ABOUT THE SPEAKERS
Reed Hastings - Entrepreneur, philanthropist
As co-founder and CEO of Netflix, Reed Hastings is revolutionizing the world of entertainment.

Why you should listen

Reed Hastings co-founded Netflix in 1997. Today the company develops, licenses and delivers entertainment across a wide variety of genres and languages to hundreds of millions of people in 190 countries. In 1991, he founded Pure Software, which made tools for software developers. After a 1995 IPO and several acquisitions, Pure was acquired by Rational Software in 1997.

Hastings is an active educational philanthropist and served on the California State Board of Education from 2000 to 2004. He is on the board of several educational organizations including DreamBox Learning, KIPP and Pahara. He's also a board member of Facebook and was on the board of Microsoft from 2007 to 2012. He received a BA from Bowdoin College in 1983 and an MSCS in artificial intelligence from Stanford University in 1988. Between Bowdoin and Stanford, he served in the Peace Corps as a high school math teacher in Swaziland. 

More profile about the speaker
Reed Hastings | Speaker | TED.com
Chris Anderson - TED Curator
After a long career in journalism and publishing, Chris Anderson became the curator of the TED Conference in 2002 and has developed it as a platform for identifying and disseminating ideas worth spreading.

Why you should listen

Chris Anderson is the Curator of TED, a nonprofit devoted to sharing valuable ideas, primarily through the medium of 'TED Talks' -- short talks that are offered free online to a global audience.

Chris was born in a remote village in Pakistan in 1957. He spent his early years in India, Pakistan and Afghanistan, where his parents worked as medical missionaries, and he attended an American school in the Himalayas for his early education. After boarding school in Bath, England, he went on to Oxford University, graduating in 1978 with a degree in philosophy, politics and economics.

Chris then trained as a journalist, working in newspapers and radio, including two years producing a world news service in the Seychelles Islands.

Back in the UK in 1984, Chris was captivated by the personal computer revolution and became an editor at one of the UK's early computer magazines. A year later he founded Future Publishing with a $25,000 bank loan. The new company initially focused on specialist computer publications but eventually expanded into other areas such as cycling, music, video games, technology and design, doubling in size every year for seven years. In 1994, Chris moved to the United States where he built Imagine Media, publisher of Business 2.0 magazine and creator of the popular video game users website IGN. Chris eventually merged Imagine and Future, taking the combined entity public in London in 1999, under the Future name. At its peak, it published 150 magazines and websites and employed 2,000 people.

This success allowed Chris to create a private nonprofit organization, the Sapling Foundation, with the hope of finding new ways to tackle tough global issues through media, technology, entrepreneurship and, most of all, ideas. In 2001, the foundation acquired the TED Conference, then an annual meeting of luminaries in the fields of Technology, Entertainment and Design held in Monterey, California, and Chris left Future to work full time on TED.

He expanded the conference's remit to cover all topics, including science, business and key global issues, while adding a Fellows program, which now has some 300 alumni, and the TED Prize, which grants its recipients "one wish to change the world." The TED stage has become a place for thinkers and doers from all fields to share their ideas and their work, capturing imaginations, sparking conversation and encouraging discovery along the way.

In 2006, TED experimented with posting some of its talks on the Internet. Their viral success encouraged Chris to begin positioning the organization as a global media initiative devoted to 'ideas worth spreading,' part of a new era of information dissemination using the power of online video. In June 2015, the organization posted its 2,000th talk online. The talks are free to view, and they have been translated into more than 100 languages with the help of volunteers from around the world. Viewership has grown to approximately one billion views per year.

Continuing a strategy of 'radical openness,' in 2009 Chris introduced the TEDx initiative, allowing free licenses to local organizers who wished to organize their own TED-like events. More than 8,000 such events have been held, generating an archive of 60,000 TEDx talks. And three years later, the TED-Ed program was launched, offering free educational videos and tools to students and teachers.

More profile about the speaker
Chris Anderson | Speaker | TED.com
TED2018

Reed Hastings: How Netflix changed entertainment -- and where it's headed

里德哈斯廷斯: 網飛如何改變娛樂以及它未來的方向

Filmed:
1,975,627 views

網飛改變了娛樂世界。它一開始是寄送 DVD,接著是串流媒體,然後是引起轟動的原創節目,像是《勁爆女子監獄》及《怪奇物語》,但它也有要冒的風險。在和 TED 策展人克里斯安德森的對談中,網飛的共同創辦人及執行長里德哈斯廷斯討論該公司大膽的內部文化、強大的推薦演算法、今年投資的八十億美元內容,還有他在慈善上追求的創新教育等等。
- Entrepreneur, philanthropist
As co-founder and CEO of Netflix, Reed Hastings is revolutionizing the world of entertainment. Full bio - TED Curator
After a long career in journalism and publishing, Chris Anderson became the curator of the TED Conference in 2002 and has developed it as a platform for identifying and disseminating ideas worth spreading. Full bio

Double-click the English transcript below to play the video.

