What's the most important thing leaders can do to spark innovation at their institutions? The Wall Street Journal put this question to The Experts, an exclusive group of industry and thought leaders who engage in in-depth online discussions of topics from the print Report. This question relates to a recent article on the drivers of innovation .

领导们应如何做才能激发自己所在机构的创新呢？《华尔街日报》带着这个问题访问了“专家团”，这是由行业决策者及智库领导人团体组成的“专家团”(The Experts)。这一团体专门对纸质版“报告”(Report)中提出的问题在网上进行深入的探讨。相关的问题来自于最近一篇关于激励创新因素的文章。

The Experts will discuss topics raised in this month's Unleashing Innovation Report and other Wall Street Journal Reports.

专家团将会讨论在本月的“释放创新力”大会报告(Unleashing Innovation Report)以及其它《华尔街日报》的报道中提出的问题。

Also be sure to watch two of The Experts-Harvard's Rosabeth Moss Kanter and the Rt. Hon Kim Campbell, Canada's first female prime minister-answer this question and others in a video chat.

请特别关注专家团中的两名成员：哈佛大学的罗莎贝斯?莫斯?坎特教授(Rosabeth Moss Kanter)以及加拿大首位女总理金?坎贝尔(Rt. Hon Kim Campell)。她们会在视频聊天中回答有关创新力以及其它方面的问题。

Rosabeth Moss Kanter: Encourage Small Wins-and the Big Wins Are More Likely to Come

罗莎贝斯?莫斯?坎特：要鼓励小的成功──这样实现更大成功的可能性就会更高

Leaders should get rid of the innovation stiflers-too much bureaucracy and hurdles to go through, unwillingness to support proposals unless they're sure things or loading people with so much work that they barely have time to think, let alone envision something new. Innovation springs from a culture that encourages everyone to come forth with new ideas, however small, and then provides the time and seed money to develop it. It comes from openness to trends and ideas outside the company. True innovation might pop up anywhere, where it is least expected, and not just in the big multiyear projects that companies mount in their search for blockbusters. If leaders encourage small wins, they will create a culture making big wins more likely.

领导者应该摆脱创新的障碍──如过度的官僚及体制阻碍，如创新不是已经胜券在握，领导人则不愿意提供支持；或者是，平日工作量太大，人们连思考的时间都没有，哪里还有精力去琢磨创新？创新的文化基础在于，这种文化鼓励每个人都提出新观点，而不管这个观点多么微不足道，创新文化也都会提供时间和种子资金去开发。想要创新，就要用开放的心态迎接公司外的潮流和观点。真正的创意可能在各种情况──甚至是意想不到的情况下迸发，而不只是在公司投入研究的那些有望赚得盆满钵满的大项目上。如果领导者能够鼓励局部成功，收获大成功的文化才能建立起来。

Rosabeth Moss Kanter (@RosabethKanter) holds the Ernest L. Arbuckle professorship at Harvard Business School, where she specializes in strategy, innovation and leadership for change.

罗莎贝斯?莫斯?坎特(推特@RosabethKanter)是哈佛大学商学院的教授，专攻战略、创新以及领导力变革。

Bob Kerrey: Let Us Innovate and Ossify in Equal Measures

鲍勃?克里(Bob Kerrey)：创新、“硬化”，两手一起抓

I believe passionately in the power of innovation to keep our economy and our institutions alive and well. But I also believe in the value of a misunderstood concept: ossification.

美国及美国公司能够繁荣，得益于创新和有意“硬化”的有力结合。在这里，我说的“硬化”指的是取自其医学上的意义──软组织硬化成骨质，然后在骨头周围生长的过程──而不是最新衍生出来的，表示“僵硬”或“食古不化”的意思。

America and her institutions have thrived on a powerful combination of innovation and intentional ossification. And here I mean the older, medical meaning of the word-the transformation from soft tissue into the bone upon which all is built-rather than the more recent derivative meaning of becoming inflexible, rigid and formulaic.

