Today I wanted to -- well, this morning -- I want to talk about the future of human-driven transportation; about how we can cut congestion, pollution and parking by getting more people into fewer cars; and how we can do it with the technology that's in our pockets. And yes, I'm talking about smartphones ... not self-driving cars.
今天早上, 我想谈一谈人力运输的未来; 有关于我们如何通过 用更少的车搭载更多乘客的方式 来解决塞车,污染和停车的问题; 以及如何运用 我们口袋里的科技来实现这个目标。 没错,我谈的是智能手机... 不是自动驾驶车。
But to get started we've got to go back over 100 years. Because it turns out there was an Uber way before Uber. And if it had survived, the future of transportation would probably already be here.
不过在开始(这个话题)之前, 我们先把目光移回到100年前。 其实在 Uber 之前 就已经有一个“Uber”了。 如果它一直存在, 那未来的交通运输方式 现在可能已经出现了。
So let me introduce you to the jitney. In 1914 it was created or invented by a guy named LP Draper. He was a car salesman from LA, and he had an idea. Well, he was cruising around downtown Los Angeles, my hometown, and he saw trolleys with long lines of people trying to get to where they wanted to go. He said, well, why don't I just put a sign on my car that takes people wherever they want to go for a jitney -- that was slang for a nickel.
让我向各位介绍 jitney。 它是在1914年由一位叫 LP德雷珀的人所创造或发明的。 他是一位来自洛杉矶的 汽车销售员,他有一个点子。 他当时在我的家乡, 洛杉矶市中心兜风时, 看到电车旁 排了很长的队伍,大家正准备排队上车。 他就想,为何我不在我的车上 放个牌子招呼大家, 让大家只要花5分钱 (jitney是五分钱的俚语) 就能去他们想去的地方呢?
And so people jumped on board, and not just in Los Angeles but across the country. And within one year, by 1915, there were 50,000 rides per day in Seattle, 45,000 rides per day in Kansas and 150,000 rides per day in Los Angeles. To give you some perspective, Uber in Los Angeles is doing 157,000 rides per day, today ... 100 years later.
于是人们开始跳上车, 而且不只洛杉矶, 全国都开展了这项服务。 才仅仅过了1年, 也就是1915年, 在西雅图每天就有5万人次乘坐jitney, 在堪萨斯每天有4.5万, 在洛杉矶则有15万人次。 给各位补充一些概念, 100年后的今天, 洛杉矶的 Uber 每天有 15.7万人次搭车。
And so these are the trolley guys, the existing transportation monopoly at the time. They were clearly not happy about the jitney juggernaut. And so they got to work and they went to cities across the country and got regulations put in place to slow down the growth of the jitney.
所以,当时这些电车司机, 也是当时交通的垄断巨头。 他们对 jitney 巨大的成功 感到非常的不爽。 所以他们在全国 各大城市穿梭游说, 联合起来制定针对 jitney 的各种规则, 来拖慢 jitney 的发展速度。
And there were all kinds of regulations. There were licenses -- often they were pricey. In some cities, if you were a jitney driver, you were required to be in the jitney for 16 hours a day. In other cities, they required two jitney drivers for one jitney. But there was a really interesting regulation which was they had to put a backseat light -- install it in every Jitney -- to stop a new pernicious innovation which they called spooning.
各式各样的法规五花八门。 营业执照——通常都很贵。 在一些城市里, 如果你是个 jitney 司机, 你会被要求一天16个小时都得在 车里才能运营 jitney 。 在另一些城市里, 他们要求两个 jitney 司机使用一辆车。 但有一条法规很搞笑, 每一台 jitney 的后座上必须按上灯, 因为他们想要阻止 “后座拥吻”这一伤风败俗的“新发明”。
(Laughter)
(笑声)
All right. So what happened? Well, within a year this thing had taken off. But the jitney, by 1919, was regulated completely out of existence.
好的,那么后来发生了什么呢? 一年当中 jitney 发展非常迅猛, 但在到了1919年, jitney 被立法完全禁止。
That's unfortunate ... because, well, when you can't share a car, then you have to own one. And car ownership skyrocketed and it's no wonder that by 2007, there was a car for every man, woman and child in the United States. And that phenomenon had gone global. In China by 2011, there were more car sales happening in China than in the US.
