视频信息
- 标题: 斯坦福：YC创业课 - 第17集：如何设计硬件产品
- BV号: BV1oWKpzoE1Z
- 时长: 47分16秒（2836秒）
- 作者: 常春藤中英字幕课
- 原始链接: B站视频
视频摘要
本视频是Jawbone公司产品体验负责人分享的硬件产品开发方法论。演讲者指出，公司将自己定位在硬件、软件与数据的交汇点，核心目标是通过科技帮助人们拥有更好的生活。演讲详细阐述了产品创造的五个阶段：探索、验证、概念化、开发、迭代，并强调系统思维的重要性——不将产品视为孤立硬件或应用，而是从整体体验出发进行设计决策。演讲者提出了追踪-理解-行动框架，认为可穿戴设备应成为用户身边的上下文引擎，通过传感器帮助用户了解自身状态并与周围世界交互。通过Jambox和UP24两个案例，展示了如何通过深度理解用户需求、创造全新品类来改变市场。
核心要点
全栈定位：公司同时做硬件、软件和数据三个领域，三者必须协同工作才能解锁卓越的用户体验
上下文引擎：可穿戴设备24小时贴身，可以感知用户状态并与智能家居等其他设备对话，是物联网交互的中心
五阶段创造流程：从探索阶段的想象力释放，到验证阶段的概念证明，再到概念化、开发与迭代，形成完整产品开发闭环
体验框架：通过定义为什么来驱动产品决策，将消费者问题转化为体验原则，约束团队创造方向
追踪-理解-行动：核心方法论——通过硬件传感器追踪数据，通过软件将数据转化为知识，最终引导用户采取行动改善生活
系统思维：不将产品看作离散硬件或应用，而是从硬件、软件、数据、平台全链路思考整合方案
用户研究方法：不问你想要这个吗，而是通过观察用户行为和生活方式来获取真实洞察，这是创造需求的关键
软硬件融合：尝试将软件快速迭代的最佳实践应用于硬件，同时将硬件的高标准要求反向应用于软件设计
视频全文转录（中英双语）
以下为完整中英双语转录，已加标点。英文在前，中文在后，逐段对照。
由 Groq Whisper 转录 → M2.7 B 方案整文标点 + 分段 → M2.7 段号保留翻译 → 逐段对照。
[段 1]
Very exciting. Thank you, Sam, for having me. Sam and I have known each other for a long time because we were fellow Sequoia companies, and we met in the early days of when he was on his company journey. And so it’s cool. So what he asked me to talk about today was a little bit about sort of the hardware journey of building products. And so what I want to do is give you guys a little bit of an overview of job on what we do, how we think about the world, and that informs how we build products, and then goes specifically into the process of how we design, how we develop, and how that all kind of comes together and sort of what we do to change categories.
[译文 1]
非常兴奋。感谢 Sam 邀请我。Sam 和我已经认识很久了，因为我们曾是 Sequoia 的同门公司，而且我们是在他创业早期认识的。所以这很棒。他今天让我谈的是关于构建产品的硬件之旅。我想做的是给你们一个关于我们做什么、如何思考世界的概述，而这会影响我们如何构建产品，然后具体深入到我们如何设计、如何开发的流程，以及这一切如何融合在一起，以及我们如何改变品类。
[段 2]
So first off, I always like to start with sort of the broadest thinking. And the way we look at the world is we think of ourselves at this intersection of really crafted innovation in engineering that’s almost invisible to the user in terms of its functionality. And that’s at the intersection of even beyond design. We’ve been doing design products for well over a decade now. We think of it as the conversation has shifted even beyond design into beauty. And it’s that intersection of engineering meets beauty, and the whole point is to help people with a better life with technology. And largely speaking, we do play in this world of what everyone’s talking about now is the Internet of Things.
[译文 2]
所以首先，我总是喜欢从最宏观的思维开始。我们看待世界的方式是，将自己定位在一个交汇点：精雕细琢的工程创新，在功能上对用户来说几乎是无形的。这甚至超越了设计的范畴。我们做设计产品已经超过10年了。我们认为对话已经从设计进一步延伸到了美学的层面。这就是工程与美学的交汇点，而核心目的是帮助人们用科技过上更好的生活。总的来说，我们确实活跃在现在人人都在谈论的物联网世界里。
[段 3]
We were there much longer before there was such a moniker. And the way we think about that is it’s smart devices that have computing power and connectivity with sensors in them that are measuring all kinds of things. They’re wirelessly connected and they’re all talking to you. And we started on this journey really, really early, right, actually out of engineering school here. And we were developing core technology. We decided to build consumer products around that. Our first consumer product was a headset. We sort of created a headset that became a wearable computer. It was the first job on a headset. That was when we started thinking about wearable computing. We then invented the wireless speaker space around Bluetooth audio, and I’ll talk a little bit about that journey, and then most recently we focused our attention on this whole wearable health revolution and using a lot of the sensors that we did in the first generation of headsets and applying them to other parts of the body to understand more about users.
[译文 3]
在这个称号出现之前，我们就已经在这个领域深耕很久了。我们对这些设备的理解是：它们是具有计算能力和连接性的智能设备，内置传感器，可以测量各种数据。这些设备通过无线连接，都在与用户进行交流。我们真的很早就开始了这段旅程，实际上是在这里从工程学院起步的。我们当时在开发核心技术，后来决定围绕这项技术开发消费产品。我们的第一个消费产品是一款耳机。我们打造了一款最终成为可穿戴计算机的耳机，这是业界首款搭载在耳机上的可穿戴计算设备。从那时起，我们开始思考可穿戴计算这个概念。后来我们开创了蓝牙音频无线音箱领域，关于这段历程我稍后会讲到。而最近我们将注意力集中在整个可穿戴健康革命上，运用第一代耳机中的大量传感器技术，并将它们应用到身体的其他部位，以更深入地了解用户。
[段 4]
So our view of this world, having been here for a long time, is that it’s a little bit of a mess in the Internet of Things. Everything in the world is smart and connected, and everything has an app built to it. That doesn’t mean that it’s easy for users, right? Your microwave, your refrigerator, your car, your Xbox, your Xfinity, Comcast, everything has an app. It doesn’t talk to each other. It’s really confusing for the user. So we think that there’s a desperate need for an organizing principle around all of this. And this is sort of the core of when we start to think about how we build and opportunities to sort of create products. We think about where is the world going?
[译文 4]
所以我们对这个世界的看法是，在物联网领域已经存在很长时间了，它有点混乱。世界上的一切都是智能的、互联的，一切都有一个app。但这并不意味着对用户来说就很容易，对吧？你的微波炉、你的冰箱、你的车、你的Xbox、你的Xfinity、Comcast，一切都有一个app。它们之间互不通信，这对用户来说真的很困惑。所以我们认为，迫切需要一个围绕这一切的整理原则。这类似于我们开始思考如何构建以及创造产品的机会的核心。我们思考的是世界正在走向何方？
[段 5]
And so if there is going to be such a world that everyone’s talking about around the Internet of Things, which is happening, you do desperately need these organizing principles so that it’s easier for users to understand how to come in and interact with these services. So we think the thinking needs to shift from being less about the actual things to being about the individual user. And so ultimately, when everyone’s talking about wearables and you have things like Google Glass and you have the stuff that we do and Apple Watch and all this stuff, ultimately what we believe is that when you have things that are on your body 24-7, they become this kind of perfect context engine for everything in the world around you.
[译文 5]
所以，如果真的会有这样一个大家都在谈论的物联网世界——而这正在发生——你确实迫切需要这些组织原则，这样用户才能更容易理解如何进入并与这些服务进行交互。所以我们认为，思维方式需要从关注实际的事物转向关注个人用户。所以最终，当大家都在谈论可穿戴设备，你有Google Glass，有我们所做的那些东西，还有Apple Watch以及所有这些设备时，我们最终相信，当你有全天候（24-7）佩戴在身上的东西时，它们就会成为你周围世界里一切事物的完美情境引擎。
[段 6]
So my phone is not on me. It’s in my jacket or sometimes on the charger. But my app is on me. And it understands everything that’s happening with me. It’s tracking my heart rate. It’s tracking my respiration. It’s tracking all these different things. And when I say context engine, I know I can tell the smart thermostat in my nest that I’m hot or cold. That device doesn’t have that understanding. I can tell it’s hot. That device, I’m hot because I’m sick. I went for a run. It’s hot outside. I can tell your car that you’re falling asleep, that you’re agitated or irritated. So this is ultimately where we think the world is moving, is that wearables are going to be the center of this revolution about everything being connected and smart, and they’re going to drive what a lot of those interactions are going to be and how they’re going to work.
[译文 6]
所以我的手机不在我身上。它在我的夹克口袋里，或者有时候在充电器上。但我的应用程序在我身上。它了解我身上发生的一切。它正在追踪我的心率。它正在追踪我的呼吸。它正在追踪所有这些不同的数据。当我提到context engine（情境引擎）时，我知道我可以告诉Nest里的智能恒温器我热了或者冷了。但那个设备没有那种理解能力。我可以告诉它我热了，但那个设备无法知道，我热是因为我生病了，或者因为我刚跑完步，或者是因为外面很热。我可以告诉你的车你正在打瞌睡，你感到焦虑或烦躁。所以这最终就是我们认为世界正在发展的方向，即wearables（可穿戴设备）将成为这场万物互联和智能化革命的中心，它们将推动很多互动的产生方式以及这些互动的运作方式。
[段 7]
And so that’s sort of the first principle that we think about when we start to think about, okay, where are things going and what should we build and how do we think about new categories. So in order for the vision of what we’re talking about to happen, you actually need to be great at almost everything. We need to be great at what we call the full stack. We have to be amazing at building hardware. And these are hardware experiences that people have to keep on all the time, experiences that people have to keep on all the time, right? You have to wear them 24-7, because if you don’t, then everything that I’m talking about is sort of a castle in the air, right?
[译文 7]
所以这其实是我们思考的第一个原则，当我们开始思考——好的，事情将走向何方，我们应该构建什么，以及我们如何思考新的品类时。所以，为了使我们所谈论的愿景得以实现，你实际上需要在几乎所有事情上都做到出色。我们需要在所谓的全栈方面做到出色。我们必须在硬件构建方面做到出色。而且这些是人们需要一直佩戴的硬件体验，人们需要一直佩戴的体验，对吧？你必须24-7地佩戴它们，因为如果你不这样做，那么我所说的一切就都是空中楼阁，对吧？
[段 8]
You can’t actually create a service that people engage with or get lots of data off it to then go power all these other things if it doesn’t start with great hardware. So that’s where we start. We try to build these magical experiences in hardware that are absolutely powered by software. We have developed world-class software application expertise. We’ve got to be as good there from an engagement perspective as something like an Instagram or WhatsApp. And then on the data side, we’ve got to know what to do with this massive amount of information and process it and push it and have it work for the user. So we really see ourselves as being at the intersection for the first time of a company that’s doing hardware, software, and data as three kind of equal stools that have to work together in order to unlock that experience around something that’s on you, knowing what’s happening, and then talking to the rest of the world around you.
