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OK, so let’s supposing that you’re stuck in the rut of seeing the world through the lens of your past and current success.
好，如果你一直都以曾经的成就为标准来看待这个世界，并感到没法改变自己的视角。
I would recommend the “Anti-Company Game,” and here’s how it works.
我建议你玩这个“镜面企业游戏”，下面我展示一下如何操作。
You get a piece of paper, you create a list of everything which is essential to your strategy -- everything which underpinned your past success, everything which is core and sacred -- and then you flip it.
拿一张纸，列出所有在策略上非常重要的事情——所有能让你当初如此成功的事情，那些核心而神圣的事，然后你把这些要素给反过来。
You create the exact mirror-image list of assumptions, and then you make the best business case for this antiself.
列出一张完全相反的表。然后根据这个镜面列表，构思出一个你认为最好的商业案例。
You’ll be surprised at the ideas that it triggers.
这所激发的奇思妙想，会出乎你的意料。
Supposing, for example, that you’re the CEO of a hotel chain and playing the game and flipping the assumptions.
举个例子，假如你是一家连锁酒店集团的总裁，通过这个游戏你把你所有的成功要素都反过来。
Let’s assume that, inconveniently, you don’t actually own any hotels or any rooms or even operate any hotels or any rooms anywhere.
例如，很不幸地，你不拥有任何酒店甚至房间，你甚至连一间酒店都没有管理过。
Ridiculous -- quite possibly -- but actually, how would you know the difference between ridiculous and the merely unfamiliar, untried and uncomfortable?
荒谬——但也有可能——老实说，我们有时很难分得清——荒谬、陌生、未尝试过的和让我们不舒服的事的区别。
And who’s to say that something that seems impractical can’t actually become and evolve into a more powerful idea?
谁又敢说那些看似不切实际的事，就不可能变成一个很棒的主意呢？
Actually, had the executives of hotels played the “Anti-Company Game” before 2007, they might have been able to foresee the appearance of Airbnb, the hotel-less hospitality company, and they might have been able to stave off disruption by preemptively disrupting themselves.
事实上，假如连锁酒店集团的高管在 2007 年前玩过这个游戏的话，那他们可能会预见到爱彼迎 (Airbnb) 的诞生。这个旗下没有任何酒店的酒店公司，那这些高管可能已经成功地通过自我改革而安全地度过这行业的巨变。
Let’s play another game: “The Maverick Game.”
让我们再玩另一个游戏，“异见者游戏”。
On the edge of your industries -- on the edge of every industry -- are a population of maverick companies that are taking a bet against the incumbents’ business model and their view of the future.
在你的行业边缘——在所有的行业边缘——都会有一些特立独行的公司。他们挑战着现有的商业模型和商业愿景。
Actually, they have no choice because to be a miniature version of the incumbent would not be viable.
事实上，他们别无选择。因为他们的规模实在太小了，不这么做的话，他们早晚会被淘汰。
Now, it’s easy not to notice them -- many of them are small companies.
我们会很容易忽视这些公司，因为他们很多都是小公司，
It's easy to deliberately overlook them with some justification.
所以我们很容易带着偏见去忽略他们。
Many startups disappear fairly quickly after being founded.
许多创业公司成立没多久就倒闭了。
And it’s very, very tempting, given all of your experience in the business, to judge them.
你也很容易，用你的商业经验去检视这些公司。
Do they know what they’re doing?
他们究竟知不知道自己在干什么？
Does their business model make sense?
他们的商业模型究竟行不行得通？
Will they ever make any money?
他们究竟有没有盈利？
But instead of judging them from the comfort and the confidence of your position, try assuming that it’s they that have the right bet on the future.
与其站在舒适区内评价他们，倒不如假设他们对未来的预测是准确的。
Think about the consequences of that for your business model.
设想一下，假如这是你的商业模型它的结果会是怎么样。
Try making the best case for their idea.
尝试找到能运用他们模式的最佳领域。
Supposing, for example, that you are the CEO of a company that makes equipment that makes semiconductors.
比如说，你是一家公司的总裁。你的公司主要生产用于制造半导体的设备，
Naturally, you’d probably spend most of your time and attention on your main customer industry, the electronics industry.
你自然会关注你的主要客户的行业：电子工业。
And if it so happened, that a couple of maverick bioscience companies were tinkering with your patents and your technologies, you might overlook that as a distraction, an irrelevance.
你应该会注意到，有一些特立独行的半导体公司尝试对你的专利和技术做出一些细微的改变。你很可能并不会把这件事放在心上。
But actually, Brooks Automation, a leader in the field, decided to take a close-up look at such a group of mavericks to see whether it could learn anything.
但现实生活中的行业领头羊金唯智母公司 (Brooks Automation)就决定认真关注这些公司，并打算从他们的研究中学习。
And what it realized by looking at the world through the eyes of these mavericks was that, actually, the same techniques and technologies which can be used to handle delicate semiconductors can also be applied to other fragile and easily contaminated materials, like biological samples.
当他们从这些公司的角度去看待事情时，他们发现，用来制造精密半导体的技术，也能用来处理一些容易被污染的原材料，例如生物样本。
And puzzling on the significance of this, they reimagined how to handle and store and transport and label and identify biological samples.
他们并不确定这项技术有多重要，但他们想象了一下，如何去利用它来储存、运输、标签以及识别生物样本。
In fact, they became a successful pioneer in the new industry of automated biobanking.
事实上，他们已经成为自助生物银行这一新行业的领导者了。