00:12
Chris克裡斯 Anderson安德森: I have been long
so fascinated入迷 and amazed吃驚
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克里斯安德森:
網飛的許多面向都讓我
00:16
by so many許多 aspects方面 of NetflixNetflix公司.
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一直很著迷和驚艷。
00:17
You're full充分 of surprises驚喜, if I may可能 say so.
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充滿驚喜,我是說真的。
00:20
One of those surprises驚喜 happened發生,
I think about six years年份 ago.
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其中一個驚喜
是大約六年前發生的。
00:24
So, the company公司 back then
was doing really well,
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當時,網飛的狀況非常好,
00:28
but you were basically基本上 a streaming service服務
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但基本上,你的主要業務
就是串流服務,
00:30
for other people's人們 films影片 and TV電視 content內容.
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內容是其他人製作的
電影和電視節目。
00:34
You'd persuaded說服了 Wall Street
that you were right
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你讓華爾街看到你的眼光很正確,
00:36
to make the kind of radical激進 shift轉移
away from just sending發出 people DVDsDVD光盤,
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做出徹底的轉變,
不再只是把 DVD 寄給客人,
00:40
so you were doing it by streaming.
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你改用了串流的方式。
00:42
And you were growing生長 like a weed野草 --
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網飛就像野草般地成長——
00:44
you had more than six million百萬 subscribers用戶
and healthy健康 growth發展 rates利率,
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用戶數目超過六百萬,
成長率也很健康,
00:47
and yet然而, you chose選擇 that moment時刻
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但,你選擇在這個時刻,
00:49
to kind of make a giant巨人 --
really, a bet-the-company博彩公司 decision決定.
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做出重大——可說根本是
賭上了公司的決策。
00:55
What was that decision決定,
and what motivated動機 it?
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能否談談那個決策
以及背後的動機?
00:58
Reed蘆葦 Hastings黑斯廷斯: Well,
cable電纜 networks網絡 from all time
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里德哈斯廷斯:嗯,
各時期的有線網路
01:01
have started開始 on other people's人們 content內容
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一開始都是用別人的內容,
01:03
and then grown長大的 into doing
their own擁有 originals原件.
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成長之後接著做自己的原創內容。
01:06
So we knew知道 of the general一般 idea理念
for quite相當 a while.
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所以,我們知道這個普遍的想法
已經有一段時間了。
01:10
And we had actually其實 tried試著 to get into
original原版的 content內容 back in 2005,
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其實我們在 2005 年
曾試著要去做原創內容,
01:14
when we were on DVDDVD only
and buying購買 films影片 at Sundance聖丹斯電影節 --
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當時我們只有做 DVD,
並從日舞影展購買電影——
01:18
Maggie劣質煤 Gyllenhaal吉倫哈爾, "SherrybabySherrybaby,"
we published發表 on DVDDVD --
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我們發行了瑪姬葛倫霍的
《雪莉寶貝》DVD ——
01:21
we were a mini微型 studio工作室.
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我們是間迷你電影公司。
01:22
And it didn't work out,
because we were subscale分量表.
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並沒有成功,因為我們太小了。
01:25
And then, as you said, in 2011,
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接著,就是你剛剛說的,2011 年,
01:28
Ted攤曬 SarandosSarandos, my partner夥伴 at NetflixNetflix公司
who runs運行 content內容,
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我在網飛負責經營內容的
夥伴泰德薩蘭多斯
01:32
got very excited興奮 about "House of Cards."
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對《紙牌屋》感到非常興奮。
01:35
And at that time,
it was 100 million百萬 dollars美元,
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在那時,它要價一億美金,
01:37
it was a fantastic奇妙 investment投資,
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是很棒的投資,
01:41
and it was in competition競爭 with HBOHBO.
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且競爭對手是 HBO。
01:44
And that was really the breakthrough突破,
that he picked採摘的 right upfront前期.
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他先挑選到,真的是個突破。
01:47
CACA: But that was a significant重大 percentage百分比
of the revenue收入 of the company公司
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克:在當時那佔了公司收入
01:50
at that time.
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很高的百分比。
01:52
But how could you get confident信心
that that was actually其實 worth價值 doing?
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你是哪來的信心,
認為那是值得做的?
01:56
If you got that wrong錯誤,
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如果你錯了,
01:58
it might威力 have been really
devastating破壞性的 for the company公司.
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公司可能會被拖垮。
02:00
RHRH: Yeah, we weren't confident信心.
I mean, that's the whole整個 tension張力 of it.
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里:是啊,我們並沒有信心。
我是指,我們非常有壓力。
02:04
We were like, "Holy ...!" --
I can't say that.
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我們就:「哇ㄎㄠˋ!」
不能說髒話。
的確,那很嚇人。
02:08
Yeah, it was scary害怕.
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02:10
(Laughter笑聲)
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(笑聲)
02:13
CACA: And with that, it wasn't just
producing生產 new content內容.
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克:這麼一來,
就不只是製作新內容了。
02:17
You also, pretty漂亮 much with that,
if I understand理解 right,
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如果我理解正確,你也因此
02:19
introduced介紹 this idea理念 of binge-viewing狂歡,觀看.
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帶入馬拉松觀劇的風潮。
02:21
It wasn't, "We're going to do
these episodes發作 and build建立 excitement激動" --
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並不是「我們打算要推出
這麼多集,建立興奮感」,而是
02:25
boom繁榮! -- all at one time.
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砰!一次全部推出。
02:27
And that consumer消費者 mode模式
hadn't有沒有 really been tested測試.
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那種消費者模式
其實還沒有被測試過。
02:29
Why did you risk風險 that?
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你為什麼要冒這個險?
02:31
RHRH: Well, you know,
we had grown長大的 up shipping運輸 DVDsDVD光盤.
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里:嗯,我們靠寄送 DVD 來成長。
02:34
And then there were series系列,
box sets, on DVDDVD.
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接著就有影集,DVD 的盒裝組合。
02:36
And all of us had that experience經驗
watching觀看 some of the great HBOHBO content內容
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我們大家都有過這樣的經驗:
看很棒的 HBO 節目,
02:41
you know, with the DVDDVD --
next下一個 episode插曲, next下一個 episode插曲.
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看 DVD 版本,下一集,再下一集。
02:44
And so that was the trigger觸發
to make us think,
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這觸發我們思考,
02:47
wow, you know, with episodic情節 content內容,
especially特別 serialized連載,
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哇,如果是一集一集的
內容,特別是影集,
02:51
it's so powerful強大 to have
all the episodes發作 at once一旦.
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能一次拿到所有集數會非常棒。
02:54
And it's something
that linear線性 TV電視 can't do.
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而線性的電視做不到這一點。
02:57
And so both of those
made製作 it really positive.
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這兩個原因,讓我們
十分看好這個想法。
03:01
CACA: And so, did it work out on the math數學
pretty漂亮 much straight直行 away,
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克:所以,結果是不是
馬上就如預期,
03:04
that an hour小時 spent花費 watching觀看
"House of Cards," say,
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比如,花一個小時看《紙牌屋》
03:08
was more profitable有利可圖 to you
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對你而言的利益
03:10
than an hour小時 spent花費 watching觀看
someone有人 else's別人的 licensed領有牌照 content內容?
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會高於花一個小時看
其他人的授權內容?
03:14
RHRH: You know, because we're subscription訂閱,
we don't have to track跟踪 it at that level水平.
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里:因為我們採用訂閱制,
無法追蹤到那個層級的資訊。
03:19
And so it's really about
making製造 the brand stronger,
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所以,重點在於要讓品牌更強,
03:21
so that more people want to join加入.
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才會有更多人想要加入。
03:23
And "House of Cards" absolutely絕對 did that,
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而《紙牌屋》確實辦到了,
03:25
because then many許多 people
would talk about it
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因為接下來很多人在談它,
03:28
and associate關聯 that brand with us,
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並將那品牌和我們連結在一起,
03:30
whereas "Mad Men男人" we carried攜帶的 --
great show顯示, AMCAmc show顯示 --
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反而是我們播的《廣告狂人》,
