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

>> 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

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

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

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

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

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

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

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

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----

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

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

>> 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

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

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

That doesn't mean it can't be done.

不可能なわけじゃない

>> 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

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

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

is innovation and business. We'll share three key strategies

将来の成功を確実にするために

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

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

please join the conversation. Send in your questions via the

積極的に参加してください

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

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

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----

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

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

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

to "Modern Workplace." Welcome.

エカテリーナ･ウォルターです

>> Thank you, Alex. Glad to be here.

お招きいただき光栄です

>> 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----

of Fortune 500 company. What was that?

驚くべき統計がありますね

>> 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

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

>> 70 to 15.

70年から15年ですか

>> 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

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

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

the coolest device. Even that disappeared. But even RIM, Research

Research in Motion 現Blackberryの製品は

in Motion, Blackberry, right? Everybody was walking around, remember,

かつては誰もが手にしていました

"Oh, what do you have on your Blackberry." It was equivalent

iPhoneに匹敵するほどでした

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

about Blackberries anymore.

人気は衰えました

>> Now, speaking about failure to adapt and, you know, disruption,

そうした事態を避けるため

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

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

>> Two reasons. I think it's just the sense of urgency, right?

まず１つは切迫感ですね

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

People, especially millennials now, so younger generations, GenX

1960年代以降に生まれた若い世代----

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

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

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

business than you, so...

道理ということ

>> 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

>> 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

and extend from there.

発展させることができます

>> Great. We'll we've got a quote here from the "Entrepreneur,"

Entrepreneur誌に こうあります

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”

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”

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”

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”

>> Cannot agree more. Though, I will say there is one caveat,

同感ですが １つ付け加えます

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

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

you have to empower the decision making. So it

その組織の決定権の強化を図り

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

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

let's scrap that."

つぶされます

>> Totally. Now, you mentioned speed. And that's really interesting

スピードについてですが

because we are seeing companies put products and features out

確かに製品の回転速度は速い

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

viewed as finished. What are your thoughts on that?

どう思われますか？

>> 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

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

So I love Facebook mantras. They have two. One is: Stay calm

私はFacebookの方針が好きです

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”

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

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

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

>> Taking that feedback and iterating really quickly.

迅速さがカギですね

>> Absolutely, absolutely.

そうです

>> Now, in order to be successful, you have written about breaking

著書によれば 成功のためには

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

by that?

その意図は？

>> 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

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

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

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

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

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

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

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

in the process.

関与しています

>> 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

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

to create that connected company?

他にアドバイスは？

>> 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

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

including successful leadership. So empowering your people to

リーダーも含め社員に求めるべきは

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

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

that we need to promote.

育てるのです

>> Give them that right to fail.

失敗する権利を与える

>> Yes. Absolutely, love that.

そのとおりです

>> 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

"During a brainstorming session, explain to your team that you

“ブレインストーミングでは”

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”

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”

"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？

>> Well, you know what they say about invasion, Alex. If you

“侵略”ですからね

are not pissing somebody off, you are not doing it right.

誰かを怒らせるのは仕方ない

>> 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

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

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

>> 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

real well innovation space. One of my favorite examples, though,

私が好きな例を挙げます

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

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

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

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

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

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

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

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

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

>> 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

bottom line.

高まるのですね

>> Absolutely, absolutely.

そのとおりです

>> 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

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

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

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

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

>> 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

better way for the world to move forward.

世界は望ましい方向に進む

>> 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

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

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

located everywhere.

職場も離れているからです

>> 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

>> We have had conference calls where we go through the samples

Lyncによる会議で

over Lync. Have the sample here in Hong Kong.

サンプルを検討します

I go through step by step with the team in Norway, and we can

香港にあるサンプルを

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

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

>> 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

is via Lync.

コミュニケーションは すべて 電話でなく

>> And we do the meetings and the calls also not only with heli

Lyncを使います

(phonetic) people but also with external supplies. And actually

社内の会議や連絡に加え

we are using the new Lync Scott collaboration feature now as well.

業者との連絡もあります

>> 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

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

>> None of us has English as the mother tongue. So it can be

本社はオスロです

quite important to show what you are meaning on a garment.

英語が母国語ではないので

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

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

just have the video conversation and showing "like this."

言葉で説明するのは難しい

>> 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

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

thousands of steps that have to happen all over the world.