Corey Hajim: I'm so excited to be here today with Carlos. He's a leader I really admire, because he uses his business acumen to take on big challenges, and he's done so in his home country of Peru and beyond. He has built a group of affordable schools called Innova, and they serve about 65,000 students. He also has a chain of maternity health-care clinics, he's taken on infrastructure projects and public-private partnerships, among other things. Now I have to tell you, it's taken me a couple of years to convince Carlos to come speak with us here at TED. He's not really a spotlight guy. You're more likely to find him doing deep research, "Undercover Boss" style, than talking about his work in the glossy pages of business magazines. Not that he doesn't deserve to be there -- he really does. And so we're so lucky to have him here with us today to tell us more about what he’s done, how he’s done it and what we can learn from it. So thanks for being here, Carlos.
Corey Hajim:很高兴今天能受邀 与卡洛斯(Carlos)同台。 他是一位我很尊敬的领导者, 因为他用自己的商业头脑 来应对巨大的挑战, 在他的家乡秘鲁以及其他地方 都有着辉煌的成就。 他创办学费低廉的学校Innova, 容纳了 65000 名学生。 他还拥有一系列产科保健诊所, 除此以外,他也从事 基础设施项目和公私合作等。 现在我要告诉各位的是, 我花了好几年说服卡洛斯 来TED给大家演讲, 他不是一个热衷于曝光的人。 你更多的看到的是 他在进行某项深入研究, 践行“卧底老板”风, 而不是在商业杂志的精美版面上 谈论他的工作。 当然不是他不够资格-- 他一定是够格的。 因此我们今天十分幸运 能让他和我们一起, 告诉我们他做过什么, 是如何做到的, 以及我们能从中汲取的经验。 谢谢你今天的到来,卡洛斯。
Carlos Rodriguez-Pastor: Thanks, Corey, glad to be here.
卡洛斯·罗德里格斯-帕斯托: 谢谢你,科里,我很荣幸今天能来。
(Applause)
(掌声)
CH: Let's start with education. What was the problem you saw there?
CH:我们先从教育开始吧。 你在教育领域看到了哪些问题呢?
CRP: So let me just put it in context and tell you a little bit about Peru. Peru is a middle-income country. It's right in the middle of South America, on the Pacific Coast. And from 1990 to 2017, we grew our economy close to five percent, so it's one of the fastest-growing economies in the world, and certainly the fastest in South America. At the same time, the poverty rate came down from 55 percent to 25 percent. So we were feeling pretty good about all the things that were going on in Peru, and it seemed like there was a possibility that eventually, 25 years from now, we could become a developed country.
CRP:我从具体的事例开始讲吧, 给大家介绍一些关于秘鲁的概况。 秘鲁是一个中等收入的国家。 它位于太平沿海岸,南美洲中部。 从 1990 年到 2017 年, 我们的经济增长率接近 5%, 是世界上增长最快的经济体之一, 当然在南美洲也是最快的。 同时, 贫困率从 55% 降至 25% 。 所以我们对秘鲁发生的这一切感觉很好, 似乎有一种可能, 在 25 年后, 我们能成为发达国家。
But there are a lot of hurdles along the way that we have to overcome in order to get there. And some of them include the basic things that happen in most developing countries, like education, health care, infrastructure. Now during the same time, I remember, in about 2007, they did an assessment of all the public school teachers, and the results were not very encouraging. A very small percentage passed basic math, basic reading comprehension. And in the year 2000, we were ranked last in the PISA rankings, which are these rankings for 15-year-old kids in various countries. And 12 years later, we were also dead last. So despite all this growth, we had a real issue, to improve our education system.
但为了实现这一目标, 我们必须克服很多障碍。 其中一些包括大多数发展中国家 出现的基本情况, 例如教育、医疗、基础设施。 我记得就在 2007 年, 他们对所有公立学校的教师进行了评估, 结果并不是十分理想。 极少数教师通过了 基础数学和基础阅读理解。 2000 年, 我们在PISA排名中位列最后一名, 这些是各国 15 岁儿童的排名。 12 年后,我们还是倒数第一。 所以尽管其他领域在不断发展, 我们仍要面对一个真实的状况, 改善我们的教育体系。
And so we decided to get involved, to understand what was going on, because it was obvious that we could not become a developed country without having world-class education and health care.