[译文 8]
如果没有一个出色的硬件作为起点，你实际上无法创建一个人们愿意参与的服务，也无法从中获取大量数据来驱动所有其他事情。所以这就是我们的起点。我们试图在硬件中打造这些神奇的体验，而这些体验完全由软件驱动。我们已经开发出世界级的软件应用专业知识。在参与度方面，我们必须做到和 Instagram 或 WhatsApp 一样出色。然后在数据方面，我们必须知道如何处理这些海量信息，处理它、推送它，并让它为用户服务。所以我们真的将自己视为首次处于一个交汇点的公司——一家同时做硬件、软件和数据的公司，这三者就像是三条凳腿，必须协同工作，才能解锁那种围绕着你身上某样东西的体验——知道正在发生什么，然后与你周围的世界进行交流。
[段 9]
So that’s a pretty key piece of what we do. I think it’s different than what a lot of other companies do. And it allows us and requires us to play at all levels of stack. Now, this was a complicated thing for us to put together because typically, you know, people who are great at hardware understand mechanical engineering, electrical engineering, how those things interact, how you build at scale, how you build tools, et cetera. They’re not typically great at building software and services, right? It’s a very different discipline, a very different skill set. So when we first put those pieces together, that created a lot of really interesting friction in the company. Our software and application team was so used to moving really, really fast and iterating, whereas in the hardware world, you’ve got to take your time because your iteration cycles are much more deliberate.
[译文 9]
这是我们所做的非常关键的一部分。我认为这与许多其他公司的做法不同。这让我们能够并且要求我们参与到整个技术栈的各个层面。现在，把这些东西整合在一起对我们来说是一件复杂的事情，因为通常情况下，那些在硬件方面非常出色的人懂得机械工程、电子工程，了解这些东西如何相互作用、如何大规模生产、如何制造工具等等。他们通常不太擅长构建软件和服务，对吧？这是一个完全不同的学科，完全不同的技能组合。所以当我们第一次把这些部分整合在一起时，在公司内部产生了许多非常有趣的分歧。我们的软件和应用团队非常习惯于快速行动和迭代，而在硬件世界，你必须花时间，因为你的迭代周期要谨慎得多。
[段 10]
You have tooling that takes 16 weeks. You can’t just tweak stuff, and you can’t hack it in the same way. And so what was interesting to see as we put all these pieces together, the hardware team learning to move faster, the software guy is thinking more about how do they resolve experiences before you actually have to ship it versus just throwing something out and A-B testing it. And then the data science sort of informs all of that with sort of more information to make different kinds of decisions. So how do we think about, how do we go, how do we build products, how do we change categories? First of all, everything for us is a system, right?
[译文 10]
你们的工装需要16周。你不能只是小打小闹地调整，也无法用同样的方式搞hack。所以当我们把所有这些拼图拼在一起时，有趣的是看到：硬件团队学会了更快地行动，软件人员更多地思考如何在真正需要发布之前就解决体验问题，而不是直接抛出去做A-B测试。然后数据科学用更多的信息来影响所有这些决策，帮助做出不同类型的决策。所以我们如何思考、如何前进、如何构建产品、如何改变品类？首先，对我们来说一切都是一个系统，对吗？
[段 11]
We don’t think about it discreetly just as a piece of hardware. Discreetly as an application, or discreetly as a platform. We think about it across the whole thing. And so this is an example with Up, right, where we have these tracking sensors on the body, algorithms there. It connects to the phone where you have this engaging application and service experience. We use the sensors in the phone. That talks to a lot of stuff that we’re doing in the cloud where we’re taking all that information, driving insight on it, and then we have a huge platform of thousands of developers where they have thousands of apps that then plug in and also create more experiences. And so we think about it across the whole spectrum.
[译文 11]
我们不把它仅仅低调地当作一块硬件来思考。低调地当作一个应用程序，或者低调地当作一个平台。我们是从整体角度来思考它的。所以这有一个Up的例子，对吧，我们有这些追踪传感器在身体上，那里有算法。它连接到手机，手机上有这个引人入胜的应用程序和服务体验。我们使用手机中的传感器。它与我们在云端所做的很多事情进行交流，我们收集所有这些信息，推动洞察，然后我们有一个由成千上万开发者组成的庞大平台，他们拥有成千上万个应用程序，然后插入其中，也创造了更多体验。所以我们是从整个范围来思考它的。
[段 12]
And I’ll come back to this system think in a second. So what is the actual process? In a second, so what does the actual process of creation look like? And this is fun for me because we don’t actually talk about this very often. It’s quite, you know, sort of, we keep it confidential and private. And I know that we’re talking now that we’re on sort of a live cast everywhere. So it’s fun for me to talk about this for the first time because it’s not, it’s quite a deliberate process, right? And this is a little bit of what it looks like. And this is kind of a map where we are very unbridled in our imagination in the exploration phase.
[译文 12]
好的，以下是翻译结果：
“我稍后会回到这个系统性思考。那么实际的过程是什么？马上揭晓，那么创作的实际过程是什么样的？这对我来说很有趣，因为我们其实不经常谈论这个。这是相当…你们知道的…我们将其保密和私密。我知道我们现在在谈论这个，因为我们正在进行某种现场直播。所以我第一次谈论这个对我来说很有趣，因为这并不是…这是一个相当深思熟虑的过程，对吧？这就是它的样子。这是一张地图，在探索阶段我们的想象力非常不受约束。”
[段 13]
We start to validate some of our concepts, bring those ideas tighter and tighter and tighter, and then we actually start to build a product, launch it, and then iterate, right? That’s the simplest way to look at it. I’ll take you through each of these steps. So in the exploration phase, it is very wild. It’s imaginative. We think about the vision of where the world’s going, what our strategy is, what does the brand stand for, and we think of a lot of what you guys do here. You’re dreaming, you’re imagining it, how do you disrupt? What’s the future going to look like? Right? It is a little bit science project-y sometimes, and we talk about it in that way.
[译文 13]
我们开始验证我们的一些概念，让这些想法越来越紧凑、越来越紧凑、越来越紧凑，然后我们真正开始打造产品、推出产品、然后迭代，对吧？这是最简单的方式来看待它。我会带你们了解每一个步骤。所以在探索阶段，它是非常狂野的。富有想象力。我们思考世界的走向、我们的战略是什么、品牌代表什么，我们思考很多你们在这里做的事情。你们在做梦、在想象，如何颠覆？未来会是什么样子？对吧？有时候它有点像科学项目，我们也是以这种方式来讨论它的。
[段 14]
Right? And we do build from inspiration and insight. And it’s sort of raw creativity. And we want to create, and we try to create a form where that’s okay. Because a lot of times in companies, that gets lost. And then when we start bringing it to early validation, where I always say, like, look, everyone, when you’re doing this stuff, you have to now take those concepts and prove them a little bit like you do a PhD thesis. Right? Where you have your conclusions, you’ve done your empirical data collection, and you start to say, look, here’s where we see it going, here’s what it’s going to do, and you outline the story.
[译文 14]
对吧？我们确实是从灵感和洞察出发来构建的。它有点像是原始的创造力。我们想要创造，我们试图创造一种形式，让这成为可能。因为在很多公司里，这种东西往往会被丢失。然后当我们开始把它带到早期验证阶段时，我总是说，大家，当你在做这些工作时，你必须把这些概念稍微证明一下，就像你写PhD论文一样。对吧？在那个阶段，你有你的结论，已经做了实证数据收集，然后你开始说，看看，这就是我们看到的趋势，这就是它要实现的目标，然后你勾勒出整个故事。
[段 15]
And then once we’ve sort of slid off on that phase that we think, okay, you know what, this theory’s right, we start to go into a concepting phase where we start to really think about what is the experience and what’s possible, and this is another interesting opportunity for innovation at a more specific level of how this thing will come to life or what it is and how will we sell that experience and how will we tell that story. And then we decide that it’s a program and it goes into a heavy planning phase where we start to look at it and say, okay, we’re doing this. We’ve got to ship it. There is no turning back, right?
[译文 15]
然后一旦我们在这个阶段慢慢滑过去，我们认为，好吧，你知道吗，这个理论是对的，我们就会进入一个概念化阶段，开始真正思考这会是什么样的体验、什么是有可能实现的，而这又是一个在更具体的层面上进行创新的有趣机会——关于这个东西将如何呈现、它是什么、我们将如何销售这种体验、以及我们将如何讲述这个故事。然后我们确定这是一个项目，它就进入一个重规划阶段，我们开始审视它并说，好吧，我们要做这件事了。我们必须把它交付出去。没有回头路了，对吧？
[段 16]
What are the tradeoffs between all the creativity and all the ideas we want versus what does the physics dictate? What do, you know, battery power or all the different constraints that we have and start making those tradeoffs and start to look at, you know, how do we pull that together? And then we move into a development phase where it’s a handoff between various stages and really various functional teams in the company and you pull it together and you’re solving problems as you go, implement this and you launch it and you learn and you see what users think and then you start to think about where does this stand in that experience continuum that you’ve been imagining where the world’s going to go.
[译文 16]
我们在所有想要实现的创造力和想法与物理规律所规定的限制之间，有哪些权衡？电池电量以及我们面临的各种约束条件，你知道的，我们需要开始做出这些权衡，开始思考如何将所有这些整合在一起。然后我们进入开发阶段，这是一个在不同阶段之间、在公司内各个职能团队之间的交接过程，你把它们整合在一起，在过程中不断解决问题，实施这个方案，然后发布它，接着学习，观察用户的反应，然后你开始思考它在你所想象的体验连续体中处于什么位置，这个连续体代表着世界将要发展的方向。
[段 17]
What have we achieved? What haven’t? What have we learned from our users? How does that change what we’re thinking? And then we start right over again, right? So that’s the broadest way to think about it. A little bit deeper on the exploration phase, right? So it is very much like a building and tinkering process, right, and a lot of it is driven by what we call demo Fridays, where people kind of have an opportunity to go showcase their work, because we find that that’s a great way to pull it together, pull it in a form that others can consume it and give feedback, right? And it’s a really, it is a show and tell. Obviously hackathons are a big part of it, there’s lots of data that gets driven, and it’s led by our strategic development team, which is traditionally called sort of an R&D team.
