2014年04月號 樂活職人
Turbulent World 創新思考 主動出擊
裕民航運 / 徐國安
We are in the turbulent world, we are in the middle of hyper competition, everything moves faster, and no advantage can last forever. Markets no longer have any boundaries and everything is getting exponentially more complex. It is just getting worse! How do we survive in these chaos? FEG has to become more dynamic, flexible, and integrated. We have to design everything, (from our systems, our operations, to the way we train employees) to not only be able to survive the chaos of today’s world but more importantly how to thrive in it.
面臨混沌未明、超速競爭的世界，每件事情進行得比以往更加快速，企業要維持優勢變得更加困難。市場已沒有邊界，隨著時間的推進，商業的運作也愈趨複雜，必須更加靈活、彈性，並且進一步整合，重新設計一切，包含：系統、運作、教育訓練方式……等，才能在今日的混沌中生存，進而從中繁榮壯大！
Technology is causing disruptions everywhere. Amazon started 19 years ago as an online bookstore out of a small warehouse. Today it is the largest global online retailer who made 17 billion USD sales in 3Q’2013. And it now sells almost everything from luxury & electronic goods to groceries and also offers cloud services. In early December, Amazon revealed its new plan for the “Prime Air” service which adopts a new delivery system to get packages into customers' hands in 30 minutes or less using unmanned aerial vehicles. Amazon is using the power of big data, integrated systems, mobile commerce and the Internet to make this new system work, and Amazon also has the heart to challenge everything from traditional retail like Borders to traditional logistics companies like FedEx. Technology is converging across industries and reshaping entire markets into entirely new and dynamic market landscape almost at the speed of the Internet.
科技帶來許多破壞與改變，以亞馬遜（Amazon）為例，19年前只是一間網路小書店，如今已成為全球最大的網路零售商，光是2013年第三季營收就達170億美金，銷售範圍從頂級奢侈品、電子產品到一般民生用品，甚至提供雲端服務。去年12月初，亞馬遜宣布Prime Air新貨運計畫：透過無人駕駛的飛行器，將貨品在30分鐘內運送至客戶手上。藉由海量數據、整合性系統、行動商務，以及網際網路，亞馬遜使一切成真。更重要的是，它有一顆無懼挑戰的心，不但挑戰傳統零售書店業（如：Borders），也挑戰物流公司（如：FedEx），利用科技，將不同的行業融合在一起。
For FEG to thrive in these chaos we have to become fearless and aggressive about accepting change. We have to use the principles of “design thinking” to help us innovate, adapt, and become a smarter, leaner, stronger, faster, and more flexible company.
為了在混沌的世局中勝出，遠東人也需要有無懼與積極的態度來接受改變，以「設計思考」的觀念來幫助我們創新、適應，使我們成為更加聰明、輕盈、強大、迅速、具有彈性的公司。
Two modern examples of how “design thinking” is being successfully applied is Burberry and a startup company named COIN. In an era when consumers' wallets are filled with credit cards, rewards cards, gift cards and other cards, COIN is another example of excellent innovation. Its goal is to replace the multitude of cards in your wallet with one programmable card. This new idea is very much welcomed by the public that their startup goal of $50,000 USD in pre-orders was met in just 40 minutes. COIN used design thinking as a systematic approach for rewriting people’s buying behavior. This product not only connects with people, but also recognized a fundamental problem in people’s lives. And then they used technology and creativity to develop a solution. They were fearless about changing the status quo.（COIN: https://onlycoin.com/）
以下為各位介紹兩個善於使用「設計思考」的案例──
一、COIN：在這個充斥著信用卡、會員卡等各式卡片的年代，位於舊金山的COIN公司，成功實現了「多卡合一」的理想。其所推出的COIN，是一張神奇的卡，可以預先輸入所有卡片的資訊，刷卡時，只要輕按卡上的按鈕，即可切換成不同的卡片。這項產品概念受到消費者廣大的迴響，因此，當COIN在官網上，以一人50美元的價格向群眾募資時，短短40分鐘即達到5萬美元的融資目標。透過「設計思考」，COIN從消費行為中找到問題，再利用科技與創意，發展出解決方案，成功改寫消費習慣。由此可見，COIN並不畏懼改變現狀。（COIN官網: https://onlycoin.com/）