因此我们团队决定参与其中, 去了解到底发生了什么, 因为很显然, 如果没有世界一流的教育和医疗, 我们无法成为一个发达国家。
CH: And you said that the public schools were in rough shape. We wanted to share a photo of the state of the public schools. And you were saying it's not just the way it looks, it was what was going on inside.
CH:你之前说到公立学校的外观 看起来很粗糙, 我们想和大家分享 一张公立学校的现状照片。 你也说到外观没那么重要, 重要的是内在条件?
CRP: So this is a typical public school we saw when we started our research. You can see it kind of looks dark outside, but what's worse is what's going on inside. Kids aren't learning. Low attendance, low engagement and poor quality. And as a result of these public schools, a lot of small, informal private schools started popping up all over the country. And they were just as bad as some of the public schools. And they have catchy names, right?
CRP:这是我们开始研究时 看到的一所典型的公立学校。 从外面看,它是有些暗的, 但更糟糕的是它的内在条件。 孩子们没有学习。 出勤率低,参与度低,而且成绩差。 由于这些公立学校的糟糕状况, 许多小型、非正式的私立学校 开始在全国各地出现。 它们和那些公立学校同样的糟糕。 他们的名字很吸引人,对吧?
(Laughter)
(笑声)
CRP: And here's another one with a catchy name.
CRP:这里还有一所更具具吸引力的。
(Laughter)
(笑声)
CH: Some of you may have gone there.
CH:你们可能有些人去过。
(Laughter)
(笑声)
CRP: And so when we did our "Undercover Boss" research, we went to one of these schools. I remember going with a couple of colleagues and asking a lot of questions to the person who gave us the tour. She didn't believe that we were parents with kids looking to go into those schools. She was getting suspicious and asked us to please leave, because she was the director and also the owner. And before we left, we asked her one final question, and that is "Why did you decide to do a private school?" And her answer surprised us. She said, "Because it's more profitable than a Chinese food restaurant." Now, sadly, this is the level of commitment in a lot of these private schools. So we decided it's time to do something about this.
所以当我们在进行“卧底老板”调查时, 我们去过其中一所。 我记得那时我和几个同事一同前去, 问了给我们带路的那个人很多问题。 她不相信我们是家长, 为了孩子的教育去考察那些学校。 她开始怀疑,并请我们离开, 因为她便是那所学校的负责人, 同时也是创办者。 在她离开前, 我们问了她最后一个问题, 就是“你为什么决定 创办一所私立学校?” 她的回答使我们大吃一惊。 她回答道“因为私立学校 比中餐厅更赚钱“。 遗憾的是,这是许多私立学校的承诺水准。 所以,所以我们决定是时候做点什么了。
CH: Not quite the right motivation. Education is so complicated, so when you started this journey, what were your goals?
CH:并非完全正确的动机。 教育是复杂的, 所以当你决定这么做时, 你的目标是什么?
CRP: I didn't know anything about education, except from being a student and a consumer of it for many years, so the first thing I did -- and this is a true story -- I watched every TED Talk on education.
CRP: 我对教育一无所知, 除了做了多年的学生以及教育消费者, 所以我做的第一件事—— 这是一个真实的故事—— 我看完了TED上关于教育的所有演讲。
CH: I promise, it's not a plant.
CH:我发誓,这绝对不是事先对好的台本。
CRP: And then started reaching out to the different people I thought were interesting, and were doing wonderful things there. I grew up partly in California, I worked on Wall Street, so I started looking at my contact list, and I remembered an innovation company that, when I grew up in California, was always behind a lot of the product innovation. So I called them up, IDEO. And with them, along with Sal Khan, who we were introduced with, and some academics from Berkeley and from Harvard, we put together a system to really try to change education in our country.
