#415 马斯克的思维方式

我似乎天生就有很强的驱动力，从我还是个孩子的时候就是这样。

I seem to have a high innate drive, and that's been true even since I was a little kid.

小时候，我以为自己疯了。

When I was a kid, I thought I was insane.

后来我才明白，别人的头脑并不会时刻充满想法。

It became clear other people's minds weren't exploding with ideas all the time.

我感觉自己很奇怪。

I felt strange.

很难停下来。

It's hard to turn off.

这就像一场永不停歇的爆炸。

It is like a never ending explosion.

逆境塑造了我。

Adversity shaped me.

我的痛苦耐受度变得非常高，然后他又回到了这个观点。

My pain threshold became very high, and then he gets back into this idea.

你已经听过他重复好几次了。

You've heard him repeat a few times.

我听过这个说法被归于几位不同的创始人，但你知道，创办公司就像吃玻璃和凝视深渊。

I've heard this quote attributed to different a few different founders, but it's, you know, starting companies like eating glass and staring into the abyss.

他说，创办公司时，起初通常很有趣。

He says, when starting a company, usually the beginning is fun.

然后接下来的几年会非常痛苦。

Then it's hellish for a number of years.

创办公司就像吃玻璃和凝视深渊。

Starting a company is like eating glass and staring into the abyss.

吃玻璃意味着你必须解决公司需要你解决的问题，而不是你希望解决的问题。

Eating glass means you've got to work on the problems the company needs you to work on, not the problems you want to work on.

你最终会去处理那些你根本不想处理的问题。

You end up working on problems you wish you weren't working on.

但如果你不吃下这块玻璃，你就不会成功。

But if you don't eat the glass, you're not going to be successful.

然后我们看到他又重复了一遍。

And then we see he repeats this again.

但如果某件事足够重要，你就应该去做，即使失败的风险很高。

But if something is important enough, then you do it even though the risk of failure is high.

我想给想创业的人的建议是，要明白最可能的结果是失败。

My advice for somebody who wants to start a company, bear in mind that the most likely outcome is failure.

接受这种强烈的可能性，只有当你仍然感到非做不可时，才去行动。

Reconcile yourself to that strong possibility, and only if you still feel compelled to do it, then you do it.

话虽如此，很多人对创业太过恐惧。

That said, many people fear starting a company too much.

最坏的情况会怎样？

What is the worst that could happen?

你不会饿死。

You're not gonna starve to death.

你也不会冻死。

You're not gonna die of exposure.

真的，最坏的情况会怎样呢？

Really, what is the worst that could happen?

然后，埃隆对公司的本质有几种有趣的看法。

And then Elon has a bunch of interesting ways to think about what a company actually is.

他首先从一个基本前提出发，这也是历史上最伟大的企业家们几乎都会认同的最重要的事。

He does start with the the main premise, the most important thing, which almost all of history's greatest entrepreneurs would agree with.

最重要的事情是吸引优秀的人才。

The most important thing is to attract great people.

你必须找到一群你真正敬佩的出色人才。

You have to find an amazing group that you really respect.

公司不过是一群人聚在一起创造产品或服务。

A company is just a bunch of people coming together to create a product or service.

根本不存在所谓的‘企业’。

There's no such thing as a business.

那只不过是一群人共同追求一个目标。

That's just a group pursuing a goal.

这个团队的才能和勤奋程度，以及他们是否团结一致地朝着正确的方向努力，将决定公司的成败。

Depending upon how talented and hardworking that group is and to the degree in which they are focused cohesively in a good direction, that will determine the success of the company.

最重要的事情是吸引优秀的人才。

The most important thing is to attract great people.

公司本质上是一个由人和机器组成的赛博集体。

A company is essentially a cybernetic collective of people and machines.

这个集体远比个人更聪明。

This collective is far smarter than an individual.

人们有时会忘记，公司只不过是一群人为彼此制造产品而聚集在一起的团体。

People sometimes forget a company is just a group of people gathered together to make products for fellow human beings.

只要他们制造出优秀的产品，公司就会具有巨大的价值。

As long as they make great products, the company will have great value.

如果你没有一款具有吸引力且价格合理的产品，你就没有一家伟大的公司。

If you don't have a compelling product at a compelling price, you don't have a great company.

然后他谈到在公司内部建立一种只由实干者组成的文化的重要性，也就是真正做事的人。

And then he talks about the importance of building a culture inside of your company of just builders, people actually doing the work.

另一个重要原则是，你要让每个人都能像首席工程师一样思考。

Another important principle, you want everybody to be able to think like the chief engineer.

他们需要从宏观层面充分理解系统，以便知道何时做出了糟糕的优化。

They need to understand the system at a high level well enough to know when they are making a bad optimization.

如果你能让有才华、勤奋的人加入公司，协同合作，并对共同目标保持不懈的完美追求，你最终会打造出一款优秀的产品。

If you're able to get talented, hardworking people to join the company, work together, and have a relentless sense of perfection towards a common goal, you will end up with a great product.

如果你拥有出色的产品，就会有很多人购买，公司也会取得成功。

If you have a great product, lots of people will buy it and the company will be successful.

这就是为什么我们最重要的考量是招聘最优秀的人才。

That is why our most important consideration is recruiting the best people.

任何公司的产出，都是其内部人员的向量和。

The output of any company is the vector sum of the people within it.

如果我们长期吸引最优秀的人才，并且方向正确，我们终将获胜。

If we attract the most talented people over time and our direction is correctly aligned, we will prevail.

这真是一句精彩的话。

And then this is just a great line.

一小群技术能力强的人总是能胜过一大群中等水平的人。

A small group of technically strong people will always beat a large group of moderately strong people.

尽你所能去聚集优秀的人才。

Do everything you can to gather great people.

然后他谈到了实际做到这一点有多困难。

And then he talks about just how difficult that actually is.

说起来很容易。

It's easy to say.

但真正做起来非常困难，他还举了一些历史例子，比如。

It's really difficult to do, and he gives some historical examples about, hey.

这个人真的很有才华。

This guy was really talented.

如果他来应聘，我们可能不会录用他。

We might not have hired him if he applied.

我非常喜欢这一点。

I love this.

他说，有时候招聘过程中这些事情会搞砸。

He goes, sometimes these things get messed up in recruiting.

我有时会想，如果尼古拉·特斯拉去特斯拉应聘，我们会给他面试机会吗？

I sometimes wonder if Nikola Tesla applied to Tesla, would we have even given him an interview?

这一点并不明确。

That is not clear.

他们可能会说，这人来自东欧一所奇怪的大学。

They might say, this guy came from weird some weird college in Eastern Europe.

他有些奇怪的举止。

He's got some odd mannerisms.

