- There are limits to the wisdom of crowds. <一: 群體的智慧是有限的> : 與"寫給生存不安的年輕人"一書闡述的成長策略，論調相同!!
In other words, if you do the same thing as everyone else,
you are going to get the same result as everyone else.
You won't stand out. Be conscious of the things you do differently.
換言之，如果你做的事情跟別人一樣，你也會得到跟別人一樣的結果。
你無法成就傑出。確保自己做的事情是有差異的。
- It is necessary to harness both individualism and teams. <二: 充分駕馭個人與團隊是必要的>
Many of the best ideas, concepts, prototypes and innovations come from a single person's insight.
許多傑出的點子、概念、雛型與創新都來自於某個人的洞察力。
But to scale any operation takes the work of teams, and more often than not, teams of teams.
Leaders inspire that flash of genius and also make those individuals want to work together.
Great teamwork is a real skill.
然而當要把營運的規模擴大時，需要團隊(甚至一大群團隊)的努力。
領導者啟發天才的靈感，並讓這些天才們願意在一起工作。
良好的團隊合作是一項實際的技能。
Finding a way to nurture individual passion and pride while at the same time creating a spirit
of teamwork is a hallmark of the leaders I admire most. Pulling off both of those in the same
organization is magical but essential.
我最推崇的領導者特質是能找到一個方法兼顧培養個人熱情與自尊，同時建立團隊合作的精神。
在同一個組織中完成這兩件工作，雖然不可思議，卻又十分重要。
- Tough times are good. <三: 逆境是種祝福>
Austerity creates pressure to innovate; necessity is truly the mother of invention.
During hard times, we try to get more out of what we have and we assess investments with a different eye.
Rather than simply doing "more of the same, faster," we ask whether we can do things differently,
and we create the opportunity for long-term improvements.
Plus, innovators can use their slack time to work on new ideas
(since some of them are laid off and living on their severance packages,
or simply with more idle time at the office).
The survivors today will thrive tomorrow.
They will have less competition, and they will have proven their agility and their efficiency.
嚴峻的環境造成創新的壓力；需求是創新之母。
在金融風暴中，我們會嘗試從既有的成果中取得更多，並且用不同的角度評估我們的投資。
與其簡單地提供"更多、更快卻與跟別人一樣的服務"，我們反思能否做一些有差別的事情，
我們也創造長期改善的機會。此外，創新者可以運用他們閒暇的時間來經營新的點子。
(既然他們有些人被裁撤，或者在辦公室有更多閒置時間)
今日存活下來的將在明日茁壯。
他們將面臨較少的競爭，並証明他們的敏捷與效率。
- Large changes are only possible when they have the potential to deliver radical improvements. <四: 當組織需要根本的改善時，巨大的變革是唯一之道>
To persuade people to make changes, you have to offer them compelling and dramatic improvements.
If you are asking people to change the way they work, it isn't enough for a product to be slightly cheaper
or slightly faster or slightly newer. One needs to deliver a 50 percent saving in cost and improved reliability
(or efficiency or functionality) to create space for one's product in a crowded marketplace.
You have to be 50 percent, 100 percent better. Not just ten percent.
要說服人們改變，你必須讓他們面臨強迫性而戲劇性的改善。
如果你要求人們改變他們工作的方式，這樣是不足以讓一個產品便宜一點、快一點或新一點。
你需要節省五成的成本，並加強可靠度(或效率、功能性)，好在擁擠的市場中替自家產品開創一番天地。
你必須比別人好上五成，甚至好上一倍。而不僅僅只是一成。
- The earth from space is the most beautiful thing most people never get to see. <五: 地球是太空中最美的事物，但多數人卻沒有機會親眼目睹>
It's also a small place, which we have to share,
so it's worth taking time to figure out how we can live together here more peacefully.
(相較於太空)地球也是一很小的地方，我們必須分享。因此值得我們花時間思考我們該如何更和平地共同生存。
