TED@UPS
David Lee: Why jobs of the future won't feel like work
李大衛: 為什麼未來的工作感覺起來不像工作？
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我們都聽過機器人將會接管我們的工作──那我們能怎麼辦？創新專家李大衛說，我們應該要開始設計新工作，能釋放出我們隱藏的才華和熱情的新工作，一些我們在週末才會做的工作，好讓我們在機器人時代仍能保有重要性。李說：「要開始問人們，他們想要解決什麼問題、他們想要帶什麼才能到工作上。」「當你邀請人們更上一層樓時，他們能做到的，會讓我們驚艷。」
David Lee - Innovation leader
UPS’s David Lee works to create platforms that make it easier for people to turn fuzzy ideas into concrete solutions. Full bio
UPS’s David Lee works to create platforms that make it easier for people to turn fuzzy ideas into concrete solutions. Full bio
Double-click the English transcript below to play the video.
00:12
So there's a lot of valid
concern these days
concern these days
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近期有不少相當有根據的擔心，
00:15
that our technology is getting so smart
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擔心我們的科技變得太聰明，
00:17
that we've put ourselves
on the path to a jobless future.
on the path to a jobless future.
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會讓我們走向一個失業的未來。
00:21
And I think the example
of a self-driving car
of a self-driving car
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我想，自動駕駛的汽車
00:23
is actually the easiest one to see.
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應該會是最早出現的例子。
00:25
So these are going to be fantastic
for all kinds of different reasons.
for all kinds of different reasons.
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基於各種理由，這些科技應該
對我們都很有幫助才對。
對我們都很有幫助才對。
00:28
But did you know that "driver"
is actually the most common job
is actually the most common job
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但各位是否知道，
美國 50 州當中有 29 州
美國 50 州當中有 29 州
「司機」這個工作
是最多人從事的工作？
是最多人從事的工作？
00:32
in 29 of the 50 US states?
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00:35
What's going to happen to these jobs
when we're no longer driving our cars
when we're no longer driving our cars
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將來這些工作會變成怎樣？
如果我們不再開車了、
如果我們不再開車了、
00:38
or cooking our food
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不再做菜了、
00:39
or even diagnosing our own diseases?
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甚至不用診斷自己的疾病了？
00:42
Well, a recent study
from Forrester Research
from Forrester Research
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近期，弗雷斯特研究公司
00:45
goes so far to predict
that 25 million jobs
that 25 million jobs
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有項研究指出，
預計在接下來的十年間，
預計在接下來的十年間，
00:48
might disappear over the next 10 years.
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有 2500 萬個工作會消失。
00:51
To put that in perspective,
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更準確地說，
00:52
that's three times as many jobs lost
in the aftermath of the financial crisis.
in the aftermath of the financial crisis.
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這個數字是金融危機失業數的三倍。
00:58
And it's not just blue-collar jobs
that are at risk.
that are at risk.
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不只藍領的工作有危機。
01:01
On Wall Street and across Silicon Valley,
we are seeing tremendous gains
we are seeing tremendous gains
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在華爾街以及矽谷，
都能看到機器學習
在分析與決策的品質上
在分析與決策的品質上
01:05
in the quality of analysis
and decision-making
and decision-making
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已經幫助投資者獲得相當大的收益。
01:07
because of machine learning.
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01:09
So even the smartest, highest-paid people
will be affected by this change.
will be affected by this change.
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即使是最聰明、高薪的人，
也會被這改變給影響到。
也會被這改變給影響到。
01:13
What's clear is that no matter
what your job is,
what your job is,
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可以知道的是，
不論你的工作是什麼，
不論你的工作是什麼，
01:16
at least some, if not all of your work,
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在接下來幾年，
你的工作至少有一部份，
你的工作至少有一部份，
01:18
is going to be done by a robot
or software in the next few years.
or software in the next few years.