我非常相信创新对经济及公司活力的积极作用。我也相信，有一种很有价值的观点一直以来都被人们误解了，那就是“硬化”。

We need to remember this structure because innovation is being discussed today as if the speaker just discovered something rare, something with the same magical powers that the oil of a snake was supposed to have over aching joints.

我们得记住这个架构，因为我们今天在这里讨论的创新，应该就像发现了具有“药到病除”功效的珍稀良药一样，而不是一场空谈。

But innovation is nothing new for Americans. Those who left the old world were looking for a new way of living. Our revolution was an inspired and dangerous act by men who rejected the old way of making political decisions.

创新对于美国并不陌生。离开了旧世界的人要寻找新的生活方式。我们的革命是由一群拒绝古老世界的政治决策体制的人掀起的，它是充满了灵感，但也危险重重一次运动。

There is also nothing new about our resistance to innovation. We get a little defensive when innovation means change for us. A friend of mine who used to sell and repair typewriters can tell you the exact day when a word processor cost less. Before that day he had a job; afterward he didn't. We get downright warlike when the urge to innovate intersects with such things as our political and religious beliefs.

同时，我们对创新的抵制也不是新鲜话题。当创新对我们意味着改变的时候，我们便自然地心存抵触。我有一个朋友曾是打字机的销售及维修人员，他可以准确地告诉你文字处理器会在何时降价。在那天之前，他能保住饭碗，而那天之后，他就要失业了。当创新与政治或宗教信仰有冲突的时候，我们马上就会进入防御备战状态。

The nature and consequence of our resistance is captured in a poem written before the Great War by Sam Walker Foss and recited in the Nebraska statewide oratory contest by the late Ted Sorensen's father. One partial stanza says all we need to know:

一首写于一战前的诗歌很好地诠释了我们抵抗的本质与后果。这首诗的作者是萨姆?沃克?福斯(Sam Walker Foss)，泰德?索伦森(Ted Sorensen)已故的父亲在尼布拉斯加(Nebraska)全州演讲比赛中背诵了这首诗。只需一节，我们就可了解其中真意。

'For men are prone to go it blind,

凡夫俗子，盲茫行航，

Along the calf-paths of the mind;

思想隘仄，小道羊肠；

And work away from sun to sun

日出而作，日落而憩

To do what other men have done.'

夫所往复，他人之绩。

Young Sorensen won second place for his eloquence. He also earned a dismissal from the elders of his Baptist College who heard blasphemy in his message.

杂乱创新的本质和后果在诗人威廉?勃特勒?叶芝(William Butler Yeats)于一战后写的诗《基督重临》(Second Coming)中被精确地捕捉，诗歌虽老，但历久弥新。

The nature and consequence of innovation without structure is captured in the well worn but still fresh 'Second Coming' by William Butler Yeats written after the war that changed everything:

彼时还年轻的索伦森靠这首诗赢得了二等奖。相伴而来的“奖励”还包括被浸会学院(Baptist College)开除──因为学院的长者认为他的诗亵渎了神明。

'Turning and turning in the widening gyre

在向外扩张的旋锥体上旋转呀旋转，

The falcon cannot hear the falconer;

猎鹰再也听不见主人的呼唤，

Things fall apart; the centre cannot hold;

一切都四散了，再也保不住中心；

Mere anarchy is loosed upon the world.'

世界上到处弥漫了一片混乱。

So give me innovation and ossification in equal measures. The first will preserve the vibrancy of our economy and our institutions. The second will preserve our values.

所以我要把创新和“硬化”摆在同等的位置。前者会让我们的经济和公司保持活力，而后者则会将我们的价值观延续下去。

Bob Kerrey is the executive chairman of the Minerva Institute. He is also a former U.S. senator, governor of Nebraska and president of The New School.

