無(wú)論是要形成創(chuàng)造性思維，還是創(chuàng)新精神，都沒有靈驗(yàn)的咒語(yǔ)或捷徑可走。創(chuàng)新者之所以熱衷行動(dòng)，是因?yàn)閯?chuàng)新是最能將想法變成現(xiàn)實(shí)的途徑。我發(fā)現(xiàn)，遵循以下要點(diǎn)可以有效打造既有活力又富于創(chuàng)新精神的企業(yè)。

1、營(yíng)造包容的文化氛圍

通過設(shè)定目標(biāo)，以及為團(tuán)隊(duì)指明實(shí)現(xiàn)目標(biāo)的最佳路徑，高層領(lǐng)導(dǎo)者可以最大限度地發(fā)掘團(tuán)隊(duì)成員的潛力。

創(chuàng)新的精神、旺盛的斗志以及協(xié)作堅(jiān)持的毅力都是實(shí)施“目標(biāo)導(dǎo)向”戰(zhàn)略之后的自然結(jié)果，長(zhǎng)此以往，團(tuán)隊(duì)會(huì)得到激勵(lì)和信任，有助于尋找達(dá)到企業(yè)目標(biāo)的創(chuàng)新方法。比如，美國(guó)二手家具交易網(wǎng)站Chairish的開發(fā)流程鼓勵(lì)工程師提出改造產(chǎn)品的建議，并將與企業(yè)整體目標(biāo)一致的提議付諸實(shí)施。開發(fā)流程之所以能管控潛在的混亂，因?yàn)榱鞒讨忻刻幾儎?dòng)都經(jīng)過整個(gè)團(tuán)隊(duì)的反復(fù)推敲。Chairish在應(yīng)用中嵌入蘋果手機(jī)支付系統(tǒng)Apple Pay前就經(jīng)歷了去中心化的審查過程，公司的iOS系統(tǒng)負(fù)責(zé)人身先士卒，獨(dú)立開發(fā)出了設(shè)計(jì)方案。最終Chairish成為蘋果電子商店App Store首批支持Apple Pay的應(yīng)用，推出后得到了大力推廣。

2、靈活應(yīng)變

機(jī)遇總是在意想不到的地方冒出來(lái)，一旦機(jī)遇出現(xiàn)，有創(chuàng)新精神的團(tuán)隊(duì)會(huì)靈活應(yīng)變隨時(shí)準(zhǔn)備調(diào)整。Chairish大量使用A/B計(jì)劃測(cè)試新想法，選出其中有效的應(yīng)用在實(shí)踐中。公司首次推出“買家出價(jià)”特色功能時(shí)，只適用于在網(wǎng)站發(fā)布七天后的產(chǎn)品。Chairish希望讓賣家有機(jī)會(huì)拿下盡可能高的成交價(jià)。我們也希望借這個(gè)機(jī)會(huì)測(cè)試買家出價(jià)的概念，所以冒著風(fēng)險(xiǎn)立即推出了功能。事實(shí)證明，新功能引起了極大反響。Chairish全價(jià)購(gòu)買交易量并沒有減少，還通過“買家出價(jià)”大幅提高了成交量。

3、接受失敗

雖說是老生常談，但失敗的確是創(chuàng)新的一部分。事實(shí)上，失敗的想法有可能指出令人興奮的新方向。Chairish成立之初為了增加上架商品數(shù)目，公司推出了一項(xiàng)類似門房的服務(wù)，會(huì)派人前往賣家的家中挑選待售商品，然后存放在當(dāng)?shù)氐膫}(cāng)庫(kù)里。通過這個(gè)辦法，Chairish上確實(shí)有了待出售的物品，可運(yùn)輸、存儲(chǔ)和上架過程成本過高，與收入很難成比例，所以該服務(wù)推出沒多久就被叫停。這次經(jīng)歷給予Chairish的啟示是，在盡可能幫賣家創(chuàng)造價(jià)值的同時(shí)，要精簡(jiǎn)上架流程和管理標(biāo)準(zhǔn)。

4、保持小規(guī)模

在企業(yè)規(guī)模增長(zhǎng)的同時(shí)，如何保持創(chuàng)新的文化氛圍是讓所有企業(yè)家傷腦筋的問題，我也不例外。如果不注意控制擴(kuò)張節(jié)奏，一旦規(guī)模臃腫，官僚主義滋生，就會(huì)挫傷員工創(chuàng)新的積極性，企業(yè)執(zhí)行創(chuàng)新的腳步也會(huì)遲緩。我發(fā)現(xiàn)，去中心化是緩解企業(yè)成功壓力的有效方式，也能讓各團(tuán)隊(duì)保持小規(guī)模，從而努力堅(jiān)持讓企業(yè)走向成功的寶貴創(chuàng)新精神。（財(cái)富中文網(wǎng)）

本文作者埃里克?克羅瑟（Eric Grosse）是美國(guó)二手家具交易網(wǎng)站Chairish的創(chuàng)始人兼首席執(zhí)行官。

譯者：Pessy

審稿：夏林

When it comes to creative thinking and innovation, there are no magic wands or silver bullets. Innovators thrive on action, as there is no more powerful motivator than the prospect of turning a new idea into reality. I’ve found the following themes are a great way to foster an energized and innovative organization.

Create an inclusive culture

Senior leaders get the most out of their teams by setting goals and giving their teams latitude on how best to achieve them.

Creativity, scrappiness, and collaborative persistence are the natural byproducts of this kind of a goal-oriented approach, where teams are encouraged and trusted to find innovative ways to accomplish business objectives. For example, Chairish’s development process encourages any engineer to propose and implement product changes that align with overall business goals. The potential for chaos is managed by a development process that culminates in a full-team peer review for every change. Chairish’s implementation of Apple Pay came about through this decentralized process, as our iOS lead championed and developed the design on his own. The result was one of the first working implementations of Apple Pay in the App Store that led to significant promotion of our app at launch.

Be flexible and responsive

Opportunities pop up unexpectedly and when they do, innovative teams are nimble and ready to adjust. At Chairish, we make heavy use of A/B testing to try out new concepts and roll out ones that work. When we first launched our “Make An Offer” feature, it was only available after a product was live on our site forseven days. We wanted to give the sellers the opportunity to capture the highest possible price for the item. We wanted to test this theory, so we took a risk and tried making that feature available immediately. The impact was significant. Not only did we maintain the same number of full-price purchases, but we vastly increased the number of transactions via Make An Offer.

Embrace failure

It’s been said before, but failure truly is part of the creative process. Ideas that don’t work out can lead to exciting new directions. When Chairish first started, we needed listings so we offered a concierge-style service where we went to people’s homes, picked up their items, and housed them in a local warehouse. We achieved our goal of having product to sell, but the shipping, storage and onboarding process proved difficult to scale, so we moved away from that model early on. This experience inspired us to streamline our listings process and curatorial standards while still offering significant value to sellers.

Keep things small

Maintaining a creative culture and environment as a company grows is a vexing issue for any entrepreneur, including me. Left unchecked, size and bureaucracy can act as a wet blanket for innovation and slow a company’s ability to execute against its creative reservoir. I’ve found decentralization to be an effective counterforce to the organizational weight of success, enabling teams to stay small and focused on maintaining the innovative spirit that brought success in the first place.