CRP: 然后开始接触 各种我认为有趣、 并在学校里有卓越贡献的人。 我在加利福尼亚长大, 在华尔街工作过, 于是我开始搜索我的联系人列表, 我记得在我在加利福尼亚的那段时间, 有一家创新型公司, 是很多产品创新的幕后推手。 因此我联系了他们, 一家叫做IDEO的公司。 和他们,还有新认识的朋友 萨尔·汗(Sal Khan)一起 以及一些伯克利和哈佛的学者, 我们一同建立了一个体系, 来试图改变我们国家的教育现状。
So in Peru, we have eight million K-12 kids, and our target was about 1.6 million of those kids over time, which we call the emerging middle class. And what we codesigned was a system that had four characteristics. The first one, it had to be affordable. And by affordable, I mean 150 dollars a month for the regular students, and for our scholarship students, one dollar a day. Second, it had to have academic excellence. These are schools that have to move the needle. Otherwise, it doesn't really make sense. And they're well-designed, they were modern, they were safe. Third, we wanted a project that was scalable. Not just to build one or two schools, but why not aspire to build hundreds of schools, and perhaps cross borders and go to other countries. And fourth, we thought it was very important that the schools be sustainable. And "sustainable" is our code word for "profitable."
在秘鲁,有 800 万 12 年级学生, 随着时间的推移, 我们的目标是大约 160 万这样的孩子, 我们称之为新兴中产阶级。 我们所设计的体系, 拥有四个特性。 第一,是可负担的。 对于可负担, 我指的是普通学生每月 150 美金 , 对于那些拿奖学金的学生, 每天 1 美金。 第二,在学术上得是卓越的。 这些学校是要跻身金字塔顶端的, 不然毫无意义。 它们具有良好的设计, 是现代的、安全的。 第三,我们想要一个可扩展的项目。 不仅仅是建 1、2 所学校, 为什么不立志建造数百所学校呢, 可能可以跨越国界, 延伸到其他国家。 第四,也是我们认为十分关键的一点, 这些学校应该是可持续发展的。 “可持续“对我们来说就是“获利的”。
CH: So profitability, let's talk a little bit about that. Why is that so important? Because we talked about the woman and the Chinese restaurant and that she didn't seem properly motivated. So why, for you, is profitability so important?
CH: 那让我们来谈谈盈利能力吧。 为什么认为如此重要呢? 因为我们谈过 那位女性以及中餐厅, 她看似没有适当的动机。 所以,为什么对你来说 收益性如此重要呢?
CRP: I think it's very important, because that way, we can keep building more schools and we can go across borders and keep this project going. You know, it's very ambitious for the teachers, so I imagine someday, in some neighboring country, you know, a mom and dad having a conversation about where to send their kids to school, and maybe one of the parents says, "What about that school where the Peruvians are teaching?" So imagine that, going from last in education in the world to being the teachers of our region. That would do so much to the self-esteem of our country, Peru.
CRP:我认为是十分重要的, 因为有了收益, 我们能建更多的学校, 我们能跨越国境, 继续这个项目。 你知道吗,这对老师们来说 是非常雄心勃勃的, 我设想未来的某一天, 在一些邻国, 父母谈论该将他们的孩子 送去哪里读书, 然后有一位父母会说, “送去秘鲁老师授课的学校怎么样“? 所以试想一下, 从接受世界上倒数第一的教育, 到成长为我们国家的老师。 那将大大提升我们国家--秘鲁的自信。
CH: That goes back to what you said about sustainability: profitability, for you, equals sustainability. There must be some trade-offs that you're making to make these schools reach profitability. What are some of those trade-offs?
CH:让我们回到你所说的可持续发展上, 盈利,对你来说便是可持续发展。 为了让这些学校实现盈利, 你一定会做出一些权衡。 关于权衡利弊,你做了些什么呢? CRP:确实,当你以一个固定价格开始时,
CRP: When you start with a fixed price that you can charge, you can't do everything. So sometimes, our students have to share tablets, we don't have swimming pools, but we have very nice spaces where kids can learn, they can collaborate. We use a blended learning model, which is solo learning and classroom learning. This is an image of one of our schools, and the next is an image of our rock-star math teacher, in middle school, Sal Khan.