鲍勃?克里是米内尔娃研究所(Minerva Institute)的执行主席，是一名卸任的美国议员，同时他担任尼布拉斯加州长，以及新学院大学(The New School)的校长。

Andrew McAfee: Get Specific and Follow These Two Mantras

安德鲁?迈克菲(Andrew McAfee)：具体化，然后遵循两句箴言

I encourage leaders to do two things to foster innovation. First, make the opportunity or challenge as concrete and precise as possible. 'We need to figure out why so many people are leaving our site before completing a transaction' and 'How can we increase sales to women in their 30s?' are both much better than, 'What should our next great idea be?'

我鼓励领导者为刺激创新做出努力。首先，要让创新的机会或挑战切实地确定下来。“我们要弄清楚为什么人们会在结单之前就离开网站？”或者“我们怎样提高30岁左右女性的购买率？”这两种问题都比“下一个好点子是什么？”要好得多。

Second, leaders need to keep repeating to themselves two mantras: Eric Raymond's 'With enough eyeballs, all bugs are shallow' and Bill Joy's 'No matter who you are, most of the smartest people work for someone else.' Organizations that internalize these insights will engage in 'open innovation,' letting as many people as possible participate without regard to credentials or alleged expertise. The results will be surprisingly good.

其次，领导者需要一直用两句话提醒自己：埃里克?雷蒙德(Eric Raymond)的“人多眼就多，臭虫无处躲”以及比尔?乔伊(Bill Joy)说的“不管你是谁，大多聪明人都在为别人工作”。那些深谙这两句话的组织能够形成“开放型创新”的氛围，可以让尽可能多的人参与其中，而不是单纯依靠证书或所谓的专业知识。这样的结果往往也会出人意料得好。

Andrew McAfee (@amcafee), a principal research scientist at Massachusetts Institute of Technology, studies the ways that digital technologies affect business and the economy. He is the co-author with Erik Brynjolfsson of the e-book 'Race Against the Machine: How the Digital Revolution is Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the Economy.'

安德鲁?迈克菲(推特@amcafee)是麻省理工学院(Massachusetts Institute of Technology)的首席研究科学家，他主攻数码技术对商业和经济的影响。他同Erik Brynjolfsson联名发行了一本电子书，名叫《与机器赛跑：数码革命如何刺激了创新和生产力，并永久改变了就业与经济》(Race Against the Machine: How the Digital Revolution is Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the Economy)。

Lynda Gratton: Use Connectivity and Bring In Outside Ideas

琳达?格拉顿(Lynda Gratton)：利用连通性，引入外界新理念

We are moving into the era of extraordinary connectivity-creating huge opportunities for innovation. Here are some ways leaders get it wrong-and some ways they can get it right:

我们正在进入一个无比连通的时代──这给创新创造了巨大的机会。下面列举的是领导者失误之处──以及可以改进的地方。

Getting it wrong: Believing that all the best ideas are in the senior team, and assuming that the real insights are held by people working full time for the company.

失误：固执地相信所有的好点子都会出自高级员工，并且认为只有真正在公司全职工作的人才有可靠的见解。

Getting it right: Using connectivity to bring together ideas from across the organization-as the leaders at Tata Consultancy Services 532540.BY -1.02% are doing as they create a context where more than 300 ideas communities have naturally emerged. Or bringing ideas from outside the corporation-as the team at Procter & Gamble PG -1.44% has done with its Connect and Develop program

改进：发挥连通功效，汇聚整个组织的创意，就像塔塔咨询服务公司(Tata Consultancy Services)的领导者做的那样──此举让员工为公司贡献了300多个创意。或者像宝洁公司(Procter & Gamble)那样，通过“连通与开发项目(Connect and Develop program)”将新理念从公司外部引入。

Lynda Gratton (@lyndagratton) is a professor of management practice at London Business School, where she teaches an elective to M.B.A. students on the future of work.

琳达?格拉顿(推特@lyndagratton)是伦敦商学院(London Business School)管理学领域的教授，为MBA的学生教授有关未来工作的一门选修课。

Bruce Nolop: Go for Singles, Not Home Runs

布鲁斯?诺洛普(Bruce Nolop)：一垒安打胜过全垒打

Every organization wants to be more innovative, but few attain their objectives. From my vantage point, they too often stress going for the home run when it would make more sense to go for singles.

