成功企业与失败企业李开复演讲

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1、李开复演讲：最伟大的企业成功的最大秘诀是生逢其时2011年5月26日下午，首届真格基金留学生创业创新论坛在北京举行，创新工场创始人兼CEO李开复发表主题演讲，他表示，海外留学归国创业，现在是最好的时候；创业者需要一个平衡，一方面要很激情；另一方面要听进别人的意见，选择正确的方向。以下为李开复先生演讲摘要：我应该是中国最老的创业者，48岁的时候出来创业。先做教授，再去三个伟大的企业，然后再创业；这是不对的，你们应该倒过来走，先创业，再创三个伟大的企业，退休以后当教授。今天要与大家分享的是在过去20个月里做创新工场对创业的了解和领悟，以及对创业者、创业企业，尤其对海归的一些建议。最伟大的企业成功的

2、最大秘诀是生逢其时做了20个月之后，我深深感受到在中国创业是非常正确的事情，在今天绝对是生逢其时的时间，回过头去看，最伟大的企业成功的最大秘诀就是生逢其时。为什么球员的出生会集中在某一个月？因为要选拔的职业选手一定是大学里最优秀的，大学里一定是高中最优秀的，高中里一定是小学最优秀的，如果你在12 月挑选的话，1月份的那些选手就会比12月的早生11个月，在我们印象里11个月没什么大不了，但在6岁01天与6岁364天却是很大的差别，6岁364 天的学生占有优势，因此那个月份的人就很有优势。所以，李开复为什么没能创造了不起的企业？原因当然很多，其中之一是没有生逢其时。如果早生个七八年，就能像斯蒂夫乔

3、布斯、比尔盖茨一样赶上美国的PC革命，而像李彦宏、张朝阳差不多一个时代的这些创业人，又恰恰比我小了七到十岁左右，我正好卡在两者中间，做PC太晚，做Internet又太早了。在正确的时候做正确的事情今天是互联网和移动互联网的时代，如果能抓住这两个机会我们还是可以生逢其时的，只要我们愿意冒这个风险出来做这样的事情。所以创业的成功很大程度真的是要生逢其时，讲的更细一点，要抓对机会，或者在正确的时候做正确的事情。谈PC，谈互联网，谈中国，谈移动互联网，这些概念都很大，但其实你还可以谈更细腻、更小的概念。前一阵与美国最著名的天使投资者、被称为“硅谷教父”的布朗康维交谈，他说他最成功的地方在于他会分析未来

4、两年成功的趋势，比如类似苹果Social Global的创业项目，他就会投，当然投资会有失败，但成功回报仍然很高。今天有了移动互联网，有了Social Global的机会，抓住就可以成功。Google早做五年可能很难成功，因为没有那样的技术基础，晚做五年也可能很难成功，因为很多公司会先想到，包括百度的李彦宏。今天的新浪微博，如果早五年出来，没有手机怎么发微博，如果再晚五年可能已经来不及，已经有很多微博出来。所以，把握正确的时机，不要思考太多，把握住方向就跳进去，这是我认为要把握住成功的关键。创业者需要一个奇特的平衡创业就是人的事情，创业要看人，要看团队，这也是要非常重视的。看人的时候，我们每个

5、创业者考虑的都会是聪明的、有能力的、有激情的人。但还要注意，创业方向你一定要懂得比我多，否则我，还有整个投资团队和分析师都不敢认同。当然，在很多不同的领域我们都懂一些，懂一些皮毛，甚至懂很多也有可能，但你在想做的事情里一定要让我们看到，你比我们懂得多，一方面你要让我们放心，另一方面你要让我们看到你有毅力、诚意把事情想清楚，把市场、竞争对手、潜在的危机想的非常清楚。很多人说是执行力，这也是一种执行力，我们更多是希望看到创业的态度。创业者需要一个奇特的平衡，一方面要很激情，做爱做的事情；另一方面要很庆幸，听进别人的意见，该承认错误的时候要马上承认，马上放弃走错的道路和方向。我想小平投资的几个公司都

6、可以上来告诉你，他们在创业之后改变了方向，或抛弃了原来的方向，之后还可以做得更好。前段时间看到一篇文章，被翻译成顽皮的创业者，我认为不对，其实你心中只有热情，但没有想法和渴望，就不符合创业者的气质。那些我们所投的公司，让我们看到发展，让我们最高兴的应该就是那些看准了方向，抓透了细节，非常聪明，有激情，又愿意接受别人意见的创业者，当然，他要有完整、互补的团队，而且他要有足够的执行力。到今天为止，走的最好最顺的团队符合这个概念。关于海归创意的建议对于海归创意，我有几个建议：1、海归今天已经没有什么优势。要了解今天大优势、大劣势的结合，已经与张朝阳、李彦宏的时代不能比，不是几百万美金追着他们，他们爱