我们不确定是否该给他面试机会。

We don't know if we should give him an interview.

我担心我们真的会这么做。

I worry that's what we would do.

我们的回应应该是：天啊，尼古拉·特斯拉，这孩子太聪明了。

Our response should be, man, Nikola Tesla, this kid is super smart.

他想要什么？

What does he want?

我们会给他任何报酬。

We'll pay him anything.

然后他在这里有一句很棒的话，可以帮助你弄清楚你真正想雇佣什么样的人。

And then he just has a great sentence here to figure out the kind of people you actually wanna hire.

想想看，那个人在申请公司之前，是否一直在为公司的使命而努力。

Think about if that person was working on that mission of the company before they applied for the company.

他说，通常那些曾经为这个问题苦苦挣扎的人，才真正理解它。

He says, usually, the person who had to struggle with the problem really understands it.

我必须告诉你这一点。

It's really important for me to tell you.

关于这一点的重要性，他写了一页又一页。

This goes on for pages after pages after pages about how important it is.

他谈到，要像招募特种部队一样来招聘人才。

He talks about, like, trying to essentially recruit as if your your company is, like, the special forces.

他说了各种话，这就是原因。

He says whatever and this is why.

最聪明、最有动力的人选择在哪里工作，哪家公司就会获胜。

Wherever the smartest, most driven people are choosing to work, that company is going to win.

他被要求跟进。

He's asked to follow-up.

组建优秀的团队和产品只是资金充足的问题吗？

Is building great teams and products just a question of being well funded?

我非常喜欢埃隆在这里的回应。

And I love Elon's response here.

如果真有一个生产优秀工程师的工厂，那确实如此。

If there was a factory producing excellent engineers, that would be true.

但这样的工厂并不存在。

Except this factory doesn't exist.

找到合适的人才，将他们融入组织并使其有效运作，是极其困难的。

It is incredibly difficult to find the right talent, integrate them into an organization, and have it work effectively.

资金并不是限制因素。

Money is not the constraint.

优秀的人才非常稀少，而且很难找到。

There is only a small number of excellent people, and they're hard to find.

接着他提出了两条关于招聘的建议。

And then he's got two pieces of advice on hiring.

你要观察他们选择与谁共度时光，然后更注重态度而非技能。

You look at the character of the people they choose to spend their time with and then optimize for attitude over skill.

因此，他提到一种评估一个人品格的方法，就是观察他们的朋友和同伴的品格。

So he says one test for assessing someone's character is to look at the character of their friends and associates.

人们可以为自己戴上伪装的面具，但他们的朋友和同伴不会。

While people can put a mask themselves for their character, their friends and associates will not.

你可以通过一个人的社交圈来判断他的品格。

You can judge a person's character by their associates.

这是第一条。

That's the first one.

这是第二个。

This is the second one.

招聘时，要寻找态度正确的人。

When hiring, look for people with the right attitude.

技能是可以培养的。

Skills can be taught.

态度的改变需要换脑。

Attitude changes require a brain transplant.

然后他又回到寻找真相的重要性。

And then he goes back to the importance of finding the truth.

这一部分叫做反馈优于感受。

This section is called feedback over feelings.

物理学不在乎你是否受伤了感情。

Physics does not care about hurt feelings.

它关心的是你有没有把火箭做对。

It cares about whether you got the rocket right.

所有坏消息都应该大声且频繁地传达。

All bad news should be given loudly and often.

好消息可以轻声说一次即可。

Good news can be said quietly and once.

让你的团队成员喜欢你并不是你的职责。

It is not your job to make people on your team love you.

事实上，这适得其反。

In fact, that's counterproductive.

团队情谊是有风险的。

Camaraderie is dangerous.

它会让人难以对彼此的工作提出质疑。

It makes it hard for people to challenge each other's work.

想要成为每个人的朋友，会让你过于关注眼前个体的情绪，而不是关注整个企业的成功。

Wanting to be everyone's friend leads you to care too much about the emotions of the individual in front of you rather than caring about the success of the whole enterprise.

过度关注这一个人，反而可能导致更多人受到伤害。

Focusing on that one individual can lead to a far greater number of people being hurt.

我认为渴望被喜欢是一种真正的弱点，真正的弱点，而我没有这种倾向。

I think it is a real weakness to want to be liked, a real weakness, and I do not have that.

接着他开始设计你必须消除这些组织界限的组织结构。

And then he goes into designing the organization that you have to remove these organizational boundaries.

他一遍又一遍地重复这一点。

This is something he repeats over and over again.

在他的每一家公司都是如此。

Does in every one of his companies.

在任何产品中，你都能看到组织结构中的问题。

In any product, you can see the errors in the organization structure.

这些问题会体现在产品上。

They will manifest themselves in the product.

问题的一个主要来源是部门之间的沟通不畅。

A major source of issues is poor communication between departments.

解决这个问题的方法是允许信息在所有层级之间自由流动。

The way to solve this is to allow free flow of information between all levels.

沟通应通过完成工作所需的最短路径进行，而不是通过指挥链。

Communication should travel via the shortest path necessary to get the job done, not through the chain of command.

任何试图强制执行指挥链的管理者，很快就会发现自己不得不另谋高就。

Any manager who attempts to enforce a chain of command will soon find themselves working elsewhere.

让设计师和制造商紧密联系，确保他们经常沟通。

Connect designers and manufacturers to make sure they communicate often.

生产线上的员工应该能立即找到设计师和工程师，问：‘你们为什么这样设计？’

The people on the assembly line should be able to immediately grab a designer and engineer and say, why did you make it this way?

他说这为什么重要。

And he says why this is important.

如果您的手放在炉子上被烫到，您会立刻缩回来。

If your hand is on the stove and it gets hot, you pull it right off.

但如果别人的手放在炉子上，您要花更长时间才会采取行动。

But if it's someone else's hand on the stove, it'll take you longer to do something about it.

你不能把设计、工程和制造分离开来。

You cannot separate design, engineering, and manufacturing.

他们需要在一起，因为你肯定会犯错。

They need to be together because you're going to make mistakes.

你希望今天、现在就发现并修复这些错误。

You want to identify and fix those mistakes today, right now.

如果你把他们分开，这些错误就会恶化。

And if you separate them, the mistakes will fester.

这真是很好的建议。

And then this is great advice.

亲自立即到问题发生的地方去。

Physically, go to where the problem is immediately.

我的一条准则就是尽可能接近问题的源头。

One of my rules is go as close to the source as possible.

然后他坚持这种简单沟通的理念。

And then he enforces this idea of simple communication.

不要使用缩写或无意义的词语。

Do not use acronyms or nonsense words.