每个组织都想要更多创新，但是实现目标的却寥寥无几。在我看来，是因为他们想要来个全垒打，一举夺冠，但其实一垒安打，慢慢来更合适。

Here's what I think doesn't work:

下面是我觉得没用的地方：

Funding a corporate innovation program. Centralizing and systemizing the efforts of a group of assigned innovators seldom achieves an attractive return on investment. It typically produces a lot of activity, but seldom a meaningful result.

为公司创新项目提供资金。把一群分配好的创新人员集中起来，将其工作系统化，但并不会收到预期的回报或者投资。它往往可以让人积极工作，但是结果却乏善可陈。

Letting a thousand flowers bloom. Likewise, it is usually unrewarding to spread funding across a wide spectrum of ideas, with the hope that a few will succeed. Getting from the idea stage usually takes sustained focus and ruthless prioritization.

纵容“百花齐放”。类似的，给一大堆创意都提供资金，想着“也许有几个真能成功”，这样的做法一般都不会有什么收获。想要从创意中获益，必须要有持续的关注力，以及无情的淘汰。

Here's what I think does work:

下面是我觉得有用的东西：

Emphasizing incremental changes. Instead of seeking a big new thing, it is usually more rewarding to develop continuous improvements to existing products and processes. Listening to customers is usually the best place to start.

强调“渐进”改变。一般来说，不断改进现有产品及过程的收益会大于“寻求大手笔”的做法。最好的起步方式就是倾听顾客的想法。

Sticking to what you know. The odds of success are also much better when people focus on their current areas of responsibility, where their particular expertise and insights can be brought to bear. Innovation is easier when it arises from a bedrock of accumulated experience.

坚守熟悉的领域。当人们的注意力集中在现有的责任上，成功的几率会大得多。在这个责任范围内，他们的专业知识和深刻洞察会发挥作用。从积累的经验中寻找创新更加容易。

Bruce Nolop is the former chief financial officer of Pitney Bowes Inc. and E*Trade Financial Corp.

布鲁斯?诺洛普是Pitney Bowes Inc.以及E*Trade 金融公司(E*Trade Financial Corp.)的前任首席财政官。

Bernard Yeung: Lead a Collective Change in Attitude

杨闲(Bernard Yeung)：引发态度的集体转变

Innovative Asian institutions are destined to become leading global companies. From my work to bring innovation to National University of Singapore Business School I have learned a few things.

充满创新能力的亚洲公司注定会成为全球领先的国际化公司。我将创新引入新加坡国立大学商学院(Business School, National University of Singapore)，从这项工作中我学到了一些经验.

The most important thing leaders can do to spur innovation is to lead a collective change in attitude. A boss cannot order up innovation. Innovations are initiated by employees who have a desire for excellence, who are confident that they can make positive changes and who care for their institution.

领导者可以为刺激所做的最重要的事就是引领集体的态度转变。老板没办法给创新下订单；因为创新往往是由追求卓越的员工开启的，他们充满自信，觉得可以为公司带来积极的改变，并且真正热爱自己的公司。

Corporate leaders' first step to spur innovation is to break down a hierarchical mind-set. Just remember that we are 'servant leaders' to spur collective ownership and advancement.

公司领导想要刺激创新，第一点要做的就是摒弃“等级”的思维模式。只要记住：我们都是想要刺激集体所有制和集体进步的“公仆”，即服务型领导人。

Second, build among your employees a collective sense of pride and a desire for excellence.

第二，为年轻的雇员建立集体荣誉感和追求卓越的意识。

Third, empower employees to make changes. Innovation happens when people channel dissatisfaction into positive energy. Encourage risk-taking, forgive honest mistakes, and most importantly create the environment that employees can make changes in directly.