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甚至全部，將會由
機器人或軟體來接手。
機器人或軟體來接手。
01:22
And that's exactly why people
like Mark Zuckerberg and Bill Gates
like Mark Zuckerberg and Bill Gates
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這也是為什麼馬克祖克柏
和比爾蓋茲他們這些人，
和比爾蓋茲他們這些人，
01:26
are talking about the need for
government-funded minimum income levels.
government-funded minimum income levels.
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會談到需要有由政府發動資助
最低收入水平的政策。
最低收入水平的政策。
01:29
But if our politicians can't agree
on things like health care
on things like health care
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但如果政客們都無法搞定
全民健保或甚至是營養午餐
全民健保或甚至是營養午餐
01:32
or even school lunches,
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這一類的小事，
01:34
I just don't see a path
where they'll find consensus
where they'll find consensus
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那我實在看不出，
他們要如何在像是
他們要如何在像是
01:36
on something as big and as expensive
as universal basic life income.
as universal basic life income.
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全體基本生活收入這種
要花大錢的大事上取得共識。
要花大錢的大事上取得共識。
01:40
Instead, I think the response
needs to be led by us in industry.
needs to be led by us in industry.
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我反而認為，應變方式
應該由產業界來帶頭領導才是。
應該由產業界來帶頭領導才是。
01:44
We have to recognize
the change that's ahead of us
the change that's ahead of us
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我們得要認清將來要面對的改變，
01:46
and start to design the new kinds of jobs
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並開始設計新類型的工作，
01:48
that will still be relevant
in the age of robotics.
in the age of robotics.
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讓我們在機器人時代
仍有實質性的工作可做。
仍有實質性的工作可做。
01:52
The good news is that we have
faced down and recovered
faced down and recovered
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好消息是，我們以前就面臨並克服過
01:55
two mass extinctions of jobs before.
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兩次重大的工作滅絕災難。
01:58
From 1870 to 1970,
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從 1870 年到 1970 年，
02:00
the percent of American workers
based on farms fell by 90 percent,
based on farms fell by 90 percent,
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美國以農田為基礎的
工人少了 90%，
工人少了 90%，
02:05
and then again from 1950 to 2010,
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然後，1950 年到 2010 年
又發生一次，
又發生一次，
02:07
the percent of Americans
working in factories
working in factories
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在工廠工作的美國人
02:09
fell by 75 percent.
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少了 75%。
02:12
The challenge we face this time,
however, is one of time.
however, is one of time.
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然而，這次我們面對的挑戰，
是時間上的挑戰。
是時間上的挑戰。
02:15
We had a hundred years
to move from farms to factories,
to move from farms to factories,
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我們從農業社會轉換到工業社會，
用了一百年的時間，
用了一百年的時間，
02:18
and then 60 years to fully build out
a service economy.
a service economy.
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然後用了六十年的時間，
才完整服務業經濟的轉型。
才完整服務業經濟的轉型。
02:21
The rate of change today
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但這次的改變速度，
02:23
suggests that we may only have
10 or 15 years to adjust,
10 or 15 years to adjust,
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我們可能只有十到
十五年的時間來調整，
十五年的時間來調整，
02:26
and if we don't react fast enough,
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如果我們的反應不夠快，
02:27
that means by the time
today's elementary-school students
today's elementary-school students
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也就是說，在現在的小學生
02:30
are college-aged,
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上大學的時候，
02:32
we could be living
in a world that's robotic,
in a world that's robotic,
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我們可能會居住在一個
02:34
largely unemployed and stuck
in kind of un-great depression.
in kind of un-great depression.
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大量失業的機器人世界，
並卡在一種不怎麼大的蕭條經濟中。
並卡在一種不怎麼大的蕭條經濟中。
02:39
But I don't think it has to be this way.
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但我覺得並非得一定要走上這一步。
02:41
You see, I work in innovation,
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我的工作是創新，
02:43
and part of my job is to shape how
large companies apply new technologies.
large companies apply new technologies.