真的很可惜... 因为当你不能找人拼车的时候, 你就必须自己去买一辆。 所以也难怪 私家车行业开始蓬勃发展,到了2007年, 美国平均每个男人,女人, 小孩都拥有一辆车。 而这个现象席卷了全球。 在中国,到2011年为止, 当时的汽车销售数量 已经超越美国。
Now, all this private ownership of course had a public cost. In the US, we spend 7 billion hours a year, wasted, sitting in traffic. 160 billion dollars in lost productivity, of course also sitting in traffic, and one-fifth of all of our carbon footprint is spewed out in the air by those cars that we're sitting in.
当然,大量的私家车 导致了公众要付出高昂的代价。 在美国,我们每年都会在 交通拥堵上浪费70亿个小时, 间接导致了160亿美元的损失, 当然,当你坐在车里, 有五分之一的碳排放, 是我们在塞车时释放到空气中的。
Now, that's only four percent of our problem though. Because if you have to own a car then that means 96 percent of the time your car is sitting idle. And so, up to 30 percent of our land and our space is used storing these hunks of steel. We even have skyscrapers built for cars. That's the world we live in today.
这也只是占我们所有问题的4%而已, 因为,如果你必须拥有一台车, 那就表示有96%的时间, 你的车是静止不动的。 而且有将近30%的土地 及我们居住的空间 要用来存放这些大铁怪。 我们甚至已经有了 为这些车盖的摩天大厦。 这就是我们当今居住的世界。
Now, cities have been dealing with this problem for decades. It's called mass transit. And even in a city like New York City, one of the most densely populated in the world and one of the most sophisticated mass transit systems in the world, there are still 2.5 million cars that go over those bridges every day. Why is that? Well, it's because mass transit hasn't yet figured out how to get to everybody's doorstep. And so back in San Francisco, where I live, the situation's much worse, in fact, much worse around the world.
城市已经为解决这些问题 尝试了好几十年。 叫做大众运输。 但是即使是像纽约这样的城市, 这样一个在全世界拥有 最密集的人口和最复杂的 公共交通的城市, 每天仍有250万辆车要经过那些桥。 为什么会这样? 因为大众运输还搞不清楚, 如何把每个人载到家门口。 回到我住的地方,旧金山 状况更糟糕, 事实上,比全世界其它地方还要糟。
And so the beginning of Uber in 2010 was -- well, we just wanted to push a button and get a ride. We didn't have any grand ambitions. But it just turned out that lots of people wanted to push a button and get a ride, and ultimately what we started to see was a lot of duplicate rides. We saw a lot of people pushing the same button at the same time going essentially to the same place.
Uber 在刚起步的2010年—— 我们只是实现“一键叫车”。 我们还没有任何远大的野心。 不过当非常多的人 想要使用“一键叫车”时, 我们后来发现这些路线中 有很多是重复的。 我们发现有很多人 在同一时刻叫车, 要去的几乎是同一个地方。
And so we started thinking about, well, how do we make those two trips and turn them into one. Because if we did, that ride would be a lot cheaper -- up to 50 percent cheaper -- and of course for the city you've got a lot more people and a lot fewer cars.
所以我们开始设想, 要如何把两条相近的线路合并成一条。 因为如果我们这样做的话, 那出车的成本会大大降低 ——最高能降一半—— 这样一来, 城市里就会有更少的车 搭载更多的人。
And so the big question for us was: would it work? Could you have a cheaper ride cheap enough that people would be willing to share it? And the answer, fortunately, is a resounding yes.
那么摆在我们面前最大的问题就是: 这可行吗? 能够让打车费足够便宜到 使人们愿意共乘吗? 很幸运,答案是“响当当”的是。
In San Francisco, before uberPOOL, we had -- well, everybody would take their car wherever the heck they wanted. And the bright colors is where we have the most cars. And once we introduced uberPOOL, well, you see there's not as many bright colors. More people getting around the city in fewer cars, taking cars off the road. It looks like uberPOOL is working.