Burberry was a traditional luxury goods brand in a traditional industry. But when they open their eyes, and changed their perspective of avoiding technology, they digitalized all their systems, and actively sought to use the power of the Internet to connect with their customers and employees. Burberry brought in technology to the brand since 2006, by implementing a brand new e-commerce platform connecting all existing platforms, including FB, twitter, Google+…etc. The Company has an internal communication platform called “Burberry Chat” where the CEO can communicate to 11,200 Burberry employees. Burberry’s Store of The Future in London, for example, which bowed in 2012, was designed to blur the lines between physical and digital retailing so that when shoppers walk into the store, they actually feel like they’re walking into the web site. （Burberry’s Social Story:
http://www.salesforce.com/customers/stories/burberry.jsp）
二、Burberry：這個傳統的英國精品品牌，又是如何與「創新」搭上邊呢？首先，它打開自身的眼界，接受科技的洗禮，將所有系統數位化，並且積極透過網際網路與內部同仁和外部消費者連結。自2006年起，Burberry透過全新的行動商務平台，連接包含FB、twitter、Google+……等社群平台，並在公司內部引進一個溝通平台，稱為「Burberry Chat」，公司的最高主管可藉由此平台，直接與一萬多名員工溝通。此外，Burberry也於2012下半年，在英國高檔消費一級戰區──位於倫敦的旗艦店，示範157年歷史的老牌精品如何擁抱最新科技，將精品消費的奢華與虛榮，加入耳目一新的眼球體驗，模糊實體與數位零售的界線，讓消費者進入店面時，猶如走進網站，達到娛樂的效果。（Burberry’s Social Story: http://www.salesforce.com/customers/stories/burberry.jsp）
Please think about your companies, divisions and stores, change the way you think right now, stop thinking about how you are going to survive in the chaos and turmoil, but instead, ask yourself how can I thrive in it. You can ask yourself questions such as…
⊕How am I going to teach my people to be more creative, flexible and adaptable?
⊕How can I change the way I connect with customers using the Internet or digital systems so that I understand them better and they want to use my services more?
⊕How am I going to minimize bureaucracy and improve operational efficiency so that I can better deal with the increasingly complex business environment?
⊕How am I going to change myself, my team, and FEG today so we can thrive in the Chaos of tomorrow?
現在，就從思維開始改變，不只要思考您的公司、部門或是門市在動亂中的生存之道，而應該更進一步思考如何勝出！試著問自己一些問題，例如：
⊕我如何使同仁或下屬更有創意、更加彈性、更有適應力？
⊕我如何透過網路與系統，改變與客戶溝通的方式，加強對客戶的了解，並使他們更樂於與我們合作？
⊕我如何減少官僚體制，並且改善營運效率，以釋出更多的時間與精力來因應複雜的商業環境？
⊕我如何改變自身與團隊，甚至是遠東集團，使我們能從混沌中勝出？
Success is systematic and integrated. We should digitize all operations so we can move faster and more flexible. Use the technology to become integrated and connected so that we communicate faster with our employees, our customers and the world. Use the Design thinking to inject creativity and not to be afraid of changing the world. Constantly train and develop our people to embrace the chaos and to not be afraid of challenging the traditional mindsets.
Eventually, all the transformation and changes will become our competitive advantages in order to survive at this fast changing global environment. Change Today to Thrive Tomorrow!
我們必須藉由系統性與整合性的規劃，將營運模式更加數位化，使行動力更為快速、彈性，並且運用科技來整合，進而相互連結，使內部、外部，甚至對世界的溝通更加快速。此外，也應透過「設計思考」，帶入創意的元素，並且無懼於改變世界，持續性的訓練人員面對混沌，鼓勵他們挑戰傳統思考。如此一來，所有轉型與變化，都將成為我們的競爭利器，使我們在快速變動的環境中繼續生存。期待大家攜手努力，改變今日，創造明日的勝利！
＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊
面臨混沌未明、超速競爭的世界，每件事情進行得比以往更加快速，企業要維持優勢變得更加困難。市場已沒有邊界，隨著時間的推進，商業的運作也愈趨複雜，必須更加靈活、彈性，並且進一步整合，重新設計一切，包含：系統、運作、教育訓練方式……等，才能在今日的混沌中生存，進而從中繁榮壯大！
Technology is causing disruptions everywhere. Amazon started 19 years ago as an online bookstore out of a small warehouse. Today it is the largest global online retailer who made 17 billion USD sales in 3Q’2013. And it now sells almost everything from luxury & electronic goods to groceries and also offers cloud services. In early December, Amazon revealed its new plan for the “Prime Air” service which adopts a new delivery system to get packages into customers' hands in 30 minutes or less using unmanned aerial vehicles. Amazon is using the power of big data, integrated systems, mobile commerce and the Internet to make this new system work, and Amazon also has the heart to challenge everything from traditional retail like Borders to traditional logistics companies like FedEx. Technology is converging across industries and reshaping entire markets into entirely new and dynamic market landscape almost at the speed of the Internet.