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有一部分是在幫大公司
規劃如何應用新技術。
規劃如何應用新技術。
02:48
Certainly some of these technologies
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肯定有一些技術
02:50
are even specifically designed
to replace human workers.
to replace human workers.
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是特別設計來取代人類勞動者的。
02:53
But I believe that if we start
taking steps right now
taking steps right now
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但我相信，如果我們現在就起步，
02:56
to change the nature of work,
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來改變工作的本質，
02:58
we can not only create environments
where people love coming to work
where people love coming to work
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我們不但能創造出讓人們
樂意去的工作環境，
樂意去的工作環境，
03:02
but also generate
the innovation that we need
the innovation that we need
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也能產生出我們需要的創新，
03:04
to replace the millions of jobs
that will be lost to technology.
that will be lost to technology.
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來取代數百萬個
因科技而消失的工作。
因科技而消失的工作。
03:08
I believe that the key
to preventing our jobless future
to preventing our jobless future
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我相信，預防未來失業的關鍵在於
03:12
is to rediscover what makes us human,
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要重新找到「人類」的價值，
03:14
and to create a new generation
of human-centered jobs
of human-centered jobs
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並創造出以人類為
中心的新一代工作，
中心的新一代工作，
03:17
that allow us to unlock
the hidden talents and passions
the hidden talents and passions
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讓我們能夠將每天帶在身上的
03:20
that we carry with us every day.
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潛藏天賦與熱情展現出來。
03:24
But first, I think
it's important to recognize
it's important to recognize
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但，首先，很重要的是要知道，
03:26
that we brought this problem on ourselves.
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是我們自己造成這個問題的。
03:28
And it's not just because, you know,
we are the one building the robots.
we are the one building the robots.
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原因並不只是因為
我們建造了機器人。
我們建造了機器人。
03:32
But even though most jobs
left the factory decades ago,
left the factory decades ago,
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雖然數十年前大部份的工作
已經在工廠消失，
已經在工廠消失，
03:35
we still hold on to this factory mindset
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我們仍然有著工廠心態：
03:37
of standardization and de-skilling.
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標準化和降低技術難度。
03:40
We still define jobs
around procedural tasks
around procedural tasks
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我們仍然以程序性任務來定義工作，
03:42
and then pay people for the number
of hours that they perform these tasks.
of hours that they perform these tasks.
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然後根據人們花在這些
任務上的時數來支付薪水。
任務上的時數來支付薪水。
03:46
We've created narrow job definitions
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我們對工作的定義很狹隘，
03:48
like cashier, loan processor
or taxi driver
or taxi driver
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如出納員、貸款程序員、
計程車司機，
計程車司機，
03:51
and then asked people
to form entire careers
to form entire careers
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然後要求人們用這些單一任務來
03:53
around these singular tasks.
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規劃他們的人生職涯。
03:56
These choices have left us with
actually two dangerous side effects.
actually two dangerous side effects.
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這些選擇其實
會帶給我們兩個副作用。
會帶給我們兩個副作用。
03:59
The first is that these
narrowly defined jobs
narrowly defined jobs
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第一，這些定義狹隘的工作
04:02
will be the first
to be displaced by robots,
to be displaced by robots,
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會是最先被機器人取代的工作，
04:05
because single-task robots
are just the easiest kinds to build.
are just the easiest kinds to build.
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因為處理單一任務的
機器人最容易做。
機器人最容易做。
04:08
But second, we have accidentally made it
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第二，我們已經不小心
04:11
so that millions of workers
around the world
around the world
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讓全世界數百萬勞工的
工作生活變得無聊死了。
04:13
have unbelievably boring working lives.
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04:16
(Laughter)
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（笑聲）
04:18
Let's take the example
of a call center agent.
of a call center agent.
