TED@BCG Singapore
Harish Manwani: Profit’s not always the point
哈里士·曼瓦尼: 利潤不是一切
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對一個世界大型企業的首席運營官，人們也許不期待他能關注資產負債表或者公司利潤以外的東西。不過，聯合利華的首席運營官哈里士·曼瓦尼充滿激情地闡述了一個觀點：在高層決策中，考量公司價值、企業目標和可持續性發展不僅是精明的，也是 21 世紀對社會負責的商業運營的唯一方式。
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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我們一直使用的
00:15
and the economic model that you and I
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整個資本主義模式
00:18
did business in,
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和經濟學模型
00:19
and, in fact, continue to do business in,
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事實上我們會一直使用下去的模型
00:21
was built around what probably Milton Friedman
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都是圍繞著彌爾頓·弗裡德曼理論而來
00:25
put more succinctly.
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他言簡意賅地點出過它們
00:26
And Adam Smith, of course,
the father of modern economics
the father of modern economics
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而經濟學之父亞當·斯密，
00:29
actually said many, many years ago,
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在很久之前也這樣說：
00:31
the invisible hand,
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「看不見的手」
00:33
which is, "If you continue to operate
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意思是「如果每個人都自利地行事，
00:35
in your own self-interest
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意思是「如果每個人都自利地行事，
00:37
you will do the best good for society."
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社會利益就能最大化。」
00:39
Now, capitalism has done a lot of good things
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現今，資本主義做了很多好事
00:44
and I've talked about a lot of good
things that have happened,
things that have happened,
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我也說了很多已經發生好事
00:47
but equally, it has not been able to meet up
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不過同樣地，資本主義並沒有解決
00:50
with some of the challenges that we've seen
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一些社會難題
00:52
in society.
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一些社會難題
00:54
The model that at least I was brought up in
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有個我一直遵循的模型
00:56
and a lot of us doing
business were brought up in
business were brought up in
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很多學者也一直遵循這個模型
00:58
was one which talked about
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很多學者也一直遵循這個模型
01:00
what I call the three G's of growth:
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我叫它「3G增長模型」：
01:03
growth that is consistent,
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持續性增長（第一個Growth）--
01:04
quarter on quarter;
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下季度比這季度多
01:06
growth that is competitive,
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競爭式增長（第二個Growth）--
01:07
better than the other person;
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要比其他人強
01:08
and growth that is profitable,
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利潤化增長（第三個Growth）--
01:10
so you continue to make
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從而可以獲取
01:12
more and more shareholder value.
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越來越多的股東價值
01:14
And I'm afraid this is not going to be good enough
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然而我擔心這些還不夠好
01:17
and we have to move from this 3G model
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所以我們要用一個新模型
01:20
to a model of what I call
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來完善3G模型
01:22
the fourth G:
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我叫它「第四個G」：
01:24
the G of growth that is responsible.
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有責任的增長（第四個Growth）
01:28
And it is this that has to become
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它在創造價值的過程中
01:31
a very important part
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起到很重要的作用
01:33
of creating value.
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起到很重要的作用
01:35
Of not just creating economic value
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不僅僅是創造經濟價值
01:38
but creating social value.
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還有創造社會價值
01:40
And companies that will thrive are those
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繁榮發展的企業
01:43
that will actually embrace the fourth G.
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勢必接納了這「第四個G」
01:47
And the model of 4G is quite simple:
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「4G增長模型」並不複雜：
01:50
Companies cannot afford
to be just innocent bystanders
to be just innocent bystanders
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社會變遷時
01:53
in what's happening around in society.
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企業不能只當個無知的旁觀者
01:56
They have to begin to play their role
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社區支持著企業
01:59
in terms of serving the communities
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企業就必須扮演
02:01
which actually sustain them.
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服務社區的角色
02:03
And we have to move to a model
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因此我們必須
02:05
of an and/and model which is
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採用另一個模型
02:07
how do we make money and do good?
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怎樣才能既賺錢，又對社會有益？
02:11
How do we make sure
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我們如何保障
02:13
that we have a great business
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既發展了企業
02:14
but we also have a great environment around us?
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又不破壞優良的環境？
02:17
And that model
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上述的模型
02:18
is all about doing well and doing good.
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可謂盡善盡美
02:21
But the question is easier said than done.
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不過問題是知易行難
02:24
But how do we actually get that done?
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這一切要如何實現？
02:26
And I do believe
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我確信
02:27
that the answer to that is going to be leadership.
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答案是領導力
02:30
It is going to be to redefine
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這將會重新定義
02:32
the new business models
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新的商業模型
02:33
which understand
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這些模型認可
02:35
that the only license to operate
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要想進行商業運作
02:37
is to combine these things.