在旧金山, 在我们推出 UberPOOL 之前—— 不管想去什么地方, 每个人都想开自己的车。 图上明亮的区域就是车流量最大的地方。 在我们推出 UberPOOL 之后, 你会发现明亮的部分大大减少。 这说明更多的人们乘坐了更少的车, 减少了路上的车流量。 看起来 uberPOOL 效果不错。
And so we rolled it out in Los Angeles eight months ago. And since then, we've taken 7.9 million miles off the roads and we've taken 1.4 thousand metric tons of CO2 out of the air. But the part that I'm really --
所以八个月前我们也把它 推广到了洛杉矶。 从那时起,我们至今总共减少了 790万英里的总行驶里程, 也减少了1400吨的二氧化碳排放。 但我最在意的地方是——
(Applause)
(掌声)
But my favorite statistic -- remember, I'm from LA, I spent years of my life sitting behind the wheel, going, "How do we fix this?" -- my favorite part is that eight months later, we have added 100,000 new people that are carpooling every week.
不过我最喜欢的统计数据是—— 别忘了,我来自洛杉矶, 我一生中花了不少时间 坐在拥挤的车潮中思考, “我们要如何解决这个问题?” —— ——我最喜欢的部分是8个月后, 我们每周都有10万新人来拼车。
Now, in China everything is supersized, and so we're doing 15 million uberPOOL trips per month, that's 500,000 per day. And of course we're seeing that exponential growth happen. In fact, we're seeing it in LA, too. And when I talk to my team, we don't talk about, "Hey, well, 100,000 people carpooling every week and we're done." How do we get that to a million? And in China, well, that could be several million.
在中国,所有数字都无比庞大。 我们每个月有1500万人次 使用uberPOOL, 每天差不多50万。 我们见证了这种指数增长。 实际上,这和我们在洛杉矶 见到的情况差不多。 我们的团队讨论时从来不会说, “嘿,我们每周已经有10万人参与拼车了, 目标完成了。” 而是,我们该怎么样达到百万? 实际上在中国,可能有几百万人次的潜力。
And so uberPOOL is a very great solution for urban carpooling. But what about the suburbs?
所以,UberPOOL是解决城市内部 拼车问题的很好方案。 但是对于郊区是否同样适用呢?
This is the street where I grew up in Los Angeles, it's actually a suburb called Northridge, California, and, well -- look, those mailboxes, they kind of just go on forever. And every morning at about the same time, cars roll of out their driveway, most of them, one person in the car, and they go to work, they go to their place of work. So the question for us is: well, how do we turn all of these commuter cars -- and literally there's tens of millions of them -- how do we turn all these commuter cars into shared cars?
这条街,是我在洛杉矶长大的街道, 是加州典型的郊区,叫做Northridge。 而... 看看这些邮箱,顺着街道绵延不绝。 每天早上差不多同一时刻, 车子从他们的车道开出来, 但他们大部分车子里只有一个人, 然后开车去工作的地方。 所以我们的问题是: 我们要如何把 所有这些通勤车—— 不夸张地说,差不多好几千万台—— 我们要如何把这些通勤车转换成共乘车?
Well, we have something for this that we recently launched called uberCOMMUTE. You get up in the morning, get ready for work, get your coffee, go to your car and you light up the Uber app, and all of a sudden, you become an Uber driver. And we'll match you up with one of your neighbors on your way to work and it's a really great thing.
为了解决这个问题,我们最近设计了一个叫UberCOMMUTE的产品。 当你早上起来,准备去上班,喝完一杯咖啡, 走向你的车, 只要打开 Uber APP, 一眨眼的功夫, 你就成为了一名Uber司机。 我们会为你自动匹配和你有着 同样上班路线的邻居们, 这件事还真是不错。
There's just one hitch ... it's called regulation. So 54 cents a mile, what is that? Well, that is what the US government has determined that the cost of owning a car is per mile. You can pick up anybody in the United States and take them wherever they want to go at a moment's notice, for 54 cents a mile or less. But if you charge 60 cents a mile, you're a criminal. But what if for 60 cents a mile we could get half a million more people carpooling in Los Angeles? And what if at 60 cents a mile we could get 50 million people carpooling in the United States? If we could, it's obviously something we should do.