很棒的節目,AMC 的節目,
03:34
but they didn't associate關聯 it with NetflixNetflix公司,
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大家沒有把它和網飛連結在一起,
03:36
even if they watched看著 it on NetflixNetflix公司.
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即使大家都是在網飛上看的。
03:38
CACA: And so you added添加
all these other remarkable卓越 series系列,
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克:所以你又增加了
許多其他很棒的影集,
03:42
"Narcos毒販," "Jessica傑西卡 Jones瓊斯,"
"Orange橙子 is the New Black黑色," "The Crown王冠,"
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《毒梟》、《潔西卡瓊斯》、
《勁爆女子監獄》、《王冠》、
03:47
"Black黑色 Mirror鏡子" -- personal個人 favorite喜愛 --
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《黑鏡》——我個人的最愛——
03:50
"Stranger陌生人 Things" and so on.
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《怪奇物語》等等。
03:51
And so, this coming未來 year,
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所以,接下來的一年,
03:54
the level水平 of investment投資 you're planning規劃
to make in new content內容
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你計畫要對新內容做多少投資?
03:57
is not 100 million百萬.
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不是一億美金。
03:59
It's what?
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是多少?
04:00
RHRH: It's about eight billion十億 dollars美元
around the world世界.
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里:全世界總共大約八十億美金。
04:03
And it's not enough足夠.
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那並不足夠。
04:06
There are so many許多 great shows節目
on other networks網絡.
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在其他網路還有很多很好的節目。
04:10
And so we have a long way to go.
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所以我們還有很長的路要走。
04:12
CACA: But eight billion十億 --
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克:但八十億,
04:14
that's pretty漂亮 much higher更高 than any other
content內容 commissioner專員 at this point?
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在這個時點,這金額應該比所有
其他的內容委託公司都還要高?
04:19
RHRH: No, Disney迪士尼 is in that realm領域,
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里:不,迪士尼差不多就那麼多,
04:21
and if they're able能夠 to acquire獲得 Fox狐狸,
they're even bigger.
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如果能收購福斯,他們還會更強。
04:26
And then, really, that's spread傳播 globally全球,
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且那金額是散在全球各地的,
04:29
so it's not as much as it sounds聲音.
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並沒有聽起來的那麼多。
04:32
(Laughter笑聲)
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(笑聲)
04:34
CACA: But clearly明確地, from the Barry巴里 Dillers
and others其他 in the media媒體 business商業,
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克:但,很顯然,就巴瑞迪勒
以及媒體業的其他人來說,
04:38
it feels感覺 like from nowhere無處,
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感覺這間公司就好像是
04:40
this company公司 has come and has
really revolutionized革命性 the business商業.
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不知道從哪裡冒出來,
改革了這個產業。
04:43
It's like, as if Blockbuster百視通 one day said,
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就彷彿有一天,百視達說:
04:45
"We're going to make Blockbuster百視通 videos視頻,"
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「我們打算要做百視達影片。」
04:47
and then, six years年份 later後來,
was as big as Disney迪士尼.
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接著,六年後,
它就和迪士尼一樣大了。
04:51
I mean, that story故事 would never
have happened發生, and yet然而 it did.
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我的意思是,那種狀況
本不可能發生,卻真的發生了。
04:55
RHRH: That's the bitch婊子 about the internet互聯網 --
it moves移動 fast快速, you know?
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里:網際網路最難搞的
就是它改變很快,對吧?
05:00
Everything around us moves移動 really quick.
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我們周圍的一切都改變很快。
05:02
CACA: I mean, there must必須 be something
unusual異常 about Netflix'sNetflix 的 culture文化
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克:我的意思是,網飛的文化
一定有什麼不尋常之處,
05:07
that allowed允許 you to take such這樣
bold膽大 -- I won't慣於 say "reckless魯莽" --
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讓你能做出這麼大膽——
我不會說「魯莽」——
05:12
bold膽大, well thought-through思想通過 decisions決定.
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大膽且深思熟慮的決策。
里:是啊,絕對是。
05:14
RHRH: Yeah, absolutely絕對.
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05:15
We did have one advantage優點,
which哪一個 is we were born天生 on DVDDVD,
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我們確實有一項優勢,
那就是,我們從 DVD 起家,
05:18
and we knew知道 that that
was going to be temporary臨時.
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而我們知道那只是暫時的。
沒有人認為我們會做
一百年的光碟寄送。
05:20
No one thought we'd星期三 be
mailing郵件 discs光盤 for 100 years年份.
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05:23
So then you have a lot of paranoia偏執
about what's coming未來 next下一個,
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所以,接著你偏執,
不斷想接下來會是什麼,
05:26
and that's part部分 of the founding創建 ethos社會思潮,
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那是建立公司精神的一部分,
05:29
is really worrying令人擔憂
about what's coming未來 next下一個.
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去擔心接下來會是什麼。
05:32
So that's an advantage優點.
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那是一項優勢。
05:33
And then in terms條款 of the culture文化,
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在文化方面,
05:35
it's very big on freedom自由
and responsibility責任.
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有很大的自由,及很大的責任。
05:37
I pride自豪 myself on making製造 as few少數 decisions決定
as possible可能 in a quarter25美分硬幣.
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我很自豪的一點是,
我每一季都盡可能做少一點決策。
05:41
And we're getting得到 better
and better at that.
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我們越來越擅長那麼做。
05:43
There are some times
I can go a whole整個 quarter25美分硬幣
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有些時候,我能夠整整一季
05:46
without making製造 any decisions決定.
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都不做任何決策。
05:47
(Laughter笑聲)
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(笑聲)
05:49
(Applause掌聲)
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(掌聲)
05:51
CACA: But there are some really
surprising奇怪 things about your people.
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克:但你的人有些
非常讓人驚艷之處。
05:55
For example, I looked看著 at one survey調查.
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比如,我看過一項調查。
05:58
It looks容貌 like NetflixNetflix公司 employees僱員,
compared相比 to your peers'同行“,
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看起來,和同地位的人相比,
基本上,網飛的員工
06:02
are basically基本上 the highest最高 paid支付
for equivalent當量 jobs工作.
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是做同類工作的人當中薪水最高的。
06:05
And the least最小 likely容易 to want to leave離開.
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且最不可能離職。
06:08
And if you Google谷歌
the NetflixNetflix公司 culture文化 deck甲板,
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如果你用 Google
搜尋「網飛文化集」,
06:14
you see this list名單 of quite相當 surprising奇怪
admonitions告誡 to your employees僱員.
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可以找到一張給你的員工的
忠告清單,還蠻讓人驚訝的。
06:18
Talk about a few少數 of them.
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跟我們談談其中幾項。
06:20
RHRH: Well, you know, my first company公司 --
we were very process處理 obsessed痴迷.
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里:嗯,我的第一間公司
對流程非常著迷。
06:24
This was in the 1990s.
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時間是在九○年代。
06:26
And every一切 time someone有人 made製作 a mistake錯誤,
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每當有人犯了錯時,
06:28
we tried試著 to put a process處理 in place地點
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我們就會試著建立一套流程,
06:30
to make sure that mistake錯誤
didn't happen發生 again --
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來確保同樣的錯誤不會再發生。
06:32
so, very semiconductor-yield半導體-屈服 orientation方向.
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所以,非常半導體良率導向。
06:36
And the problem問題 is, we were trying
to dummy-proof假校樣 the system系統.
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問題是,我們試著要讓系統防呆。
06:39
And then, eventually終於,
only dummies假人 wanted to work there.
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結果,最後只有呆子
才會想在那裡工作。
06:43
Then, of course課程, the market市場 shifted --
in that case案件, it was C++ to JavaJava的.
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當然,接著,市場轉變了——
在這種情況下,是從 C++ 變成 java。
06:47
But you know, there's always some shift轉移.
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但你知道的,轉變總是不斷發生。
06:49
And the company公司 was unable無法 to adapt適應,
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而公司無法適應,
06:51
and it got acquired後天
by our largest最大 competitor競爭者.
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被我們最大的競爭者收購了。