[译文 17]
我们取得了什么成果？什么没有？我们从用户那里学到了什么？这如何改变我们的想法？然后我们重新开始，对吧？所以这是思考这个问题最广泛的方式。在探索阶段稍微深入一点，对吧？所以它非常像是一个构建和修补的过程，对吧，其中很大一部分是由我们所谓的demo Fridays驱动的，在那里人们有机会去展示他们的工作，因为我们发现这是一个很好的方式把它整合起来，以一种其他人可以消费并给出反馈的形式，对吧？而且它确实是一个展示和讲述。很明显hackathons是其中的重要部分，有大量的数据被产生，它由我们的战略开发团队领导，这个团队传统上被称为研发团队。
[段 18]
And there’s participation from product and engineering, both hardware and software, but they’re sort of taking a back seat, and they’re looking at what these explorations are, right? And the executives in the company at this phase are more of a signing board. They’re there to poke and prod and tell people, hey, think about this, or did you try that? How does that work, right? And in this phase, in order to move to the next threshold, we think about it literally as, hey, would I give this guy 50 grand? It’s a little bit like an angel investment, right? Would I give this guy 50 grand to go explore this and see if there’s a there there? Is there something to do?
[译文 18]
而且产品和工程部门都有参与，包括硬件和软件，但他们基本上处于配角位置，他们只是在观察这些探索活动，对吧？在这一阶段，公司的高管更多扮演的是一个签字板角色。他们的作用是挑刺和推动，告诉人们，嘿，想想这个，或者你有没有试试那个？这怎么运作，对吧？而在这个阶段，为了进入下一个门槛，我们会literally这么思考，嘿，我会给这个人50 grand吗？这有点像天使投资，对吧？我会投这个人50 grand去探索这个，看看是否真的有什么东西吗？有什么值得做的吗？
[段 19]
And our CTO is a sort of final decision maker. He gets to sort of pick those things internally and say, you know what? I like all the feedback. This is the one I want to go chase down and see what happens, right? So then we get into this validation phase, and this is where it starts to get really interesting. Still led by R&D, but they’re really poking at it, and they’re saying, how does this work? We have these leadership meetings with the broader cross-functional team. I have to show results. I have to go through a scientific process to outline why this works, why is it going to happen. And you’ll hear, this is really when we start formulating a really important tool that we use in the company, which is what we call WISE, defining the why are we doing this, why does this exist, what problem does it solve.
[译文 19]
我们的CTO是某种最终决策者。他可以在内部挑选这些东西，然后说，你知道吗？我喜欢所有的反馈。这个是我想去追查并看看会发生什么的，对吧？然后我们进入验证阶段，这就是开始变得非常有趣的地方。仍然由研发部门主导，但他们真的在深入探究，他们会说，这个是怎么运作的？我们与更广泛的跨职能团队进行这些领导层会议。我必须展示成果。我必须经历一个科学过程来阐述为什么这个行得通，为什么它会发生。你会听到，这真的是我们开始制定一个在公司中使用的重要工具的时候，也就是我们所说的WISE，定义我们为什么这样做，它为什么存在，它解决什么问题。
[段 20]
I’m going to come back to that in deeper in a minute. And so at this point, it’s still an R&D lead, but this is when a lot of our industrial design team, Yves Behar and a few project guys, they come in and they start to think about, okay, how can I pull this concept into something physical if it’s hardware? And how is that going to interact with the rest of the pieces of the system? Our product experience team is still also driving a lot of the core values and what the storyboarding is, but it starts to become a lot more real. This is when we start thinking about, okay, how would we build this? How expensive is it going to be?
[译文 20]
我待会儿会再深入讨论这一点。所以在现阶段，它仍然是由R&D主导，但这时我们的工业设计团队、Yves Behar和一些项目成员会介入，开始思考：如果这是硬件的话，如何将这个概念转化为实体产品？以及它将如何与系统的其他部分进行交互？我们的产品体验团队仍然在推动很多核心价值和故事板的制作，但它开始变得更加现实。这时我们开始思考：我们将如何构建这个？它的成本将是多少？
[段 21]
What’s the budget going to be? Et cetera, right? And at that point, right, we start to really validate, can we actually build it? Or do we have to wait three years for batteries to be there? Or do we have to wait for this other innovation to happen? Or do we have to wait from a budget perspective? Or whatever it is, is there a business viability? And then we start to really start to sketch kind of briefs. And this is where I come in and make the final decision on, okay, I think there’s really a there there, and we can now take this to the next level and get it into a play. And then we go into the concept phase, right?
[译文 21]
预算会是多少？Et cetera，对吧？然后在那个节点，对吧，我们开始真正验证，我们真的能把它做出来吗？还是得等三年等电池技术成熟？还是得等其他创新发生？还是从预算角度等？还是不管怎样，有没有商业可行性？然后我们开始真正开始起草各种简报。这就是我介入并做最终决定的地方，好吧，我认为确实有实质性内容，我们现在可以把它提升到下一个级别，让它进入可执行阶段。然后我们就进入概念阶段，对吧？
[段 22]
And this is now when the responsibility shifts from the R&D folks to what we call product experience team. And the way we think about product experience at Jawbone is sort of what everyone thinks of as sort of conventional design, so from industrial design to software design to audio design to anything that touches that experience. We have writers on that team, Storytellers. We have ID people like Eve or Genius Creatives. We have amazing app level designers, graphic designers, everything. It’s all in one team, and we call that product experience. And their job is sort of from bits to atoms and back and all the way through to unify as one organization. And that’s when they sort of take a hold of this, and they start to really kind of work out what is, and this is what we call when you’re starting to really drive the whys, right?
[译文 22]
现在责任从R&D人员转移到我们所说的产品体验团队。我们在Jawbone思考产品体验的方式，就是大家所理解的传统设计——从工业设计到软件设计再到音频设计，以及任何触及用户体验的东西。我们团队里有作家，也就是Storytellers。我们有ID人员，比如Eve或Genius Creatives。我们有出色的应用层设计师、平面设计师，等等。所有这些都整合在一个团队中，我们称之为product experience。他们的工作是从bits到atoms再返回，全程统一为一个组织。当他们开始把握这一切时，便开始真正理清什么是什么，而我们所说的就是当你开始真正驱动whys的时候，对吧？
[段 23]
Thinking about what’s possible, there’s a lot of innovation and creativity now in the actual implementation of how we’re going to build and create a product. And we start to say, like, what are the most important things in that product? What are the most important problems we’re going to solve? We call them hero experiences, right? What are we going to do? What is the bar that will be acceptable, et cetera, right? And at this point, we start to really resolve what we call these whys, which I’ll show you again in a minute. And why is that different from what anyone else has done, from the competition, from the category? And then where does it go, right?
[译文 23]
思考什么是可能的，如今在如何构建和创造产品的实际实施过程中，有大量的创新和创造力。我们开始思考，比如，这个产品中最重要的事情是什么？我们将要解决的最重要的问题是什么？我们称它们为英雄体验，对吧？我们要做什么？什么是可接受的标准，等等，对吧？在这个阶段，我们开始真正解决我们所说的这些"为什么"，我稍后会再展示给你们。以及它为什么与其他人所做的不同，与竞争对手不同，与整个品类不同？然后它将走向何方，对吧？
[段 24]
We don’t like to do just one-off things. We have to see a broader vision, and this is part of that creation experience. As we look at where that creation experience is going, as we look at where do we think the world is moving, and how is this thing going to be a stepping stone to that ultimate end vision? And that’s where the roadmap starts to get fleshed out. Again, I have the ability here to come in and sort of be the final decision maker with my team and say, yep, we’re going to move this to this next phase. And here is also where we look at some of these things. And when I get into some of these examples, we have fast-track programs, right?
[译文 24]
我们不喜欢只做一次性的事情。我们必须看到更广阔的愿景，这是创造体验的一部分。当我们展望创造体验的发展方向，当我们思考世界正在走向何方，以及这件事如何成为实现最终愿景的垫脚石时。这就是路线图开始变得具体的地方。再说一次，我有能力与我的团队一起成为最终决策者，说：“是的，我们将把这件事推进到下一个阶段。“这里也是我们审视这些事情的地方。而当我进入一些具体案例时，我们有快速通道项目，对吧？
[段 25]
So we took, for example, the Jambox when we were in this phase and we said, we’re not going to go through the other phases, we’re going to go straight into the development process because we want to get this thing out, we want to test it in market and move really quickly. So we have the ability to sort of circumvent our own process now and say, okay, let’s go really rapid and fast track it and recalibrate kind of the go-to-market possibilities. So this is when we, after this stage now, it shifts from that product experience team to our product managers who are really defining the business plan. When’s it going to launch? When’s it going to get into the retail calendar?
[译文 25]
所以，举例来说，当我们在这一阶段时，我们拿Jambox来说，我们说我们不打算经历其他阶段，我们要直接进入开发流程，因为我们想让这个产品尽快面世，我们想在市场上测试它并快速推进。所以我们现在有能力绕过我们自己的流程，说好吧，让我们快速推进，加快进度，重新调整进入市场的可能性。所以这就是当我们在这个阶段之后，它从产品体验团队转移到产品经理，他们真正在定义商业计划。什么时候发布？什么时候进入零售日历？
[段 26]
What is the software release cycle? Really prototyping, you’re actually starting to feel it. And you’re starting to make, as I call a lot of those, trade-offs. We’re like, okay, we wanted to build this. We can’t do that, but here’s what we can do. We want to be this way. We want these functional experiences, but we’re going to sacrifice battery life. Whatever it is, that’s where we start to really kind of pull those decisions and start looking at it. And it’s really a big juggling act, frankly, at that point, right? And so the product guys are driving that, and that’s when again, you know, we sort of look at that, and that’s when again, you know, we sort of look in and synthesize all of what we’ve put together, and we say, okay, does it actually cross enough things off our list?
[译文 26]
软件发布周期是什么？实际上在原型设计阶段，你已经开始感受到它了。然后你开始做出很多我所说的权衡取舍。我们的想法是，好吧，我们想要构建这个。我们做不到那个，但这是我们能做的。我们想要这样。我们想要这些功能体验，但我们会牺牲电池续航。不管是什么，这就是我们开始真正做出那些决定并开始审视它的地方。说实话，在那个阶段，这真的是一个大杂耍，对吧？所以产品人员推动着那个，而这就是我们再次审视并综合我们所有整合的内容的时候，我们会说，好吧，它是否真的划掉了我们清单上足够多的项目？
[段 27]
Does it meet that minimum viability, right? Because we always start with a very, as you can tell, like, this very big wish list of what’s possible and what we can do, and then we start to whittle it down and say, does this cross enough of the value threshold that we think that it’s worth pursuing? Um, and now can actually move it into the development phase where, again, product management continues to lead it. But now you’re starting to really get deep. And this is where engineering comes in and is really starting to sign off on, like, we can build it. Here’s a time schedule and how we ship. And then, again, the product team is looking at how should we go deeper on this?