你无法面面俱到做成所有事。 所以有时候, 我们的学生需要共用平板电脑, 我们没有游泳池, 但我们有很不错的空间, 供孩子们学习、共同合作。 我们采用混合学习的模式, 也就是独立学习和课堂学习。 这是我们其中一所学校的照片, 下一张照片是 我们的摇滚明星数学老师, 他教中学, 名叫萨尔·汗。
It's a funny story -- when Sal came to visit us in Peru many years ago, when we were just starting out, he came to our math lab, where we have 60 kids and one monitor, looking and helping the kids that need help. I was talking to Sal and a couple of other people with him. As you know, he never appears in his videos, it's just his voice. And one of the young kids said, "Hey, that sounds like Sal Khan. Is that Sal?" And before you knew it, word got around, and a huge line of kids asking Sal for his autograph. You know, their math teacher.
这是一个有趣的故事, 很多年前, 萨尔来秘鲁拜访我们, 那时我们学校刚刚创办, 他来到我们的数学实验室, 那里有 60 名学生和 1 位督导, 照看和帮助那些需要帮助的学生。 我开始和萨尔以及他的同事谈话。 你知道的,他从来没有 在视频里露面过, 只听过他的声音。 一个孩子说,“那声音听起来 好像萨尔·汗,是他吗?” 如你所知,消息传开了, 一大群孩子跑去找萨尔要签名。 就是他们的数学老师。
(Applause)
(掌声)
CH: It’s a really wonderful story, a nice rock star to have stop by. So let’s shift gears a little towards healthcare. What did you want to do there, and what have you done in that space?
CH:真是一个精彩的故事, 一个不错的摇滚新星。 现在,让我们把话题转到医疗。 你在医疗领域想做些什么, 做了些什么呢?
CRP: Healthcare was as broken as the education system. Maybe the slight difference is in education, you have to have a real sense of urgency -- otherwise, you miss the entire generation. And in healthcare, we are fairly lucky that we still have a young population, so perhaps we have a little more time to go through this. But, you know, our healthcare system is universal healthcare. Eight million informal workers have that from the government, and then four million pay a tax of the formal economy, that's slightly better, but this is a typical picture. You make a long line. Sometimes, it's hours. There’s a lot of informal ... just like the private schools, and they'll offer two-for-one medical procedures ...
CRP: 医疗和教育体系一样支离破碎。 细微的区别在于,在教育体系, 你需要有真正的紧迫感, 否则你会耽误整整一代人。 在医疗领域呢, 庆幸的是我国人口还很年轻, 所以我们还能有较多时间能去解决问题。 但你知道吗,我们的医疗体系是全民医疗。 800 万非正式员工从政府获得补贴, 400 万正式员工需缴纳税款。 这个状况看起来略微好一些, 但是这张是典型的照片。 你需要排长队。 有时是几个小时。 有太多的非正规诊所, 就像私立学校一样, 有些人可能会两个人只挂一个号...
CH: Bring a friend?
CH: 带朋友吗?
CRP: Exactly. It’s not good quality. So again, we teamed up with IDEO and a lot of different institutions to design something for the emerging middle class. The first call in Peru is pharmacies. So if you're sick, you go to the pharmacy first, because you'd waste a whole day, and you really can't afford to leave work for a day. So right around the time we started Innova, we got involved in buying a small chain of pharmacies that today has 2,300 locations throughout the entire country, including the most remote areas you can imagine, in the Amazon, where you have to go in canoes and ships to get there.
CRP:没错。 显然这不是一个好的做法。 我们再次与IDEO和许多不同的机构合作 为新兴中产阶级做些贡献。 在秘鲁,“随叫随到”的是药店。 如果你生病了, 你应该先去药店, 因为不然你会浪费一整天, 你也无法负担旷工一整天的损失。 因此这时我们启动了Innova, 我们参与收购了一家小型的连锁药店, 如今这家药店在全国范围内有 2300 家店铺, 包括你能想象到的最偏远的地区,在亚马逊, 你需要乘坐独木舟或船只前往。
And as an extension of that, we also developed a clinic called Aviva, where we give good quality, about 40 to 60 beds in each one of our clinics, and we're focusing on the most important part of life, which is birth. This particular clinic in Lima had the most births of the entire country last year. And so now, we have an alternative to give good health care to the emerging middle class.