任何需要解释的东西都会阻碍沟通。

Anything that requires an explanation inhibits communication.

我们不希望人们为了正常工作而不得不记忆一份术语表。

We don't want people to have to memorize a glossary just to function.

我注意到一种逐渐蔓延的倾向，即使用杜撰的缩写词。

I noticed a creeping tendency to use made up acronyms.

过度使用杜撰的缩写词会严重阻碍沟通，而随着我们的发展，保持沟通清晰至关重要。

Excessive use of made up acronyms is a significant impediment to communication, and keeping communication clear as we grow is incredibly important.

偶尔使用几个缩写词可能看起来没什么大不了，但如果一千个人都在自行创造缩写，久而久之，结果将是必须发给新员工的一份庞大术语表。

A few acronyms here and there may not seem so bad, but if a thousand people are making these up, over time, the result will be a huge glossary that we have to issue to new employees.

我告诉人们，必须立即停止使用缩写词，否则我将采取严厉措施。

I told people that acronyms need to stop immediately or I would take drastic action.

最简单、直接、低自我的表达方式通常是最好的。

The most simple, straightforward, low ego terms are generally best.

而且，他再次强调了设计和真正工程化你的组织的重要性。

And again, he talks a ton about the importance of designing and really engineering your organization.

他这里有个很好的想法。

He has a great idea here.

他说，你必须始终审视一个组织的激励结构，并问：这个组织是否在正确地激励创新？

He says, you always have to look at the incentive structure of an organization and ask, is that organization properly incentivizing innovation?

在我们继续讨论这个话题之前，说到激励创新，我想向你们介绍一下我的合作伙伴Vanta。

And before we get back into this and speaking of incentivizing for innovation, I want to tell you about my partner, Vanta.

埃隆说，唯一真正的货币是时间。

Elon says that the only true currency is time.

你无法替代的唯一东西就是时间。

The one thing you cannot replace is time.

他说，我经常告诉特斯拉团队，放弃设备或金钱是可以的。

He says, I often tell the Tesla team, it's okay to scrap equipment or money.

但放弃时间是不可以的。

It is not okay to scrap time.

Vanta能帮助你节省时间。

Vanta helps you save time.

Vanta 帮助您的公司证明其安全性，从而吸引更多客户使用您的产品或服务。

Vanta helps your company prove your secure so more customers will use your product or service.

您可以把 Vanta 想象成一位始终在线的、由人工智能驱动的安全专家，它会随着您的业务一同扩展。

You can think of Vanta as you're always on AI powered security expert who scales with you.

您的业务增长得越快，安全需求就会越复杂，而这种复杂性可能会演变成混乱。

The more your business grows, the more complex your security needs will get, and that complexity can turn into chaos.

Vanta 帮助您掌控这种混乱。

Vanta helps you tame that chaos.

Vanta 自动化合规流程，持续监控您的控制措施，并为您提供合规与风险的单一信息来源。

Vanta automates compliance, continuously monitors your controls, and gives you a single source of truth for compliance and risk.

无论您是快速成长的初创公司还是大型企业，Vanta 都能轻松融入您现有的工作流程。

So whether you're a fast growing startup or an enterprise company, Vanta fits easily into your existing workflow.

这使您能够持续发展一家让客户信赖的公司。

This allows you to keep growing a company that your customers can trust.

许多公司除非您获得认证，否则不会签署合同，而这正导致您错失销售机会。

Many companies will not sign contracts unless you're certified, and that is causing you to lose out on sales.

这就是为什么平均而言，Vanta客户在成为客户后报告的投资回报率为526%。

That is why the average Vanta customer reports a 526 return on investment after becoming a Vanta customer.

Vanta将帮助您更快、更轻松地赢得信任、促成交易并保持安全。

Vanta will help you win trust, close deals, and stay secure faster and with less effort.

这将为您节省时间。

This will save you time.

前往 vanta.com/founders，您将获得1000美元的折扣。

Go to vanta.com/founders, and you'll get a thousand dollars off.

这就是 vanta.com/founders。

That is vanta.com/founders.

然后埃隆谈到设计一个允许大量实验的组织，一个能够真正进化的组织。

And then Elon talks about designing an organization that allows for a lot of experiments, one that can actually evolve.

他说，创造一个促进创新的环境非常重要，您希望它以达尔文式的方式进化。

And he says, it's important to create an environment that fosters innovation, and you want to let it evolve in a Darwinian way.

您不希望选定某一种技术或路径并断定它一定会胜出，因为它可能并非最佳选择。

You don't wanna pick one technology or path and decide that it will win because it may not be the best option.

你需要让事物自然发展。

You need to let things evolve.

失败是迭代的副产品。

Failure is a side effect of iteration.

我曾经对一位沮丧的工程师说：如果你说不出自己在成功之前搞砸了哪四次，那你根本没在做真正的工作。

I once told a discouraged engineer, if you can't tell me four ways you fucked something up before you got it right, you weren't the one doing the real work.

如果我们偶尔不在测试台上炸掉一台发动机，那就说明我们还不够努力。

If we're not occasionally blowing up an engine on the test stand, we're not trying hard enough.

因此，埃隆对简约有着近乎宗教般的执着。

And so Elon has this almost religious devotion to simplicity.

他说，简约才能取胜。

He says simplicity wins.

他说，别用巡航导弹去打苍蝇。

He says never use a cruise missile to kill a fly.

用苍蝇拍就行了。

Just use a flyswatter.

我们在SpaceX早期设计中的每一个决策都以简洁为核心。

Every decision we made in early SpaceX designs had been with simplicity in mind.

简洁既能提升可靠性，又能降低成本。

Simplicity both improves reliability and reduces cost.

组件越少，需要采购的部件就越少，出问题的部件也越少。

Fewer components means fewer components to buy and fewer components that can go wrong.

对此有一个很好的格言：真正的天才往往拥有最少的运动部件。

There's a great maxim on this that says, genius has the fewest moving parts.

简洁是我们的信条。

Simplicity is our mantra.

它同时带来了可靠性和低成本。

It creates both reliability and low cost.

简洁源于成百上千个微小的改进。

Simplicity comes from hundreds of little changes.

因此，他以特斯拉和Model 3的制造过程为例说明了这一点。

And so he gives this example of Tesla and the model three buildup.

几个月来，我一直在超级工厂帮忙解决电池生产问题。

For months, I was at the Gigafactory trying to help fix battery production.

这都是些细小的事情。

It's a lot of little things.

我仔细审视每个流程的每一个微小环节，问自己：这个步骤是必要的吗？

I look at every tiny part of each process and ask, is this process necessary?

例如，一个机器人会把汽车底盘放到转盘上。

For example, a robot would put a car frame on a turntable.