06:54
And so with NetflixNetflix公司, I was super focused重點
on how to run with no process處理
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所以,對於網飛,我非常重視
要如何不用流程來經營,
07:00
but not have chaos混沌.
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且不造成混亂。
07:01
And so then we've我們已經 developed發達
all these mechanisms機制,
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所以,我們開發出這些機制,
07:04
super high-talented高天賦 people, alignment對準,
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非常有才華的人、結盟、
07:07
talking openly公然, sharing分享 information信息 --
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公開談論、分享資訊——
07:09
internally國內, people are stunned目瞪口呆
at how much information信息 --
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在內部,資訊的量
讓大家感到吃驚——
07:12
all the core核心 strategies策略, etc等等.
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所有的核心策略等等。
07:14
We're like the "anti-Apple反蘋果" --
you know how they compartmentalize劃分?
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我們就像「反蘋果」——
你知道他們如何做劃分嗎?
07:17
We do the opposite對面, which哪一個 is:
everybody每個人 gets得到 all the information信息.
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我們做的完全相反,也就是:
每個人都有所有的資訊。
07:21
So what we're trying to do is build建立
a sense of responsibility責任 in people
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我們是在試著建立大家的責任感,
07:25
and the ability能力 to do things.
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以及去做事的能力。
07:26
I find out about big decisions決定 now
that are made製作 all the time,
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我發現現在時時刻刻
都有重大決策被做出來,
07:30
I've never even heard聽說 about it,
which哪一個 is great.
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甚至我沒聽到的,這是好事。
07:32
And mostly大多, they go well.
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大部分的決策都很順利。
07:35
CACA: So you just wake喚醒 up
and read them on the internet互聯網.
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克:所以,你起床後,
上網才看到這些決策。
07:37
RHRH: Sometimes有時.
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里:有時候是的。
07:38
CACA: "Oh, we just entered進入 China中國!"
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克:「喔,我們剛進軍中國!」
07:40
RHRH: Yeah, well that would be a big one.
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里:是啊,那會是件大事。
07:43
CACA: But you allow允許 employees僱員 to set
their own擁有 vacation假期 time, and ...
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克:你讓員工排定自己的假期等等,
07:48
There's just --
155
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只是——
07:50
RHRH: Sure, that's a big
symbolic象徵 one, vacation假期,
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里:當然,假期非常有象徵性,
07:53
because most people, in practice實踐,
do that, anyway無論如何.
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因為大部分人在現實中會休假。
07:56
But yeah, there's a whole整個 lot
of that freedom自由.
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但,是啊,我們
在那方面有更多自由。
08:01
CACA: And courage勇氣, you ask for
as a fundamental基本的 value.
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克:還有勇氣,你要求
把勇氣當作基本價值。
08:07
RHRH: Yeah, we want people
to speak說話 the truth真相.
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里:是啊,我們希望
大家都能說實話。
08:09
And we say, "To disagree不同意
silently默默 is disloyal不忠的."
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我們說:「反對卻保持沉默
就是不忠的表現。」
08:13
It's not OK to let some decision決定
go through通過 without saying your piece,
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若你有話沒說出來,
或沒寫下來,就讓決策通過,
08:18
and typically一般, writing寫作 it down.
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這樣是不行的。
08:20
And so we're very focused重點
on trying to get to good decisions決定
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所以我們非常著重要透過
大家常在做的辯論方式
08:23
through通過 the debate辯論 that always happens發生.
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來做出好的決策。
08:27
And we try not to make it intense激烈,
like yelling大呼小叫 at each other --
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我們試著不要讓辯論變得
太劇烈,比如彼此叫囂——
08:30
nothing like that.
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不能變成那樣。
08:31
You know, it's really curiosity好奇心
drawing畫畫 people out.
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通常真的是好奇心吸引人們。
08:35
CACA: You've got this other
secret秘密 weapon武器 at NetflixNetflix公司, it seems似乎,
169
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克:在網飛,你似乎
還有另一項秘密武器,
08:38
which哪一個 is this vast廣大 trove寶庫 of data數據,
170
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就是寶貴的大量資料,
08:40
a word we've我們已經 heard聽說
a certain某些 amount about this week.
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這週我們聽見這個詞好多次了。
08:43
You've often經常 taken採取
really surprising奇怪 stances立場
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在網飛,你對於建立智慧演算法
08:47
towards building建造 smart聰明
algorithms算法 at NetflixNetflix公司.
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所採取的立場很讓人驚訝。
08:50
Back in the day, you opened打開 up
your algorithm算法 to the world世界
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你過去把演算法公開給全世界,
08:54
and said, "Hey, can anyone任何人 do better
than this recommendation建議 we've我們已經 got?
175
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並說:「這是我們得出的推薦,
有人能做得比它更好嗎?
08:57
If so, we'll pay工資 you a million百萬 dollars美元."
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若有,我們會付你一百萬美金。」
08:59
You paid支付 someone有人 a million百萬 dollars美元,
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你曾付給某人一百萬美金,
09:01
because it was like 10 percent百分
better than yours你的.
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因為他做的比你原本的好 10%。
09:03
RHRH: That's right.
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里:沒錯。
09:04
CACA: Was that a good decision決定?
Would you do that again?
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克:那是個好決策嗎?
你會再做一次嗎?
09:07
RHRH: Yeah, it was super exciting扣人心弦
at the time; this was about 2007.
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里:會,我們當時超興奮的,
那時大約是 2007 年。
09:10
But you know, we haven't沒有 doneDONE it again.
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但,我們目前還沒有再做一次。
09:12
So clearly明確地, it's a very specialized專門 tool工具.
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所以,很顯然,它是種
非常專門化的工具。
09:15
And so think of that as
a lucky幸運 break打破 of good timing定時,
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所以,把那想成是
運氣很好碰到好時機,
09:19
rather than a general一般 framework骨架.
185
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而不是個一般化的架構。
09:21
So what we've我們已經 doneDONE is invest投資 a lot
on the algorithms算法,
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所以,我們投資很多在演算法上,
09:26
so that we feature特徵 the right content內容
to the right people
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讓我們為適當的人提供適當的內容,
09:29
and try to make it fun開玩笑
and easy簡單 to explore探索.
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並試著把探索變得有趣和容易。
09:32
CACA: And you made製作 this, what seems似乎
like a really interesting有趣 shift轉移,
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克:而你在幾年前做出了
這個似乎真的很有趣的轉變。
09:35
a few少數 years年份 ago.
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你以前會問大家:「這裡有
十部電影。你們覺得如何?
09:36
You used to ask people,
"Here are 10 movies電影. What do you think?
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09:41
Which哪一個 ones那些 of these
are your best最好 movies電影?"
192
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當中有哪些是你覺得
最棒的電影?」
09:44
And then tried試著 to match比賽 those movies電影
with recommendations建議 for what was coming未來.
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接著就試著把這些電影和接下來
要推出的電影比對來做出推薦。
09:49
And then you changed away from that.
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接著你改變了,漸漸不用它了。
09:51
Talk about that.
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請談談這點。
09:53
RHRH: Sure.
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里:好的。
09:54
Everyone大家 would rate
"Schindler's辛德勒的 List名單" five stars明星,
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大家都會給《辛德勒的名單》五顆星,
09:56
and then they'd他們會 rate Adam亞當 Sandler桑德勒,
"The Do-Over完成" three stars明星.
198
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然後他們會給亞當山德勒的
《假死新人生》三顆星。
10:01
But, in fact事實, when you looked看著
at what they watched看著,
199
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但,事實上,當你去查
他們會看什麼電影時,
10:03
it was almost幾乎 always Adam亞當 Sandler桑德勒.
200
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他們幾乎都是選亞當山德勒。
10:06
And so what happens發生 is, when we rate
and we're metacognitive元 認知 about quality質量,
201
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這個狀況就是,當我們給評價時,
我們對於品質有後設認知,
10:11
that's sort分類 of our aspirational抱負 self.
202
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那有點算是我們嚮往的自我。