作为Innova的延伸, 我们创办了一个叫做Aviva的诊所, 提供良好品质的医疗服务, 大概一间诊所里能容纳 40-60 个床位, 我们也关注生命中最重要的部分, 那就是分娩。 利马的这家诊所 去年的出生率是全国最高的。 所以现在,我们有另一种选择, 那就是为新兴的中产阶级 提供良好的医疗保健。
CH: Now another thing you've dipped your toe into, in pretty big ways -- infrastructure, and that's a whole different kind of project. And you did it through a public-private partnership. Can you talk a little bit about how that came about and how it worked?
CH: 现在你已经涉猎这个领域, 并且深度参与其中, 基础建设,这是一个完全 不同于其他领域的项目。 你以一个公私合作的机制参与其中。 你能稍微谈一下你是怎样想到这个模式 以及如何实行的吗?
CRP: So years ago, I remember going to Arequipa, which is the second-largest city in Peru, with my father and my grandfather. And in that visit, hearing about a bridge that was going to be built. Years later, I went back, and I heard about the bridge again. And it turns out that this bridge has been on the planning board for over 50 years, and it never got done. It was because this party was in power, whatever the reason, it just didn't get done.
CRP:很多年前, 我记得是去阿雷基帕的时候, 阿雷基帕是秘鲁第二大城市, 是和我父亲、祖父一起去的。 在那次的访问中, 我听说那儿即将要建一座桥。 几年后,我又一次去到阿雷基帕, 我再一次听说了那座桥。 结果是这座桥已经在 规划委员会上呆了 50 多年, 一直没有动工。 这是因为那时的执政党, 不管是何原因, 这座桥一直没有动工。
So a few years ago, the government came up with a very clever plan. It's called "Projects for Taxes." And what that does is it allows companies to use up to 30 percent of the taxes they pay -- instead of paying it to the central government, to use it for projects that the community needs. They have to be pre-approved ... by the government, but then you kind of do it yourself.
所以在几年前, 政府提出了一个绝妙的计划。 叫做“税收项目“。 它允许公司最多可使用 所缴纳税款的 30%, 用于社区需要的项目, 而不是支付给中央政府。 项目需要先通过政府批准, 然后就可以自己干了。
So we teamed up with the largest beer company in Peru and one of the large mining companies, and together, we put 100 million dollars of the taxes we would have paid to the central government, and we built this bridge, which connects one side of the city to the other. It was done on time and on budget. No corruption, no drama, the bridge is still standing.
所以我们联合了秘鲁最大的啤酒公司、 一家大型矿业公司, 动用了 1 亿美金-- 本应该缴纳给中央政府的税款, 建造了这座桥, 连通了城市的两端。 这座桥按时、 未超预算地竣工了。 没有腐败、也没有出现事故, 这座桥仍屹立不倒。
(Laughter)
(笑声)
And now, you know, thousands of people every single day use this bridge and, as a result, improve the quality of their life. This is a very good example of how private-public partnerships can work. And what we've done in our group is we've set a goal to have an iconic project, like that bridge you just saw, in every one of the 25 states across Peru. So far, we've completed five, in five different states, so we have 20 to go, but we're excited about that.
现在,你们也看到了, 数以千计的人每天从这座桥上走过, 一定程度上提高了他们的生活质量。 这是一个很好的例子来说明 公私合作是如何实行的。 我们所做的, 是设立了一个目标, 拥有一个代表性的项目, 就像你们看到的那座桥一样, 遍布秘鲁的 25 个洲。 目前,我们已经在 5 个不同的洲完成, 还剩 20 个, 我们对此感到十分兴奋。
CH: When I read about that, I thought that was such an interesting project and an interesting partnership. So a lot of the businesses you've started and your projects are focused on the middle class. So why are you so focused on that particular segment of the population?
CH:当我听到这个故事时, 我认为那是一个相当有趣的项目, 和有趣的合伙关系。 你创办了很多企业, 以及你的项目是专注于中产阶级的。 为什么你如此关注那个 特定的群体呢?
CRP: The middle class, for the last couple of decades, has been the fastest-growing segment of the country. It was, in a way, low-hanging fruit. A lot of services were unmet, and so we tried to develop answers for those. And it was also a way to scale fast, because a lot of the emerging middle class is in urban settings. So you can actually go from zero to relevance relatively fast. What we're working on now is what we call the next frontier, which is rural Peru, which is still a big part of the population, and all the cities in our country that have 20,000 or less people.
