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One of the key things is to recognize collaboration and to really put a spotlight on it.
关键之一是认可合作，并真正将其置于聚光灯下。
There’s a guy who used to run into it who I’m sure many of your listeners are familiar with, Brad Smith, was the CEO.
有一个人过去经常用到合作，我相信你的许多听众都熟悉他，他就是首席执行官布拉德·史密斯。
Back in the mid-2000’s – basically at that point Intuit, in his view and Scott Cook’s view, had become more of an established company with bureaucracies and many different divisions, and they were trying to recapture that startup sensibility.
回到2000年代中期，在他和斯科特·库克看来，Intuit那时已经更像一家拥有众多科层组织和不同部门的老牌公司，他们俩试图重温创业的感觉。
One of the things that Brad Smith came up with was 10% time.
布拉德·史密斯提出的一个观点是10%的时间。
You basically were handed 10% of your time to do anything you wanted to do that that would help the company, help make you better at what you do, help make the experience better for customers.
基本上，你只需要10%的时间去做想做之事，这些事情可以帮到公司，帮助你把所做之事做得更好，帮助为客户提供更好的体验。
At the time, their biggest product was TurboTax, and most people by the mid-2000’s were using it on a desktop computer.
当时，他们最大的产品是TurboTax(税务软件服务)，到2000年中期，大多数人都在台式电脑上使用它。
This was a massive generator of revenue for Intuit.
这对Intuit来说是一笔巨大的收入来源。
But there was a guy at Intuit named Amir Eftekhari.
但Intuit公司有个叫阿米尔·埃夫特哈里的人。
Like many other people, he took this 10% time very seriously.
和其他许多人一样，他非常重视这10%的时间。
In fact, at a certain point, there were about 1800 concurrent independent projects going on at Intuit because of this 10% time.
事实上，在某一时刻，因为这10%的时间，Intuit有大约1800个同时进行的独立项目。
So, what Amir Eftekhari decided to do was to think about mobile.
所以，阿米尔·埃夫特哈里决定考虑移动领域。
Now, that might not sound so radical today, but in 2005, 2006, that was kind of radical.
现在，这听起来可能不是那么激进，但在2005年，2006年，这确实是全新领域。
This was still the era of Blackberries, and he was thinking, “Well, why can’t you just take a photograph of your documents?”
那时还是黑莓(通信公司)的时代，他在想，“嗯，那你为什么不能把你的文件拍下来呢?”
He said, “For most people, taxes are fairly straightforward. Why can’t you just take a photograph of your documents and then just upload them and make it really easy to do?”
他说: “对大多数人来说，税收相当简单。为什么你不能把文件拍下来，然后将其上传，使其变得容易呢?”
And there was quite a lot of pushback internally on this idea, because their bread and butter, the golden goose, was TurboTax for desktops.
这个想法在公司内部受到了很大的阻力，因为他们的主要收入来源、生财之道还是台式机上安装的TurboTax。
This was still pre-iPhone. Their bread and butter, the golden goose, was TurboTax for desktops.
那时还没有iPhone。他们的主要收入来源、生财之道是台式机上安装的TurboTax。
The classic cannibalization conundrum.
经典的侵蚀效应难题。
Exactly, exactly. And he really perseveres on this project with a colleague from another part of the company who was really focused on marketing. Her name was Carol Howe.
没错, 就是这样。他和公司另一个部门的一位同事一起坚持这个项目，这个同事非常专注于市场营销。她的名字是卡罗尔·豪。
The two of them really worked on this idea together, and within a few years they came up with TurboTax Mobile, which that product completely transformed the company.
他们两人真的一起研究了这个想法，几年后，他们就推出了TurboTax手机版，这个产品彻底改变了公司。
Today by far, far and away, it’s the most profitable engine within Intuit, TurboTax mobile, and I think it’s the most common, still the most widely used, or one of the most widely used, ways for Americans to file their taxes.
时至今日，TurboTax手机版是Intuit公司最赚钱的软件，我认为这款应用是美国人最常见的，仍是美国最广泛使用的纳税方式之一。
