tyson on the TED stage,

    まさかTEDのステージでマイク・タイソンを 引用することになろうとは

  • but he once said,


  • "Everybody has a plan, until they get punched in the face." (Laughter)

    「顔面にパンチを食らうまでは 誰もが計画を持っている」(笑)

  • And I think that's so true about business as well.

    ビジネスにも全く同じことが 言えると思います

  • So much about a team's execution


  • is its ability to adapt to getting punched in the face by the customer.

    顧客から顔面パンチを食らうことに対する 適応能力に負うところが大きい

  • The customer is the true reality.


  • And that's why I came to think


  • that the team maybe was the most important thing.

    チームかもしれないと 思うようになったんです

  • Then I started looking at the business model.

    次に私はビジネスモデルに 注目し始めました

  • Does the company have a very clear path generating customer revenues?

    その会社には顧客から収益を得るための 明快な手段があるか?

  • That started rising to the top in my thinking

    成功にとって最も重要なのは 何かということについての

  • about maybe what mattered most for success.

    私の思考の中でトップの座を 占め始めました

  • Then I looked at the funding.


  • Sometimes companies received intense amounts of funding.

    企業は時として 潤沢な資金を 受けることがあります

  • Maybe that's the most important thing?

    もしかしたら これが一番大切かも?

  • And then of course, the timing.


  • Is the idea way too early and the world's not ready for it?

    時代を先取りすぎていて 世の中が準備できていないかも?

  • Is it early, as in, you're in advance and you have to educate the world?

    例えば時代より少し先におり 世の中を教育する必要があるのでは?

  • Is it just right?


  • Or is it too late, and there's already too many competitors?

    あるいは遅すぎて すでに競合企業が多すぎる?

  • So I tried to look very carefully at these five factors

    そこでこの5つのファクターを基準に 多数の企業を

  • across many companies.


  • And I looked across all 100 Idealab companies,

    私はアイディアラボの 企業100社全部と

  • and 100 non-Idealab companies


  • to try and come up with something scientific about it.


  • So first, on these Idealab companies,


  • the top five companies --


  • Citysearch, CarsDirect, GoTo, NetZero, --

    Citysearch、 CarsDirect、GoTo、 NetZero、Tickets.comーは

  • those all became billion-dollar successes.


  • And the five companies on the bottom --


  •, Insider Pages, MyLife, Desktop Factory, Peoplelink --、Insider Pages、MyLife Desktop Factory、 Peoplelinkー

  • we all had high hopes for, but didn't succeed.

    は我々の大きな期待に反して 成功しませんでした

  • So I tried to rank across all of those attributes

    そこで 全ての属性をランク付けするため

  • how I felt those companies scored on each of those dimensions.

    これらの企業の5つの要素について 採点してみました

  • And then for non-Idealab companies, I looked at wild successes,

    そしてAirbnb、Instagram、Uber、 Youtube、LinkedInなど

  • like Airbnb and Instagram and Uber and Youtube and LinkedIn.

    アイディアラボ以外の 大成功企業についてもやりました

  • And some failures:


  • Webvan, Kozmo,


  • Flooz and Friendster.

    Flooz 及びFriendsterでした

  • The bottom companies had intense funding,

    下位グループの企業には 資本が潤沢で

  • they even had business models in some cases,

    ビジネスモデルが あるものもありましたが

  • but they didn't succeed.


  • I tried to look at what factors actually accounted the most

    そこで私は どの要因が これらの企業全ての成功や失敗に

  • for success and failure across all of these companies,

    最も大きく影響を及ぼすかを 見極めようとしました

  • and the results really surprised me.


  • The number one thing was timing.


  • Timing accounted for 42 percent


  • of the difference between success and failure.


  • Team and execution came in second,


  • and the idea,


  • the differentiability of the idea, the uniqueness of the idea,

    アイディアの差別化や アイディアのユニークさは

  • that actually came in third.


  • Now, this isn't absolutely definitive,


  • it's not to say that the idea isn't important,

    アイディアが重要でないとは 申し上げません

  • but it very much surprised me that the idea wasn't the most important thing.

    でも アイディアが一番ではないことに 私はとても驚きました

  • Sometimes it mattered more when it was actually timed.

    抜群なタイミングは アイディアより重要なのです

  • The last two, business model and funding, made sense to me actually.

    下位の2つがビジネスモデルと 資金調達であることは納得できました

  • I think business model makes sense to be that low


  • because you can start out without a business model


  • and add one later if your customers are demanding what you're creating.

    あとで 顧客の要求に応じて 付け加えれば良いからだと思います

  • And funding, I think as well,


  • if you're underfunded at first but you're gaining traction,

    初めは資金が不足していても 事業に弾みがつけば

  • especially in today's age,


  • it's very, very easy to get intense funding.

    非常に容易に 潤沢な資金を得られるからです

  • So now let me give you some specific examples about each of these.

    では ここで個々の事例を 説明させてください

  • So take a wild success like Airbnb that everybody knows about.

