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“我得到過的最好建議”精選集

“我得到過的最好建議”精選集

《財(cái)富》雜志 2012年10月30日
《財(cái)富》獨(dú)家揭示:來自金融、法律、科技、軍事等多個(gè)行業(yè)的21位成功人士,是哪些建議幫助他們?nèi)〉昧私裉斓某删汀?

瑞·科茲威爾

未來主義者,發(fā)明家,作家

????1978年,施樂(Xerox)開始對(duì)Kurzweil Computer Products感興趣,并對(duì)我的公司進(jìn)行了投資。1979年,他們表示有意收購。他們感興趣的是掃描和文字識(shí)別技術(shù)。當(dāng)時(shí)施樂是一家打印機(jī)公司,他們有很多的產(chǎn)品:復(fù)印機(jī)、打印機(jī),都是將電腦化信息轉(zhuǎn)錄到紙張上。我們有一項(xiàng)技術(shù),能反其道而行之。當(dāng)時(shí)我還沒有那樣的理念:我真正的業(yè)務(wù)是發(fā)明技術(shù),打造業(yè)務(wù),然后出售。我的態(tài)度是:這是我的公司,我的職責(zé)是創(chuàng)立它,打造成功,然后可能賣給施樂。但我的首席財(cái)務(wù)官哈瑞·喬治稱:“你真正擅長(zhǎng)的是發(fā)明新的技術(shù),帶給這個(gè)世界。但有其他人,可以把它帶到全球市場(chǎng)。你應(yīng)該賣給施樂?!?/p>

????我接受了他的建議,施樂在這個(gè)基礎(chǔ)上打造了一家全球領(lǐng)先的企業(yè)。由此,我進(jìn)入了這樣的模式。這促使我重新定義自己的業(yè)務(wù)范疇:做一位發(fā)明家,發(fā)明突破性的技術(shù),然后賣給大公司,在那里這些技術(shù)真正能夠發(fā)揚(yáng)光大。我已經(jīng)賣了五家公司,現(xiàn)在所有這些公司都還在。比如,Kurzweil Music現(xiàn)在是現(xiàn)代(Hyundai)的一部分。這些公司能以更好的方式將它帶給全球市場(chǎng),這是我們這樣一家小型合成制造商辦不到的事情。

Ray Kurzweil

Futurist, inventor, author

????In 1978, Xerox became interested in Kurzweil Computer Products and made an investment in my company. In 1979 they expressed interest in acquiring it. They were interested in the scanning and character-recognition technology. Xerox was in the printer business, and they had a lot of machines: copiers, printers that took computerized information and put it out onto paper. We had a technology that could go in the other direction. At the time I did not have the philosophy that the real business I was in was creating technologies, creating a business from them, and selling them. My attitude was: This is my company, and my role is to create it and build it up and maybe make it into Xerox. But my CFO, Harry George, said, "What you're really good at is creating a new technology and bringing it into the world. But there are other people who can bring it to a world market. You should sell to Xerox."

????I took the advice, and Xerox created a world-leading company out of it. That got me into this paradigm. It caused me to redefine the business I'm in, which is being an inventor and creating breakthrough technologies and then finding the right home in a larger company where they can really thrive. I've sold five companies, and all of them have not disappeared into the woodwork. Kurzweil Music, for example, is now part of Hyundai. They were able to bring it to a world market in a much better way than we could as a small synthesizer manufacturer.

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