TED@BCG Singapore
Harish Manwani: Profit’s not always the point
哈里什·曼瓦尼: 利润不是最终目的
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你也许不指望一家全球大型公司的首席运营官会关注除资产负债表和公司财务状况以外的东西。但是哈里什·曼瓦尼，联合利华的首席运营官，激情澎湃地阐述了一个论点， 他认为在高管们做决策时，考虑价值、目标和可持续性不仅仅是精明的，也是在21世纪进行负责任的商业运作的唯一办法。
Harish Manwani - COO, Unilever
Harish Manwani joined Unilever as a management trainee in 1976; he is now the company's chief operating officer. Full bio
Harish Manwani joined Unilever as a management trainee in 1976; he is now the company's chief operating officer. Full bio
Double-click the English transcript below to play the video.
00:12
The entire model of capitalism
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资本主义运作的整个模式
00:15
and the economic model that you and I
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以及你我过去和现在
00:18
did business in,
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以及你我过去和现在
00:19
and, in fact, continue to do business in,
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做生意的经济模式，
00:21
was built around what probably Milton Friedman
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是基于这样一个概念。
这个概念米尔顿·弗里德曼（美国经济学家）
这个概念米尔顿·弗里德曼（美国经济学家）
00:25
put more succinctly.
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可能说得更简洁，
00:26
And Adam Smith, of course,
the father of modern economics
the father of modern economics
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当然，亚当·斯密，现代经济学之父
00:29
actually said many, many years ago,
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在很多很多年前就说过，
00:31
the invisible hand,
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也就是“无形的手”，
00:33
which is, "If you continue to operate
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这是说，“如果每个人都
00:35
in your own self-interest
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追求自身利益，
00:37
you will do the best good for society."
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这有助于实现公共福祉。”
00:39
Now, capitalism has done a lot of good things
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现在，资本主义做了很多好事，
00:44
and I've talked about a lot of good
things that have happened,
things that have happened,
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而且我也提到了很多发生过的好事，
00:47
but equally, it has not been able to meet up
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但另一方面，它还是没有办法
00:50
with some of the challenges that we've seen
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解决我们社会中面临的一些
00:52
in society.
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挑战。
00:54
The model that at least I was brought up in
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这个我和在座的大多数都熟悉的商业模式
00:56
and a lot of us doing
business were brought up in
business were brought up in
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这个我和在座的大多数都熟悉的商业模式
00:58
was one which talked about
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就是我提到过的
01:00
what I call the three G's of growth:
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我称之为的“3G增长”模式：
01:03
growth that is consistent,
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可持续的增长，
01:04
quarter on quarter;
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一个季度接着一个季度；
01:06
growth that is competitive,
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有竞争力的增长，
01:07
better than the other person;
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做到比其他人都好；
01:08
and growth that is profitable,
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以及有利可图的增长，
01:10
so you continue to make
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所以你持续地创造
01:12
more and more shareholder value.
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股东价值。
01:14
And I'm afraid this is not going to be good enough
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但是我不得不说只做到这些已经不够了，
01:17
and we have to move from this 3G model
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我们需要从这个3G模式
01:20
to a model of what I call
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转变到一个我称之为的
01:22
the fourth G:
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4G模式：
01:24
the G of growth that is responsible.
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一种负责任的增长。
01:28
And it is this that has to become
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而且这必须是创造价值过程中
01:31
a very important part
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一个非常重要的
01:33
of creating value.
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组成部分。
01:35
Of not just creating economic value
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也就是不仅要创造经济价值
01:38
but creating social value.
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也要有社会价值。
01:40
And companies that will thrive are those
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那些真正会变强大的公司会是
01:43
that will actually embrace the fourth G.
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那些真正做到第四个G的。
01:47
And the model of 4G is quite simple:
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而且这个4G模式其实非常简单：
01:50
Companies cannot afford
to be just innocent bystanders
to be just innocent bystanders
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公司不能再充当无辜的旁观者
01:53
in what's happening around in society.
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而无视社会上正在发生的一切。
01:56
They have to begin to play their role
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他们需要开始负起自己的责任
01:59
in terms of serving the communities
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来服务社区 －
02:01
which actually sustain them.
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那些真正支撑他们的人们。
02:03
And we have to move to a model
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而且我们需要转变到
02:05
of an and/and model which is
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一个双赢的模式，一个
02:07
how do we make money and do good?
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我们如何又赚钱又做好事的模式？
02:11
How do we make sure
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我们如何才能保证
02:13
that we have a great business
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我们的生意兴隆
02:14
but we also have a great environment around us?
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但同时我们也共同营造一个良好的环境呢？
02:17
And that model
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而那个模式
02:18
is all about doing well and doing good.
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就是关于如果能够做强做好。
02:21
But the question is easier said than done.
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但是问题说起来容易做起来难。
02:24
But how do we actually get that done?
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我们怎么才能做到这一点呢？
02:26
And I do believe
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我坚信
02:27
that the answer to that is going to be leadership.