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就以電話客服中心為例。
04:20
Over the last few decades,
we brag about lower operating costs
we brag about lower operating costs
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在過去幾十年，
我們吹噓著要壓低營運成本，
我們吹噓著要壓低營運成本，
04:23
because we've taken most
of the need for brainpower
of the need for brainpower
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因為我們把大部份需要腦力的工作，
04:26
out of the person
and put it into the system.
and put it into the system.
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從人身上轉到了系統上。
04:28
For most of their day,
they click on screens,
they click on screens,
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這些人大部份的工作時間
是在點選螢幕、
是在點選螢幕、
04:31
they read scripts.
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閱讀操作指示。
04:33
They act more like machines than humans.
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他們的行為比較像機器而非人類。
04:37
And unfortunately,
over the next few years,
over the next few years,
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不幸的是，在接下來幾年，
04:39
as our technology gets more advanced,
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隨著我們的科技更進步，
04:41
they, along with people
like clerks and bookkeepers,
like clerks and bookkeepers,
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他們以及像是辦事員、記帳員等等，
04:43
will see the vast majority
of their work disappear.
of their work disappear.
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將要面臨工作機會大量消失的現象。
04:47
To counteract this,
we have to start creating new jobs
we have to start creating new jobs
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要對抗這現象，
就得要開始創造新工作，
就得要開始創造新工作，
04:50
that are less centered
on the tasks that a person does
on the tasks that a person does
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不要著重在「工作」，
04:52
and more focused on the skills
that a person brings to work.
that a person brings to work.
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要比較著重在人會的「技能」上。
04:56
For example, robots are great
at repetitive and constrained work,
at repetitive and constrained work,
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比如，機器人很擅長
重覆性和受限制的工作，
重覆性和受限制的工作，
04:59
but human beings have an amazing ability
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但人類有很了不起的能力，
05:01
to bring together
capability with creativity
capability with creativity
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能夠在面對以前從未見過的問題時，
05:04
when faced with problems
that we've never seen before.
that we've never seen before.
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將才能與創意結合在一起。
05:07
It's when every day
brings a little bit of a surprise
brings a little bit of a surprise
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當每天都能夠帶來一點點驚奇時，
05:10
that we have designed work for humans
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就表示我們是在為「人」設計工作，
05:12
and not for robots.
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而非為「機器人」設計工作。
05:14
Our entrepreneurs and engineers
already live in this world,
already live in this world,
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我們的企業家和工程師
已經活在這種世界裡，
已經活在這種世界裡，
05:17
but so do our nurses and our plumbers
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我們的護士、水電工、
05:19
and our therapists.
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和治療師也是。
05:21
You know, it's the nature
of too many companies and organizations
of too many companies and organizations
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太多公司和組織的本質，
05:24
to just ask people to come to work
and do your job.
and do your job.
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就是要求人們來上班、做你的工作。
05:28
But if you work is better done by a robot,
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但若機器人能把你的工作做更好，
05:30
or your decisions better made by an AI,
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或是人工智慧能比你
更能做出好的決策，
更能做出好的決策，
05:33
what are you supposed to be doing?
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那你該做什麼事？
05:36
Well, I think for the manager,
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我想，對經理人而言，
05:38
we need to realistically think about
the tasks that will be disappearing
the tasks that will be disappearing
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我們需要很實際地去思考
在接下來幾年會消失的工作任務，
05:41
over the next few years
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並開始規劃比較有意義、
有價值的工作來取代。
有價值的工作來取代。
05:43
and start planning for more meaningful,
more valuable work that should replace it.
more valuable work that should replace it.
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05:47
We need to create environments
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我們需要創造出能讓
05:48
where both human beings and robots thrive.
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人類和機器人都雙贏的環境。
05:50
I say, let's give more work to the robots,
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我說，就給機器人更多工作吧，
05:53
and let's start with the work
that we absolutely hate doing.
that we absolutely hate doing.
