演讲题目：These companies with no CEO are thriving
演讲简介：
合作社是全球经济的重要一环：它们占据了全球 10% 的劳动力，并且每年有两万亿美元的资金流动。在一个合作社中，不同于传统企业的CEO，没有一个人拥有凌驾一切，自上而下的绝对权利。所以合作社到底是什么？它们如何运作？
中英文字幕
There's a grocery store in Brooklyn, New York, with sales per square foot 4 times as high as any other grocery store in the area.
纽约布鲁克林区有一家杂货店。杂货店每平方英尺的销售额是该地区任何其他杂货店的4倍，
10,000 people work there, and it doesn't have a CEO.
这家店有一万名员工，但却没有CEO。
This place is the Park Slope Food Co-op, and it's one of 3 million cooperatives, or co-ops for short, around the world.
这家店就是公园坡食品合作社，它是全世界三百万家合作企业，简称合作社，中的一家。
Co-ops are a big part of the global economy:
合作社是全球经济重要的一环：
they employ 280 million people— 10% of the world's workforce and the equivalent of over $2 trillion flow through their doors every year.
他们雇用了2.8亿名员工，也就是全球10%的劳动力，也相当于每年有两万亿美元的资金流动。
How is it possible that a business with 10,000 workers doesn't have a CEO?
为什么一个只有一万名员工却没有CEO的公司能够顺利运作？
To answer that, we have to talk about what a co-op is and why they were founded.
要回答这个问题，我们必须了解什么是合作社以及它们形成的原因。
Let's rewind to 1844.
让时间回到1844年。
A group of 28 weavers in Rochdale, England came together to create and co-own a store.
在英国的洛奇代尔有 28 名织布工人一起建立了一家商店并且共同拥有其所有权。
By buying in bulk directly from suppliers, they could negotiate prices, which allowed all of them to buy stuff they couldn't otherwise afford.
直接通过供应商大量进货，让他们有了可以协商价格的机会，变相让他们能够买到之前负担不起的东西。
They ran the store collectively and democratically, which was remarkable at the time.
他们集体又民主地经营着这家商店，这在当时可谓是非常了不起的举措。
The Rochdale Society of Equitable Pioneers wasn't the world's first co-op,
罗奇代尔公平先锋协会并不是全球第一个合作社，
but it was the first to publicize its principles— principles that guide co-ops to this day.
但它是第一个宣扬准则的合作社——指引合作社发展至今的准则。
Today, there are all kinds of co-ops: REI in the US and S-Group in Finland are large consumer co-ops.
如今，各种各样的合作社蜂拥而至：美国的REI和芬兰的S-Group 都是大型消费者合作社。
Credit unions and mutual insurance companies are financial sector co-ops.
信用合作社和相互保险公司是经融方面的合作社。
And when farmers or other producers come together, that's a producer co-op.
而且当农民或其他制造商合作时，便成立了一个生产合作社。
And then there are worker co-ops, like Mondragon in Spain or The Cheeseboard in Berkeley, California,
其他还有工人合作社，像是西班牙的蒙德拉贡公司或是加州柏克莱的芝士拼盘公司，
which are founded to provide jobs to people in the community.
它们建立的初衷是为了提供更多工作机会给社区里的人们。
Some consumer co-ops, like Park Slope, require their members to work shifts in the store.
一些消费者合作社， 像是公园坡公司，要求它们的员工要在轮班工作。
In exchange for their work, members pay 15 to 50% less for groceries, and they influence what products are— or aren't— sold there.
他们会在买这些日用品的时候享受15%至50%的优惠作为工作的报酬，他们可以决定哪些东西卖， 哪些东西不卖。
Three crucial things to know about co-ops: first, all co-ops are jointly owned by their members,
关于合作社你必须了解的3件事：第一，合作社是由其成员共同拥有，
whether those members are consumers, producers, workers, or whoever.
不论那些成员是消费者、制造商、员工，或是其他成员。
Unlike traditional companies, which can have outside shareholders, all owners of a co-op are also members.
不同于传统的企业拥有外部股东。合作社的所有者也是其会员。
Second, co-ops are not founded to maximize profit.
第二，合作社的成立初衷 并不是为了追求最大利润。
Many do turn a significant profit, but that's not their core mission.
大多数合作社确实有很可观的收入，但这并不是它们最主要的目的。
So evaluating a co-op purely by traditional business metrics ignores the most important reason for their existence:
所以纯粹按照传统业务指标来评估一个合作社忽略了它们存在的最重要的意义：
how well do they serve their members?
即它们为会员所提供的优质服务？
And third: co-ops are controlled democratically by their members.
还有第三，合作社由会员们民主地管理支配。
But how do decisions get made?
但决定又如何做出呢？
It varies.
因公司而制宜。
At a small worker co-op like The Cheeseboard, day-to-day operational decisions are just made by the workers.