7、做什么就做什么，他们也是美国名校的硕士、博士，为什么他们能做到，我们做不到？这个时代已经不一样了，他们当时有想法，也冒着巨大的风险，可能有很多的张朝阳，也有许多失败的张朝阳，今天整个环境是不一样的，今天你们去了美国，我依然认为美国的教育是世界最好的，我所受的教育也是美国的教育。这点你们没有做错，在美国你们学到了一定的技术，对商业模式和产品开发的理解，这都是你的优势。如何打造基业常青的公司，如何重视这个公司长期的运营、文化、价值观，这也都是你们的优势。你在投行、VC以及创业公司、大企业打过工，做过暑期实习，这些全部都是你的优势，但你的劣势是你多年不在中国，没有完整的人脉，不了解互联网领域怎么发展

8、，对于在中国如何做成一个产品没有足够的了解。只要看看前段时间新闻上的3Q大战，你就知道中国的环境和美国彻底不一样。所以，在这方面我的建议是：（1）如果你决定回来，一定要虚心地学习；（2）不要认为你有了海归名校背景就一定能获得成功；（3）不要和以前的人相比，达到一定条件才可以成功。我们有一些项目也没有投，也许我们的要求比本土的要求更高，也许他们被我吓跑了等等，今天很多优秀的本土创业者，他们非常得厉害，他们对商业的理解，对技术的理解不见得比你差，他们对本土的理解，他们的人脉一定比你强。所以，一定要抱着谦虚、学习与合作的态度，不要抱很高的期望。而且回来之后一定要找非海归与你合作，让他参与你的公司，这

9、样成功的概率会更大。2、很多创业者，包括海外很多华裔创业者单打独斗比较多，但从概率来说，一个团队比单打独斗成功的概率要多。创业的过程是很艰难的，走这个路程，如果有人陪着你，在你碰到挑战、痛苦，拿不到钱的时候，便可以分享、安慰，彼此激励。如果有两个或三个、四个创业者，你们的才华最好是与不同的人合作，很多创业者有一个习惯，找一个和自己一模一样的人创业，Google就是一个很好的例子，当然他们两个人加起来比一个人要好，但互补绝对不足，后来公司增加了很多其它的人才，才最后组成了结构科学的团队。创业的时刻有一个彼此信任，并且互补的团队，你成功的概率就会更大一些。3、没有任何一个公司是在炒钱的时候创业成功

10、的，要把花的每一块钱像花自己的钱一样。最开始做创新工场，我就是用这样的方式带领我们团队解释如何做事情的。公司会看你做的每一件事情，说的每一句话，更多的是看你做的每一件事情，了解你的公司文化。你跟大家说什么空口无凭，你把公司的价值观印在卡片上也没有什么用，你把大家抓来骂一顿说该怎么做，不该怎么做，那是没用的。你自己的文化价值观最重要。我们公司的职员住酒店都是住普通的酒店，到今天为止包括我个人，不是说我不可以住好一点的酒店、做头等舱，或者拿自己的钱做这些事情，但所有的事情都会传递一个信息拿公司的钱挥霍，大家会觉得你嘴里讲的文化是骗人的。就算我拿自己的钱挥霍，大家也认为，好吧，他不浪费公司的钱，但心

11、里不是真正的创业者，没有打算跟我们同甘苦，共患难。作为创业者或 CEO要了解自己的文化，你的习惯和文化要在公司里传播下去，首先看你怎么说，看你自己怎么做。过去一年多，你们可能有机会参观创新工场，我们的投资模式和方向与小平是不一样的。第一，地区在美国可以有不同的成功模式，而我们的选择非常精、非常细。因为只选择很细，很懂的项目，所以很多项目我们不碰，这样早期可以增加更多的价值。第二，我们看到中国创业者很欠缺，很需要什么，本土创业者可能因为中国教育的单一化，需要帮他破坏原先的思维，找合作伙伴，领导真实性，而不光是技术。创新工场的模式，我们有一个比较大的团队在多方面提供帮助。在过去20个月里我们一共投

12、了27个项目，80%都是移动互联网的，所以我们非常深入、专注，在我们相信的方向里做了巨大的努力。所以，阶段看起来走了比较不错的一步，今后还会面临比较大的挑战。今天，我们面临着非常好的时代，因为中国在崛起，互联网在崛起，支付在崛起，未来的十年，中国移动上网的人至少要多十倍，每个人今天在移动上所花的钱至少也要多十倍，这些手机、PC在身边的人至少多十倍，这样乘一乘就是个千倍成长的机会。所以，创业在今天的中国是非常好的时机，你们考虑今天回到中国创业也是非常好的时刻。在这里我提醒大家，要创业一定要有耐心，要有合适的期望值，你们的美国教育给你们加了很多分，但是你们在很多地方还需要虚心地学习，用平和的心态找

13、对你的方向，找一个很好的创业团队，我相信中国创业的未来一定属于你们！The 7 signs of failure for internet startupsBjoern Lasse Herrmann is a co-founder of Blackbox, which runs a startup accelerator program and Startup Genome, a research and development project for uncovering the mechanics of startups. Two months ago, my team at Blackb

14、ox set out on a mission to crack the innovation code of Silicon Valley and share it with the rest of the world. Now we are releasing a report based on the results of our first survey. We want to thank Sandbox, FastCompany, Inc., ReadWriteWeb, Hackernews, youngupstarts, Yourstory.in and many more who