    Airbnbなどは みなさんご存知の 爆発的な成功例です

  • Well, that company was famously passed on by many smart investors

    この企業は賢い投資家が 見過ごしたことで有名です

  • because people thought,


  • "No one's going to rent out a space in their home to a stranger."

    「誰も自宅の空部屋を他人に貸さない」 と考えたからです

  • Of course, people proved that wrong.

    もちろんあとで 間違いとわかりました

  • But one of the reasons it succeeded,

    でも 成功した理由の1つは

  • aside from a good business model, a good idea, great execution,

    ビジネスモデルやアイディアや運営が 優れていたからではなく

  • is the timing.


  • That company came out right during the height of the recession

    この企業が創業したのは 不況のどん底の時期で

  • when people really needed extra money,


  • and that maybe helped people overcome


  • their objection to renting out their own home to a stranger.

    という壁を乗り越えられたのかも しれません

  • Same thing with Uber.


  • Uber came out,


  • incredible company, incredible business model,

    企業が素晴らしく ビジネスモデルが素晴らしく

  • great execution, too.


  • But the timing was so perfect


  • for their need to get drivers into the system.


  • Drivers were looking for extra money; it was very, very important.

    ドライバーが副収入を求めたことが とても重要なのです

  • Some of our early successes, Citysearch, came out when people needed web pages.

    初期の成功例 Citysearchの創業は ウェブページの需要が出始めた時期でした

  •, which we announced actually at TED in 1998,

    1998年に我々がTEDで紹介した は

  • was when companies were looking for cost-effective ways to get traffic.

    当時 企業が低コストで利用できる 交通手段を探していました

  • We thought the idea was so great,


  • but actually, the timing was probably maybe more important.

    実際にはタイミングが もっと重要だったようです

  • And then some of our failures.


  • We started a company called, it was an online entertainment company.

    オンラインの娯楽企業 Z.comを起こしたとき

  • We were so excited about it --


  • we raised enough money, we had a great business model,

    資金が潤沢で ビジネスモデルも素晴らしく

  • we even signed incredibly great Hollywood talent to join the company.

    超有名ハリウッドタレントとも 契約済みでしたが

  • But broadband penetration was too low in 1999-2000.

    1999-2000年のブロードバンド普及率は 低すぎました

  • It was too hard to watch video content online,

    ビデオをオンラインで 視聴することは困難で

  • you had to put codecs in your browser and do all this stuff,

    自分のブラウザで データの圧縮・解凍が必要でした

  • and the company eventually went out of business in 2003.

    結局 Z.comは2003年に倒産しました

  • Just two years later,

    ところが わずか2年後

  • when the codec problem was solved by Adobe Flash

    Adobe Flashにより データ圧縮・解凍の問題が解決し

  • and when broadband penetration crossed 50 percent in America,

    米国でブロードバンドの普及率が 50%を超えたとき

  • YouTube was perfectly timed.


  • Great idea, but unbelievable timing.

    良いアイディアに加え 最高のタイミングでした

  • In fact, YouTube didn't even have a business model when it first started.

    実は YouTubeは発足時に ビジネスモデルがありませんでした

  • It wasn't even certain that that would work out.

    ものになるかすら 分かりませんでした

  • But that was beautifully, beautifully timed.


  • So what I would say, in summary,


  • is execution definitely matters a lot.


  • The idea matters a lot.


  • But timing might matter even more.


  • And the best way to really assess timing

    そしてタイミングを見極める 最高の方法は

  • is to really look at whether consumers are really ready

    皆さんが世に出す製品を 顧客が使う準備ができているか

  • for what you have to offer them.


  • And to be really, really honest about it,

    そして どんな結果がでても

  • not be in denial about any results that you see,

    否定的にならずに 真摯に受け止めること

  • because if you have something you love, you want to push it forward,

    自分の好きなものがあれば 世に出したいと思うでしょうから

  • but you have to be very, very honest about that factor on timing.

    でもタイミングという要素に対して 真摯にならねばなりません

  • As I said earlier,


  • I think startups can change the world and make the world a better place.

    新規事業により 世の中は変化し より良い場所になれる思います

  • I hope some of these insights


  • can maybe help you have a slightly higher success ratio,

    みなさんの事業の成功率が 少しでも上昇し

  • and thus make something great come to the world

    普通では生まれなかった 素晴らしいものが

  • that wouldn't have happened otherwise.


  • Thank you very much, you've been a great audience.


  • (Applause)


I'm really excited to share with you



動画の操作 ここで「動画」の調整と「字幕」の表示を設定することができます

A2 初級 日本語 TED アイディア 企業 タイミング 成功 ビジネス

TED】ビル・グロス。スタートアップが成功するたった一つの最大の理由 (スタートアップが成功するたった一つの最大の理由|ビル・グロス) (【TED】Bill Gross: The single biggest reason why start-ups succeed (The single biggest reason why start-ups succeed | Bill Gross))

  • 14665 1344
    CUChou に公開 2021 年 01 月 14 日