CRP: 中产阶级,从几十年前开始, 成为了秘鲁增长最快的群体。 它在某种程度上来说是 容易实现的目标。 很多服务都未得到满足, 我们试图去寻找答案。 这也是一种快速扩展的方式, 因为许多新兴的中产阶级 都生活在城市环境中。 所以你当然可以从零开始, 逐步发展。 我们现在正在研究所谓的第二前沿, 秘鲁的乡村, 那里仍有大量的人口, 我们国家的所有城市的人口 在 20000 或 20000 以下。
But really, the reason we got involved in areas like education and healthcare is that the government wasn't delivering. If you're familiar with Peru, and you know what's been going on, we've had six presidents in six years. Now the last president before the current one had so many cabinet changes that on average, every five days, we'd have a new cabinet minister. So ask yourself, if you're running an organization ... You can't get even through the weekend. Maybe Monday, he's here, Friday, they're gone. So it's very hard to get things accomplished from the government side.
但说实话,我们涉足教育以及医疗领域, 是因为政府未履行他们的职责。 如果你很熟悉秘鲁, 也熟知发生过的事, 我们在 6 年里历经了 6 位总统。 上一任总统在任期间 内阁更迭十分频繁, 平均每 5 天, 就会有一位新的内阁部长。 所以试想一下, 如果你在管理一个组织, 你可能熬不到周末。 可能星期一的时候,他还在, 到了星期五,他们就离开了。 所以政府方面很难将一件事完成。
So what should we do? Should we wait for that Batman president to show up? Or should we get involved? And I have to admit that for many years, I would attend conferences and would do what a lot of people do, the golf clap, and then go back to your work, and say, "I'd like to help, but ..." And then the next year, another golf clap, and, kind of, the same thing. But we really believe that the private sector has a very important role. It's 80 percent of the economy in our country. And we can really push the leaders along to take on the most difficult, most challenging problems in the country.
所以我们该如何呢? 我们该等待蝙蝠侠总统的出现吗? 还是我们该参与其中? 我得承认,之前的很多年, 我都会参加会议, 并做着和许多人一样的事--- 鼓掌, 然后回到你自己的工作时, 便会说“我很乐意提供帮助,但...” 到了来年,继续鼓掌 周而复始。 但我们深信不疑的是, 私营部门发挥着非常重要的作用。 它占据了整个国家经济的 80% 。 我们也可以推动领导者 去着手解决整个国家最困难、 最具有挑战性的难题。
Because education takes 20, 25 years or more to solve. A political term may be only four or five years. So I think we have more staying power. And we don't pretend to run the whole education system or to educate the eight million kids that go to schools. But if we do our job correctly, maybe we can put it up at the top of the agenda, maybe we can show how it can be done. We can continue to partner with the government, and together, as a result, make a better country.
因为教育问题需要花费 20 年、25 年 乃至更长时间去解决。 而一任总统的任期只有 4-5 年。 所以我认为我们具有更加持久的权利。 我们不会设想去管理整个教育体系, 或是让 800 万孩子都去上学。 但如果我们能正确做好自己的工作, 也许我们可以让它成为重中之重, 或许我们也可以展示该如何做到。 我们可以继续与政府开展合作, 从而一同打造一个更好的国家。
CH: I mean, a lot of the things you've done, you've stepped in where government has fallen short. Do you feel like you're letting them off the hook, though? Or do you feel they're responding to this?
CH: 你所做的很多事情, 都是政府做的还不够的。 你会觉得是你在帮他们解围吗? 或者你会认为他们对此有回应吗?
CRP: I would say it's the opposite. We're putting pressure to get these things resolved. I believe that, by showing what can be done, perhaps we can inspire them to work together, not just with us, but with all the other fine companies that we have in our country that do world-class things. But we can't just fold our hands and wait, in the hope that a savior someday comes and helps us. And I think that's what's behind all these projects.