如果说是一个类似芝士拼盘公司的小型合作社，员工们会做出日常的运营决策。
As co-ops get larger, they do institute some form of leadership or management.
越大的合作社，越会制定一些领导或管理的方法。
Park Slope has a general manager who leads the 80 or so employees.
公园坡公司便有一位领导大约80名员工的总经理。
And the largest network of worker and consumer co-ops in the world, Mondragon,
蒙德拉贡公司，作为拥有全球最大员工和消费者关系网的合作社，
has a president and managers who lead the roughly 30,000 worker-owners and 50,000 contract workers.
有董事长、总经理领导着大概三万所有者员工和五万合同工。
But leadership roles in a co-op are very different than in a traditional company.
但合作社中领导者的角色与传统企业的有很大不同。
The leadership implements policies that its members or worker-owners have agreed upon, by vote.
领导者会执行全体所有员工全票通过的政策。
And at Mondragon workers, can vote to fire the president.
在蒙德拉贡公司，员工们甚至可以投票决定要不要炒了他们的董事长。
At a co-op, there's no single person with overarching, top-down power over everyone else, like a CEO would have in a traditional company.
一个合作社里，没有一个人拥有支配一切的、自上而下的权力不可凌驾于他人之上，不像传统企业里的CEO。
Meanwhile, in both co-ops and traditional companies, major company-wide decisions are made by voting.
与此同时， 在合作社和传统企业之中，重要的公司范围内的决定都是通过投票决定的。
But who votes and how is wildly different.
但谁来投票以及怎样投票却大不相同。
In a traditional company, voting rights usually come with shares of stock.
在一个传统公司中，投票权往往掌握在股东手中。
The more shares you own, the more votes you have.
你拥有越多的股票，你便拥有更大的投票权。
Take Alphabet, the parent company of Google: there are thousands of shareholders,
以谷歌母公司Alphabet为例：这家公司有成千上万个股东，
but the two founders control 51% of the votes and therefore the direction of the company.
但是由两个创办者掌握着51%的投票权，因此也掌握着公司的未来动向。
In a co-op, every member has the right to vote, and in most co-ops, every member gets one vote.
在一个合作社中， 每个会员都有投票的权利，而且在大多数合作社中，每个会员都有一票。
That difference results in radically different policies than you'd find at traditional companies.
这种差异导致了合作社和传统企业有着完全不同的政策。
For example, Mondragon limits the salaries of its management to about 6 times what the lowest paid worker makes.
例如，蒙德拉贡将其管理层的工资限制在最低工资工人的6倍左右。
In Spain, CEOs of traditional companies make, on average, 143 times as much as a typical worker.
在西班牙，平均来说传统企业CEO的工资是普通员工的143倍。
At Park Slope, there's a monthly general meeting, where any member can show up to vote, and a motion needs a simple majority to pass.
在公园坡公司，会有每月例会，会员可以参加例会投票表决，一个议案只需要大多数人同意就可通过。
It then gets taken up by the Board of directors, which is composed of co-op members, for official approval.
然后由合作社成员组成的董事会进行正式批准。
At The Cheeseboard, the worker-owners try to reach consensus on major decisions.
在芝士拼盘公司，所有者员工想要尝试在一些重大的决策上达成共识。
This means that some decisions can take a long time.
这意味着有些决策可以拖延很长时间。
For example, in the late 1970s,
举一个例子， 上个世纪70年代末，
the workers debated whether to post a sign outside declaring that The Cheeseboard was a collective for one and a half years.
员工们为了是否要向外贴标宣称芝士拼盘公司是集体企业而争论了一年半。
But the extensive discussion, and disagreements,
但是围绕这个决策的广泛争论和反对声音，
around that decision made it a solid one— The Cheeseboard still advertises the fact that it's a collective almost 50 years later.
使其愈发坚定—— 即使过了50年。芝士拼盘公司仍宣传它是一个集体企业。
And that's not all that's working well at co-ops.
但这不一定适合所有的合作社。
Studies in the UK show that co-op start-ups are almost half as likely to close within five years as traditional businesses.
英国的研究表明，合作社初创企业在五年内关闭的可能性几乎是传统企业的一半。
And in one study, researchers polled 600 workers at two in-home healthcare businesses:
一项专题调查中，研究人员调研了六百名来自两个家庭医疗保健业务的员工：
one was a worker co-op and the other was a traditional company.
一个是员工合作社， 还有一个是传统的企业公司。
The workers did similar work with similar salaries.
这些员工从事相似的业务， 领着相似的薪水。
The biggest difference?
那他们最大的区别是什么呢？
Co-op workers were about 40% happier with their jobs.
合作社员工对工作的满意程度要比传统公司的高上40% 。
视频、演讲稿均来源于TED官网 |
|
/1 