第三，赋予员工做出改变的力量。当人们把不满转变成积极的能量时，创新就发生了。鼓励冒险、宽容无心之过，最重要的，创造出可以让员工做出即时改变的环境。

Fourth, effective innovation relies on cooperation. That means no silos; different departments must adopt and buy into a corporate perspective. To foster this mind-set, leaders need to do more than simply give directives; they must also take the time to explain the purposes and rationale of decisions.

第四，有效的的创新有赖于合作。意思是不能“搞特殊”；不同的部门必须要采取并且相信总公司的观点。想要培养出这种思维方式，领导者们光下达命令远远不够；他们必须还要解释这么做的目的以及决策的原因。

Fostering team-based innovation is exhausting. Corporate politics and jealousies can often get in the way. Leaders have to develop an environment where employees act not for themselves but for the institution's common good. We want employees to ask what good things they can bring to the institution. To foster that, leaders have to ask what the institution they lead can do for each individual member's goals and aspiration. Ultimately, there will be a happy mutual sense of ownership of a community.

培养团队创新是件费心费力的事。公司政治和嫉妒心理常常会阻碍创新。领导者必须要培育一种员工不为一己之利，而为全公司着想的环境。我们会问问员工他们可以给公司带来什么。要做到这一点，领导者也要问问自己，公司可以为每个员工的目标和理想做些什么。最终，双方都会建立愉快的团体归属意识。

As a wise friend once told me: We cannot control the outcome but we can influence the attitude.

就像有个很有想法的朋友告诉我的那样：我们无法控制结果，但可以影响态度。

Bernard Yeung is the dean and the Stephen Riady distinguished professor in finance and strategic management at the National University of Singapore Business School.

杨贤是新加坡国立大学商学院的院长，“李宗奖(Stephen Riady)”杰出教授，主攻金融和战略管理。

Kenneth Freeman: Make Challenging the Status Quo Acceptable

肯尼斯?弗里曼(Kenneth Freeman)：让“改变现状”更易被接受

Leaders need to make it acceptable for employees to challenge the status quo in their companies. We very often become so committed to sustaining our current book of business that we consider activities that aren't directly linked to it to be a distraction. Create skunk works to enable creativity and new ideas. Provide seed funding and protection for those who think unconventionally. Reward failure and learn from it.

领导者需要让“在公司里做出改变”这件事更容易被员工接受。我们常常过于墨守现有的商业规则，一切不与之直接相关的都被看作是干扰。可以开创一些“臭鼬工程”来激发创造力。给那些能够进行“框外”思维的员工提供种子基金和保护。奖励失败，并从中吸取经验。

Kenneth W. Freeman is the Allen Questrom professor and dean of Boston University School of Management.

肯尼斯?弗里曼是“艾伦?奎斯特罗姆(Allen Questrom)奖”教授，现任波士顿大学管理学院院长(Boston University)。

Jay Hooley: Listen for Good Ideas at All Levels

杰伊?霍利(Jay Hooley)：倾听各层级的好主意

The most important thing a leader can do to spur innovation is listen. While there is inherent risk to change, it is critical that we pay attention to new ideas and reward great thinking because new ideas challenge a stagnating status quo. As leaders, we must make it our mission to create a culture that rewards the nimble, the flexible and encourages an element of learning from mistakes. Recognizing good ideas can come from anywhere and at any level, we have mechanisms in place to identify and find the areas of innovation and best thinking. Innovation is all about unleashing the power of the collective expertise of our workforce. Just as importantly, leaders need to ensure these insights are heard, rewarded and acted upon.

领导者刺激创新最好的办法就是倾听。虽然改变有风险，但是关注新点子、奖励创新思维也很重要，因为新创意可以改变停滞不前的现状。聪慧、灵活的人应受到奖励，从错误中吸取教训的做法也应该发扬，打造这种文化应该成为领导者的使命。我们要承认，每一层员工都有好想法。认识到这一点，我们就需要建立一些合适机制来确定或发现可以产生创新和最好想法的领域。创新的意义就在于释放员工的集体智慧。同等重要的是，领导者还应保证会倾听这些见解、给予奖励并加以实施。

Jay Hooley is chairman, president and chief executive of State Street Corp.