CRP: 我会觉得恰恰相反。 我们是在给政府施加压力, 以促成这些事情的解决。 我相信, 只要向他们展示所能做的努力, 可能就有机会激励他们和我们一同努力, 不仅仅是和我们,也可以联合我们国家 很多其他的优秀公司 去完成世界级的伟业。 但我们不能被动地等待, 等待某一天救世主的到来。 我认为这是所有项目的内核。
CH: There was one more picture you wanted me to share with the audience, of the protests in Peru. Why did you want me to share this with them?
CH: 这儿还有一张你想让我 展示给大家的照片, 是关于发生在秘鲁的抗议活动的。 你为什么想让我展示这张照片呢?
CRP: This is a horrible picture. It's horrible for a number of reasons -- it hurts our tourism, and the image of the country, etc. But what makes me really sad about this picture -- and this happened not too long ago, a few weeks ago -- is it's Peruvians against Peruvians. And I think we both want the same things. We want a better life, we want opportunity. We want the ability to reach our dreams and go as far as we can go. And when I see this, I wonder, is this just Peru? Or can this happen in other communities? And how can we stop this from happening?
CRP: 这是一张令人毛骨悚然的照片。 说它可怕,有几个原因。 首先,他对我们国家的旅游业、 国家形象等造成了伤害。 但这张照片最让我感到伤心的, 这件事发生不久前, 大概几个礼拜前, 是发生在秘鲁人与秘鲁人之间。 我想,我们有着相同的诉求。 我们想要更好的生活, 我们想要机会。 我们想有能力实现自己的梦想, 想能走得更远。 当我看到这件事的发生时,我不禁想, 这只发生在秘鲁吗? 其他的国家会发生吗? 我们能怎样组织抗议活动的发生呢?
So I have some suggestions. The first one is find out what are the most difficult challenges in your community and your country, and try to understand them. Get involved. Put a sense of urgency, raise your hand. Not some day. Make "some day" today. Second is seek out help. Most likely, the problems have been solved somewhere else. And you can add to that and continue to build. And the last thing is have a mindset where you're trying to make the pie bigger. And even if you come from the private sector, I guarantee you, if you focus on making the pie bigger for your country, you'll do well yourself.
我有一些建议。 第一是找到你的国家和你的社区, 最大的挑战是什么, 试着理解它们。 参与其中。 营造紧迫感,举起你的手。 不是某一天, 而是今天。 第二, 是寻求帮助。 很可能这些问题 在其他地方已得到解决。 你可以继续去做后续工作。 最后, 是要有一种心态, 你的产业能越做越大。 就算你是来自私营企业的,我保证, 如果你专注于为了国家扩展你的产业, 你会得到很好的结果。
Our objective is to make Peru the best place to raise a family in Latin America. Our long-term objective is to push Peru to become a developed country. And that's really hard. And then, it comes to execution. And this is where we lose a lot of that impetus, a lot of that "let's get it done," because it's hard. And what we found out is that, when you have a big challenge, many times, you'll say "yes, but." And that "but" is followed by lots and lots of excuses. In Spanish, it's "sí, pero." "Pero" is the "but." So we decided to make it a little easier. And why not change that "o" to a "u," and wake up every morning, and say "sí, Perú."
我们的目标是让秘鲁 成为拉丁美洲最适合安居乐业的地方。 我们的长期目标是让秘鲁成为发达国家。 虽然真的很难。 目标设定之后便是执行。 这也是我们失去很多动力的地方, 太多的“让我们完成吧”, 因为真的很难。 我们发现, 当你碰到大的难题时, 通常会说“是的,但是...” “但是...“伴随着大量的借口。 在西班牙语中,是“sí, pero.” “Pero“便是”但是“。 所以我们决定进行简化。 为何不将 “o” 改成“u“, 然后清晨醒来,说一句 “sí, Perú.”
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CH: Well, I think you can see why I admire this guy. (Laughs) Thank you so much, Carlos, for all that you've shared with us. I think we all have a lot of work to do, so thank you.
CH: 你们知道为什么我欣赏他了吧。(笑声) 非常谢谢你,卡洛斯, 谢谢你的分享。 我想我们都有很多事要做,谢谢你。
CRP: Thank you, Corey.
CRP: 谢谢你,科里。
(Applause)
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(Cheers and applause)
(欢呼和掌声)