转盘旋转后，另一个机器人将其取走。

The turntable rotates, then another robot picks it up.

问题是，转盘有时会出故障。

The problem was that the turntable sometimes breaks down.

所以我们取消了转盘，直接改为机器人之间的交接。

So we eliminated the turntable and just have a robot to robot handoff.

这样我们就减少了一个步骤、减少了设备，并且不再需要担心转盘故障。

Then we had one less step, less equipment, and didn't have turntable breakage to consider.

这些都是非常简单的事情，但要重复上千次。

It is a lot of this really simple stuff, but a thousand times.

关键是尽量减少出错的可能性，同时最大化简单环节的效率。

It is a lot of minimizing things that can go wrong and maximizing the efficiency of the simple things.

你需要的是更少的东西，而不是更多。

You want fewer things, not more.

我得再重复一遍。

I gotta repeat that.

你需要的是更少的东西，而不是更多。

You want fewer things, not more.

然后书中讲到了马斯克最常重复的内容，也就是算法。

And then the book goes into what Elon repeats the most, which is the algorithm.

我对算法说得都像复读机了，但说得再烦人也有帮助。

I became a broken record on the algorithm, but it's helpful to say it to an annoying degree.

我让我的每一家公司都严格实施一个五步工程流程。

I have every one of my companies rigorously implement a five step process for engineering.

我称之为算法。

I call it the algorithm.

顺序非常重要。

The order is very important.

第一步，让你的需求别那么蠢。

Number one, make your requirements less dumb.

第二步，尽力删除某个部分或流程。

Number two, try very hard to delete the part or process.

第三步，简化或优化。

Number three, simplify or optimize.

第四步，加速。

Number four, accelerate.

第五步，自动化。

Number five, automate.

然后有人问他，为什么这些步骤的顺序如此重要？

And then he's asked the question, why is the order of the steps so important?

我本人多次犯过逆着这五个步骤走的错误。

I've personally made the mistake of going backwards on all five steps multiple times.

特斯拉的许多东西都是先自动化、再加速、然后简化，最后被删除的。

Many things at Tesla were automated, accelerated, simplified, and then deleted.

所以他为我们一步步地讲解。

And so he walks us through the steps.

第一步是质疑需求，让你的需求不那么愚蠢。

The first step is to question the requirements and make your requirements less dumb.

你必须从这里开始，否则你可能会对错误的问题给出完美的答案。

You have to start there because otherwise, you could get the perfect answer to the wrong question.

你的需求肯定很愚蠢。

Your requirements are definitely dumb.

不管这些需求是谁给你的，都没关系。

It does not matter who gave them to you.

你拥有的任何需求都必须来自具体的人，而不是某个部门。

Whatever requirements you do have must come from a person, not a department.

你必须能够直接问那个人，提出需求的人必须对这个需求负责。

You have to be able to ask a person, and the person putting forth the requirement must take responsibility for that requirement.

我们经常遇到一些荒谬的需求，深入研究后发现，当前部门里没人同意这个需求。

Many times we've had dumb requirements, dug into them, and discovered no one currently working in the department agrees with that requirement.

第二步，尽最大努力删除某个部件或流程。

Step two, try very hard to delete the part or process.

这听起来显而易见，但人们常常忘记尝试彻底删除某些东西。

It sounds obvious, but people often forget to try deleting something entirely.

如果你在10次中有超过10次没有把删掉的东西加回去，那你删得还不够。

If you're not adding deleted things back in 10 of the time, you're not deleting enough.

我提前告诉他们：听着，我们故意要删除得比应该的更多。

I tell them in advance, look, we're deliberately going to delete more than we should.

我们删掉的一些东西，至少每10项中会重新加回一项。

Some of the things we delete, we're going to put back in at least one in 10 things.

我们会重新加回去。

We're going to add back in.

人们对此会有点震惊。

People get a little shook by that.

但如果你在删除时过于保守，以至于从来不需要把任何东西加回来，那显然你还有很多不必要的东西。

But if you're so conservative in deleting that you never have to put anything back in, you obviously have a lot of stuff that isn't needed.

在SpaceX，我会告诉团队：我们正在展开一场删除狂潮。

At SpaceX, I would tell the team, we're on a deletion rampage.

没有什么是神圣不可触碰的。

Nothing is sacred.

请全力以赴地进行删除和简化。

Please go ultra hardcore on deletion and simplification.

我们投入了巨大的努力来减轻重量。

We put immense effort into reducing mass.

一旦你尽可能多地删除了内容，第三步就是简化或优化。

Then once you have deleted as much as you can, the third step is to simplify or optimize.

第三步。

The third step.

第三步。

The third step.

不是第一步。

Not the first step.

为什么？

Why?

因为如果不这样，你就是在优化一个根本不应该存在的东西。

Because if not, you're working on optimizing a thing that should simply not exist.

然后，也只有在那时，第四步：缩短周期时间。

Then and only then, step four, accelerate cycle time.

一旦你朝着正确的方向高效前进，但速度还是太慢。

Once you're moving in the right direction and moving efficiently, you're moving too slow.

加快速度。

Go faster.

你总能让事情变得更快，但在完成前三件事之前，不要急于加速。

You can always make things go faster, but do not go faster until you've worked on the other three things first.

我错误地花了大量时间加速那些后来我意识到本该被删除的流程。

I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted.

加速本不该存在的东西是荒谬的。

Speeding up something that shouldn't exist is absurd.

如果你正在挖自己的坟墓，就别挖得更快了。

If you're digging your grave, don't dig it faster.

停止挖掘。

Stop digging.

最后一步是自动化。

And then the final step is to automate.

特斯拉工厂最大的错误是我一开始就试图自动化每一个步骤。

The big mistake in the Tesla factories was I began by trying to automate every step.

为了解决这个问题，我们不得不从生产线上拆除数百台昂贵的机器人。

To fix that, we had to tear hundreds of expensive robots out of the production line.

我们甚至在厂房侧面开了个洞，只为把所有这些设备搬出去。

We put a hole in the side of the building just to remove all that equipment.

在引入自动化之前，一定要等到设计完流程的最后阶段，此时你已经质疑了所有需求并删除了不必要的部分。

Always wait until the end of designing a process after you have questioned all the requirements and deleted unnecessary parts before you introduce automation.

这是我对埃隆最喜爱的名言之一：一种疯狂的紧迫感是我们运作的原则。

And then this is one of my all time favorite Elon quotes, a maniacal sense of urgency is our operating principle.

除非你确信这些大型会议能为全体与会者带来价值，否则请取消所有大型会议；如果确实有价值，也要尽量缩短时间。

Get rid of all large meetings unless you're certain they're providing value to the whole audience, in which case, keep them short.