现在只有一个障碍要克服... 它叫做法规。 每英里54美分,这是什么? 这是美国政府定义的 拥有一辆车每英里的成本。 在美国,任何人提前预约, 你就可以载他们到任何他们想去的地方, 但你只能收取每英里54美分。 但如果你每英里收费 超过60美分,你就犯法了。 但如果每英里60美分, 我们就可以吸引超过50万人 在洛杉矶加入共乘制度呢? 或如果每英里60美分, 我们可以吸引超过5000万人 在美国加入共乘制度呢? 如果我们可以的话, 这很明显是我们应该做的。
And so it goes back to the lesson of the jitney. If by 1915 this thing was taking off, imagine without the regulations that happened, if that thing could just keep going. How would our cities be different today? Would we have parks in the place of parking lots? Well, we lost that chance. But technology has given us another opportunity.
所以,这带我们回到了jitney的教训。 如果在1915年这个生意刚起步时, 想像一下,没有这些规定的束缚, 如果jitney可以一直发展下去,会如何呢? 今日的城市会有多大的不同? 我们现在的停车场是否就能变成公园? 是的,我们已经错过了这次机会。 但是科技为我们提供了一次新的机会。
Now, I'm as excited as anybody else about self-driving cars but do we have to really wait five, 10 or even 20 years to make our new cities a reality? With the technology in our pockets today, and a little smart regulation, we can turn every car into a shared car, and we can reclaim our cities starting today.
现在,我和其他人一样, 对自动驾驶感到十分的兴奋。 但我们真的必须再等 5年,10年,甚至20年 才能打造一座新城市吗? 通过我们口袋里的科技, 和多一点点人性化的法规, 我们就可以把每辆车变成共乘车, 而且从今天就可以开始 拯救我们的城市。
Thank you.
谢谢各位!
(Applause)
(掌声)
Chris Anderson: Travis, thank you.
Chris Anderson(CA): Travis, 谢谢你。
Travis Kalanick: Thank you.
Travis Kalanick(TK):谢谢你。
CA: You know -- I mean the company you've built is absolutely astounding. You only just talked about a small part of it here -- a powerful part -- the idea of turning cars into public transport like that, it's cool. But I've got a couple other questions because I know they're out there on people's minds.
CA:我觉得你的公司确实很了不起。 刚刚你谈论了其中一个很小的部分—— ——也是很重要的部分—— 把大家的车变成 大众运输工具的这个想法。 真的很酷! 不过我也有一些问题, 因为我知道其他人也很关心。
So first of all, last week I think it was, I switched on my phone and tried to book an Uber and I couldn't find the app. You had this very radical, very bold, brave redesign.
首先,上礼拜,如果我没记错的话, 我打开手机,试着要从 Uber 叫车, 但我发现我找不到Uber的App了。 你对 Uber图标进行的重新设计 真的很坚决和彻底,勇气可嘉。
TK: Sure.
TK: 是的。
CA: How did it go? Did you notice other people not finding the app that day? Are you going to win people over for this redesign?
CA: 这事你怎么看? 是不是注意到其他人那天 也找不到你们的App了呢? 你是否准备好在新设计上 重新赢取用户呢?
TK: Well, first I should probably just say, well, what we were trying to accomplish. And I think if you know a little bit about our history, it makes a lot more sense. Which is, when we first got started, it was just black cars. It was literally you push a button and get an S-Class. And so what we did was almost what I would call an immature version of a luxury brand that looked like a badge on a luxury car.
TK: 嗯,我首先要说的是, 我们想要完善的, 实际上和我们公司的历史有关, 重新设计对此有非常大的意义。 当我们一开始创立Uber的时候, Uber里的车全都是黑色的。 我们想让你按下Uber的按钮之后, 就会有S级车来为你服务。 所以我们本来想做的 是一个打车品牌的奢侈品, 通过模拟豪华车的车标 把Uber做成奢侈品的象征。
And as we've gone worldwide and gone from S-Classes to auto rickshaws in India, it became something that was important for us to be more accessible, to be more hyperlocal, to be about the cities we were in and that's what you see with the patterns and colors. And to be more iconic, because a U doesn't mean anything in Sanskrit, and a U doesn't mean anything in Mandarin. And so that was a little bit what it was about.