[译文 27]
它是否达到了那个最低可行性要求，对吧？因为我们总是从一个非常大的——如你所见，就像一个非常庞大的愿望清单开始，列出所有可能的和我们能做的事情，然后我们开始削减它，然后问，这是否跨越了足够的价值门槛，让我们认为值得去追求？嗯，而现在可以实际把它移入开发阶段，在这个阶段，产品管理继续领导它。但现在你们开始真正深入了。而这就是工程团队介入的地方，开始真正签字批准，比如，我们可以构建它。这是时间表和我们如何发布。然后，再一次，产品团队在看我们应该如何在这一点上更加深入？
[段 28]
How can we increase engagement? What are the little innovations? What are the tuning? What are all the things that we need to do to sort of make that? And one of the things that we’ve been fortunate to have is a lot of wonderful response to the products that we’ve built. And we take a lot of care and time and detail really in sort of this development and concepting phase around little details that create these magical experiences. So, for example, when we turn on a Jambox, we have this pretty cool sound design that goes, whoa. And that took months to come up with the right audio tuning. We work with a lot of different choreographers to create that sound, but every time someone turns it on, I see them smile, and they laugh.
[译文 28]
我们如何提高参与度？有哪些小创新？有哪些调音？我们需要做哪些事情来实现这个？我们很幸运能够获得对我们所打造的产品的大量积极反馈。在开发和构思阶段，我们真的非常注重细节，倾注了大量的心血、时间和细节，以创造这些神奇的体验。比如，当我们打开 Jambox 时，会有一个非常酷的声音设计，发出"哇"的声音。为了找到正确的音频调音，我们花了数月的时间。我们与许多不同的编舞者合作来创作那个声音，但每次有人打开它，我看到他们微笑，他们会笑。
[段 29]
The feel of the rubber, prototyping, you know, there’s one manufacturer in the rubber that was able to make the rubber at the quality and durometer that we wanted and the colors that we wanted for the first Jambox. So all of those little magical details, how to resolve, even in software, when we had the first UP and when it plugged in and your sleep graph showed up, even just the animations of how the bars would show up and the way the cards would flow in and out, that was a detail that we thought about. How is this going to interact? How is the user going to experience that? How are they going to feel it? So a lot of that kind of stuff happens even at this stage where you sign off on a program, it’s going, but you’re making those kinds of decisions all the way through and you’re trading them off and you’re doing it in the context of this bigger picture.
[译文 29]
橡胶的触感、原型设计，你知道，在橡胶方面只有一家制造商能够以我们想要的质量和邵氏硬度，以及我们想要的颜色来生产第一代 Jambox 的橡胶。所以所有这些神奇的小细节，如何解决，即使在软件方面，当我们第一次插上 UP 并且睡眠图出现的时候，甚至只是动画效果——那些条形图如何出现，卡片如何流入流出——那都是我们思考过的细节。它会如何互动？用户会如何体验它？用户会如何感受它？所以很多这类事情甚至发生在你签署项目计划的阶段，它在进行，但你一直在做这些决定，一直到最后，你在权衡取舍，你是在这个更大的背景下做这些决定的。
[段 30]
And continued innovation is an opportunity to keep refining and keep doing all that stuff. So how do we think about it now kind of at a broader level? What is the framework for how we think about these signature experiences? Well, we do start with these whys, right, which is that articulation of the problem that we’re solving. And then the themes around how these become actionable concepts, right? And then there’s what we do is we build these cross-functional pods that take a person from the product experience team, a person from hardware engineering, a person from software engineering, a person from the data team, and we put them together, and they’re kind of the core unit. This is the pod that owns that theme or that track, and they continue to sort of build that out against the hero features and inside features.
[译文 30]
持续的创新是一个持续完善、持续完成所有这些工作的机会。那么我们现在如何从更广泛的层面来思考这个问题？我们思考这些标志性体验的框架是什么？嗯，我们确实从这些“为什么”开始，对吧，也就是对我们正在解决的问题的阐述。然后是围绕这些如何转化为可执行概念的主题，对吧？然后我们所做的就是建立这些跨职能团队，从产品体验团队中抽调一人，从硬件工程团队中抽调一人，从软件工程团队中抽调一人，从数据团队中抽调一人，把他们放在一起，他们就像是核心单元。这就是负责那个主题或那条路径的团队，他们会持续围绕核心功能和内部功能进行构建。
[段 31]
And how we put that together. So I’m going to go in now into more specifics around what we call these whys, because this is where I spend a lot of my time really asking the question. And what it does is it serves as a really interesting framework for us to be able to come back and say, hey, do we meet those questions that we ask? Does this thing actually do it? And it serves also as a really good guidepost for a lot of our creativity and a lot of our innovation, so that’s not unbridled, right? So it really comes down to a very simple question for us, which is, what is the user problem that we solve through this experience, whether it’s in hardware, software, data, platform, whatever it is, that once we solve it, people can’t live without it, right?
[译文 31]
以及我们如何将这一切整合在一起。所以我现在要深入探讨我们所说的这些"为什么"的更多细节，因为这是我在大部分时间里真正在追问的问题。这样做的好处是，它为我们提供了一个非常有趣的框架，让我们能够回过头来说，嘿，我们是否回应了那些我们提出的问题？这个东西真的能做到吗？它同时也为我们大量的创造力和创新提供了很好的指引，所以这并不是无拘无束的，对吧？所以，对我们来说，归根结底是一个很简单的问题，那就是：我们通过这个体验解决什么用户问题，无论是硬件、软件、数据、平台，还是其他什么，一旦我们解决了它，人们就离不开它了，对吧？
[段 32]
They may have an absolutely burning need to go solve this problem, and they can’t, you know, they’re looking for a solution. Or it’s things like, you know, that once you have it, you never thought you needed it, but now you can’t live without it, right? Again, the Jambox is a great example of that. We did, you know, we talked to some people when we were thinking about making that product. And it was interesting because a little story for you guys. When we launched the Jambox in the fall of 2010, the market for wireless speakers as a percentage of the overall speaker market was 0%. Right? 0%. Last Christmas, which was Christmas of 2013, it was 78% of the market.
[译文 32]
他们可能有一个非常迫切的需求去解决这个问题，但他们无法做到，你知道，他们在寻找解决方案。或者是这样的东西，你知道，一旦你拥有了它，你从未想过你需要它，但现在你离不开它了，对吧？同样地，Jambox就是一个很好的例子。我们确实，你知道，当我们考虑生产那个产品时，我们和一些人交谈过。这很有趣，因为有一个小故事要讲给你们听。当我们在2010年秋季推出Jambox时，无线音箱作为整体音箱市场的百分比是0%。对吧？0%。去年的圣诞节，也就是2013年的圣诞节，它占了市场的78%。
[段 33]
Right? And so in a few years, we were able to transform this entire industry that had been around since the 50s and 60s, turn it on its head. And if I had gone out and asked a bunch of people. I said, Who wants a hundred? I had gone out and asked a bunch of people, I said, Who wants a $199 speaker for your mobile phone? I guarantee you that in that focus group, 0% of those people would have said that I want that thing, or I need it, or that I’d be willing to pay for it. But yet when we did it, it transformed the industry, right? And so what we—and this is where these whys become super important—is just really focusing in on what you’re doing, right?
[译文 33]
对吧？所以在几年时间里，我们能够彻底改变这个从50年代和60年代就存在的行业，彻底颠覆它。如果我出去问一群人，我说，谁想要一个199美元的手机扬声器？我保证在那个焦点小组中，0%的人会说“我想要那个东西”，或者“我需要它”，或者“我愿意为此付费”。但当我们真正做了的时候，它却改变了整个行业，对吧？所以我们所做的——而这正是这些“为什么”变得超级重要的地方——就是真正专注于你在做的事情，对吧？
[段 34]
And I’ll go through one example in the audio space, which is the Jambox example and audio. And then I’ll take you through a little bit of how we did in Up, in particular Up24. But it starts with what we call kind of our category strategy, and this is the sort of experience framework, right? And our view was, look, all of your content and media experiences are now on your phone, right? They’re no longer on your iPod or your computer. And so we need a different way to interact with it that needs to be as mobile, as portable, as high quality, right? That was our fundamental thinking. And then we said that experience seemed to be seamless across time and space.
[译文 34]
我将通过音频领域的一个例子来说明，也就是Jambox的例子和音频。然后我会带你们了解一下我们在Up方面的表现，特别是Up24。但这要从我们所说的品类策略开始，也就是这种体验框架，对吧？我们的观点是，你看，所有你的内容和媒体体验现在都在你的手机上了，对吧？它们不再在你的iPod或电脑上了。所以我们需要一种不同的方式来与之互动，这种方式需要像手机一样便携，像手机一样高质量，对吧？这是我们的基本思路。然后我们说这种体验似乎是无缝跨越时间和空间的。
[段 35]
You go anywhere through it—different—your car, you know, traveling, in and out of your house, around the house. That was fundamentally what we were doing. And we said that’s the whole point of why this category should exist, right? And that was the human problem. And then we said, okay, what’s in it for Jabra, right? Why should we do this? And so if you think about that broader macro context that I was talking around, the Internet of Things, for us, this was our entry into your home, right? And so while everybody talks about all these new things in your house—from lights and thermostats and cable boxes and fridges and some alarms or whatever—being connected, media is still the killer app in your house.
[译文 35]
你无论去哪里都会通过它——不同的——你的车，你知道，旅行，进出你家，在房子周围。那就是我们从根本上在做的事情。我们说这就是这个品类应该存在的全部意义，对吧？这就是人的问题。然后我们说，好吧，这对Jabra有什么好处，对吧？我们为什么要这样做？所以如果你想想我之前谈到的更宏观的背景——物联网，对我们来说，这就是我们进入你家的入口，对吧？而当所有人都在谈论你家中的这些新事物——从灯、温控器、机顶盒、冰箱、某些报警器等等——都是互联的，媒体仍然是你家中的杀手级应用。
[段 36]
It’s where we sell millions and millions and millions of units, right? So we said, well, speakers can be our entry into that world that’s around you, and it can be the hub of things that we want to do from a software and service perspective in your home. So there’s this interesting strategy both at solving a user problem, but then why does it matter to Jabra? So those two have to go together because, you know, A, we’re not in, you know, a philanthropic, not-for-profit industry. But B, this is, if you do this well, it allows you to keep doing great products and allows you to keep moving forward and doing interesting things. So that’s sort of how we put that together.