除非你正在处理极其紧急的事项，否则也要取消频繁的会议。

Also, rid of frequent meetings unless you're dealing with an extremely urgent matter.

一旦紧急事项解决，会议的频率应迅速降低。

Meeting frequency should drop rapidly once the urgent matter is resolved.

一旦明显发现你无法为会议增添价值，就立即离开会议或退出通话。

Walk out of a meeting or drop off a call as soon as it's obvious you aren't adding value.

离开会议并不粗鲁。

It is not rude to leave.

让别人留下来浪费时间才是粗鲁的行为。

It is rude to make someone else stay and waste their time.

唯一真正的货币是时间。

The only true currency is time.

唯一真正的货币是时间。

The only true currency is time.

最好的进攻就是这个，这太棒了。

The best offense this is this is incredible.

它谈论了速度作为进攻和防御的双重作用。

It talks about speed as both offense and defense.

最好的进攻和防御就是速度。

The best offense and defense is speed.

SR-71黑鸟是一款军用飞机，几乎没有任何防御手段，只有加速能力。

The s r 71 Blackbird is a military plane with almost no defense except acceleration.

它从未被击落过，一次都没有。

It was never shot down, not even once.

超过3000枚导弹曾向SR-71黑鸟发射，但没有一枚命中。

Over 3,000 missiles were shot at the s r 71 Blackbird and none hit.

它所做的只是更快地前进。

All it did was go faster.

速度作为一种竞争优势，其力量被低估了。

The power of speed is underappreciated as a competitive factor.

一个运行速度是另一家工厂两倍的工厂，本质上等同于两家工厂。

A factory moving at twice the speed of another factory is basically equivalent to two factories.

我覺得這太棒了。

I have this is so this is so great.

当他谈论自己日常运营方式时，这与速度有关。

When he talks about how he's operating on a day to day basis, it's related to speed.

我一直在对每个公司的工作进行优先级排序，不断思考：我现在能做的最有用的事情是什么？

I have a running triage of what I do at each company constantly thinking, what is the most useful thing I could do now?

在SpaceX早期，我告诉团队，我们所做的一切都取决于我们的消耗速率。

In early SpaceX, I told the team everything we did was a function of our burn rate.

我们每天消耗10万美元，而我预期十年后的日收入将达到1000万美元。

We were burning through a $100,000 a day in the same way I expected the revenue in ten years to be $10,000,000 a day.

我们每天拖延实现目标，就等于错失了那一天的收入。

Every day we were slower to achieve our goals was a day of missing out on that revenue.

然后他又回到这个观点：唯一真正的货币是时间。

And then he goes back to the idea of this is only true currency is time.

它太宝贵了。

It's so valuable.

特斯拉正达到这样一个阶段：每一分钟高质量的思考都能产生百万美元的影响。

Tesla is getting to the point where every high quality minute of thinking has a million dollar impact.

这太疯狂了。

That is insane.

如果特斯拉每周的收入是20亿美元，那每天大约是3亿美元，一周七天都是如此。

If Tesla is doing 2,000,000,000 a week in revenue, that's about 300,000,000 a day, seven days a week.

有很多例子表明，一场半小时的会议就让公司的财务状况改善了上亿美元。

There are many instances where a half hour meeting improved the company's financial outcomes by a $100,000,000.

你无法替代的唯一东西就是时间。

The one thing you cannot replace is time.

我经常告诉特斯拉团队，报废设备或金钱是可以接受的。

I often tell the Tesla team, it's okay to scrap equipment or money.

但浪费时间是不可接受的。

It's not okay to scrap time.

然后他在这里说了一句很棒的话，我觉得这很明显，但我想我们并没有充分思考过。

And then he has a great sentence here that I think is obvious, but I don't think we think enough about.

他说，你做任何事情的时间越长，累积的错误就会越多。

He says the longer you do anything, the more mistakes you will make cumulatively.

我刚做了一期关于罗杰·费德勒的节目，他指出，世界上那些在各自领域最顶尖的人，犯的错误比其他任何人都多。

I would just did this episode on Roger Federer, and he made the point that the people that are best in the world at what they do, they made way more mistakes than anybody else in their profession.

所以埃隆说，你做任何事情的时间越长，累积的错误就会越多。

So Elon says the longer you do anything, the more mistakes you will make cumulatively.

然后这可能是这本书的核心主题——我们必须创造东西。

And then this may be the main theme of the book, the fact that we must make stuff.

埃隆正在分享这些想法。

Elon is sharing these ideas.

他是在鼓励你去创造东西。

He's encouraging you to make things.

制造业被低估了。

Manufacturing is underrated.

这很难。

It is hard.

我们必须制造东西。

We must make stuff.

有些人对经济抱有荒谬的看法，认为它是一种能自动生产东西的魔法。

Some people have an absurd view of the economy as a magic thing that just produces stuff.

让我来点醒那些傻瓜。

Let me break it to the fools out there.

如果我们不制造东西，那就什么都没有。

If we don't make stuff, there's no stuff.

有些人已经脱离了现实。

Some people have become detached from reality.

认为政府只要给每个人发支票就能解决一切问题，这种想法是不对的。

This notion that the government can just send checks out to everyone and everything will be fine is not true.

你不能仅仅靠立法来创造金钱以解决问题。

You can't just legislate money to solve things.

如果我们不制造东西，那就什么都没有。

If you don't make stuff, there is no stuff.

技术进步并不是必然的。

Technological progress is not inevitable.

它不是某种抽象的概念。

It's not some kind of abstract concept.

技术是由人类创造的。

Humans make technology.

如果我们不去做，它就不会发生。

If we don't do it, it will not happen.

总得有人来做真正的工作。

Somebody has to do the real work.

金融行业过度配置了人才。

There is an over allocation of talent in finance.

太多聪明人进入了金融行业。

Too many smart people go into finance.

我们应该减少从事金融的人数，增加制造产品的人数。

We should have fewer people doing finance and more people making stuff.

制造业曾经在美国备受重视。

Manufacturing used to be highly valued in The United States.

如今这种情况已大不如前，我认为这是错误的。

These days it hasn't been as much, which I think is wrong.

造汽车确实是实实在在的劳动。

Making cars is an honest day's living, that's for sure.

制造任何东西，或者提供像优质娱乐、优质信息这样的有价值服务，都是很有价值的事情。

Making anything or providing a valuable service like good entertainment, good information, these are valuable things to do.

我非常尊重那些创造实物的人。

I've got mad respect for the makers of things.

这是一个绝佳的格言。

This is a great maxim.

我觉得我甚至不需要解释它。

I don't even think I have to explain it.