科技帶來許多破壞與改變，以亞馬遜（Amazon）為例，19年前只是一間網路小書店，如今已成為全球最大的網路零售商，光是2013年第三季營收就達170億美金，銷售範圍從頂級奢侈品、電子產品到一般民生用品，甚至提供雲端服務。去年12月初，亞馬遜宣布Prime Air新貨運計畫：透過無人駕駛的飛行器，將貨品在30分鐘內運送至客戶手上。藉由海量數據、整合性系統、行動商務，以及網際網路，亞馬遜使一切成真。更重要的是，它有一顆無懼挑戰的心，不但挑戰傳統零售書店業（如：Borders），也挑戰物流公司（如：FedEx），利用科技，將不同的行業融合在一起。
For FEG to thrive in these chaos we have to become fearless and aggressive about accepting change. We have to use the principles of “design thinking” to help us innovate, adapt, and become a smarter, leaner, stronger, faster, and more flexible company.
為了在混沌的世局中勝出，遠東人也需要有無懼與積極的態度來接受改變，以「設計思考」的觀念來幫助我們創新、適應，使我們成為更加聰明、輕盈、強大、迅速、具有彈性的公司。
Two modern examples of how “design thinking” is being successfully applied is Burberry and a startup company named COIN. In an era when consumers' wallets are filled with credit cards, rewards cards, gift cards and other cards, COIN is another example of excellent innovation. Its goal is to replace the multitude of cards in your wallet with one programmable card. This new idea is very much welcomed by the public that their startup goal of $50,000 USD in pre-orders was met in just 40 minutes. COIN used design thinking as a systematic approach for rewriting people’s buying behavior. This product not only connects with people, but also recognized a fundamental problem in people’s lives. And then they used technology and creativity to develop a solution. They were fearless about changing the status quo.（COIN: https://onlycoin.com/）
以下為各位介紹兩個善於使用「設計思考」的案例──
一、COIN：在這個充斥著信用卡、會員卡等各式卡片的年代，位於舊金山的COIN公司，成功實現了「多卡合一」的理想。其所推出的COIN，是一張神奇的卡，可以預先輸入所有卡片的資訊，刷卡時，只要輕按卡上的按鈕，即可切換成不同的卡片。這項產品概念受到消費者廣大的迴響，因此，當COIN在官網上，以一人50美元的價格向群眾募資時，短短40分鐘即達到5萬美元的融資目標。透過「設計思考」，COIN從消費行為中找到問題，再利用科技與創意，發展出解決方案，成功改寫消費習慣。由此可見，COIN並不畏懼改變現狀。（COIN官網: https://onlycoin.com/）
Burberry was a traditional luxury goods brand in a traditional industry. But when they open their eyes, and changed their perspective of avoiding technology, they digitalized all their systems, and actively sought to use the power of the Internet to connect with their customers and employees. Burberry brought in technology to the brand since 2006, by implementing a brand new e-commerce platform connecting all existing platforms, including FB, twitter, Google+…etc. The Company has an internal communication platform called “Burberry Chat” where the CEO can communicate to 11,200 Burberry employees. Burberry’s Store of The Future in London, for example, which bowed in 2012, was designed to blur the lines between physical and digital retailing so that when shoppers walk into the store, they actually feel like they’re walking into the web site. （Burberry’s Social Story:
http://www.salesforce.com/customers/stories/burberry.jsp）
二、Burberry：這個傳統的英國精品品牌，又是如何與「創新」搭上邊呢？首先，它打開自身的眼界，接受科技的洗禮，將所有系統數位化，並且積極透過網際網路與內部同仁和外部消費者連結。自2006年起，Burberry透過全新的行動商務平台，連接包含FB、twitter、Google+……等社群平台，並在公司內部引進一個溝通平台，稱為「Burberry Chat」，公司的最高主管可藉由此平台，直接與一萬多名員工溝通。此外，Burberry也於2012下半年，在英國高檔消費一級戰區──位於倫敦的旗艦店，示範157年歷史的老牌精品如何擁抱最新科技，將精品消費的奢華與虛榮，加入耳目一新的眼球體驗，模糊實體與數位零售的界線，讓消費者進入店面時，猶如走進網站，達到娛樂的效果。（Burberry’s Social Story: http://www.salesforce.com/customers/stories/burberry.jsp）
In Summery, all of us at FEG need to know that rather than be scared of the turmoil and technology, we have to embrace it. We have to fundamentally design FEG to thrive in turmoil of today’s world. We have to become fearless and not be afraid of challenging traditional market, and industries. We have to stop being defensive, and we have to go on the offensive.