[译文 36]
这就是我们销售数百万、数百万、数百万台设备的地方，对吧？因此我们认为，音箱可以成为我们进入这个与你身边世界相关的入口，它可以从软件和服务的角度成为你家中各种事情的核心。所以这里有一个有趣的策略，既要解决用户问题，但同时为什么这对Jabra很重要？这两个必须结合在一起，因为首先，我们所处的不是一个慈善非营利行业。但另一方面，如果你做得好，这能让你持续做出优秀的产品，让你不断前进并做出有趣的事情。所以这就是我们如何整合这两方面的。
[段 37]
And then we built this sort of what we think the experience—what we call the experience continuum is—where is it today, right? And when we started, it was a Bluetooth speaker, right? That was the core enabling technology that allowed us to connect to stuff. Where do we think that it’s going to go tomorrow? And then what happens when we can dream in the future, right? And we start to really try to live in tomorrow and the future, and then start to think about what we build today as a stepping stone to graduate users—starting in one place, continue to move, and continue to move through that. And that gives us a view of how we also make these tradeoffs, right?
[译文 37]
然后我们构建了这个我们认为的体验——我们称之为"experience continuum”——它今天处于什么位置，对吧？当我们起步时，它是一个Bluetooth speaker，对吧？那是一项核心的赋能技术，让我们能够连接到各种设备。我们认为它明天会走向何方？那么，当我们能够在未来做梦时，会发生什么，对吧？我们开始真正尝试生活在明天和未来中，然后开始思考我们今天构建的是什么，作为帮助用户进阶的垫脚石——从某个地方起步，持续前进，不断前进。这给了我们一个视角，让我们了解我们如何做出这些权衡，对吧？
[段 38]
Because we say, you know what, we’re not going to put this into this product, but we’ve got a space for the next one, and we know that we can move users to that and they’ll be ready for it—not for it, right? And that’s a lot of the way we build stuff. We sort of define that experience continuum, right? And then we do talk about this a lot. We don’t think of ourselves as a hardware team or software team or data company or whatever it is. We think of ourselves as an experiences company, right? It’s not just about that physical device or the feature, the object. It’s about the system. It’s about how the pieces come together.
[译文 38]
因为我们会说，你知道吗，我们不会把这个放进这个产品里，但我们为下一代留了位置，我们知道我们可以把用户迁移到那里，他们到时候就会准备好了——但不是为这个，对吧？这就是我们构建很多东西的方式。我们基本上是在定义这个体验连续体，对吧？然后我们确实经常谈论这个。我们不认为自己是硬件团队或软件团队或数据公司或什么的。我们认为自己是体验公司，对吧？重要的不只是那个物理设备或那个功能、那个物件。重要的是整个系统。重要的是各个部分如何整合在一起。
[段 39]
And so when we start to define these whys, they become the problem statement. And we say, okay, how do we use a piece of hardware? How do we use a service in the cloud? How do we use, you know, an application, a sound, a button to solve this user experience problem that we have? And what’s the right distribution across that system of where you should attack the problem, right? And where do we need to innovate and where do we need to pull it together? So that’s a big, big, big part of the thinking that helps us do it, right? And, you know, when we think about these user experiences, right, we say it’s really around the context of why it’s magical to the user, right?
[译文 39]
所以当我们开始定义这些“为什么要做”的问题时，它们就成为了问题陈述。然后我们会说，好吧，我们怎么使用一块硬件？怎么使用云端的一项服务？怎么使用某个应用、声音或按钮来解决我们面临的用户体验问题？在这个系统中，正确的分布应该是什么，应该从哪里切入问题，对吧？我们在哪里需要创新，在哪里需要整合？所以这是帮助我们做到这一点的一个很大、很大、很大的思考部分，对吧？而且，你知道，当我们思考这些用户体验时，我们会说，它真正围绕的是为什么它对用户来说是神奇的，对吧？
[段 40]
And then, like I said, the system is a flagship, and then it has to go to the level of emotional connection, right, where you feel without it, you’re lost—like, I’m going to go back home and get it if I don’t have it, right? And so those are the kind of principles that govern all these things. And we have to keep asking ourselves those questions. Is it doing that? So we pull this all together in the experience framework. This becomes essentially a brief for your engineering team and your design team—for your engineering team and your design team and all the people that work on this in the company—that they can go back to and say, what are we doing, and why are we doing it, and how does that work, and then how do we create against that, right?
[译文 40]
然后，就像我说的，这个系统是一个旗舰产品，然后它必须上升到情感连接的层面，对吧，在那个层面上你会感觉如果没有它，你就迷失了——就像，如果我没有它，我就要回家去拿，对吧？所以这些就是支配所有这些事情的原则。我们必须不断问自己这些问题。它在做到这一点吗？因此我们把这个所有东西整合到体验框架中。这本质上成为给你的工程团队和设计团队的一份简报——给你的工程团队和设计团队以及公司里所有从事这项工作的人的一份简报——让他们可以回头看并说，我们在做什么，我们为什么在做这件事，它是如何运作的，然后我们如何根据这些来创建设计，对吧？
[段 41]
And then we have a sort of whole process. Blueberry is one of the internal code names. But the user experience process starts with a bit of research. So we do actually listen to users and talk to them, but we talk to them in a very specific way. Start looking for those key insights. We concept it, and then we start to build, right? And this is why we go define those lists of consumer problems, the principles, how do we think about approaching that, what are the solutions, and then what’s required in the product to make that happen. Sam? Could you talk about how you balance the fact that a user would never have told you they wanted to pay $200 for a wireless speaker with user research in front of this process?
[译文 41]
然后我们有一个完整的流程。Blueberry 是内部代号之一。但用户体验流程始于一些调研。我们确实会倾听用户并与他们交谈，但我们的交谈方式非常具体。开始寻找那些关键洞察。我们进行概念设计，然后开始构建，对吧？这就是为什么我们要列出消费者问题清单、原则、我们如何看待这个问题、有什么解决方案，以及产品中需要什么来实现这一目标。Sam？你能谈谈你是如何平衡这个事实——用户从来不会告诉你他们想要花 $200 买一个无线音箱——与这个过程之前的用户研究之间的关系吗？
[段 42]
Yeah. Well, there’s two different – there’s a lot of layers to user research, right? So what we look at – that’s a great question. So you guys probably aren’t familiar enough with this yet, but there are sort of standard tools for what people do in focus grouping, where they say, would you try this? Would you do this? Would you pay this? Do you want this feature? Do you not want that feature? What do you care about? That’s one way to do it. And what you don’t usually get there is really great answers. We ask different kinds of questions. We say, you know, how much music do you listen to when you are with other people?
[译文 42]
是的。嗯，用户研究有很多层面，对吧？所以我们关注什么——这是个很好的问题。所以你们可能还不太熟悉，但人们在做焦点小组时有一些标准工具，他们会问，你会试试这个吗？你会做这个吗？你愿意为此付费吗？你想要这个功能吗？你不想要那个功能吗？你在乎什么？这是一种方法。但在那里你通常得不到非常好的答案。我们问不同种类的问题。比如，你会问，你在和别人在一起时听多少音乐？
[段 43]
How do you play that music? Do you listen to it on headphones, or do you listen to it on speakers? On your phone. Okay. How often are you with other people? How often do you want to personalize experience? How often do you want to share? So we ask a lot of questions. We just ask different ones. And we don’t ask them specific things about do you want this or do you want that? We ask them how do they behave? How do they live? And you say to them, hey, if you had something that allowed you to take, you know, a great example is iPod. If you said to somebody, you know, if you could put a thousand songs in your pocket and take them anywhere—That’s cool.
[译文 43]
你怎么播放那首音乐？用耳机听还是用扬声器听？用你的手机听。好的。你多久和别人在一起？你多久想要个性化体验？你多久想要分享？所以我们问很多问题。我们只是问不同的问题。我们不问他们具体的事情，比如你想要这个还是你想要那个？我们问他们怎么行为？他们怎么生活？然后你对他们说，嘿，如果你有一个能让你携带的东西，众所周知的一个好例子是iPod。如果你对某人说，如果你能把一千首歌装进口袋里带到任何地方——那很酷。
[段 44]
Not: do you want a digital portable music player. So, again, it’s at a price that was more than your phone. So you sort of have to separate what are questions that you can ask that are going to help make you smarter about your thesis versus trying to get somebody to validate it for you. And I think that’s the real separation. No one’s going to tell you what to build. If they do, then they should do it and not you. And so you’re the one who’s making that decision. You’ve got the thesis. You’ve got the creative idea. You’ve got the innovation. You’ve got to use these people to help you make it better and to refine your thinking.
[译文 44]
不是问：你想要一个数字便携式音乐播放器吗。所以，再说一次，它的价格比你手机还贵。所以你某种程度上必须区分哪些问题是你可以问的、能帮助你对自己的 thesis 有更深入了解的，哪些是试图让别人来验证你的论文的。而我认为这才是真正的区分。没有人会告诉你该做什么。如果他们真的告诉你该做什么，那他们应该自己去做而不是你。所以做决定的人是你自己。你有你的 thesis。你有你的创意想法。你有你的 innovation。你必须利用这些人来帮助你把事情做得更好，完善你的思考。
[段 45]
That’s the difference. Make sense? Got it. Okay. So I’m going to switch over to some Up24. Which is the product that we’ve had in the market? Our wireless products for health tracking. And the whys of Up24 are really simple, right? Well, first of all, let me start with the whys for Up. The idea there was, there’s so much that we know about the world today through Twitter, Facebook, social media, access to the Internet, Google, et cetera. But we know nothing about ourselves. We have no idea why some days I sleep eight hours, I feel terrible. Some days I sleep three, I feel awesome. Like, I just have no idea, right? And so our thought was, could we take a lot of this sensor technology, help people understand more about themselves, and start to then make better decisions about how they live better?
[译文 45]
这就是区别。明白吗？明白了。好的。所以我要切换到 Up24。这是我们在市场上推出的产品——我们用于健康追踪的无线产品。Up24 的设计原因其实很简单，对吧？嗯，首先让我从 Up 的设计原因说起。这个想法是，今天我们通过 Twitter、Facebook、社交媒体、互联网、Google 等等，知道了世界上很多事情。但我们对自己一无所知。我们不知道为什么有时候睡八个小时，感觉很糟糕。有时候睡三个小时，感觉很棒。就是，完全不知道为什么，对吧？所以我们的想法是，我们能否利用这些传感器技术，帮助人们更好地了解自己，然后开始做出更好的决定来改善生活？
[段 46]
And so that was the first product. This was the second product where we said, okay, great. Now that we have wireless connectivity, it’s not just about Bluetooth or wireless. It’s about the fact that I can use that real-time flow of information to understand what’s happening with me and go and take action on it, right? I can get the data in a more meaningful, relevant, contextually important way at the moment that it matters. I can also get back guidance in a structural way that can help me go do things. And I want that ongoing encouragement because everybody knows that they want to be better, but they fall down or do whatever. And they want a fluid way to interact with us.