但当我们成长为全球化的公司, 从S级骄车到印度的小黄包车, 这变成了一个对我们相当有意义的事, 因为这样可以让Uber变的平易近人, 更加的本土化, 更加在乎我们居住的城市, 这就是你看到我们公司的模式和颜色。 需要变得更图像化, 是因为U无论在印度语 还是在汉语中都没有具体的含义, 所以重新设计是有这样一层原因的。
Now, when you first roll out something like that, I mean, your hands are sweating, you've got -- you know, you're a little worried. What we saw is a lot of people -- actually, at the beginning, we saw a lot more people opening the app because they were curious what they would find when they opened it. And our numbers were slightly up from what we expected.
当你第一次推出这样的设计, 肯定会紧张到手心冒汗, 你会—— 有一点担心。 我们看到的是很大一群人—— 实际上,刚开始我们看到 很多人打开了App, 因为他们很好奇 打开时会有什么发现。 而我们得到的数字比预期的稍为高一点。
CA: OK, that's cool.
CA: 好的,这确实非常酷。
Now, so you, yourself, are something of an enigma, I would say. Your supporters and investors, who have been with you the whole way, believe that the only chance of sort of taking on the powerful, entrenched interests of taxi industry and so forth, is to have someone who is a fierce, relentless competitor, which you've certainly proved to be.
我不得不说,你现在 在很多人看来挺神秘的。 你的支持者与投资者 这一路来一直跟随着你, 他们相信只有 残忍无情的竞争者才能担负起 这责任重大的机会, 挑战根深蒂固的计程车行业利益等等, 而你最近也证明你做到了。
Some people feel you've almost taken that culture too far, and you know -- like a year or two ago there was a huge controversy where a lot of women got upset. How did it feel like inside the company during that period? Did you notice a loss of business? Did you learn anything from that?
一些人感觉你把这种文化带的太远了, 你也知道——在一到两年前, 对于 Uber 有次巨大的争论, 很多的女士感觉相当失望。 公司在那段时间,内部是什么感觉? 你是否注意到公司出现了任何损失? 或者说你在这个过程中学到了什么?
TK: Well, look, I think -- I've been an entrepreneur since I've been in high school and you have -- In various different ways an entrepreneur will see hard times and for us, it was about a year and a half ago, and for us it was hard times, too.
TK:我觉得—— 我从高中就已经是个企业家, 你在困难时期, 一定会遇到各种不同的挑战, 对我们来说, 一年半前的事件, 也是我们的困难时期。
Now, inside, we felt like -- I guess at the end of the day we felt like we were good people doing good work, but on the outside that wasn't evident. And so there was a lot that we had to do to sort of -- We'd gone from a very small company -- I mean if you go literally two and a half years ago, our company was 400 people, and today it's 6,500. And so when you go through that growth, you have to sort of cement your cultural values and talk about them all of the time. And make sure that people are constantly checking to say, "Are we good people doing good work?" And if you check those boxes, the next part of that is making sure you're telling your story. And I think we learned a lot of lessons but I think at the end of it we came out stronger. But it was certainly a difficult period.
在公司内部,我们感觉—— 我们当时感觉到 “我们是对的人在做对的事”, 但在外人看来,就没那么明显。 所以,可以这么说—— 我们还有很多方面要努力—— 我们是从一个很小的公司开始的—— 我的意思是,如果你回到2年半前, 我们公司只有400人, 现在已经有6500人。 所以,当你经历了整个成长的过程, 你就必须凝聚公司的文化价值, 并随时谈论它们。 并且你需要人们能够持续地认可 你们是“对的人在做对的事”。 如果你能够保证这些, 那么剩下的部分就是你要讲述你的故事, 而我认为我们得到很多教训, 但最后,我们会变得更坚强。 虽然这会是一段很困难的时期。
CA: It seems to me, everywhere you turn, you're facing people who occasionally give you a hard time. Some Uber drivers in New York and elsewhere are mad as hell now because you changed the fees and they can barely -- they claim -- barely afford the deal anymore.