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先把我們最討厭
做的工作丟給它們做。
做的工作丟給它們做。
05:57
Here, robot,
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機器人，給你，
05:58
process this painfully idiotic report.
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你來處理這惱人又愚蠢的報告。
06:00
(Laughter)
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（笑聲）
06:01
And move this box. Thank you.
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順便移開這箱子，謝謝。
06:03
(Laughter)
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（笑聲）
06:05
And for the human beings,
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對人類而言，
06:06
we should follow the advice from Harry
Davis at the University of Chicago.
Davis at the University of Chicago.
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我們應該要採納芝加哥大學
哈利戴維斯的建議。
哈利戴維斯的建議。
06:10
He says we have to make it so that people
don't leave too much of themselves
don't leave too much of themselves
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他說，我們得要做到
不要讓人們覺得
自己沒有完全發揮才能。
自己沒有完全發揮才能。
06:13
in the trunk of their car.
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06:15
I mean, human beings
are amazing on weekends.
are amazing on weekends.
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人類在週末的時候是很令人驚奇的。
06:18
Think about the people that you know
and what they do on Saturdays.
and what they do on Saturdays.
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想想看你認識的人
在星期六會做什麼。
在星期六會做什麼。
06:21
They're artists, carpenters,
chefs and athletes.
chefs and athletes.
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他們會變成藝術家、
木工、主廚、運動員。
木工、主廚、運動員。
06:25
But on Monday, they're back
to being Junior HR Specialist
to being Junior HR Specialist
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但星期一，他們回去當
低階的人力資源專員、
低階的人力資源專員、
06:29
and Systems Analyst 3.
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三號系統分析員。
06:31
(Laughter)
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（笑聲）
06:34
You know, these narrow job titles
not only sound boring,
not only sound boring,
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這些狹隘的工作職稱
不僅是聽起來很無聊，
不僅是聽起來很無聊，
06:38
but they're actually
a subtle encouragement
a subtle encouragement
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實際上，它們在不知不覺間
06:40
for people to make narrow
and boring job contributions.
and boring job contributions.
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鼓勵人們去做
狹隘且無聊的工作貢獻。
狹隘且無聊的工作貢獻。
06:43
But I've seen firsthand
that when you invite people to be more,
that when you invite people to be more,
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但我親眼見過，當你
邀請人們更上一層樓時，
邀請人們更上一層樓時，
06:46
they can amaze us
with how much more they can be.
with how much more they can be.
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他們能做到的，會讓我們驚艷。
06:50
A few years ago,
I was working at a large bank
I was working at a large bank
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幾年前，我在一間大型銀行工作，
06:52
that was trying to bring more innovation
into its company culture.
into its company culture.
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該銀行試圖想要在
公司文化中加入更多創新。
公司文化中加入更多創新。
06:55
So my team and I designed
a prototyping contest
a prototyping contest
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我和我的團隊設計了
一個原型製作競賽，
一個原型製作競賽，
06:58
that invited anyone to build
anything that they wanted.
anything that they wanted.
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邀請所有人建造他們想要的東西。
07:01
We were actually trying to figure out
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我們其實是在試圖了解，
07:03
whether or not
the primary limiter to innovation
the primary limiter to innovation
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限制了創新的主要因子是不是
07:05
was a lack of ideas or a lack of talent,
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缺乏點子或是缺乏才華，
07:08
and it turns out it was neither one.
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結果兩者都不是。
07:10
It was an empowerment problem.
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問題是在於賦權使能。
07:12
And the results
of the program were amazing.
of the program were amazing.
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那個專案計畫的結果很驚人。
07:16
We started by inviting
people to reenvision
people to reenvision
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我們一開始是邀請人們來重新想像
07:18
what it is they could bring to a team.
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他們能帶給團隊什麼。
07:20
This contest was not only a chance
to build anything that you wanted
to build anything that you wanted
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這個競賽並不只是個機會
讓他們建造任何想建造的東西，
讓他們建造任何想建造的東西，
07:24
but also be anything that you wanted.
