“我們被我們的工具所愚弄。這個(gè)表述或許不恰當(dāng),我們被我們的工具所愚弄GDP就像是我們的錘子。我們的釘子是從19世紀(jì)到20世紀(jì)的工業(yè)時(shí)代的成功模型。可是,當(dāng)今世界百分之六十四的GDP是來(lái)自于不可見(jiàn)的,稱之為服務(wù)業(yè)的行業(yè)服務(wù)業(yè),我所在的行業(yè)。只有百分之三十六來(lái)自于可見(jiàn)的行業(yè),制造業(yè)和農(nóng)業(yè)。所以是時(shí)候我們換一個(gè)大一點(diǎn)的工具盒了,對(duì)吧?;蛘呤菚r(shí)候我們事實(shí)上需要一個(gè)工具盒并不只能量那些很容易被量的,在生活中具體的、可以的觸摸的東西,事實(shí)上能夠量度那些我們最重視的那些不可度量的東西。
I guess I'm sort of a curious CEO. I was also a curious economics major as an undergrad. I learned that economists measure everything in tangible units of production and consumption as if each of those tangible units is exactly the same. They aren't the same. In fact, as leaders, what we need to learn is that we can influence the quality of that unit of production by creating the conditions for our employees to live their calling. In Vivian's case, her unit of production isn't the tangible hours she works, it's the intangible difference she makes during that one hour of work.
我想我是個(gè)有好奇心的CEO。我過(guò)去也只是個(gè)對(duì)充滿好奇心的經(jīng)濟(jì)學(xué)專業(yè)本科生。我學(xué)到了經(jīng)濟(jì)學(xué)衡量一切可以具體化的單位生產(chǎn)和消費(fèi)好像那些可以被具體化的單位是完全等同的一樣他們是不一樣的事實(shí)上,作為領(lǐng)導(dǎo)者,我們需要了解的是我們其實(shí)可以影響每個(gè)單位產(chǎn)量的質(zhì)量通過(guò)從實(shí)際中創(chuàng)造條件給我們的員工去找到他們的價(jià)值從薇薇安的例子中,她的單位產(chǎn)量并不是可以計(jì)算的她工作的每個(gè)小時(shí)而是她所做到的那些不可觸摸的區(qū)別在那一小時(shí)的工作中。