[译文 46]
这就是第一个产品。这是第二个产品，我们当时说，好，很好。既然我们有了无线连接，这不不仅仅是关于Bluetooth或无线。关键在于我能利用这种实时信息流来了解我自身正在发生什么，并据此采取行动，对吧？我能在重要的时刻以更有意义、更相关、在情境上更重要方式获取数据。我还能以结构化的方式获得反馈指导，帮助我去执行操作。而且我需要那种持续不断的鼓励，因为每个人都知道自己想要变得更好，但他们可能会失败或做出各种行为。他们希望一种流畅的方式与我们互动。
[段 47]
So this is what we were sort of building in Up24. We had this very crisp set of five things that were the whys of why we’re building this product and why we’re doing it. And our point of view was that we had this sort of fundamental narrative going back to the experience framework where we said, everything we do in Up is about helping people track and understand themselves. It was understand, which is taking all that data and converting it into knowledge. And then the third part was act. So track, understand, and act. That is our narrative for everything we do in the kind of wearable health space, fundamentally. And it will be for the entirety of what we do.
[译文 47]
这就是我们在 Up24 中逐步构建的东西。我们有非常清晰的五个要素，这些要素就是我们为什么要构建这个产品以及为什么要这么做的原因。我们的观点是，我们有一个回归体验框架的基本叙事，我们说，在 Up 中，我们所做的一切都是为了帮助人们追踪和了解自己。第二个是 understand，即把所有这些数据转化为知识。然后第三部分是 act。所以是 track、understand 和 act。这就是我们在可穿戴健康领域所做一切的根本叙事。它将贯穿我们所做的一切。
[段 48]
It’s sort of help people get more information about themselves. Data is great. Understanding is better. Convert that into things that they can have, create real knowledge that they can then take action on. So anything that we can do to keep the device on, get more information, help them be engaged, and then find ways of guiding that behavior was really, really interesting. And this is the sort of framework for the system. And then you can start to think about, well, that designs how you build your data infrastructure, your insight system, how you process it, how you build the application experience that surfaces it. And this is a little bit more of a blowout around track, understand, and act, right?
[译文 48]
这有点像帮助人们获取更多关于自己的信息。数据很棒。理解更好。将其转化为他们可以拥有的东西，创造真正的知识，然后他们可以据此采取行动。所以任何我们能做的让设备保持运行、获取更多信息、帮助他们保持参与，然后找到引导这种行为的方式，都非常非常有趣。这就是系统的某种框架。然后你可以开始思考，嗯，这决定了如何构建你的数据基础设施、你的洞察系统、如何处理它、如何构建呈现它的应用体验。而这更像是围绕track（追踪）、understand（理解）和act（行动）的一个更详细的展开，对吧？
[段 49]
So we’ve got to, and this is, the tracking part is really fundamentally about the hardware too. It’s sort of how do you design the batteries, how do you design the embedded systems and materials, the way it latches on you, how easy is it, so that you create the habit of keeping it on your body, right? Then you’ve got to take all that data, and it’s not just visualization of information. Like, you know, if I told you your guys’ heart rate was 75, is that good or bad? Who knows the answer to that question? I don’t. It depends, right, on what you’re doing and who you are and what’s happening. So just the data surfacing is not enough.
[译文 49]
所以我们必须，而且这个追踪部分实际上从根本上说也跟硬件有关。这有点像你如何设计电池，如何设计嵌入式系统和材料，它如何贴合在你身上，有多容易做到，这样你就能养成把它戴在身上的习惯，对吧？然后你必须处理所有这些数据，这不仅仅是信息的可视化。比如说，如果我告诉你，你们的心率是75，这是好还是坏？谁知道这个问题的答案？我不知道。这取决于，对吧，取决于你在做什么，你是谁，以及正在发生什么。所以仅仅数据展示是不够的。
[段 50]
You’ve got to contextualize why that matters. Turn it into action. And that’s the third part, right? Is action is key. So let me understand the data. Let me understand that when I work out at 4 o’clock, I get four more hours of deep sleep at night. That’s awesome. So let me get Ryan Minder at 4 o’clock to go work out or do whatever, right? And that’s what we’ve built, and that’s a lot of infrastructure to sort of create that experience. But that’s how we build software. That’s how we build hardware. That’s how we build sort of the whole system. And then often we will talk about different kinds of users and what they care about and what we think our user base is made of.
[译文 50]
你必须把为什么这很重要的背景交代清楚。把它转化为行动。这就是第三部分，对吧？行动是关键。所以让我先理解这些数据。让我理解当我下午4点锻炼时，我在晚上会多获得4个小时的深度睡眠。太棒了。所以让我安排Ryan Minder在下午4点去锻炼或做其他事情，对吧？这就是我们所做的，而且这是大量的基础设施来创造这种体验。但这就是我们构建软件的方式。这就是我们构建硬件的方式。这就是我们构建整个系统的方式。然后我们经常会讨论不同类型的用户，他们关心什么，以及我们认为我们的用户群是由什么组成的。
[段 51]
And, you know, who’s more into weight loss, who wants the sort of social acceptance, who are people who are vain, that just want to look better. And it’s true. So, you know, there’s lots of different things. And there are people who have sort of medical reasons for they use our product. And we design different kinds of experiences, right? We think about using the platforms like the phones and ways to push notifications as part of the system thing, right? We think of notifications as a tool for behavior change, right? And then we actually start to go map out these things. What is a smart action, right? Is it real-time? Does it feel customizable? Does it feel progressive?
[译文 51]
你知道的，谁更热衷于减肥，谁想要社交认同，谁是虚荣的人，只是想让自己看起来更好。这是事实。所以，你知道的，有很多不同的情况。有些人出于某种医疗原因使用我们的产品。我们设计不同类型的体验，对吧？我们考虑使用手机等平台，以及推送通知的方式，作为系统的一部分，对吧？我们把通知视为行为改变的工具，对吧？然后我们真正开始规划这些内容。什么是智能操作，对吧？它是实时的吗？它感觉可定制吗？它感觉有进步吗？
[段 52]
Does it help me? Is it really tailored to me, right? And then for this particular type of user, we go out and storyboard. And then these storyboards go to our design engineering teams who work together, and they actually start to build off of this. And what this does for us is it creates a nice set of constraints. My experience has been constraints are really great because they serve as opportunities to resolve, to refine, to simplify, and push you to find the right answer that will solve a user problem in the simplest way. And so we create a lot of those constraints around what we’re doing. This is the sort of storyboarding for getting someone to the goal and how they do it and what we use in real time.
[译文 52]
这对我有帮助吗？它真的是为我量身定制的吗，对吧？然后对于这类特定用户，我们会进行故事板制作。这些故事板会被送到我们的设计工程团队，他们协同工作，并开始以此为基础进行构建。这样做的目的是为我们创造一组良好的约束条件。我的经验是，约束条件真的非常好，因为它们提供了机会去解决、精炼、简化，并推动你找到正确答案，以最简单的方式解决用户问题。因此我们在所做的事情周围创造了很多这样的约束条件。这就是帮助用户达成目标的故事板制作方式——他们如何做到这一点，以及我们在实时中使用的工具。
[段 53]
And then we put in sort of the secondary experiences, which is if we can do this and we can fit it in, it’s not too cluttered or confusing, we’ll put it in. So that’s a little bit of a snapshot into how we build. And we have a few minutes left, so I’d love to answer any questions. Yeah, my questions are great. We’ve got about a minute. Go ahead. So let’s say you have this product, right? You have all these features that you want to do, right? All these things. Yeah, satisfied and you’re about to design process, right? How do you approach the whole problem, right? How do you break it down to solve this, and satisfy this problem, and solve it this way, right?
[译文 53]
然后我们会放入一些次要的体验，即如果我们能做到这个，而且能容纳得进去，不会太杂乱或令人困惑，我们就会放进去。所以这就是关于我们如何构建的一个小缩影。我们还剩几分钟，所以我很乐意回答任何问题。是的，我的问题很棒。我们大概还有一分钟。请说。那么假设你有这个产品，对吧？你有所有这些你想要做的功能，对吧？所有这些东西。是的，满足了，你即将进入设计流程，对吧？你如何处理整个问题，对吧？你如何分解它来解决这个，满足这个问题，并以这种方式解决它，对吧？
[段 54]
But then, each design feature is not mutually exclusive. How do you approach it holistically while solving problems? Can you repeat the question? Yeah. I think the question was, when you have a number of different features and functions that you’re trying to build, how do you look at it at a system level to understand, not within that one silo, what the tradeoffs are, but what the tradeoffs are across the entire system? I think that’s the answer to your question. You do exactly that. You don’t think about it in one silo. You have to force a lot of, you know, when it’s a small team, it’s really easy because you guys are all sitting around a table.
[译文 54]
但每个设计特性并不是互斥的。在解决问题的同时，如何整体地看待它？能重复一下问题吗？是的。我觉得问题是这样的：当你有多个不同的特性和功能需要构建时，你如何在系统层面去看待它，理解权衡不仅是在那个独立的 silo 中，而是整个系统中的权衡？我觉得这就是你的问题的答案。你就是这样做的。你不要在一个独立的 silo 中思考它。你必须强制进行很多跨系统的考量，你知道，当团队很小时，这真的很容易，因为你们都围坐在一张桌子旁。
[段 55]
You’re looking at each other. You’re making those decisions in real time. And as you get bigger and larger company, you have to force a lot of communication where everyone’s in a room. And that person says, you know what, if you build, if you constrain me in this way, then I can’t get the quality spec that you need me to make. And this guy is going to say, well, if you do that and you give me that much space, then I can’t fit all the algorithms in at the battery performance that you want. And so when you start to look across the system, you start to see everyone has to share what their pains are. And they have to understand, if I make this trade-off, it’s going to affect me over here.
[译文 55]
你们相互对视着。你们在实时做出这些决策。随着公司越来越大，你不得不强制进行大量沟通，让所有人都在一个房间里。而那个人会说，你知道吗，如果你这样限制我，那我就无法达到你要求的质量规格。这个人则会说，呃，如果你那样做，同时给我这么大的空间，那我就无法在你们想要的电池性能下塞进所有的算法。所以当你开始从整个系统来看的时候，你会发现每个人都必须分享他们的痛点。他们必须理解，如果我做出这个权衡，它会在这里影响到我。
[段 56]
And so you have to put them all together in a room and start hashing that. But what’s on the board and on the walls and on everywhere is, what are we trying to do? And does that trade-off still meet it across all those different silos? Because everyone’s thinking about the trade-offs in their bit. And they know what they need to accomplish, right? But again, it’s how does that affect the whole thing? We just went through this with Up3, which is a product we’re shipping in a couple weeks that sort of defined the next wave of what’s happening in the wearable space on the health tracking side. We invented a totally new sensing system, right? There was raw science that had been developed that we productized really fast.