15、 helped us spread the word and gather a total of 650+ survey results. And a special thank you to all our fellow entrepreneurs who shared information about their company for this cause.Here is a sneak peek of our results, showcasing 7 signs of failure:1. Not Working Full TimeIf you decide to start a

16、company, dont do it half-hearted. Creating something from nothing is hard. Succeeding almost always requires going all in. Temporary moonlighting is permissible but significantly curbs performance and potential.Many times we hear people say they will work half time until they have raised money. Here

17、 you can see that people who work half time are able to raise money, but about 24x less than founders who go full time. They also have trouble building up the intensity required to drive the user growth needed to validate interest in their product. Working full time is especially critical for startu

18、ps with a product that requires critical mass to be valuable.2. Solo Founder or 4+ FoundersIf you make the commitment to go full time, your first big challenge is to convince someone else to join your company who will fully commit to making the company successful. If you cant convince at least one p

19、erson to join you, or you believe you can do it all yourself, it is a strong signal the company isnt likely to succeed. However, trying to find safety in numbers by having too many people to join the founding team doesnt turn out very well either. The right number seems to be a founding team of two

20、to three people. Solo founders raise less than 50% of what 2-3 founders raise. One reason for this is that during fundraising, solo founders are now forced to split their time and attention between the product, the business and raising money. Solo founders have 290% less user growth and are 16% more

21、 likely to scale prematurely than founding teams of 2-3. More than 42% of the startups that are moving more than 20% slower than the average time needed to reach the scale stage are solo founders.3. Dont Have a Technical CofounderIf you start a technology company and nobody on your team is technical

22、, you are unlikely to succeed. Unless the company is in a very sales-intensive market, the founding team should be at least 13 technical, 50% ideally. However, too many cooks in the kitchen are not good either.The first problem you have by not having someone technical as part of the founding team is

23、 that you do not have anyone who has full ownership of the product. The business founder doesnt own the product because they dont understand the code, and the employees or consultants dont own the product because the company is not theirs. As a result, companies with no technical cofounder are almos

24、t twice as likely to scale too early. They also have 3-5 times less user growth on average and need 7-8 months longer to reach the scaling stage.4. Wrong Founding Team Composition for the Wrong Type of StartupOnce youve found your team, you should make sure to tackle a market and build a product tha

25、t suits the strength of your founding team.We identified three major types of Internet startups with various sub-types. They are segmented based on how they perform customer development and customer acquisition. Each type has different time, skill and money requirements.The Automizer (Type 1)Common

26、characteristics: self-service customer acquisition, consumer focused, product centric, fast execution, often automize a manual process.The Social Transformer (Type 1N)Common characteristics: self service customer acquisition, critical mass, runaway user growth, winner take all markets, complex ux, n

27、etwork effects, typically create new ways for people to interact.The Integrator (Type 2)Common characteristics: Lead generation with inside sales reps, high certainty, product centric, early monetization, SME focused, smaller markets, often take innovations from consumer Internet and rebuild it for

28、smaller enterprises.The Challenger (Type 3): Large but rigid markets, strong sales, enterprise marketCommon characteristics: enterprise sales, high customer dependency, complex & rigid markets, repeatable sales process.These graphs show business heavy founding teams are more likely to succeed with a

29、 startup that requires enterprise sales, whereas technical heavy founding teams are more likely to succeed with a self-service consumer Internet startup. Balanced teams perform well with all types of startups except those that require a lot of enterprise sales.For example, in our data set, 35% of bu

30、siness heavy founding teams were doing Type 1 “Automizer” startups before product market fit. But after product market fit only 12% of the business heavy founding teams were doing Automizer startups. This decrease indicates that business heavy founding teams do not do as well with Automizer startups

31、.5. Dont Pivot at All or Pivot Too OftenIf you have finally found the perfect founding team and a product and market suited to your teams strengths, your next big challenge is having the determination to make your vision a reality while being flexible in how this is achieved. The chances that you wi

32、ll need to modify some significant aspect of your business is very high. When real-world feedback shows you that something isnt working, you need to adapt. However, changing your business too frequently will leave you running in circles. We have found that founders who pivot 1-2 times have 100% more

33、 user growth and are 48% less likely to scale prematurely. (We told founders to consider a pivot a major change in their business.)6. Dont Listen to CustomersPivoting is almost always a decision that is made with incomplete information and under conditions of extreme uncertainty. But taking the time

34、 to gather feedback by interacting with customers significantly increases the odds of making a good decision. We have found that startups that track their metrics and listen to customers have 400% more user growth.7. Scale without Validating MarketLastly, one of the most critical mistakes we found i

35、s that founders get too anxious about making progress and scale their company prematurely, before validating their market and streamlining their customer acquisition process. If they have raised a lot of money or have a lot of determination, the result is typically a slow death. If they have neither

36、, then a speedy death is likely.The following graphs show that startups that scale after product market fit raise 3.2x more money, and have 1.5x more user growth. Interestingly, startups that scaled prematurely had been working just as long as startups that scaled appropriately.Next Story: Subscription-based Call of Duty Elite social network coming, WSJ says Previous Story: Is AdGrok Twitters next big acquisition?