杰伊?霍利是道富银行(State Street Corp.)的主席、董事和首席执行官。

Hamdi Ulukaya: Don't Confine Innovation to One Department

哈姆迪?乌鲁卡亚(Hamdi Ulukaya)：创新不能局限在某一部门

Innovation must happen throughout your entire organization not just by one department, so that everyone from product development to finance is empowered to think differently. So while we have a department dedicated to innovation at Chobani, innovation is at the core of everything we do. From R&D to the way we build our plants and cultivate our employees, our goal is to function more like a tech company than a consumer packaged-goods company in the way we think and we work.

创新必须要在全公司开展，而不是仅在某个部门。这样，从产品开发部到金融部门的每个员工才能够有不同的想法。因此，即使在“乔巴尼酸奶”(Chobani)公司中专设了创新部门，创新依然是全公司所有业务的核心。从研发，到修建厂房，再到培训员工，我们的目标就是让公司运营起来更像一个科技公司，而不是仅仅是传统意义上的消费品公司。

You also must give your employees a platform to innovate and show their talents. That is the only way you can get the best out of them. You cannot hold people back from contributing, and management needs to create platforms for their people to innovate. That is how all the ideas within the organization will get into the funnel. Some ideas will fail and others will succeed. But innovation should be brave and be acknowledged.

必须要给员工一个平台来创新，来展示才华。这是让他们发挥最大效用的唯一办法。不能阻碍员工献言献计，同时管理层也要创造平台让员工创新。这样才能把公司里所有的点子汇聚到一起。有些想法会失败，有些则会成功。但是创新必须要勇敢，并且这种做法应该被认可。

Hamdi Ulukaya is the CEO, founder and president of Chobani, Inc.

哈姆迪?乌鲁卡亚是乔巴尼酸奶(Chobani)公司的首席执行官、创始人和董事长。

Cesare Mainardi: Don't Throw Money at the Problem-Invest in Coherence

萨塞尔?马伊纳尔迪(Cesare Mainardi)：不要等到出了问题才投资──要保持连贯性

Too many leaders are still buying into the myth that if they invest enough money in research and development, they can become the next Apple or Google GOOG -0.19% . But, of course, it's not that simple. For eight years we've studied the world's 1,000 largest corporate R&D spenders in our Global Innovation 1000 study. And every year we come up with the same finding-there is no statistically significant relationship between financial performance and innovation spending, in terms of either total R&D dollars or R&D as a percentage of revenues. The secret is not money-it's coherence. The companies that excel at innovation always have one characteristic in common. They know what they are truly good at in the marketplace, and they focus their innovation efforts around this core capabilities system-that particular combination of talent, knowledge, team structures, tools and processes that differentiates their company and contributes extraordinary value. My advice to leaders: Identify exactly what your company does uniquely well and build a distinctive innovation strategy around this. Indeed, our advice is to build your overall business strategy around this core capabilities system. When companies achieve this state of coherence, that's when innovation magic happens.

太多领导者都相信，如果他们给研发足够的投资，他们就会变成下一个苹果(Apple)或谷歌(Google)。但是，这当然没那么简单。过去的八年，我们一直在做全球创新1000例(Global Innovation 1000)的学习，研究了世界上前1,000名对研发投资最大的公司。每一年，我们的结论都一样──财政状况和创意花费没有重大的数据联系，不管是看研发总体花销还是研发在收益中的比例，都是一样。诀窍不是资金的数量──而在于投资的连贯性。创新表现突出的公司有一个共同特点。它们知道自己在市场上擅长的领域，然后将围绕这一核心能力体系进行创新──是人才、知识、团队结构、工具和过程的结合让这些公司鹤立鸡群，创造出巨大价值。我给领导者的建议就是：要明确你们的公司做什么最在行，然后围绕这一点建立独特的创新策略。的确，我们的建议就是要让诸位把公司的整体商业策略都围绕着这个核心能力体系展开。当公司有了连贯性、一致性，创新的魔力才能显现。

Cesare R. Mainardi is Chief Executive Officer of the global management consulting firm Booz & Company.