CA: 在我看来,每次你做出改变的时候, 你都会直面别人给你提出的难题。 纽约和其他地方的一些Uber司机 现在已经气疯了,因为你改变勒费率, 他们声称——他们几乎干不下去了。
How -- You know, you said that you started this originally -- just the coolness of pressing a button and summoning a ride. This thing's taken off, you're affecting the whole global economy, basically, at this point. You're being forced to be, whether you want it or not, a kind of global visionary who's changing the world. I mean -- who are you? Do you want that? Are you ready to go with that and be what that takes?
你要如何—— 就如你说的,你创办公司的初衷—— 仅是想简单地按下按钮打辆车而已。 但公司却发展得非常快, 基本在目前这个时间点上, 你正在影响全球经济。 不管你想不想, 你已经不得不这么做, 你是用一种长远的世界观 在改变这个世界。 我的意思是——你是谁? 你真的有想过会这样吗? 你有准备好并承担这一切吗?
TK: Well, there's a few things packed in that question, so --
TK: 好吧,你一时间 问了好几个问题,所以——
(Laughter)
(笑声)
First is on the pricing side -- I mean, keep in mind, right? UberX, when we first started, was literally 10 or 15 percent cheaper than our black car product. It's now in many cities, half the price of a taxi. And we have all the data to show that the divers are making more per hour than they would as taxi drivers.
首先是价格方面—— 我的意思是,要记住一点,对吧? UberX,我们刚开始这个项目的时候, 理论上要比我们的黑色 专车产品便宜10%到15%。 现在, 在很多城市, Uber 还比出租车 便宜差不多一半。 我们所有的资料显示, 所有的驾驶员每小时的收入 比他们当出租车司机时还要多。
What happens is when the price goes down, people are more likely to take Uber at different times of the day than they otherwise would have, and they're more likely to use it in places they wouldn't have before. And what that means for a driver is wherever he or she drops somebody off, they're much more likely to get a pickup and get back in. And so what that means is more trips per hour, more minutes of the hour where they're productive and actually, earnings come up.
当价格下降后, 人们就更喜欢搭 Uber 了, 同一天不同的时间一直如此, 他们在一些场合似乎还 比之前更喜欢使用Uber。 这就意味着,驾驶员无论 把乘客送到哪里, 他们几乎是马上又拉到一个乘客, 可以继续工作了。 也就是说,每个小时的载客次数变多了, 每小时的服务分钟也变多了, 且实际上收入也增加了。
And we have cities where we've done literally five or six price cuts and have seen those price cuts go up over time. So even in New York -- We have a blog post we call "4 Septembers" -- compare the earnings September after September after September. Same month every year. And we see the earnings going up over time as the price comes down. And there's a perfect price point -- you can't go down forever. And in those places where we bring the price down but we don't see those earnings pop, we bring the prices back up.
我们有一些城市,已经降价5-6次, 而且随着时间越久,价格就降得越多。 所以,即使是在纽约—— 我们有一篇博客文章,叫做“4个九月”—— 内容就是 把每年9月份的收入 进行比较。 我们可以看到当价格下降后, 司机反而赚的越多。 到时会有一个完美的价格档—— 你不能永远降价下去。 在有些地方,我们降价后, 但看不到收入增加, 我们就会再调整回来。
So that addresses that first part. And then the enigma and all of this -- I mean, the kind of entrepreneur I am is one that gets really excited about solving hard problems. And the way I like to describe it is it's kind of like a math professor. You know? If a math professor doesn't have hard problems to solve, that's a really sad math professor. And so at Uber we like the hard problems and we like getting excited about those and solving them. But we don't want just any math problem, we want the hardest ones that we can possibly find, and we want the one that if you solve it, there's a little bit of a wow factor.