10:14
And it works作品 out much better
to please people
203
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如果目的是要取悅人,
更好的方法是
10:16
to look at the actual實際 choices選擇
that they make,
204
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去看他們真正做出的選擇,
10:18
their revealed透露 preferences優先
by how much they enjoy請享用 simple簡單 pleasures樂趣.
205
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從他們享受單純樂趣的程度
所顯露出來的偏好。
10:24
CACA: OK, I want to talk
for a couple一對 of minutes分鐘 about this,
206
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克:好,我希望能
花幾分鐘談談這一點,
10:27
because this strikes罷工 me as a huge巨大 deal合同,
not just for NetflixNetflix公司,
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因為我覺得這是件大事,
不只是對網飛而言,
10:30
for the internet互聯網 as a whole整個.
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對整個網際網路也是。
10:31
The difference區別 between之間 aspirational抱負 values
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嚮往的價值和顯示出來的價值
10:34
and revealed透露 values.
210
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之間的差異。
10:36
You, brilliantly出色, didn't pay工資 too much
attention注意 to what people said,
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你很睿智,沒太注意人們的說詞,
10:40
you watched看著 what they did,
and then found發現 the stuff東東 that,
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而是觀察他們的行為,
找到東西,讓他們:
10:43
"Oh my God, I never knew知道 I would like
a show顯示 about making製造 horrible可怕 recipes食譜,
213
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「喔,我的天,我從來沒有想過
我會喜歡那個做出恐怖食譜的節目
10:48
called 'Nailed' 釘 It!'"
214
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叫《Nailed It!》。」
10:49
RHRH: Called "Nailed It!" Right.
215
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里:叫《Nailed It!》,是的。
10:51
CACA: It's hilarious歡鬧的. I would never
have even thought of that.
216
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克:它很好笑。
我完全沒有預期到。
10:54
But aren't there risks風險 with this,
217
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但這樣做沒有風險嗎,
10:55
if this go-only-with-revealed-values只帶-顯示-值
approach途徑 is taken採取 too far?
218
643728
5206
如果把「只看顯示出的價值」
這種方法用得太過頭了?
11:01
RHRH: Well, we get a lot of joy喜悅
from making製造 people happy快樂,
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里:讓大家開心使我們很喜悅。
11:04
Sometimes有時 you just want to relax放鬆
and watch a show顯示 like "Nailed It!"
220
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有時候你就只是想放鬆,
看個像《Nailed It!》這樣的節目。
11:08
And it's fun開玩笑, and it's not stressful壓力.
221
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它很好玩,它沒有壓力。
11:11
Other times, people want
to watch very intensive集約 film電影.
222
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其他時候,大家會想要
看非常有張力的電影。
11:14
"MudboundMudbound" was Oscar-nominated奧斯卡提名,
223
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《泥沼》得到奧斯卡提名,
11:17
it's a great, very intensive集約 film電影.
224
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它是部很棒且非常有張力的電影。
11:19
And you know, we've我們已經 had over
20 million百萬 hours小時 of viewing觀看 on "MudboundMudbound,"
225
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《泥沼》的觀看時數超過兩千萬小時,
11:24
which哪一個 is dramatically顯著 bigger
than it would have been in the theaters劇院
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3256
這比在戲院放映或任何其他
發行方式能得到的觀看時數
11:27
or any other distribution分配.
227
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都要高出非常多。
11:28
And so, we have some candy糖果, too,
but we have lots of broccoli西蘭花.
228
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4373
我們也有些糖果,
但我們有很多花椰菜。
11:33
And you know, if you have the good mix混合,
you get to a healthy健康 diet飲食.
229
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如果你能做很好的組合,
就能有很健康的飲食。
11:37
CACA: But -- yes, indeed確實.
230
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克:但——是的,的確。
11:39
But isn't it the case案件 that algorithms算法
tend趨向 to point you away from the broccoli西蘭花
231
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但演算法是不是會傾向於
引導你遠離花椰菜,
11:44
and towards the candy糖果,
232
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朝糖果的方向去,
11:45
if you're not careful小心?
233
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一不小心就會這樣?
11:46
We just had a talk about how,
on YouTubeYouTube的, somehow不知何故 algorithms算法
234
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我們剛剛才談到在 YouTube 上,
11:49
tend趨向 to, just by actually其實 being存在 smarter聰明,
235
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不知怎麼的,
只要演算法比較聰明,
11:53
tend趨向 to drive駕駛 people towards
more radical激進 or specific具體 content內容.
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就很容易引導大家去看
更極端或明確的內容。
11:57
It'd它會 be easy簡單 to imagine想像
that NetflixNetflix公司 algorithms算法,
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很容易就會想像,
如果網飛的演算法
12:00
just going on revealed透露 values,
would gradually逐漸 --
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只去看顯露出來的價值,
就會漸漸地——
12:04
RHRH: Right, get too base基礎 --
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里:對,變得太惡劣——
12:06
CACA: We'd星期三 all be watching觀看
violent暴力 pornography色情 or something.
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克:我們可能最後都會
在看暴力色情片之類的。
12:09
Or some people would, you know.
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或是有些人會,你知道的。
12:11
But, how --
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但,怎麼——
12:12
(Laughter笑聲)
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(笑聲)
12:14
Not me!
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我沒有喔!
12:16
I'm the child兒童 of a missionary傳教士,
I don't even think about these things.
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我是傳教士的孩子,
我甚至不會去想這些東西。
12:20
But --
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但——
12:21
(Laughter笑聲)
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(笑聲)
12:22
But I mean, it's possible可能, right?
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但,我是說,這是有可能的吧?
12:25
RHRH: In practice實踐, you're right
that you can't just rely依靠 on algorithms算法.
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里:在實做上,你說的沒錯,
不能只依靠演算法。
12:28
It's a mix混合 of judgment判斷 and what we carry攜帶,
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是要把判斷結合我們播放的內容,
12:30
and we're a curated策劃 service服務
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我們是個策展的服務,
12:31
versus a platform平台
like FacebookFacebook的 and YouTubeYouTube的,
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對抗臉書和 YouTube 這類平台,
12:34
so we have an easier更輕鬆 set of issues問題,
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所以我們的議題會比較簡單,
12:37
which哪一個 is: What are these great
films影片 and series系列 that we acquire獲得?
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即:我們所取得的
好電影和影集是什麼?
12:42
But then within that,
the algorithm算法 is a tool工具.
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但在那當中,演算法是個好工具。
12:45
CACA: But how -- John約翰 Doerr杜爾 just talked
about measuring測量 what matters事項.
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克:但——約翰杜爾
剛剛談到要衡量重要的東西。
12:51
As a business商業, what matters事項, I presume假設,
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我猜測,就企業來說,重要的
12:53
is fundamentally從根本上 just growing生長 subscribers用戶.
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基本上應該是讓訂戶成長。
12:56
I mean, that's your unique獨特 advantage優點.
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我的意思是,
那是你獨一無二的優勢。
13:00
Are subscribers用戶 grown長大的 only by
the more time they spend watching觀看 NetflixNetflix公司,
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唯一的訂戶成長方式就是
花更多時間看網飛嗎?
13:07
that is what will make them re-subscribe重新訂閱?
261
775522
1960
那是他們會續訂的原因嗎?
13:09
Or is it even more about having shows節目
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或者,更重要的是要有一些節目,
13:14
that might威力 not have been so much time
263
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1978
本來不會有跟看整季
13:16
as watching觀看 the whole整個 season季節
of "Nailed It!" or whatever隨你?
264
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2688
《Nailed It!》一樣多的時間?
13:18
But just get into them more;
they just think,
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但就是對它們更多些興趣;
他們會想:
13:21
"That was nourishing滋補,
that was extraordinary非凡,
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「那挺有營養的;那挺不凡的,
13:23
I'm so glad高興 I watched看著
that with my family家庭."
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我很高興我和我家人一起看了。」
13:26
Isn't there a version
of the business商業 model模型
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有沒有一個版本的商業模式
13:28
that would be less content內容
but more awesome真棒 content內容,
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是比較少內容,但都是更棒的內容,
13:31
possibly或者 even more uplifting令人振奮 content內容?
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可能是更令人振奮的內容?