埃隆经常这么做。

Elon does this all the time.

他说要攻克瓶颈。

He says attack the constraint.

另一段精彩的内容说，制造才是护城河。

Another great section that says manufacturing is the moat.

决定制造业竞争力的两个因素是规模经济和技术。

Two things define manufacturing competitiveness, economies of scale and technology.

如果你最大化技术水平和生产规模，这显然是最具竞争力的状态。

If you maximize your level of technology and maximize your level of scale, this is obviously going to be the most competitive situation.

这就是为什么工厂如此巨大的原因。

That's why plants are so freaking giant.

他还谈到了特斯拉的一些创新。

And he talks about some of the innovations at Tesla.

我们也引入了一项重大创新，那就是将整车铸造成一个整体。

We've also introduced a major innovation, which is to cast the car as a single piece.

这个想法来源于玩具车。

I got this idea from toy cars.

我想知道为什么玩具这么便宜。

I wondered toys are cheap.

他们是怎么做玩具的？

How do they make toys?

他们直接浇铸成型。

They just cast them.

我当时就想，能不能造出一台足够大的铸造机来生产汽车？

I was like, well, can you build a casting machine big enough for a car?

他们说以前从来没有人做过这件事。

They said no one has ever done that before.

我说，我们是在违反物理定律吗？

I said, we breaking the laws of physics?

他们说没有。

They said no.

于是我便说，我们直接去问他们吧。

So I said, let's just ask them.

世界上有六家主要的压铸机供应商。

There were six major casting machine suppliers in the world.

其中五家说不行，第六家说也许可以。

Five of them said no, and the sixth said maybe.

我说，我就当这是肯定了。

I said, I'll take that as a yes.

书的第三部分全是关于创建公司的内容。

And then part three of the book is all about building companies.

它以埃隆的一个问答开始。

It starts with a question and answer from Elon.

问题。

Question.

是什么激发了你的创造力？

What fuels your creativity?

答案。

Answer.

压力。

Pressure.

必要性。

Necessity.

在这一部分中，你得到了大量实用的建议。

And in this section, you just got a lot of practical advice.

比如，你想直接把产品卖给最终消费者。

Like, you wanna sell your product straight to the end consumer.

你不希望有人在你生产的产品和你销售的产品之间中间插一脚。

You don't want somebody standing in between your what you're making and what you're selling.

他提到，你应该把自己的钱投入自己的公司。

Talks about the fact that, you know, you should be putting your own money into your companies.

我总是想把我的筹码推回桌上，或者进入下一阶段的游戏。

I always wanted to push my chips back on the table or play the next level of the game.

我不擅长坐等观望。

I'm not good at sitting back.

他还讲了一个关于上世纪九十年代创办X.com的搞笑故事。

And he tells a hilarious story about starting x.com back in the nineties.

迈克·莫里斯加入了公司董事会。

Mike Morris joined the company board.

他告诉我：伙计，你别把除了房子和车子之外的所有钱都投进初创公司，但我还是把筹码留在了桌上。

He told me, dude, you should not invest basically everything except your house and car in your startup, but I kept my chips on the table.

然后他又回到这个观点：持续迭代，用现实作为验证工具，这就是我对这个问题的理解。

And then he just goes back to this idea of this constant iteration trying to get essentially using reality as a validation tool is the way I think about this.

我试图构建一个对现实的准确心理模型。

I'm trying to create an accurate mental model of reality.

如果我对某件事有错误的看法，或者有可以改进的地方，我会说：我以前认为是这样，但后来发现是错的。

If I have a wrong view on something or if there's an improvement that can be made, I say, used to think this, which turned out to be wrong.

幸好我不再持有这种错误的信念了。

Thank goodness I don't have that wrong belief anymore.

我非常相信反馈，而他也喜欢竞争。

I'm a huge believer in feedback, and he likes to compete.

他说，对我来说重要的是赢，而且不是小规模的赢。

He says what matters to me is winning and not in a small way.

他回到出售X.com之后的故事，X.com后来变成了PayPal，而他做出了人生中最重要的决定——创立SpaceX。

Goes back to after he sold x.com, which turned into PayPal and makes the most important decision of his life, which is to start SpaceX.

他说，我可以去买巴哈马的一个岛屿，把它变成我的私人领地，但我更感兴趣的是尝试创建一家新公司。

He says I could go and buy one of the islands of The Bahamas and turn it into my personal fiefdom, but I'm much more interested in trying to build and create a new company.

我还没花掉我的赢利。

I haven't spent my winnings.

我要把几乎全部资金重新投入一场新游戏。

I'm going to put almost all of it back into a new game.

所以他正在谈论这个想法。

And so he's talking about this idea.

他说，我通过两次创建Zip2和PayPal这样的软件赚了一大笔钱。

He's like, well, I made a bunch of money in twice Zip2 and PayPal building software.

为什么还要进入太空、能源、汽车这些领域呢？

Why go into, you know, space, energy, automotive?

他说，大量的创业人才和资金都流向了互联网。

And he says a lot of entrepreneurial talent and financing goes into the Internet.

像汽车、太阳能和太空这样的其他行业，很少有新进入者。

Other sectors like automotive, solar, and space don't see new entrants.

很少有创业者进入这些领域，也很少有资本投入这些初创公司。

Not a lot of entrepreneurs go into those areas, and not a lot of capital goes into those startups.

这是一个问题，因为创新往往来自行业的新人。

That is a problem because innovation tends to come from new entrants to an industry.

在寡头垄断中，没有人被迫去创新。

In an oligopoly, no one is forced to innovate.

新进入者比任何其他因素更能推动创新，这就是为什么我把精力投入到这些行业的新公司建设中。

New entrants drive innovation more than anything, which is why I've devoted my efforts to building new companies in those industries.

他回到这个观点：不要庆祝原型，要庆祝量产。

He goes back to the idea, don't celebrate the prototype, Celebrate production.

原型很简单。

Prototypes are easy.

量产，尤其是盈利的量产，极其困难，极其痛苦。

Production, especially profitable production, is insanely hard, insanely painful.

他说，特斯拉早期我们犯了太多错误。

He says we made so many mistakes in the beginning of Tesla.

我们做的几乎每一个决定都是错的。

Almost every decision we made was wrong.

我们制造了一个手工制作、极其昂贵的原型。

We made a finically, individually made, super expensive prototype.

我记得在早期，我给谷歌的创始人拉里·佩奇和谢尔盖·布林试驾过。

I remember in the early days giving a test ride to Larry Page and Sergey Brin, the founders of Google.

系统里有个bug，该死的，车子只能跑每小时10英里。

There was some bug in the system, and damn it, the car would only go 10 miles an hour.