所以这是我对第一部分的回答。 至于第二部分,谜一般的人, 还有所有的事儿—— 我的回答是,我是一个对 解决难题会感到很兴奋的创业者。 我喜欢这样形容这件事, 就是有点像数学教授。 如果一个数学教授 没有困难的问题可以解决, 那他真是一个可悲的教授。 我们Uber也是这样, 我们非常喜欢难题, 在解决它们的过程中 我们会获得很大的满足。 但我们要的不是只有数学问题, 我们要的是能找到最难的问题, 并找出那个可以解决问题的关键因子, 那才是我们最想要的。
CA: In a couple years' time -- say five years' time, I don't know when -- you roll out your incredible self-driving cars, at probably a lower cost than you currently pay for an Uber ride. What do you say to your army of a million drivers plus at that time?
CA: 在几年之后—— 有些人说是五年之后, 其实我也不知道是什么时候—— 你会推出炫酷的无人驾驶车服务, 可能比现在打 Uber 还便宜。 到时候,面对你的百万 驾驶人军队时,你要怎么说?
TK: Explain that again -- at which time?
TK:请再说一遍,大概什么时候?
CA: At the time when self-driving cars are coming --
CA: 在自动驾驶到来的时候——
TK: Sure, sure, sure. Sorry, I missed that.
TK:好的,好的,好的, 抱歉,我没听清楚。
CA: What do you say to a driver? TK: Well, look, I think the first part is it's going to take -- it's likely going to take a lot longer than I think some of the hype or media might expect. That's part one.
CA: 面对他们你要怎么说? TK:好吧,我认为首先—— 无人驾驶车还有一段 比广告或媒体预测的 还要长的路要走。 这是第一部分。
Part two is it's going to also take -- there's going to be a long transition. These cars will work in certain places and not in others.
其次,会有一段过渡时期—— 这段时间也会很长。 自动驾驶一开始只能在特定的地方使用, 不是在所有地方都行得通。
For us it's an interesting challenge, right? Because, well -- Google's been investing in this since 2007, Tesla's going to be doing it, Apple's going to be doing it, the manufacturers are going to be doing it. This is a world that's going to exist, and for good reason. A million people die a year in cars. And we already looked at the billions or even trillions of hours worldwide that people are spending sitting in them, driving frustrated, anxious. And think about the quality of life that improves when you give people their time back and it's not so anxiety-ridden. So I think there's a lot of good.
不过对我们来说,这也是个 很有意思的挑战,对吧? 因为—— 谷歌从2007年就开始研究自动驾驶, 特斯拉也开始投资, 苹果也开始投资, 所有的制造商都已经准备好生产了。 这是一个让世界永续生存的好理由。 每年有100万人死于车祸。 而且我们已经看到人类 每年要花几十亿甚至几兆个小时 浪费在车子里面,焦虑,沮丧。 想像一下, 当你把时间还给人们, 让他们不用再忧心忡忡, 生活品质会改善多少。 所以,我认为会有很多好处。
And so the way we think about it is that it's a challenge, but one for optimistic leadership, Where instead of resisting -- resisting technology, maybe like the taxi industry, or the trolley industry -- we have to embrace it or be a part of the future.
我们认为这件事是一个挑战, 但是一种对乐观领导力的挑战。 而不是像之前的出租车业 或电车业 要对抗、 拒绝科技, 我们必须拥抱它或把它成为 我们未来的一部分。
But how do we optimistically lead through it? Are there ways to partner with cities? Are there ways to have education systems, vocational training, etc., for that transition period. It will take a lot longer than I think we all expect, especially that transition period. But it is a world that's going to exist, and it is going to be a better world.
但我们要如何乐观地领衔度过这一时期呢? 有没有与城市 成为伙伴关系的方式? 在过渡期间,有没有教育系统或 职业训练 等等的方式呢? 这会比我认为大家期待的时间还要长, 特别是过渡时期。 但这才是我们面对的世界, 而且会是一个更美好的世界。
CA: Travis, what you're building is absolutely incredible and I'm hugely grateful to you for coming to TED and sharing so openly.
CA:Travis,你的贡献真的很了不起, 我非常荣幸能邀请你来TED, 并敞开心胸与我们分享。
Thank you so much. TK: Thank you very much.
非常谢谢你。 TK:非常谢谢你。
(Applause)
(掌声)