[译文 56]
所以你必须把他们都聚到一个房间里，开始讨论梳理这些内容。但白板上、墙上、所有地方写着的都是：我们到底想做什么？这些权衡在各个不同部门之间还能满足目标吗？因为每个人都在考虑自己那部分工作的权衡。他们知道自己需要完成什么，对吧？但关键还是：这会如何影响整体？我们刚刚经历了这个过程，关于Up3——这是我们几周后要推出的产品，它定义了可穿戴设备领域在健康追踪方面的下一波浪潮。我们发明了一个全新的传感系统，对吧？有已经开发出来的原始科学，我们把它快速产品化了。
[段 57]
And even just trade-offs on like what the electrode materials were, had effects on reliability, sourcing, you know, signal performance. And it just, these guys weren’t talking to each other. We had to get in a room, do daily calls for three hours where they’re going through each of those things. It’s tedious, but we’re figuring it out and we knock it down. So when you’re small, it’s really easy because you just draw a look at it, but you have to always have that definition of what you’re trying to do across the system. And that’s why a lot of what I was talking about was much higher level. What problem are we solving? Where does it go over time?
[译文 57]
甚至仅仅是 electrode materials 方面的权衡取舍，就会影响可靠性、sourcing 以及信号性能。关键是这些人互相之间根本没有交流。我们不得不把大家聚到一个房间里，每天开三个小时的会，让他们逐一讨论每个问题。这很繁琐，但我们正在逐一攻克。所以当团队规模小的时候，确实很容易，因为你只需要画个图看一眼就行，但你必须始终对整个系统要实现的目标有清晰的定义。这就是为什么我之前谈的很多内容是在更高层面上的。我们在解决什么问题？它随时间会如何演进？
[段 58]
And how do all these pieces inform it? Go ahead. If a startup wants to build a system eventually, should it start focusing on one small thing, or should it start looking at the systems itself and how to build a system together? I think system think is a mindset, right? It’s not actually a system. There are simple systems. There are complex ones. A plane is a very complex system. A car is a very complex system. There’s other products we make that are much simpler. A phone is a complex system. An application you should think of as a system, right? And how all the pieces work together. Your storage, the front-end experience, what you’re doing, the connectivity.
[译文 58]
所有这些碎片是如何构成它的？继续。如果一家初创公司最终想要构建一个系统，它应该从专注于一件小事开始，还是应该开始关注系统本身以及如何共同构建一个系统？我认为系统思维是一种思维方式，对吧？它实际上不是一个系统。有简单的系统，也有复杂的系统。飞机是一个非常复杂的系统。汽车是一个非常复杂的系统。我们生产的其他产品则简单得多。手机是一个复杂的系统。一个应用程序你应该把它想象成一个系统，对吧？以及所有碎片如何协同工作——你的存储、前端体验、你正在做的事情、连接性。
[段 59]
That’s all a system, right? And so that’s more what we mean about system. Yes, for us, system is hardware, software, and data, but I think within even anything, there’s always system thing. And so it’s more just thinking about how the trade-offs work across all the different pieces as they come together. Does that make sense? Yeah. Yeah. Go ahead. I have a question. What’s the decision-making process between creating related products in the same space? So like for fitness tracking, there’s different versions of, or for a jam box, there’s different versions of the jam box. What goes into that? We do have a grand unified theory at some point around how these experiences come together and what happens.
[译文 59]
这就是一个系统，对吧？所以这更接近我们所说的系统。是的，对我们来说，系统是硬件、软件和数据，但我觉得即使在任何事物中，总是有系统的问题。所以更多的是思考当所有不同的部分组合在一起时，权衡是如何运作的。这有意义吗？是的。是的。继续。我有一个问题。在同一领域创建相关产品的决策过程是什么？比如健身追踪，有不同的版本，或者对于 jam box，有不同版本的 jam box。这其中涉及什么？我们确实在某个时候有一个关于这些体验如何结合在一起以及会发生什么的大统一理论。
[段 60]
And it touches a little bit that point that I was making to you around a context engine when you have things on your body that can make everything in the world around you smarter. Like if I know the emotional state of a user, I can tell Spotify what song it should play you on the jam box. I can tell the TV that you didn’t like that commercial, they should fast forward to the next one, or I can tell you not to watch Game of Thrones on a Sunday night because you don’t sleep well. So you start to see how these pieces start to go together. And so we do think at that level, and then we start to say, what are the building blocks that get there?
[译文 60]
这触及了我之前向你提出的关于context engine的某个观点，当你身上有这些设备时，它们能让周围的一切都变得更智能。比如说，如果我知道用户的情绪状态，我可以告诉Spotify应该在jam box上为你播放什么歌曲。我可以告诉电视，你不喜欢那个广告，它们应该快进到下一个；或者我可以告诉你不要在Sunday晚上看Game of Thrones，因为你睡不好。所以你开始看到这些环节是如何联系在一起的。所以我们确实在那个层面进行思考，然后我们开始思考，达成目标需要哪些基本要素？
[段 61]
And how do we establish credibility? How do we establish a distribution system? How do we establish manufacturing scale? How do these pieces start to come together? So there is a grand unified vision for us. And we look at different categories, and different categories have different dynamics. They move at different paces. They have different replacement cycles. A great example of this right now is what’s going on with iPad and iPhone. We’re all very used to replacing our phones every single year. iPads are not following that same trajectory, right? So the replacement cycle is different. The use case is different. The problem that’s solving is different. So you’ve got to adapt to that, right? You don’t replace your Nest every year.
[译文 61]
我们如何建立信誉？我们如何建立分销系统？我们如何建立制造规模？这些要素如何开始整合在一起？所以这对我们来说有一个宏大的统一愿景。我们审视不同的品类，不同的品类有不同的动态特征。它们以不同的速度发展。它们有不同的更换周期。一个很好的例子就是现在iPad和iPhone的情况。我们都很习惯每年更换手机。iPad并没有遵循同样的轨迹，对吧？所以更换周期不同。使用场景不同。它们解决的问题也不同。所以你必须适应这一点，对吧？你不会每年都更换Nest。
[段 62]
It’s a 15-year install. So how do they build in that kind of a world? How do they think about. So it’s just, you’ve got to think about your category, the replacement cycle, the usage, how these things come together, and the dynamics are different, right? Go ahead. So, first of all, how do you come with this unique pattern of the jawbone, I mean, the pvp background, the first place, and you think it’s a better design, you have this idea, or you think the functionality is more important? Which piece are you talking about? You’re talking about the texture? Yeah, the texture, yeah. So it’s unique texture. It’s the signature of every jawbone product. Yeah, and a lot of that was developed by Eve and her design team and sort of, you know, up with a branded look so that you saw the icon and you knew what it was, whether it’s here or anything.
[译文 62]
这是一个15年的安装。那他们在这样一个世界里是如何构建的呢？他们是如何思考的。所以，关键是你必须考虑你的品类、更换周期、使用方式，这些东西是如何组合在一起的，而且动态变化是不同的，对吧？请说。所以，首先，你是如何想到这个jawbone独特的图案的，我的意思是，pvp背景，首先，你觉得这是一个更好的设计，你有这个想法，还是你认为功能性更重要？你说的是哪一部分？你说的是纹理？是的，纹理，是的。所以这是独特的纹理。这是每个jawbone产品的标志性特征。是的，其中很多是由Eve和她的设计团队开发的，嗯，你知道，形成了一种品牌化的外观，这样你看到图标就知道它是什么了，无论是在这里还是其他任何地方。
[段 63]
So that was part of our mission. We wanted to convey a certain emotional quality, et cetera. Some people like it. Some people don’t. That’s sort of the nature of design. But that was all part of the same process. Go ahead. Reminder on the question. Sorry. Yeah, so this is kind of coming up on the other questions. But when you iterate on a certain product, how does your process necessarily change? You’re not used to keeping to account information that you might have learned from, let’s say, like 24 months ago? How does the framework and process work? That’s a good question. I’m actually going to go back to that. The question was, it’s sort of not on the initial product, but as you’ve launched the initial product, what happens to your thinking and how does that evolve the process, right?
[译文 63]
这是我们使命的一部分。我们想要传达某种情感特质，等等。有些 人喜欢，有些人不喜炊。这大概就是设计的本质。但这些都是同一 个过程的一部分。继续说。提醒一下问题。抱歉。是的，这有点 涉及到其他问题了。但是当你迭代某个产品时，你的流程是否会必 然发生变化？你不习惯保留你可能从比如说 24 个月前学到的账 户信息吧？框架和流程是如何运作的？这是个好问题。我实际上要 回到那个问题。问题是，这不完全是关于初始产品，而是当你推出 初始产品后，你的想法发生了什么变化，以及这如何推动流程的 演变，对吗？
[段 64]
So I’m going to take it back to that slide that shows kind of how we create and the process flow right here. So sorry I’ve got to go through these builds, so it’s actually a great question. So say this is you starting something totally new from scratch, and you come out here and you do all this stuff, and you get it to here, and then you learn a lot, and in the first iteration of Up in 2011 it broke, it didn’t work, so we had to actually go back to the drawing board. And so what that did here is we actually ended up telling these guys a bunch of things that they should be thinking about, and sort of unlocking a lot of problems we had to solve that they then started working on at a different pace.
[译文 64]
所以我要回到那张幻灯片，它展示了我们的创作流程和这里的流程图。抱歉我得把这些构建过程过一遍，所以这实际上是个很好的问题。比如说，你从零开始做一件全新的事情，你来到这里做所有这些东西，你把它做到这里，然后你学到了很多，在2011年Up的第一次迭代中，它失败了，不管用，所以我们不得不重新开始。这样做的结果是，我们最终告诉他们很多人应该思考的事情，解锁了很多我们需要解决的问题，然后他们以不同的节奏开始着手解决这些问题。
[段 65]
Because sometimes this will take years to come to fruition. We can dream a lot faster than what’s possible, right? And so even at core technology levels, at sensor, batteries, I mean, chips, right, processing, what we can do with storage, like all that kind of stuff, we’ll say, well, you know what? If we have those are the problems that we’re facing, what if we start running different parallel threads to go fix that? And so we’ll start doing some work here. They’ll look at it in different parts of the process. So there’s room for innovation in all these different things. But we may say something here that we say, let’s go straight into planning and development. We don’t need to go all the way back, right?
[译文 65]
因为这有时需要数年才能结出硕果。我们的梦想可以比可能的来得快得多，对吧？所以即使在核心技术层面，在传感器、电池，我的意思是芯片、处理、存储等方面我们能做到的，所有这类东西，我们会说，嗯，你知道吗？如果这些是我们面临的问题，如果我们开始运行不同的并行线程来解决它呢？于是我们会在这个方面开始做一些工作。他们会在流程的不同部分来看待它。所以在这些不同的事物中都有创新的空间。但我们可能会在这里说，让我们直接进入规划和开发。我们不需要从头开始，对吧？
[段 66]
So we have the flexibility to sort of jump through and say, we don’t need to do these things. We know that, like, it wasn’t a big struggle for us to know to go from a solution that plugged in to go to wireless. Like, I wasn’t concerned that we had to do a lot of concepting and evaluating. I knew that was going to work, right? So we can kind of skip through those steps if you know how to make those decisions. What this is more for us in a lot of ways is a way of kind of taking a lot of innovative spirit and creativity and giving it a very focused way to actually get out, right?