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这个问题的答案就是领导力。
02:30
It is going to be to redefine
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它要重新定义
02:32
the new business models
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新的商业模式，
02:33
which understand
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这个模式强调
02:35
that the only license to operate
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要想从事商业运营，
02:37
is to combine these things.
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就必须把这些方面结合起来。
02:39
And for that you need businesses
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也就是你需要那些可以
02:41
that can actually define their role
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真正定义自己的社会角色
02:44
in society
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的公司，
02:46
in terms of a much larger purpose
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它们能从更大的社会使命角度考虑，
02:47
than the products and brands that they sell.
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而不仅是从自身的产品和品牌出发。
02:50
And companies that actually define a true north,
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那些能够找到自身方向的公司，
02:53
things that are nonnegotiable
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有着容不得商量的事情，
02:55
whether times are good, bad, ugly --
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不管世道如何变化－
02:58
doesn't matter.
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都不会改变的一些东西。
02:59
There are things that you stand for.
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你坚信着一些事情。
03:01
Values and purpose are going to be the two
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价值和目标会是
03:06
drivers of software
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两个软驱动，
03:08
that are going to create
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它们会创造出
03:09
the companies of tomorrow.
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未来的公司。
03:12
And I'm going to now shift
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我现在来
03:13
to talking a little bit about my own experiences.
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谈谈我自身的一些体验。
03:17
I joined Unilever in 1976
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1976年，我作为一个管理培训生
03:20
as a management trainee in India.
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加入了联合利华在印度的分部。
03:23
And on my first day of work
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我上班第一天
03:25
I walked in and my boss tells me,
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我的主管告诉我，
03:28
"Do you know why you're here?"
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“你知道你为什么在这里吗？”
03:30
I said, "I'm here to sell a lot of soap."
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我说，“我来这里卖很多的肥皂。”
03:33
And he said,
"No, you're here to change lives."
"No, you're here to change lives."
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然后他说，“不，你是来改变生活的。”
03:36
You're here to change lives.
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你是来改变生活的。
03:38
You know, I thought it was rather facetious.
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你知道，我当时认为这太扯了。
03:40
We are a company that sells soap and soup.
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我们是个卖肥皂和汤的公司。
03:43
What are we doing about changing lives?
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我们怎么能改变生活？
03:46
And it's then I realized
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但就是那时我认识到了
03:50
that simple acts
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简单的举动
03:52
like selling a bar of soap
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比如卖一块肥皂
03:55
can save more lives
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可以比制药公司
03:56
than pharmaceutical companies.
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拯救更多的生命。
03:57
I don't know how many of you know
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我不知道在座有多少人知道
03:59
that five million children don't reach the age of five
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五百万孩子活不过5岁
04:02
because of simple infections that can be prevented
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只因为简单的感染，而那些感染
04:05
by an act of washing their hands with soap.
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通过用肥皂洗手就可以预防。
04:08
We run the largest
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我们发起了
04:10
hand-washing program
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全世界最大的
04:11
in the world.
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“洗手” 项目。
04:12
We are running a program on hygiene and health
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我们也在运营着一个关于卫生与健康的项目，
04:14
that now touches half a billion people.
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目前已经影响了5亿人。
04:16
It's not about selling soap,
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这不仅仅是卖肥皂，
04:18
there is a larger purpose out there.
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我们有一个更大的目标。
04:20
And brands indeed can be
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而品牌真的可以
04:22
at the forefront of social change.
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处在社会变革的最前沿。
04:24
And the reason for that is,
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原因是，
04:26
when two billion people use your brands
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当有20亿人用你的品牌时，
04:28
that's the amplifier.
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那就是很好的品牌效应。
04:30
Small actions can make a big difference.
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小举动可以产生大变化。
04:33
Take another example,
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再举一个例子，
04:35
I was walking around in
one of our villages in India.
one of our villages in India.
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我在印度的一个村子里走着。
04:38
Now those of you who have done this
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你们中有过这样经历的
04:40
will realize that this is no walk in the park.
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会知道这可不像是在公园里散步。
04:45
And we had this lady
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我们有一位女士
04:47
who was one of our small distributors --
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曾经是我们的一个小的经销商 －
04:52
beautiful, very, very modest, her home --
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她很漂亮，很谦虚，她的家 －
04:55
and she was out there,
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而她就站在外面，
04:58
dressed nicely,
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穿着非常得体，
04:59
her husband in the back, her mother-in-law behind
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她的丈夫在她身后，然后是她的婆婆以及
05:01
and her sister-in-law behind her.
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她的小姑子。
05:04
The social order was changing
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社会秩序正在改变
05:06
because this lady
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因为这位女士
05:07
is part of our Project Shakti
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是我们沙克蒂项目的参与者。
05:09
that is actually teaching women
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这个项目教妇女
05:12
how to do small business
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如何做小生意
05:14
and how to carry the message
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以及如何传播普及
05:15
of nutrition and hygiene.
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卫生与健康知识。
05:17
We have 60,000 such women
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现在我们有6万这样的妇女
05:20
now in India.
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在印度。
05:22
It's not about selling soap,
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这不是关于卖肥皂，
05:24
it's about making sure
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这是关于确保
05:25
that in the process of doing so
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在这个过程中
05:27
you can change people's lives.