萨塞尔?马伊纳尔迪是博斯全球管理顾问公司(Booz & Company)的首席执行官。

Angela Ahrendts: Let Ideas Resonate on Their Merits

安吉拉?阿伦茨(Angela Ahrendts)：让创意与其价值共舞

To be an effective leader in any organization today, you must put innovation to the top of your agenda. But you must also evolve your organizational structure to keep it at the top of everyone else's. Only when it permeates every level can you create a culture of truly continuous innovation.

现在，想要在某个公司当领导者，你必须要把创新当成第一要务。但同时你也必须要优化你的公司结构，让它比任何竞争对手都强。只有当它渗透到每一层，你才能真的创造出持续创新的文化。

For example, at Burberry the clear majority of our headquarters team is under the age of 30. Hundreds of millennials, instinctively understanding the opportunities of the digital age. Our role as leaders? To give voice to their ideas. So we created a Strategic Innovation Council, a monthly forum for our next generation of great thinkers, chaired by our chief creative officer. And the remit of the council is simple: to dream.

比如，在巴宝莉(Burberry)，我们总部的团队大多数人都在30岁以下。千禧一代的人数达到几百个，他们深刻地理解数码时代蕴含的机遇。那我们领导者的角色呢？就是要成为他们创意的发声筒。所以我们成立了一个“战略创新委员会”，由我们的首席创意官主持，每月开一次会，可谓是下一代时尚先锋的论坛。会议的内容很简单：梦想。

From the dreams of this council come free-flowing ideas about tomorrow's possibilities, which take our senior team's strategies to places they wouldn't naturally go. The result is a powerful partnership of fresh thinking and seasoned expertise. Take our Burberry World Live flagship on London's Regent Street. It took young minds to imagine every aspect of the Burberry website brought to life in a 200-year-old building; and many years of combined experience to know how to make it happen.

委员会成员的梦想衍生成为许多关于未来的天马行空的设想，而这些设想则带领着我们高级团队的战略方向去摸索原来没有走过的路。会议的成果便是潮流思想和专业知识的有力结合。把我们的旗舰店开到了伦敦的摄政街(Regent Street)。只有以年轻人的眼光才能想象出如何在一个有200年历史的古老建筑里让巴宝莉网站的方方面面都绽放出光彩；而也只有依靠高层管理者多年积累的经验才能让这一想法变成现实。

We call this a creative thinking culture-empowered to dream big, trusted to take risks, valuing feeling as much as knowing. And it goes beyond the ideas of one group to the whole organization. For as our structure evolves our processes are keeping pace, too.

因为文化的支持，这种创新思维敢于天马行空；也因为公司的信任，员工敢于冒险。我们珍视感性，也看重理性。于是它便超越了某个团体的创新，为公司共有。因为随着我们结构的优化，具体流程也在逐步完善。

Using the principles of social media, we're taking a digital platform typically used to manage customers and using it dynamically to connect all constituencies around the brand: from employees to external partners. Called Burberry Chat, it is creating an ever larger, more closely-knit community around the brand, ensuring everyone has a voice and every voice is heard. It's making us faster, smarter and more collaborative. And by allowing ideas to resonate on their merits across the company, it's letting innovation thrive.

我们也高度利用了社交媒体，通过“巴宝莉聊天室(Burberry Chat)”这个平台，我们跟顾客互动，并且同我们品牌的所有支持者都保持动态交流：从员工到国外的伙伴。这个平台构建了一个更加广泛，也更加紧密的品牌社区，保证每个人都能发表观点并且被听到。这就让我们发展得更快、更聪明，合作度也更高。好点子能借整个公司的力量发挥出其价值，创新也就会蓬勃发展了。