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也是個機會讓你
成為任何想成為的人。
成為任何想成為的人。
07:27
And when people were no longer
limited by their day-to-day job titles,
limited by their day-to-day job titles,
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當人們不再受到平常職稱的限制時，
他們感到能自由地運用
所有不同的技能和才華，
所有不同的技能和才華，
07:30
they felt free to bring all kinds
of different skills and talents
of different skills and talents
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07:33
to the problems
that they were trying to solve.
that they were trying to solve.
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用在他們試圖解決的問題上。
07:36
We saw technology people being designers,
marketing people being architects,
marketing people being architects,
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我們看過科技人員變成設計師、
行銷人員變成建築師，
行銷人員變成建築師，
07:39
and even finance people showing off
their ability to write jokes.
their ability to write jokes.
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甚至財務人員都會炫耀
他們寫笑話的能力。
他們寫笑話的能力。
07:43
(Laughter)
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（笑聲）
07:44
We ran this program twice,
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這個專案計畫做了兩次，
07:46
and each time more than 400 people
brought their unexpected talents to work
brought their unexpected talents to work
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每次都有超過四百人，
把他們未被預期的才華帶進工作中，
把他們未被預期的才華帶進工作中，
07:50
and solved problems that they had been
wanting to solve for years.
wanting to solve for years.
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解決他們多年來一直想解決的問題。
07:53
Collectively, they created
millions of dollars of value,
millions of dollars of value,
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他們一起創造出了數百萬元的價值，
07:56
building things like a better
touch-tone system for call centers,
touch-tone system for call centers,
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像是為客服中心建造
更好用的按鍵式系統、
更好用的按鍵式系統、
為分行建造更好用的桌面工具、
08:01
easier desktop tools for branches
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08:02
and even a thank you card system
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甚至還有感謝卡系統，
08:04
that has become a cornerstone
of the employee working experience.
of the employee working experience.
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成為員工工作情感上的基石。
08:07
Over the course of the eight weeks,
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在八週的期間，
08:09
people flexed muscles that they never
dreamed of using at work.
dreamed of using at work.
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大家捲起袖子，拿出了從未夢想過
能夠在工作上使用到的能力。
能夠在工作上使用到的能力。
08:14
People learned new skills,
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人們學習新技能，
08:15
they met new people,
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他們去認識新的人，
08:18
and at the end, somebody
pulled me aside and said,
pulled me aside and said,
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2793
最後，有個人把我拉到一旁，說：
08:21
"I have to tell you,
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1569
「我得告訴你，
08:22
the last few weeks has been
one of the most intense,
one of the most intense,
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過去幾週是我一生中
08:25
hardest working experiences
of my entire life,
of my entire life,
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最熱情最賣力的工作經驗，
08:28
but not one second of it felt like work."
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沒有一秒鐘感覺像是在工作。」
08:32
And that's the key.
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那就是關鍵。
08:33
For those few weeks, people
got to be creators and innovators.
got to be creators and innovators.
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在那幾週，人們得以
成為創作者、創新者。
成為創作者、創新者。
08:38
They had been dreaming of solutions
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他們一直夢想著去解決
08:40
to problems that had been
bugging them for years,
bugging them for years,
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那些讓他們困擾多年的問題，
08:43
and this was a chance to turn
those dreams into a reality.
those dreams into a reality.
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這是個讓那些夢想成真的機會。
08:46
And that dreaming is an important part
of what separates us from machines.
of what separates us from machines.
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我們和機器之所以不同，
很重要的一點就是夢想。
很重要的一點就是夢想。
08:51
For now, our machines
do not get frustrated,
do not get frustrated,
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我們的機器不會感到挫折，
08:54
they do not get annoyed,
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它們不會被惹惱，
08:55
and they certainly don't imagine.