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你可以改变其他人的生活。
05:30
Small actions, big difference.
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小举动，大改变。
05:33
Our R&D folks
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我们的研发团队
05:35
are not only working to give us
some fantastic detergents,
some fantastic detergents,
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不仅仅是为了创造美妙的洗涤剂，
05:38
but they're working to make sure we use less water.
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而是为了保证我们可以少用水。
05:41
A product that we've just launched recently,
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我们最近开发的一个清洗产品，
05:43
One Rinse product that allows you to save water
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它可以在你每次洗衣服的时候
05:47
every time you wash your clothes.
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节约用水。
05:49
And if we can convert all our users to using this,
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如果我们可以让我们所有的用户都使用这个产品，
05:52
that's 500 billion liters of water.
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那就是（节约）五千亿升的水啊。
05:54
By the way, that's equivalent to one month of water
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顺便说一句，这相当于一整个大陆
05:56
for a whole huge continent.
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一个月的用水量。
06:00
So just think about it.
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大家想想看吧。
06:01
There are small actions that
can make a big difference.
can make a big difference.
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小举动可以产生巨大的变化。
06:05
And I can go on and on.
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我还可以举很多例子。
06:06
Our food chain, our brilliant products --
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我们的食品供应链， 我们的伟大的产品－
06:09
and I'm sorry I'm giving you
a word from the sponsors --
a word from the sponsors --
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不好意思给大家插播一下广告－
06:11
Knorr, Hellman's and all those wonderful products.
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家乐牌、家乐以及这些很棒的产品们。
06:15
We are committed to making sure that
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我们致力于确保
06:17
all our agricultural raw materials
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我们所有的农业原材料
06:19
are sourced from sustainable sources,
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都来自可持续发展的环境，
06:21
100-percent sustainable sources.
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百分之百。
06:24
We were the first
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我们是最早
06:25
to say we are going to buy all of our palm oil
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宣布要从可持续的环境中采购
06:27
from sustainable sources.
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我们所有的棕榈油的。
06:29
I don't know how many of you know that palm oil,
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不知道有多少人了解
06:33
and not buying it from sustainable sources,
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不从可持续的环境中获取棕榈油，
06:36
can create deforestation that is responsible
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会造成森林的过度砍伐从而产生
06:38
for 20 percent of the greenhouse gasses in the world.
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全球20％的温室气体。
06:41
We were the first to embrace that,
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我们是第一家做出改变的公司，
06:43
and it's all because we market soap and soup.
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这都是因为我们卖肥皂和汤。
06:48
And the point I'm making here
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我的意思是说
06:50
is that companies like yours, companies like mine
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像你我的公司
06:53
have to define a purpose
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必须要确定一个目标，
06:56
which embraces responsibility
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这个目标要负有责任感
06:58
and understands that we have to play our part
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同时明白我们需要
07:00
in the communities in which we operate.
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在我们所处的社会里起到一定作用。
07:03
We introduced something called
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我们提出了一个叫做
07:05
The Unilever Sustainable Living Plan, which said,
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联合利华可持续生活计划，
07:08
"Our purpose is to make
sustainable living commonplace,
sustainable living commonplace,
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“我们的目标是创造一个可持续生活的共同家园，
07:11
and we are gong to change the lives
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我们要在2020年改变10亿人的
07:13
of one billion people over 2020."
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生活状态。“
07:15
Now the question here is,
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现在的问题是，
07:17
where do we go from here?
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我们要怎么做到这点呢？
07:19
And the answer to that is very simple:
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答案很简单：
07:21
We're not going to change the world alone.
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我们不能仅靠一己之力来改变世界。
07:23
There are plenty of you and plenty of us
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有很有的你和我
07:25
who understand this.
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明白这一点。
07:27
The question is,
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问题是，
07:28
we need partnerships, we need coalitions
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我们需要合作，我们需要联盟，
07:31
and importantly, we need that leadership
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非常重要的是，我们需要一种领导力，
07:33
that will allow us to take this from here
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它可以带领我们
07:36
and to be the change
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一起改变世界
07:37
that we want to see around us.
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并从改变我们自己做起。
07:39
Thank you very much.
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非常感谢大家。
07:40
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ABOUT THE SPEAKER
Harish Manwani - COO, UnileverHarish Manwani joined Unilever as a management trainee in 1976; he is now the company's chief operating officer.
Why you should listen
Harish Manwani is a Unilever man through and through. Having joined the company in 1976, he imagined that his time would be taken up with selling soap and soup. Not so, his then-boss told him. "You're here to change lives." It sounded far-fetched, but as the years went on and as he moved through the ranks of the corporation, Manwani began to understand his mentor's wisdom. Those words remain close to his heart even in his current role as the company's chief operating officer.
Now based in Singapore, Manwani graduated from Mumbai University and has a master's degree in management studies; he also attended the advanced management program at the Harvard Business School. He is the non-executive chairman of Hindustan Lever and a member of the executive board of the Indian School of Business.
Harish Manwani | Speaker | TED.com