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只有把這些東西結合起來才行
02:39
And for that you need businesses
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因此，你的企業
02:41
that can actually define their role
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必須重新來定義
02:44
in society
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自己在社會中的角色
02:46
in terms of a much larger purpose
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企業目標必須更廣大
02:47
than the products and brands that they sell.
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而不侷限在所銷售的產品和品牌
02:50
And companies that actually define a true north,
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那些能夠找到正確方向的企業
02:53
things that are nonnegotiable
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對這些事有不容置喙的態度
02:55
whether times are good, bad, ugly --
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不倫世道是好，還是不好，甚至惡劣 --
02:58
doesn't matter.
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這些都不重要
02:59
There are things that you stand for.
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你必須堅持一些東西
03:01
Values and purpose are going to be the two
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價值觀和目的性將成為
03:06
drivers of software
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創造未來企業的
03:08
that are going to create
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創造未來企業的
03:09
the companies of tomorrow.
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兩大原動力
03:12
And I'm going to now shift
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下面，我將轉移話題
03:13
to talking a little bit about my own experiences.
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談談我的一點經歷
03:17
I joined Unilever in 1976
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我在1976年加入聯合利華印度分公司
03:20
as a management trainee in India.
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作一個管理培訓生
03:23
And on my first day of work
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上班的第一天
03:25
I walked in and my boss tells me,
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我進了辦公室，我的老闆問我：
03:28
"Do you know why you're here?"
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「你知道你為什麼來這裡嗎？」
03:30
I said, "I'm here to sell a lot of soap."
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我回答：「我來這裡要賣很多的肥皂。」
03:33
And he said,
"No, you're here to change lives."
"No, you're here to change lives."
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然後他說：「不對，你是來改變人們的生活。」
03:36
You're here to change lives.
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為了改變人們的生活，你來到這裡。
03:38
You know, I thought it was rather facetious.
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你知道，我認為這種說法很好笑
03:40
We are a company that sells soap and soup.
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我們是個賣肥皂和湯的企業
03:43
What are we doing about changing lives?
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怎麼會改變別人的生活呢？
03:46
And it's then I realized
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那時我意識到
03:50
that simple acts
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簡單的行動
03:52
like selling a bar of soap
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像賣一塊肥皂
03:55
can save more lives
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就能比醫藥公司
03:56
than pharmaceutical companies.
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救治更多的人
03:57
I don't know how many of you know
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我不知道你們有多少人了解
03:59
that five million children don't reach the age of five
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（全球）有500萬兒童活不到五歲
04:02
because of simple infections that can be prevented
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因為他們沒有肥皂洗手
04:05
by an act of washing their hands with soap.
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導致得了簡單的感染而死去
04:08
We run the largest
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我們策劃了
04:10
hand-washing program
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全球最大的
04:11
in the world.
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洗手項目
04:12
We are running a program on hygiene and health
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我們正在進行一個衛生健康項目
04:14
that now touches half a billion people.
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現在已經擴展到了五億人的規模
04:16
It's not about selling soap,
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這不再是賣肥皂了
04:18
there is a larger purpose out there.
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而是一個更偉大的目標
04:20
And brands indeed can be
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品牌的確可以成為
04:22
at the forefront of social change.
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社會變革的先驅者
04:24
And the reason for that is,
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原因在於
04:26
when two billion people use your brands
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當有20億人使用你的品牌產品
04:28
that's the amplifier.
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就會產生擴張效應
04:30
Small actions can make a big difference.
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微小的行動會有偉大的影響
04:33
Take another example,
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再舉一個例子
04:35
I was walking around in
one of our villages in India.
one of our villages in India.
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當我步行在印度的一個村莊上
04:38
Now those of you who have done this
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如果你這樣做過
04:40
will realize that this is no walk in the park.
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就會知道這可不是公園裡散步
04:45
And we had this lady
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有這樣一位女士
04:47
who was one of our small distributors --
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她曾經是我們的一個代理
04:52
beautiful, very, very modest, her home --
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她美麗，非常謙遜
04:55
and she was out there,
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她站在家門口
04:58
dressed nicely,
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打扮得體
04:59
her husband in the back, her mother-in-law behind
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她的丈夫站在背後，後面是她的婆婆
05:01
and her sister-in-law behind her.
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身後是她的小姑子
05:04
The social order was changing
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社會地位的排序正在變化
05:06
because this lady
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因為這位女士
05:07
is part of our Project Shakti
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是我們Shakti項目的一員
05:09
that is actually teaching women
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這個項目培訓女性
05:12
how to do small business
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如何打理小買賣
05:14
and how to carry the message
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如何傳播營養和衛生的信息
05:15
of nutrition and hygiene.