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它們肯定也不會想像。
08:57
But we, as human beings --
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但我們，身為人類──
08:59
we feel pain,
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我們能感受痛苦，
09:00
we get frustrated.
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我們會受到挫折，
09:02
And it's when we're most annoyed
and most curious
and most curious
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在我們最惱怒、最好奇的時候，
09:05
that we're motivated to dig
into a problem and create change.
into a problem and create change.
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我們就會有動力去
探究問題並創造改變。
探究問題並創造改變。
09:09
Our imaginations are the birthplace
of new products, new services,
of new products, new services,
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我們的想像力是新產品、新服務、
09:13
and even new industries.
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甚至是新產業的孕育之地。
09:15
I believe that the jobs of the future
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我相信，未來的工作
09:17
will come from the minds of people
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會來自現今被我們稱為
09:19
who today we call
analysts and specialists,
analysts and specialists,
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分析師和專員的那些人的想法，
09:21
but only if we give them the freedom
and protection that they need to grow
and protection that they need to grow
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但前提是我們要給予
他們成長為探索家
他們成長為探索家
09:25
into becoming explorers and inventors.
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和發明家所需要的自由和保護。
09:28
If we really want to robot-proof our jobs,
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若想確保飯碗不被機器人搶走，
09:30
we, as leaders, need
to get out of the mindset
to get out of the mindset
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身為領導者的我們，就應該要擺脫
09:33
of telling people what to do
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告訴人們該做什麼的心態，
09:34
and instead start asking them
what problems they're inspired to solve
what problems they're inspired to solve
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反之，要開始問他們，
他們想要解決什麼問題、
他們想要解決什麼問題、
09:38
and what talents
they want to bring to work.
they want to bring to work.
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他們想要貢獻什麼才能到工作中。
09:41
Because when you can bring
your Saturday self to work on Wednesdays,
your Saturday self to work on Wednesdays,
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因為當你能在星期三
把星期六的你帶進工作時，
把星期六的你帶進工作時，
09:45
you'll look forward to Mondays more,
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你就會更期待星期一的到來，
09:47
and those feelings
that we have about Mondays
that we have about Mondays
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讓我們對星期一的感受
09:49
are part of what makes us human.
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成為身為人類的一部份。
09:52
And as we redesign work
for an era of intelligent machines,
for an era of intelligent machines,
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我們正在為智慧機器時代
重新設計工作，
重新設計工作，
09:55
I invite you all to work alongside me
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我邀請各位與我同行，
09:57
to bring more humanity
to our working lives.
to our working lives.
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把更多人性帶到
我們的工作生活當中。
我們的工作生活當中。
10:00
Thank you.
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謝謝。
10:01
(Applause)
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（掌聲）
ABOUT THE SPEAKER
David Lee - Innovation leaderUPS’s David Lee works to create platforms that make it easier for people to turn fuzzy ideas into concrete solutions.
Why you should listen
David Lee is the Vice President of Innovation and the Strategic Enterprise Fund for UPS. In that role, he develops programs that make it easier for smart, creative people to get together and explore ideas. It's clear that great ideas can come from anywhere. His responsibility to help people turn their ideas into tangible, pragmatic solutions. His team coordinates communities, programs, and contests that give people permission to chase down problems that they are personally inspired to address. He is constantly amazed at what happens when thoughtful, passionate people are given room to run.
Lee's career has been filled with interesting opportunities to break down new barriers for large corporations. He has been involved in the launch of dozens of new products, services and businesses within the framework of corporate processes and expectations. Some of those efforts flourished while others failed. Because of those lessons, he looks to create pathways which result in rapid impact and "good failures" whenever possible.
Prior to joining UPS, he led innovation at SunTrust Bank. Lee started his career at Bank of America, where he worked in advanced technology and asset management. There he helped to launch retirement services and a strategic venture capital group. He studied economics at the University of Virginia and went to business school at the University of Chicago.
David Lee | Speaker | TED.com