[译文 66]
所以我们有灵活性可以跳过这些步骤，我们可以说我们不需要做这些事。我们知道，从插电式方案转到无线方案，对我们来说并不是什么大难题。我并不担心我们必须做大量的概念设计和评估。我知道那是可行的，对吧？所以如果你知道如何做出这些决定，我们可以跳过那些步骤。对我们来说，这在很多方面是一种方式，能够把大量的创新精神和创造力以一种非常聚焦的方式真正释放出来，对吧？
[段 67]
And so that’s what we think about. We have the ability to sort of go back and forth and skip over steps as necessary. Go ahead. I’m just curious, how large is Job Run now in terms of the number of employees? And then as you’ve added more employees, what were some of the keys that you encountered of having, you know, not just a group of five, but more people working on one project and then everybody getting heard or some of the organizational tools to facilitate that? Yeah, yeah. That’s a good question. So the question is, how big are we? And then as we grew from, you know, few to many, how did it change our thinking around process and tools and how we kind of work together, right?
[译文 67]
这就是我们的想法。我们有能力在必要时来回反复或跳过某些步骤。请说。我只是好奇，就员工数量而言，Job Run现在有多大？然后，随着你们增加了更多员工，你们遇到了哪些关键问题——不只是五个人，而是一个项目有多人一起工作，然后让每个人都能被听到，或者使用哪些组织工具来促进这一点？是的，是的。这是个好问题。所以问题是，我们有多大？然后，随着我们从少到多地增长，这如何改变了我们对流程和工具的看法，以及我们如何一起工作，对吧？
[段 68]
So we’re about 500 people, and we have a very remote setup. We’ve got an office in Sunnyvale, headquarters in San Francisco, a very remote setup. We’ve got an office in Sunnyvale, headquarters in San Francisco, office in Seattle, Shanghai, Pittsburgh, London. And so we have a very distributed team that poses a lot of interesting communication challenges, but also allows us to get where the talent is and where there are interesting people in specific areas that we’re doing. I would say the single biggest thing that we continue to always try to get better at is that communication between all these different people, working in different ways, and forcing them to sit at the table and say, here’s what I’m working on, here’s where my trade-offs are, this is what I think it should affect you, listening to other people and sort of understanding it and then remembering that we are building this system and here’s what happens when all the pieces come together and then how do we solve problems.
[译文 68]
我们大约有500人，团队分布非常分散。我们有Sunnyvale办公室，San Francisco总部，团队分布非常分散。我们有Sunnyvale办公室，San Francisco总部，西雅图办公室，Shanghai办公室，Pittsburgh办公室，London办公室。因此，我们有一支分布非常分散的团队，这带来了很多有趣的沟通挑战，但也让我们能够触达人才所在的地方，以及在我们特定领域中有趣的人才所在的地方。我想说，我们一直努力改进的最重要的事情就是所有这些不同的人之间的沟通，他们用不同的方式工作，强迫他们坐下来，说说“这是我正在做的”，“这是我的权衡”，“我认为这应该影响到你”，倾听其他人并理解它，然后记住我们正在构建这个系统，“这就是当所有部分组合在一起时会发生什么”，然后我们如何解决问题。
[段 69]
But it’s a lot of that forcing that communication. And doing things, like I literally on Up3 have a daily call that’s two and a half hours with the entire team from materials, sourcing, manufacturing, design, sensor, firmware, mechanical engineering, all together. And they all have to sit through each other’s updates but then understand what those trails are. And I sort of force that communication. So, go ahead. At what point did you decide to expand? And how did you decide where to expand to first? So the question is, how do we decide to expand and when? Is that geographical? Is that our team? Is that markets? Yeah. Our team, was that markets? How did you find the connections to each other?
[译文 69]
但这需要大量强制性的沟通。而我做的一些事情，比如在 Up3，我每天有一个两个半小时的电话会议，整个团队都要参加——包括材料、采购、制造、设计、传感器、固件、机械工程，所有人都在。他们所有人都必须听完彼此的更新，然后理解这些跟踪内容是什么意思。而我基本上是强制这种沟通。那么，继续。你们在什么时候决定扩张的？以及你们又是如何决定首先向哪里扩张的？所以问题是，我们如何决定何时扩张以及扩张到哪里？是地理意义上的？是团队层面的？还是市场层面的？是的。我们的团队，是市场层面的？你们是如何找到彼此之间的联系的？
[段 70]
I mean, I think a lot of it, some of it’s deliberate. You know, we sort of say, obviously we build a lot of things in China, so we need to have a presence there and manage things. So at some point we got big enough that we wanted our own team on the ground. You know, we’ve expanded sales. I think we’re in 56 countries globally, 100,000 points of sale. So that was, you know, we started in North America, we went to Europe, we went to Asia. Now we think a little bit differently about when we launch, what geographies we go to. So some of it’s deliberate and planned. Some of it takes time. And again, it’s part of that, you know, we want to be here.
[译文 70]
我的意思是，我认为很多东西，有些是有意为之的。你知道的，我们基本上可以这么说，显然我们在中国建造了很多东西，所以我们需要在那里有业务存在并管理这些事情。所以在某种程度上，我们已经做得足够大了，我们希望在那里有自己的团队扎根。你知道的，我们已经扩展了销售业务。我认为我们在全球 56 个国家，100,000 个销售点。所以这基本上就是，我们从 North America 开始，然后去 Europe，然后去 Asia。现在我们对何时推出产品、进入哪些地区有了不同的思考方式。有些是有意为之的，有计划的。有些需要时间。而且再说一遍，这只是其中的一部分，你知道的，我们想要在这里。
[段 71]
Here’s how we want to grow. We want to migrate our business this way. And then a lot of it is also opportunistic, right? There are markets that we’ve entered where, you know, we had a really good partner or we had a really, you know, strong proposition or the culture was really well-suited to what we were doing. You know, for up, China’s a huge market for us. We went in with Apple in Apple stores, and that was a great stamp of credibility, and we sort of rode that wave. So, you know, again, but we knew we wanted to be in China, and that was a great entry point for us. So I think it depends on what you’re doing specifically and, you know, what’s appropriate for that situation.
[译文 71]
我们是这样规划增长的。我们希望通过这种方式迁移业务。很多情况下也是灵活把握机会的，对吧？在我们进入的一些市场中，你知道，我们找到了非常优秀的合作伙伴，或者提出了非常有力的方案，或者当地文化非常适合我们的业务。你知道，比如中国，对我们来说就是一个巨大的市场。我们通过Apple Store进入，这带来了很大的信誉背书，我们就顺势抓住了这个机会。所以，你知道，我们之前就知道想进入中国，那是一个很好的切入点。所以，我认为这取决于你具体在做什么，以及什么适合那个情况。
[段 72]
Go ahead. Why haven’t you made any headphones? I mean, you know, for us, like any category, I get asked about a lot of different things, and headphones is sort of one. For us, when we come into a space, we want to blow it wide open and make sure we have a proposition that makes it better for the user than what’s there today and make it better in sort of an order of magnitude or two order of magnitudes and do stuff. So sometimes the market’s not ready. Sometimes the technology base isn’t ready. Sometimes we’re not ready. We don’t have the right capabilities to synthesize and pull those pieces together. So it’s a combination of factors, whatever the product or the category is.
[译文 72]
说吧。为什么你们没有生产任何耳机？我的意思是，你知道，对我们来说，像任何类别一样，我会被问到很多不同的事情，耳机算是其中之一。对我们来说，当我们进入一个领域时，我们想要彻底打开市场，确保我们提出的方案能让用户比今天现有的更好，而且要好上一个或两个数量级。所以有时候市场还没准备好。有时候技术基础还没准备好。有时候我们还没准备好。我们没有正确的能力来综合和整合这些要素。所以这是各种因素的综合，无论是什么产品或类别。
[段 73]
All right, one more question. Go ahead, in the red sweater. Hi, for a hardware company or a system company, the product in this cycle is always a headache. Sam mentioned one early capacity. We tried to run a hardware company like a software company. I was wondering if there is anything you could share there. Are you trying to run a job on more like as much as close to a software company to get user feedback along the way in your development process? So I think the question was, hardware companies are sort of hard to run. They’re different from software companies. How are we trying to run Java? I would say there’s no model for what we’re trying to do.
[译文 73]
好的，再问一个问题。继续，穿红色毛衣的那位。你好，对于硬件公司或系统公司来说，这个周期的产品总是让人头疼。Sam提到了早期的产能问题。我们尝试像软件公司一样经营硬件公司。我想知道您是否可以分享一些这方面的经验。你们是否在开发过程中尝试更像软件公司那样运行，以获得用户反馈？所以我想问题是，硬件公司运营起来相当困难。它们与软件公司不同。我们如何尝试运营Java？我想说，对于我们正在尝试做的事情，没有现成的模式。
[段 74]
It’s never been done before. So we feel like we’re at the tip of the arrow. We’re putting together disciplines that have never had to work side by side to create experiences. It’s very painful sometimes. It’s very fun. We try to take the best of everything. Try to take the best practices of what make rapid software iteration. This is what make rapid software iteration, testing and development, deployment. Try to apply that to hardware. We try to take the resolution that you require in hardware and apply that to software design because web software is very different than mobile software. And it turned out that building mobile software was actually a lot more like building hardware where you actually had one shot and you had to get it right right out of the gate.
[译文 74]
这以前从未做过。所以我们感觉像是站在箭的尖端。我们正在整合从未需要并肩工作的学科来创造体验。有时候这非常痛苦。但也非常好玩。我们努力取其精华。努力采用快速软件迭代的最佳实践。这就是快速软件迭代、测试、开发和部署的方法。努力把这些应用到硬件上。我们努力把硬件所需的精确度应用到软件设计，因为网页软件与移动软件非常不同。结果发现构建移动软件实际上更像是构建硬件，你需要一次机会，而且必须从一开始就做对。
[段 75]
So we try to take the lessons from each place and make ourselves really good. And that’s my job and that’s the job of some of the other senior leaderships to look at those opportunities of how you kind of take the best of everything and put it together but I don’t think there’s ever been a company that’s been great at equally great at hardware software and data and that’s what we’re trying to do. Alright, thank you guys.
[译文 75]
所以我们会尝试从每个地方吸取经验教训，让自己真正变得出色。这是我和一些其他高层领导的工作，去思考如何把各种最好的东西整合在一起，但我认为从来没有一家公司能够在硬件、软件和数据方面同时做到出色，而这正是我们正在努力的方向。好的，谢谢大家。
Source: bilibili BV1oWKpzoE1Z