我坐在副驾驶座上说：伙计们，我发誓，这车能跑得快得多。

I was in the passenger seat saying, guys, I swear, it goes a lot faster than this.

尽管演示效果糟糕透顶，他们还是愿意对公司进行一些投资。

They were kind enough to put a little investment into the company despite the world's worst demo.

简直是在燃烧，我得再读一遍。

It was flat out burning I gotta read that again.

这简直就是一场彻头彻尾的愚蠢灾难。

It was just a flat out burning dumpster fire of stupidity.

如果从一张白纸开始设计，而不是试图改造其他东西，会明智得多。

It would have been much, much smarter to start with a clean sheet design and not try to modify something else.

我原本打算和JB Straubel一起，基于AC Propulsion的原型创办一家电动车公司。

I was going to start an EV company with JB Straubel based on the AC Propulsion prototype.

当我问AC Propulsion这样做是否可以时，他们说已经有其他人想创办一家电动车公司。

When I asked AC Propulsion if it was okay to do that, they said there's some other people who wanna create an EV company.

你愿意和他们合作吗？

Would you like to join forces with them?

我说，好吧。

I said, okay.

那是个巨大的错误。

That was a huge mistake.

JB和我本应该自己创办这家公司。

JB and I should have just started the company ourselves.

我的本能倾向是即使在经历了这次事后，也更愿意从零开始。

My default inclination is to start things from scratch even more so after this experience.

关于特斯拉早期的历史，有很多有趣的细节。

And there's just huge chunks of interesting tidbits from the early Tesla the early history of Tesla, I should say.

他提到，他原本并没有打算成为特斯拉的首席执行官。

He talks about he didn't didn't wasn't planning on becoming Tesla's CEO.

我从未想过当CEO，但我明白，除非你是CEO，否则你无法真正担任首席技术官或产品负责人。

I never wanted to be CEO, but I learned you could not truly be the chief technology or product officer unless you were the CEO.

同时担任两家初创公司的CEO并不吸引人。

Being CEO of two startups at the same time was not appealing.

对于任何认为这是个好主意的人来说，这都不该吸引人。

It shouldn't be appealing for anyone thinking it was a good idea.

这是个糟糕的主意。

It was a terrible idea.

我这事儿太搞笑了。

I have this is hilarious.

我有个习惯，总是咬下超过自己能消化的东西，然后像仓鼠一样鼓着腮帮子干坐着。

I have a habit of biting off more than I can chew and just sitting there with chipmunk cheeks.

他谈到特斯拉本来不应该成功的。

And he talks about Tesla should not have worked.

美国没有破产的汽车公司总数只有两家。

The number of American car companies that haven't gone bankrupt is a grand total of two.

福特和特斯拉。

Ford and Tesla.

创办一家汽车公司是愚蠢的。

Starting a car company is idiotic.

然后他谈到在特斯拉公司状况糟糕、正值经济大衰退时试图筹集资金。

And then he talks about trying to raise money for Tesla when the company looks terrible and they're going through a great recession.

2008年，当通用汽车濒临破产时，试图为一家初创电动汽车公司融资非常困难。

Trying to raise money for a startup electric car company 2008 while GM was going bankrupt was difficult.

我找到的投资者说，他们会投入和我一样多的钱，于是我拿出了所有剩下的钱， literally everything。

The investors I found said they would invest as much as I put in, so I put in everything, all the money I had left, literally everything.

我没有房子。

I didn't have a house.

我住在朋友的空房间里，他谈到当时这些投资者挺身而出，他有多么感激。

I was staying in a friend's spare bedroom, and he talks about how grateful he is for these investors to stand up at the time.

他说，特斯拉当时看起来也没有吸引力。

He says, Tesla did not look appealing either.

当时还没有能源部的贷款。

There was no DOE loan.

一分钱也没有，也没有任何交易。

There was no dime or deal.

这款车的毛利率为负。

The car had a negative gross margin.

哦，最大的股东因为失踪而大发雷霆。

Oh, and the largest shareholder was pissed off going AWOL.

情况很糟糕。

It was ugly.

这让他濒临精神崩溃。

And this pushes him to the edge of sanity.

于是他被问到一个问题：当这么多事情同时出错时，你该如何优先处理？

And so he's asked the question, like, do you prioritize with so many things going wrong at once?

优先级通常是出于绝望，而不是主动选择。

Prioritizing has usually been out of desperation, not selection.

并不是说，我们坐下来悠闲地决定该如何分配这些资源。

It's not, oh, let's sit back and leisurely decide how we should spend these resources.

这行不通。

It's this isn't working.

如果我们不能让它成功，我们就得破产，所以我们必须让它成功。

If we don't make it work, we're gonna go bankrupt, so we better make it work.

我们在Model 3生产线的几乎每一个环节都搞砸了。

We messed up almost every aspect of the model three production line.

错误太多了，整个公司都不得不投入进来修复这些问题。

There were so many mistakes the entire company had to be devoted to fixing them.

我们把所有人从其他所有项目上撤了下来。

We took everyone off every other project.

我们都开始专注于Model 3的生产。

We all started working on the Model three.

我们必须让它成功，否则就再也没有特斯拉了。

We had to make it work or there wouldn't be any more Tesla.

我感觉自己就像印第安纳·琼斯在神庙里狂奔。

I felt like Indiana Jones running down the temple.

有一块巨大的岩石在追你，你必须跳过地面上的巨大深坑。

There's a huge boulder chasing you, and you need to jump across a giant pit in the ground.

如果你慢下来，岩石就会压垮你。

If you slow down, the boulder will crush you.

如果你跳不过去，就会死在坑里。

And if you don't make the leap, you'll die in the pit.

这就是优先级的含义。

That's prioritizing.

于是有人问他：你是如何激励团队不计一切代价去完成任务的？

And so he was asked the question, how did you motivate the team to do whatever it takes?

我告诉他们，我们必须全力以赴。

I told them we had to go ultra hardcore.

他们必须为一种前所未有的高强度做好准备。

They had to prepare for a level of intensity greater than anything they had experienced before.

我连续三年住在工厂里，修复那条生产线，像疯子一样在工厂的每个角落奔走，和团队住在一起。

I lived in the factories for three years fixing that production line, running around like a maniac through every part of the factory, living with the team.

我睡在地板上，这样经历艰难时刻的团队就能看到我躺在地上，知道我并没有高高在上。

I slept on the floor so the team going through a hard time could see me on the floor, and they knew I was not in some ivory tower.

他们经历的任何痛苦，我都承受得更多。

Whatever pain they experienced, I had more.

我把自己逼到了理智的边缘，但这就是结果。

I worked to the edge of sanity, but here's the result.