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如何傳播營養和衛生的資訊
05:17
We have 60,000 such women
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在印度，我們有6萬
05:20
now in India.
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這樣的女性
05:22
It's not about selling soap,
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這不再是賣肥皂
05:24
it's about making sure
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這是為了確保
05:25
that in the process of doing so
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在這個過程中
05:27
you can change people's lives.
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你可以改變人們的生活
05:30
Small actions, big difference.
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小行動，大變化
05:33
Our R&D folks
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我們的研發團隊
05:35
are not only working to give us
some fantastic detergents,
some fantastic detergents,
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並不僅僅研發了優秀的洗滌劑
05:38
but they're working to make sure we use less water.
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他們還確保了我們能用更少的水
05:41
A product that we've just launched recently,
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最近我們發佈了一個產品
05:43
One Rinse product that allows you to save water
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叫做「一滴清」，用它洗衣服
05:47
every time you wash your clothes.
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能節約用水
05:49
And if we can convert all our users to using this,
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如果能讓我們所有的顧客都用上它
05:52
that's 500 billion liters of water.
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就能節約5000億升的水
05:54
By the way, that's equivalent to one month of water
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順便提一下，那可是一整塊大陸
05:56
for a whole huge continent.
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一個月的用水量
06:00
So just think about it.
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所以想想看吧
06:01
There are small actions that
can make a big difference.
can make a big difference.
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小小的舉動就能帶來如此大的變化
06:05
And I can go on and on.
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我還可以繼續說下去
06:06
Our food chain, our brilliant products --
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我們的食物供應鏈，我們出色的產品 --
06:09
and I'm sorry I'm giving you
a word from the sponsors --
a word from the sponsors --
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對不起給各位插播一個廣告 --
06:11
Knorr, Hellman's and all those wonderful products.
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Knorr，Hellman這些公司生產了很棒的產品
06:15
We are committed to making sure that
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我們致力於確保
06:17
all our agricultural raw materials
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我們所有的農產品原材料
06:19
are sourced from sustainable sources,
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都來自於可再生資源
06:21
100-percent sustainable sources.
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百分百的可再生資源
06:24
We were the first
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我們是第一個
06:25
to say we are going to buy all of our palm oil
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宣佈我們購買的棕櫚油
06:27
from sustainable sources.
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都是來自可再生資源的企業
06:29
I don't know how many of you know that palm oil,
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我不知道多少在座的朋友知道棕櫚油
06:33
and not buying it from sustainable sources,
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如果不是從可再生資源處獲取
06:36
can create deforestation that is responsible
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就會造成森林砍伐
06:38
for 20 percent of the greenhouse gasses in the world.
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產生占總量20％的全球溫室氣體
06:41
We were the first to embrace that,
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我們是最先支持這些的
06:43
and it's all because we market soap and soup.
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全是因為我們賣肥皂和湯
06:48
And the point I'm making here
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我想說的是
06:50
is that companies like yours, companies like mine
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像在座的公司們，就像我的公司一樣
06:53
have to define a purpose
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必須形成一個目標
06:56
which embraces responsibility
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來承擔責任
06:58
and understands that we have to play our part
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並且明白我們必須在我們運作的社區裡
07:00
in the communities in which we operate.
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扮演好自己的那份角色
07:03
We introduced something called
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我們引入了一個計劃
07:05
The Unilever Sustainable Living Plan, which said,
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叫做「聯合利華可持續生活計劃」：
07:08
"Our purpose is to make
sustainable living commonplace,
sustainable living commonplace,
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「我們的目標是：建立可持續生活的家園，
07:11
and we are gong to change the lives
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我們將在2020年改變
07:13
of one billion people over 2020."
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10億人的生活」
07:15
Now the question here is,
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現在問題來了
07:17
where do we go from here?
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我們如何做到？
07:19
And the answer to that is very simple:
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答案很簡單：
07:21
We're not going to change the world alone.
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我們不會單槍匹馬地改變世界
07:23
There are plenty of you and plenty of us
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我們有足夠的大眾，就像你我這樣
07:25
who understand this.
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理解這一切
07:27
The question is,
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問題在於
07:28
we need partnerships, we need coalitions
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我們還需要夥伴，需要聯盟
07:31
and importantly, we need that leadership
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更重要的是，我們需要領導力
07:33
that will allow us to take this from here
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這些可以引導我們
07:36
and to be the change
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從我們身邊的改變開始做起
07:37
that we want to see around us.
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從我們身邊的改變開始做起
07:39
Thank you very much.
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非常感謝大家！
07:40
(Applause)
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（掌聲）
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