13:34
RHRH: And people choose選擇
that uplifting令人振奮 content內容.
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里:大家選擇那些令人振奮的內容。
13:36
I think you're right, which哪一個 is,
when people talk about NetflixNetflix公司,
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我想你是對的,就是說,
當大家在談論網飛時,
13:39
they talk about the shows節目 that move移動 them:
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807807
2008
他們談的是感動他們的節目:
13:41
"13 Reasons原因 Why" or "The Crown王冠."
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《漢娜的遺言》或《王冠》。
13:44
And that is way disproportionate不成比例
and positive impact碰撞,
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那影響力非常不成比例且很正面,
13:48
even for the subscriber訂戶 growth發展
that you talked about
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即使對你所談及的訂戶成長來說,
13:50
is those couple一對 big, memorable難忘 shows節目.
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2317
就是那幾個讓人記得的大節目。
13:53
But what we want to do is offer提供 a variety品種.
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2063
但我們想做的是提供多樣性。
13:55
You don't want to watch the same相同 thing
every一切 night, as much as you like it;
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823116
3529
你不會想要每晚都看一樣的東西,
不論你有多喜歡它;
13:58
you want to try different不同 things.
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你會想嘗試不同的東西。
14:00
And what we haven't沒有 seen看到 is this, say,
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828347
2134
我們還沒看見的是
這個狀況,比如,
14:02
race種族 to the bottom底部 of your
violent暴力 pornography色情 kind of examples例子.
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830505
3580
你的暴力色情片例子的削價競爭。
14:06
Instead代替, we've我們已經 seen看到 great viewing觀看
across橫過 a whole整個 range範圍 --
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834474
2969
反而,我們會看到
各種節目的觀看率都很高——
14:09
"Black黑色 Mirror鏡子" --
we're filming拍戲 season季節 five now.
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837467
3846
《黑鏡》——我們正在拍第五季。
14:13
And that was a struggling奮鬥的 show顯示
when it was only in the BBCBBC.
285
841649
3754
這節目只在 BBC 播放時
推得很辛苦。
14:17
And with the distribution分配 of on-demand一經請求,
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2403
透過隨選即看的發行方式,
14:19
you can make these much bigger shows節目.
287
847854
3151
就能使更多人看這些節目。
14:23
CACA: You're telling告訴 me
humans人類 can get addicted上癮
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851442
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克:你的意思是,
人們的良善和劣根性
14:25
by their angels天使 as well as their demons惡魔.
289
853609
2058
都能讓他們上癮。
14:28
RHRH: Yeah, and again, we try
not to think about it in addiction terms條款,
290
856481
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里:沒錯,我們試著不要從
上癮的角度來想這件事,
14:32
we think about it as, you know:
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860077
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我們是這樣子想的:
14:33
What are you going to do
with your time and when you want to relax放鬆?
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861672
4024
當你想要放鬆時,要怎麼用時間?
14:37
You can watch linear線性 TV電視, you can do
video視頻 games遊戲, you can do YouTubeYouTube的,
293
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3881
你可以看線性電視、玩電玩、
看 YouTube,
14:41
or you can watch NetflixNetflix公司.
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1357
或者你可以看網飛。
14:43
And if we're as great as we can be,
and we have a variety品種 of moods情緒,
295
871006
4158
如果我們能盡可能做好,
我們就能提供各種心情的節目,
14:47
then more often經常, people will choose選擇 us.
296
875188
2222
大家就會更常選擇我們。
14:49
CACA: But you have people
in the organization組織
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3538
克:你的組織裡有些人
14:52
who are looking regularly經常
at the actual實際 impacts影響
298
880996
5341
經常在確認所創造出的
這些出色的演算法
14:58
of these brilliant輝煌 algorithms算法
that you've created創建.
299
886361
2391
在實際上有沒有影響力。
15:00
Just for reality現實 check, just,
300
888776
1511
只是回來談現實面。
15:02
"Are we sure that this
is the direction方向 we want to go?"
301
890311
2887
「我們確定這是我們
想要走的方向嗎?」
15:05
RHRH: You know, I think we learn學習.
302
893951
1557
里:我認為我們會學習。
15:07
And you have to be humble謙卑 and sort分類 of say,
"Look, there's no perfect完善 tool工具."
303
895532
3800
你得要謙虛,並說類似這樣的話:
「聽著,沒有完美的工具。」
15:11
The algorithm算法’s one part部分,
the way we commission佣金 the content內容,
304
899356
3785
演算法是一部分,
我們委託製作內容的方式,
15:15
our relationships關係 with societies社會.
305
903165
2200
我們和社會的關係。
15:17
So there's a lot of ways方法
that we have to look at it.
306
905934
2483
所以,我們要用很多
不同的方式來看它。
15:20
So if you get too stuck卡住 in
"Let's just increase增加 viewing觀看"
307
908441
3524
如果你太執著在:
「咱們來提高觀看率」
15:23
or "Just increase增加 subscribers用戶,"
308
911989
1490
或「就把訂戶數增加吧」,
15:25
you're unlikely不會 to be able能夠 to grow增長
and be the great company公司 you want to be.
309
913503
4487
你就不太可能會成長
並成為你所希望的好公司。
15:30
So think of it as this
multiple measures措施 of success成功.
310
918014
2864
所以,把它想成是
對成功有多種的衡量方式。
15:33
CACA: So, speaking請講 of algorithms算法
that have raised上調 questions問題:
311
921196
3111
克:說到帶出這些問題的演算法:
15:36
You were on the board of FacebookFacebook的,
312
924331
1905
你是臉書董事會的一員,
15:38
and I think Mark標記 Zuckerberg扎克伯格 --
you've doneDONE some mentoring師徒 for him.
313
926260
4075
我認為馬克祖克柏——
你給過他一些指導。
15:42
What should we know about Mark標記 Zuckerberg扎克伯格
that people don't know?
314
930950
5336
關於馬克祖克柏,有什麼我們
不知道但應該要知道的事?
15:49
RHRH: Well, many許多 of you know him
or have seen看到 him.
315
937268
2347
里:這裡很多人
都認識他且見過他。
15:51
I mean, he's a fantastic奇妙 human人的 being存在.
316
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2414
他是個很棒的人。
15:54
Really first-class頭等.
317
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1476
真的是一流的。
15:56
And social社會 -- these platforms平台,
whether是否 that's YouTubeYouTube的 or FacebookFacebook的,
318
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5341
而社交——這些平台,
不論是 YouTube 或臉書,
16:01
are clearly明確地 trying to grow增長 up quickly很快.
319
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2929
都很顯然在嘗試快速地成長。
16:04
And we see that with all new technologies技術.
320
952641
2150
我們看到各種新技術
被用在這方面。
16:06
I mean, yesterday昨天 we were talking
about printed印刷的 DNA脫氧核糖核酸,
321
954815
2953
我的意思是,昨天我們
還在談印 DNA,
16:09
and it's like: could be fantastic奇妙
or could be horrific可怕的.
322
957792
3757
談的大概是:它會很棒或是很糟。
16:14
And you know, all new technologies技術 --
323
962315
2016
你知道的,所有的新技術——
16:16
when television電視 was first popular流行
in the 1960s in the US,
324
964355
3127
六○年代,當電視
剛開始在美國流行時,
16:19
it was called a "vast廣大 wasteland荒地,"
325
967506
2095
它被稱為「浩瀚的荒地」,
16:21
and that television電視 was going to rot腐爛
the minds頭腦 of everybody每個人.
326
969625
3262
電視被認為會腐蝕大家的心靈。
16:24
It turns out everybody's每個人的 minds頭腦 were fine.
327
972911
2349
結果大家的心靈都很好。
16:27
And there were some adjustments調整,
328
975284
2079
後來就有一些調整,
16:29
but think of it as --
or, I think of it as --
329
977387
2502
但,這樣來看它——
或說,我是這樣看它的——
16:31
all new technologies技術 have pros利弊 and cons缺點.
330
979913
2447
所有的新技術都有優點和缺點。
16:34
And in social社會,
we're just figuring盤算 that out.
331
982670
2452
在社交媒體上,
我們還正在參透這一點。
16:37
CACA: How much of a priority優先
is it for the board of FacebookFacebook的
332
985146
2899
克:對臉書的董事會,
在優先順序的考量上,
16:40
to really address地址 some of the issues問題?
333
988069
2270
有多迫切要真正去處理這些議題?
16:42
Or is the belief信仰 that, actually其實,
334
990363
1575
還是說,其實想法是
16:43
the company公司 has been completely全然
unfairly不公平 criticized批評?
335
991962
3250
公司一直受到完全不公平的批評?
16:47
RHRH: Oh, it's not completely全然 unfairly不公平.
336
995236
1794
里:喔,並非完全不公平的。
16:49
And Mark's分數 leading領導 the charge收費
on fixing定影 FacebookFacebook的.
337
997054
3396
馬克在打前鋒,要來調整臉書。
16:52
And he's very passionate多情 about that.
338
1000474
2400
他對此非常有熱忱。
16:56
CACA: Reed蘆葦, I want to look
at another另一個 passion of yours你的.
339
1004839
2611
克:里德,我想再談
你的另一項熱忱。
16:59
I mean, you've doneDONE incredibly令人難以置信 well
with NetflixNetflix公司, you're a billionaire億萬富翁,
340
1007474
4658
你把網飛做得非常好,
你是億萬富翁了,
17:04
and you spend a lot of time
and indeed確實, money, on education教育.
341
1012156
5111
但你反而花很多時間
和金錢在教育上。
17:09
RHRH: Yep是的.
342
1017291
1151
里:是的。
17:10
CACA: Why is this a passion,
and what are you doing about it?
343
1018466
2841
克:為什麼是這項熱忱?
你針對它做了些什麼?
17:13
RHRH: Sure. Right out of college學院,
I was a high school學校 math數學 teacher老師.
344
1021331
3286
里:好的。剛離開大學時,
我是高中的數學老師。
17:16
So when I later後來 went into business商業
and became成為 a philanthropist慈善家,
345
1024641
3920
所以,後來,當我開始
從商並成為慈善家,
17:20
I think I gravitated被吸引 towards education教育
346
1028585
2600
我想我受到了教育的牽引,
17:23
and trying to make a difference區別 there.
347
1031871
2206
試圖在教育上造成不同。
17:26
And the main主要 thing I noticed注意到 is, you know,
348
1034101
2288
我主要注意到一件事,
17:28
educators教育工作者 want to work
with other great educators教育工作者
349