到这个时候，我认为我对制造的了解可能超过地球上任何在世的人。

At this point, I think I know more about manufacturing than anyone currently alive on Earth.

我可以告诉你，每一天，我都能说出那辆汽车的每一个零部件是如何制造出来的。

I can tell you every day I can tell you every damn part of that car is made.

这就是你住在工厂三年后会发生的事。

That's what happens if you live in the factory for three years.

因此，在这一部分，他谈论的是控制和垂直整合，但其实这支撑了他所说的巨大竞争优势——也就是你们公司运转的速度。

And so in this section, he's talking about control and vertical integration, but really it feeds what he said was a massive committed advantage, and that's the speed at which your company can move.

特斯拉有很多垂直整合。

There's a lot of vertical integration at Tesla.

我们自己制造电池包、电力电子设备和驱动系统。

We make the battery pack, the power electronics, and the drivetrain ourselves.

我们实行垂直整合，因为我们需要的速度远超供应链所能提供的速度。

We're vertically integrated because the pace we needed to move was much faster than the supply chain could move.

你对传统供应链的依赖程度越高，就越会继承它们的局限，包括速度、成本和技术。

To the degree that you rely on the legacy supply chain, you inherit their legacy constraints, including their speeds, cost, and technology.

然后埃隆谈到，即使你行动迅速，仍需关注每一个细微的细节。

And then Elon talks about even though you're moving fast, you still have to pay attention to every little detail.

大多数人并不会有意识地注意到这些小细节，但他们会无意识地感知到。

Most people don't consciously notice the small details, but they do subconsciously.

你的大脑会形成一个整体印象。

Your mind takes an overall impression.

你能感觉到某样东西是否吸引人，即使你无法明确说出具体原因。

You know if something is appealing or not even though you may not be able to point out exactly why.

这种感觉是许多细节的综合体现。

That sense is a summation of many details.

我们大多数人会这样感受：这很难看，或者这很美，或者哇，这真优雅，但却说不清为什么。

Most of us experience this as, hey, that's ugly, or that's beautiful, or wow, that's elegant, but can't break down why.

史蒂夫·乔布斯对此有一句精彩的话。

Steve Jobs has a great line about this.

他说，一个优秀的产品必须比它必须达到的更好。

He said a great product has to be better than it has to be.

关注那些细微的细节。

Pay attention to the little details.

训练自己去注意到它们。

Train yourself to notice them.

如果你想要打造一个完美的产品，注重细节是至关重要的。

If you're trying to make a perfect product, attention to detail is essential.

专注于信号，而非噪音。

Focus on signal over noise.

很多公司都会搞混这一点。

A lot of companies get confused.

他们把大量资金花在了实际上并不能提升产品品质的事情上。

They spend a lot of money on things that don't actually make the product better.

我们把所有资金都重新投入研发、制造和设计中。

We put all of our money back into research and development, manufacturing, and design.

对于任何公司来说，都要问一个问题：我们投入的精力是否带来了更好的产品或服务？

For any company, ask, are the efforts we're expending resulting in a better product or service?

如果答案是否定的，就停止这些努力。

If they're not, stop those efforts.

他回到了选择使命这个观点上。

And he goes back to this idea of picking a mission.

你只有一次人生。

Like, you have one life.

就选择一个你觉得重要的使命吧。

Just pick a mission you think is important.

我不会看各种想法时，问：从财务角度看，最佳商业机会的排名顺序是什么？

I don't look at ideas and ask, what is the rank ordered list of best business opportunities from a financial standpoint?

我寻找那些亟待解决的重要问题。

I look for problems that are important to fix.

公司股票价值并不是我衡量自身成就的标准。

Company stock value is not a metric by which I judge my own achievements.

我并不是在试图找出投资金钱的最佳排序方式，然后据此选择了太空领域。

It's not like I was trying to figure out the rank ordered best way to invest my money, and on that basis, I chose space.

我并没有想过做房地产或投资制鞋，然后发现太空领域的投资回报率最高。

I didn't think I could do real estate or invest in shoemaking, and wow, space has the highest return on investment.

那根本不是我的出发点。

That was not my premise.

最可能的结果是我会输掉全部资金。

The likeliest outcome is that I would lose all my money.

但还有什么其他选择呢？

But what is the alternative?

太空探索毫无进展？

No progress in space exploration?

我们必须试一试，否则我们将永远被困在地球上。

We've got to give this a shot or we're stuck on Earth forever.

如今，SpaceX是全球最有价值的私营公司之一。

And, you know, in present day, SpaceX is one of the most valuable private companies on the planet.

我最近读了很多关于它的资料，我一直记得的是，埃隆早在二十四年前就创立了这家公司。

I've been reading a lot about it lately, and something I just kept in mind is the fact that Elon started it twenty four ago.

当时他30岁，所有人都嘲笑他。

He was 30 years old, and everybody made fun of him.

他们一直称他为玩昂贵玩具的互联网人。

They kept calling him this Internet guy playing with expensive toys.

他们还会称他为这个软件工程师。

This software guy is what they would call him.

然而，他越深入了解，越阅读、越与人交流，就越坚信这里存在着巨大的机遇。

And yet the more he learned about this, the more he started reading, started talking to people, the more convinced he thought there was a massive opportunity here.

大家都知道他用第一性原理分析火箭材料成本的有趣观点，但这是我第一次在任何关于埃隆的资料中看到这一点。

He has a funny every everybody's heard this idea of, you know, him breaking down what the material cost for a rocket are from First Principles Thinking, but he also this is the first time I think I've ever seen this in anything I've read on Elon.

他用一种很特别的方式解释了为什么他认为有机会制造出更低成本的发射载具。

He's a funny way to to describe why he thought there was also an opportunity to make a more cost effective launch vehicle.

因为当时，俄罗斯是唯一的选择。

Because at the time, Russia was the only option.

他想知道，俄罗斯人是怎么造出低成本火箭的？

And he goes, how could the Russians build low cost rockets?

我们不会开俄罗斯的汽车，坐俄罗斯的飞机，也不会用俄罗斯的厨房电器。

It's not like we drive Russian cars, fly Russian planes, or have Russian kitchen appliances.

美国是一个竞争非常激烈的国家，我们理应能制造出成本高效的发射载具。

The US is a pretty competitive place, and we should be able to build a cost efficient launch vehicle.

然后他开始分析这个行业，这让我也忍不住笑了。

And then he starts analyzing the industry, and this just made me laugh too.

大型航天公司有一种倾向，就是把所有事情都外包出去。

There's a tendency in big aerospace companies to outsource everything.

这在许多行业里都很流行，但航天业做得太过分了。

That's been trendy in many industries, but aerospace has done it to a ridiculous degree.