2019年10月29日 英语美文 暂无评论



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This post is in partnership with Entrepreneur. The article below was originally published at Entrepreneur.com.
PayPal co-founder Peter Thiel is often known for his ability to understand what makes a company successful and for having some contrarian points of view. Following the sale of PayPal to eBay EBAY 0.14% in 2002, Thiel founded global hedge fund Clarium Capital Management, technology company Palantir and venture capital firm Founders Fund, which has invested in companies like Spotify, Oculus and SpaceX. Thiel was also Facebook’s first outside investor and currently sits on its board. Through his Thiel Foundation, four years ago, he created the Thiel Fellowship for up-and-coming entrepreneurs under 20, who are each given $100,000 and two years to eschew higher education and work on a venture of their choosing.
贝宝公司(PayPal)联合创始人彼得o泰尔深知如何成功经营一家公司,并且因许多特立独行的观点而闻名于创投界。2002年将PayPal出售给易趣公司(eBay)之后,泰尔创建了全球对冲基金克莱瑞姆资本管理公司(Clarium Capital Management)、科技公司Palantir和风险投资公司创业者基金(Founders Fund),该基金投资的公司包括音乐平台Spotify、虚拟现实公司Oculus和太空探索技术公司(SpaceX)。此外,泰尔也是Facebook第一位外部投资者,目前为Facebook董事会成员。通过其泰尔基金会(Thiel Foundation),他在4年前设立了针对20岁以下优秀创业者的泰尔奖学金(Thiel Fellowship),有前途的创业者不用接受高等教育,即可获得10万美元和两年的时间,从事自己选择的事业。 内容来自美文网


Known for his strong opinions about hot-button topics like education, company culture and competition, Thiel has been in the news of late promoting his new book Zero to One: Notes on Startups, or How to Build the Future, which he co-wrote with former student Blake Masters, and was based upon the notes that Masters took while taking Thiel’s computer science course at Stanford. The authors aim to rebuff the notion that innovation is dead and instead delve into how entrepreneurs can explore new technologies and create fresh inventions in current fields and “uncharted frontiers.” We caught up with Thiel to talk about the value of being naive and finding inspiration off the beaten track.
泰尔因其对教育、公司文化与竞争等热门话题的强烈观点而名声在外,近期,他的新书《从零到一:对创业,以及如何构筑未来的一点思考》(Zero to One: Notes on Startups, or How to Build the Future)使他再次成为媒体热点。该书由泰尔和他之前的学生布莱克o马斯特斯共同创作,主要内容为马斯特斯在斯坦福大学(Stanford)上泰尔的计算机科学课时记录的笔记。两位作者并不认同“创新已死”的观点,他们在书中探讨了创业者如何开发新技术,在当前领域和“未知的前沿”创造发明。我们对泰尔进行了采访,邀请他谈论了天真的价值,以及如何独辟蹊径,寻找灵感。
Q: Knowing what you know now, what would you have done differently when you were first starting up? How did you learn this lesson?
A:When I was starting out, I followed along the path that seemed to be marked out for me — from high school to college to law school to professional life. When I was working at a New York law firm, that path came to a dead end. All the aspiring lawyers on the outside wanted to get in but all of the people I worked with wanted to get out. It was like Alcatraz but all you had to do to escape was walk through the front door. So I left. And that experience helped me realize how many things in the world might be possible and valuable, yet ignored by most people, simply because they are not found on any conventional track.
Q: What do you think would have happened if you had had this knowledge then?
A:If I’d realized how arbitrary it was, I might have gotten off the track a lot sooner. I know I would have thought about it more carefully. But there’s no way to run the experiment twice.
Q: How do you think young entrepreneurs might benefit from this insight?
A:An entrepreneur must deal with more uncertainty than a professional with a well-defined role. Because of that uncertainty, there’s always a temptation to reach out for some kind of guide, whether it’s old business school case studies, or, more likely, the most recent moves of the firms that you perceive to be competitors. Reacting to them can at least give some idea of what to do. We’re so used to competing on tracks that entrepreneurs can quickly get caught up in incremental battles with each other, almost without realizing it. But defining yourself by a competitor means giving up the most important reason to be an entrepreneur: You can do something new in the world that won’t be done unless you are the one to do it.
Q: Besides inventing a time machine, how might they realize this wisdom sooner?
A:I don’t know. How to teach people to do what hasn’t been done is a great riddle. It’s because schools tend to breed a kind of process-oriented conformity that I started a fellowship for young people who want to learn by getting something done in the real world — precisely so they can begin charting their own path as early as possible.
I taught a class at Stanford for the same reason — because I wanted to tell students that they don’t have to accept the paths laid down by their schooling or by their competitors. But fundamentally it’s something people have to figure out for themselves.
Q: What are you glad you didn’t know then that you know now?
A:If I had known how hard it would be to do something new, particularly in the payments industry, I would never have started PayPal. That’s why nobody with long experience in banking had done it. You needed to be naive enough to think that new things could be done. And it turned out to be true: PayPal worked. But if I’d had more experience, I’m sure I would have shied away from the risk and done something much more boring. This is one of the reasons that young people can have a strange advantage in technology in that they haven’t yet been brainwashed into thinking that current methods are inevitable.
Q: What is your best advice for aspiring entrepreneurs?
A:The most important thing is simple: Start with a small market and dominate that first. Big markets are tempting because they seem full of opportunity but most of that opportunity will be for others to compete with you. Instead focus your ambition on a definitively superior solution to a specific problem.