1036413
2783
教育家想要和其他
很棒的教育家合作,
17:31
and to create創建 many許多
unique獨特 environments環境 for kids孩子.
350
1039220
3214
為孩子創造許多獨特的環境。
17:34
And we need a lot more
variety品種 in the system系統
351
1042458
2740
在這個體制中,
我們需要更高的多樣性,
17:37
than we have,
352
1045222
1151
目前還不夠,
17:38
and a lot more
educator-centric以教育家為中心 organizations組織.
353
1046397
3237
還要有更多以教育家
為中心的組織。
17:41
And so the tricky狡猾 thing is,
right now in the US,
354
1049658
2570
所以,難搞的地方在於,
現在在美國,
17:44
most schools學校 are run
by a local本地 school學校 board.
355
1052252
3476
大部分的學校是由當地的
學校董事會來經營。
17:48
And it has to meet遇到 all needs需求
in the community社區,
356
1056141
3023
它得要滿足社區的所有需求,
17:51
and, in fact事實, what we need
is a lot more variety品種.
357
1059188
2675
事實上,我們需要的
是更高的多樣性。
17:53
So in the US there's a form形成
of public上市 school學校
358
1061887
2950
所以,在美國,
有一種公立學校的形式
17:56
called charter憲章 public上市 schools學校,
that are run by nonprofits非營利組織.
359
1064861
2999
叫做特許公立學校,
由非營利機構來營運。
17:59
And that's the big emphasis重點 for me,
360
1067884
1820
對我來說,那是很重要的,
18:01
is if you can have schools學校
run by nonprofits非營利組織,
361
1069728
2639
如果學校是由非營利機構來營運,
18:04
they are more mission-focused以任務為中心,
they support支持 the educators教育工作者 well.
362
1072391
3877
它們可以更聚焦在使命上,
它們也能支持教育家。
18:08
I'm on the board of KIPPKIPP charter憲章 schools學校,
363
1076292
2223
我是 KIPP 學校的董事會成員,
18:10
which哪一個 is one of the larger networks網絡.
364
1078539
1959
KIPP 就是更大的網路之一。
18:12
And, you know, it's 30,000 kids孩子 a year
getting得到 very stimulating刺激 education教育.
365
1080522
5103
每年有三萬名孩子能得到
非常有激發性的教育。
18:17
CACA: Paint塗料 me a picture圖片 of what
a school學校 should look like.
366
1085649
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克:形容一下,學校
應該要是什麼樣子的?
18:22
RHRH: It depends依靠 on the kid孩子.
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里:會因孩子而異。
18:23
Think about it as: with multiple
kids孩子, there's all different不同 needs需求
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可以這樣想:多個孩子
會有不同的需求
18:26
that need to be met會見,
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1151
需要被滿足,
18:27
so there's not any one model模型.
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所以並不會有一個模型。
18:29
And you want to be able能夠 to choose選擇,
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且你會希望能選擇,
18:30
depending根據 on your kid孩子
and what you think they need.
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根據你的孩子,及你認為
孩子需要什麼來選擇。
18:33
But they should be very educator-centric以教育家為中心
and curious好奇 and stimulating刺激
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但應該是要非常以教育家為中心,
有好奇心,有激發性,
18:36
and all of those things.
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諸如此類的。
18:38
And this whole整個 idea理念
of 30 kids孩子 in fifth第五 grade年級,
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2716
而讓五年級的三十個孩子
18:40
all learning學習 the same相同 thing
at the same相同 time,
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2442
在同一時間學習同樣的東西的想法
18:43
you know, is clearly明確地
an industrial產業 throwback返祖.
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很明顯是產業開倒車。
18:46
But changing改變 that, given特定
the current當前 government政府 structure結構體,
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但在目前的政府結構下,
要改變那狀況
18:50
is super hard.
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1166
是非常困難的。
18:51
But what these innovative創新, nonprofit非營利性
schools學校 are doing is pushing推動 the bounds界限,
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5237
但這些創新、非營利的學校
在做的,就是將邊界向外推,
18:56
letting出租 kids孩子 try new things.
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2905
讓孩子嘗試新事物。
18:59
And so think of it as
the governance治理 reform改革,
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3556
所以,把它想成是管理上的改革,
19:03
that is, the nonprofit非營利性,
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1333
也就是非營利,
19:04
to allow允許 the educational教育性 changes變化.
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2903
允許教育產生改變。
19:07
CACA: And sometimes有時 the criticism批評 is put
that charter憲章 schools學校,
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4677
克:有時會聽到
一些批評說特許學校,
19:12
intentionally故意地 or unintentionally無意中,
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1589
不論是否是國際學校,
19:14
suck吮吸 resources資源 away
from the public上市 school學校 system系統.
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2569
會吸走公立學校體制的資源。
19:16
Should we be concerned關心 about that?
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2056
我們是否要擔心這一點?
19:18
RHRH: Well, they are public上市 schools學校.
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1722
里:嗯,它們是公立學校。
19:20
I mean, there's these multiple types類型
of public上市 schools學校.
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2794
我的意思是,
有各式各樣的公立學校。
19:23
And if you look at charters章程 as a whole整個,
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2405
如果你把特許學校當整體來看,
19:26
they serve服務 low-income低收入 kids孩子.
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1800
它們服務的是低收入的孩子。
19:28
Because if high-income高收入 kids孩子
get in trouble麻煩,
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2175
因為如果高收入的孩子惹上麻煩,
19:30
the parents父母 will send發送 them
to a private私人的 school學校
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2167
他們的家長會把他們
送到私立學校去,
19:32
or they move移動 neighborhoods社區.
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1403
或搬去其他街坊。
19:34
And low-income低收入 families家庭 generally通常
don't have those choices選擇.
396
1162259
2849
而一般來說,低收入家庭
並沒有這些選擇。
19:37
Like KIPPKIPP -- it's 80 percent百分
low-income低收入 kids孩子, free自由 and reduced減少 lunch午餐.
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1165517
4600
就像 KIPP —— 有 80% 的低收入
孩子,午餐是免費或有折扣的。
19:42
And the college學院 admissions招生
for KIPPKIPP is fantastic奇妙.
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2733
而 KIPP 上大學的狀況非常好。
19:45
CACA: Reed蘆葦, you signed
the Giving給予 Pledge保證 a few少數 years年份 ago,
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2822
克:里德,幾年前你簽了
「財富捐贈誓言」,
19:48
you're committed提交 to giving away
more than half of your fortune幸運
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2956
你承諾要在一生中把超過一半的
19:51
during your lifetime一生.
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1179356
1380
財富捐出。
19:52
Can I cheekily厚臉皮 ask how much
you've invested投資 in education教育
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3078
我能不能很厚臉皮地問
過去幾年間你在教育上
19:55
in the last few少數 years年份?
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1230
投資了多少錢?
19:57
RHRH: It's a couple一對 hundred million百萬,
I don't know exactly究竟 how many許多 hundreds數以百計,
404
1185116
3561
里:幾億美金,
我不知道明確的數字,
20:00
but we're continuing繼續 to invest投資 and --
405
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2196
但我們還在持續投資,且——
20:02
(Applause掌聲)
406
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1151
(掌聲)
20:04
thank you all --
407
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1150
謝謝大家——
20:05
(Applause掌聲)
408
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1410
(掌聲)
20:06
You know, honestly老老實實, for a little while
I tried試著 to do politics政治 full-time全職,
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4826
老實說,曾有段時間,
我試著要全職做政治,
20:11
working加工 for John約翰 Doerr杜爾.
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1199554
1349
為約翰杜爾工作。
20:13
And while I loved喜愛 working加工 for John約翰,
I just didn't thrive興旺 on politics政治.
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3960
雖然我很喜歡為約翰工作,
但我在政治上真的難有所成。
20:17
I love business商業, I love competing競爭.
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2369
我喜歡商業,我喜歡競爭。
20:19
I love going up against反對 Disney迪士尼 and HBOHBO.
413
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2800
我喜歡對抗迪士尼和 HBO。
20:22
(Laughter笑聲)
414
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1049
(笑聲)
20:23
That's what gets得到 me going.
415
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1260
那是我前進的動力。
20:25
And now I do that to really
increase增加 Netflix'sNetflix 的 value,
416
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3685
現在,我這麼做的理由
是要增加網飛的價值,
20:28
which哪一個 allows允許 me to write
more checks檢查 to schools學校.
417
1216729
2914
我才能夠捐更多錢給學校。
20:32
And so for now, it's the perfect完善 life.
418
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2600
所以,目前,這樣的生活很完美。
20:35
CACA: Reed蘆葦, you're a remarkable卓越 person,
you've changed all of our lives生活
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1223651
3293
克:里德,你是個很不凡的人,
你改變了我們大家的生活,
20:38
and the lives生活 of many許多 kids孩子.
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1548
以及許多孩子的生活。
20:40
Thank you so much for coming未來 to TEDTED.
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2404
非常謝謝你來 TED。
20:42
(Applause掌聲)
422
1230968
4856
(掌聲)
Translated by Lilian Chiu
Reviewed by Helen Chang