由此可知，我們不應只是保守的防禦，而應該主動出擊。與其畏懼，不如雙手歡迎科技帶來的鉅變，勇於面對、挑戰傳統市場及產業，徹底改造自己，使集團在動盪的世界中繁榮茁壯。
In the Marines, they taught us that the keys to designing & thriving in the chaos of war are:
1.Design flexibility and adaptability into everything you do. (Your plans, your systems, your operations, all the way to even how you train and structure your organization)
2.Use technology to your advantage by enhancing your communications and use it to negotiate uncertainty.
3.Constantly evolve and reinvent yourself so that you don’t become complacent or stagnant.
之前在海軍陸戰隊服務時，軍隊曾教導我們如何在混亂的戰爭中，掌握計畫並勝出，重點包括：
1.不論計劃、系統、營運，甚至是人員訓練或組織架構……等設計，均應保有彈性與應變性。
2.善用科技強化溝通，減少不確定性。
3.持續自我充實及改造，不因自滿而停滯不前。
Please think about your companies, divisions and stores, change the way you think right now, stop thinking about how you are going to survive in the chaos and turmoil, but instead, ask yourself how can I thrive in it. You can ask yourself questions such as…
⊕How am I going to teach my people to be more creative, flexible and adaptable?
⊕How can I change the way I connect with customers using the Internet or digital systems so that I understand them better and they want to use my services more?
⊕How am I going to minimize bureaucracy and improve operational efficiency so that I can better deal with the increasingly complex business environment?
⊕How am I going to change myself, my team, and FEG today so we can thrive in the Chaos of tomorrow?
現在，就從思維開始改變，不只要思考您的公司、部門或是門市在動亂中的生存之道，而應該更進一步思考如何勝出！試著問自己一些問題，例如：
⊕我如何使同仁或下屬更有創意、更加彈性、更有適應力？
⊕我如何透過網路與系統，改變與客戶溝通的方式，加強對客戶的了解，並使他們更樂於與我們合作？
⊕我如何減少官僚體制，並且改善營運效率，以釋出更多的時間與精力來因應複雜的商業環境？
⊕我如何改變自身與團隊，甚至是遠東集團，使我們能從混沌中勝出？
Success is systematic and integrated. We should digitize all operations so we can move faster and more flexible. Use the technology to become integrated and connected so that we communicate faster with our employees, our customers and the world. Use the Design thinking to inject creativity and not to be afraid of changing the world. Constantly train and develop our people to embrace the chaos and to not be afraid of challenging the traditional mindsets.
Eventually, all the transformation and changes will become our competitive advantages in order to survive at this fast changing global environment. Change Today to Thrive Tomorrow!
我們必須藉由系統性與整合性的規劃，將營運模式更加數位化，使行動力更為快速、彈性，並且運用科技來整合，進而相互連結，使內部、外部，甚至對世界的溝通更加快速。此外，也應透過「設計思考」，帶入創意的元素，並且無懼於改變世界，持續性的訓練人員面對混沌，鼓勵他們挑戰傳統思考。如此一來，所有轉型與變化，都將成為我們的競爭利器，使我們在快速變動的環境中繼續生存。期待大家攜手努力，改變今日，創造明日的勝利！
＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊＊