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ABOUT THE SPEAKERS
Reed Hastings - Entrepreneur, philanthropist
As co-founder and CEO of Netflix, Reed Hastings is revolutionizing the world of entertainment.

Why you should listen

Reed Hastings co-founded Netflix in 1997. Today the company develops, licenses and delivers entertainment across a wide variety of genres and languages to hundreds of millions of people in 190 countries. In 1991, he founded Pure Software, which made tools for software developers. After a 1995 IPO and several acquisitions, Pure was acquired by Rational Software in 1997.

Hastings is an active educational philanthropist and served on the California State Board of Education from 2000 to 2004. He is on the board of several educational organizations including DreamBox Learning, KIPP and Pahara. He's also a board member of Facebook and was on the board of Microsoft from 2007 to 2012. He received a BA from Bowdoin College in 1983 and an MSCS in artificial intelligence from Stanford University in 1988. Between Bowdoin and Stanford, he served in the Peace Corps as a high school math teacher in Swaziland. 

More profile about the speaker
Reed Hastings | Speaker | TED.com
Chris Anderson - TED Curator
After a long career in journalism and publishing, Chris Anderson became the curator of the TED Conference in 2002 and has developed it as a platform for identifying and disseminating ideas worth spreading.

Why you should listen

Chris Anderson is the Curator of TED, a nonprofit devoted to sharing valuable ideas, primarily through the medium of 'TED Talks' -- short talks that are offered free online to a global audience.

Chris was born in a remote village in Pakistan in 1957. He spent his early years in India, Pakistan and Afghanistan, where his parents worked as medical missionaries, and he attended an American school in the Himalayas for his early education. After boarding school in Bath, England, he went on to Oxford University, graduating in 1978 with a degree in philosophy, politics and economics.

Chris then trained as a journalist, working in newspapers and radio, including two years producing a world news service in the Seychelles Islands.

Back in the UK in 1984, Chris was captivated by the personal computer revolution and became an editor at one of the UK's early computer magazines. A year later he founded Future Publishing with a $25,000 bank loan. The new company initially focused on specialist computer publications but eventually expanded into other areas such as cycling, music, video games, technology and design, doubling in size every year for seven years. In 1994, Chris moved to the United States where he built Imagine Media, publisher of Business 2.0 magazine and creator of the popular video game users website IGN. Chris eventually merged Imagine and Future, taking the combined entity public in London in 1999, under the Future name. At its peak, it published 150 magazines and websites and employed 2,000 people.

This success allowed Chris to create a private nonprofit organization, the Sapling Foundation, with the hope of finding new ways to tackle tough global issues through media, technology, entrepreneurship and, most of all, ideas. In 2001, the foundation acquired the TED Conference, then an annual meeting of luminaries in the fields of Technology, Entertainment and Design held in Monterey, California, and Chris left Future to work full time on TED.

He expanded the conference's remit to cover all topics, including science, business and key global issues, while adding a Fellows program, which now has some 300 alumni, and the TED Prize, which grants its recipients "one wish to change the world." The TED stage has become a place for thinkers and doers from all fields to share their ideas and their work, capturing imaginations, sparking conversation and encouraging discovery along the way.

In 2006, TED experimented with posting some of its talks on the Internet. Their viral success encouraged Chris to begin positioning the organization as a global media initiative devoted to 'ideas worth spreading,' part of a new era of information dissemination using the power of online video. In June 2015, the organization posted its 2,000th talk online. The talks are free to view, and they have been translated into more than 100 languages with the help of volunteers from around the world. Viewership has grown to approximately one billion views per year.

Continuing a strategy of 'radical openness,' in 2009 Chris introduced the TEDx initiative, allowing free licenses to local organizers who wished to organize their own TED-like events. More than 8,000 such events have been held, generating an archive of 60,000 TEDx talks. And three years later, the TED-Ed program was launched, offering free educational videos and tools to students and teachers.

More profile about the speaker
Chris Anderson | Speaker | TED.com