背景資料

本文是金衛(wèi)東先生在中央統(tǒng)戰(zhàn)部與全國工商聯(lián)聯(lián)合組織的清華大學(xué)NEED新時(shí)代企業(yè)家培訓(xùn)項(xiàng)目的結(jié)業(yè)報(bào)告，基于他的創(chuàng)業(yè)體會(huì)和對(duì)創(chuàng)新精神的認(rèn)識(shí)思考，結(jié)合其不久前的一個(gè)演講，在清華的嚴(yán)格要求下按時(shí)完成了這份報(bào)告。完成報(bào)告的過程是他又一次自我反省自我提升的過程，報(bào)告中文版還提前發(fā)給公司的管理骨干，報(bào)告英文版發(fā)給公司的海外合作伙伴征詢意見，讀后大家都非?？隙?，促進(jìn)了大家對(duì)企業(yè)家精神特別是其中創(chuàng)新精神的辯證理解，同步豐富了大家的管理思想，同時(shí)鍛煉了兩名參與翻譯整理的博士生的英語能力，可謂一舉多得!

報(bào)告格式規(guī)范，論證嚴(yán)謹(jǐn)，中英文嚴(yán)格對(duì)應(yīng)，精益求精，把平凡的事做得非同凡響是金衛(wèi)東先生的一貫風(fēng)格。

一、引言

創(chuàng)新目前有被濫用的傾向，天南海北任何場景誰要不談創(chuàng)新，誰就好像落伍。創(chuàng)新如同靈丹妙藥，不管經(jīng)營什么業(yè)務(wù)，不管遇到什么困難，千病一方都必須創(chuàng)新。但是創(chuàng)新絕不那么簡單，盲目的創(chuàng)新就是死路一條。

創(chuàng)新的英文Innovation，in是不，no更是不，就是否定再否定，一再的否定，難道我們企業(yè)現(xiàn)在是一無是處嗎?當(dāng)然不是。企業(yè)每天的工作應(yīng)該是在正常的軌道上繼續(xù)發(fā)揚(yáng)光大，而不是天天自我批判，如果天天自我批判，我們就不應(yīng)該存在，特別是已經(jīng)成功的企業(yè)，應(yīng)該堅(jiān)持走自己的道路，而不是盲目地自我否定。

二、企業(yè)家精神的特質(zhì)

2.1 創(chuàng)新是企業(yè)家精神的靈魂

其實(shí)創(chuàng)新并不是企業(yè)家精神的全部，它只是企業(yè)家諸多精神特質(zhì)的一項(xiàng)，當(dāng)然這一項(xiàng)非常重要，是靈魂。企業(yè)家精神是什么?“企業(yè)家”這一概念由法國經(jīng)濟(jì)學(xué)家理查德·坎蒂隆(Richard Cantillon)在18世紀(jì)30年代首次提出，即：企業(yè)家使經(jīng)濟(jì)資源的效率由低轉(zhuǎn)高;“企業(yè)家精神”則是企業(yè)家特殊技能(包括精神和技巧)的集合[1]?；蛘哒f，“企業(yè)家精神”指企業(yè)家組織建立和經(jīng)營管理企業(yè)的綜合才能的表述方式，它是一種重要而特殊的無形生產(chǎn)要素。創(chuàng)新之外還有哪些企業(yè)家精神呢?

2.2 冒險(xiǎn)是企業(yè)家精神的天性

理查德·坎蒂隆(Richard Cantillon)和奈特(Frank Rnight)兩位經(jīng)濟(jì)學(xué)家，將企業(yè)家精神與風(fēng)險(xiǎn)(risk)或不確定性(uncertainty)聯(lián)系在一起。[1,2]沒有甘冒風(fēng)險(xiǎn)和承擔(dān)風(fēng)險(xiǎn)的魄力，就不可能成為企業(yè)家。企業(yè)創(chuàng)新風(fēng)險(xiǎn)是二進(jìn)制的，要么成功，要么失敗，只能對(duì)沖不能交易，企業(yè)家沒有別的第三條道路。在美國3M公司有一個(gè)很有價(jià)值的口號(hào)：“為了發(fā)現(xiàn)王子，你必須和無數(shù)個(gè)青蛙接吻?！薄敖游乔嗤堋背３Ｒ馕吨半U(xiǎn)與失敗，但是“如果你不想犯錯(cuò)誤，那么什么也別干”。同樣，對(duì)1939年在美國硅谷成立的惠普、1946年在日本東京成立的索尼、 1976年在臺(tái)灣成立的Acer、1984年分別在中國北京、青島成立的聯(lián)想和海爾等眾多企業(yè)而言，雖然這些企業(yè)創(chuàng)始人的生長環(huán)境、成長背景和創(chuàng)業(yè)機(jī)緣各不相同，但無一例外都是在條件極不成熟和外部環(huán)境極不明晰的情況下，他們敢為人先，第一個(gè)跳出來吃螃蟹。

2.3 合作是企業(yè)家精神的精華

正如艾伯特·赫希曼所言：企業(yè)家在重大決策中實(shí)行集體行為而非個(gè)人行為。[3]盡管偉大的企業(yè)家表面上常常是一個(gè)人的表演(One-ManShow)，但真正的企業(yè)家其實(shí)是擅長合作的，而且這種合作精神需要擴(kuò)展到企業(yè)的每個(gè)員工。企業(yè)家既不可能也沒有必要成為一個(gè)超人(superman)，但企業(yè)家應(yīng)努力成為蜘蛛人(spiderman)，要有非常強(qiáng)的“結(jié)網(wǎng)”能力和意識(shí)。西門子是一個(gè)例證，這家公司秉承員工為 “企業(yè)內(nèi)部的企業(yè)家”的理念，開發(fā)員工的潛質(zhì)。在這個(gè)過程中，經(jīng)理人充當(dāng)教練角色，讓員工進(jìn)行合作，并為其合理的目標(biāo)定位實(shí)施引導(dǎo)，同時(shí)給予足夠的施展空間，并及時(shí)予以鼓勵(lì)。西門子公司因此獲得令人羨慕的產(chǎn)品創(chuàng)新紀(jì)錄和成長紀(jì)錄。

2.4 敬業(yè)是企業(yè)家精神的動(dòng)力

馬克斯·韋伯在《新教倫理與資本主義精神》中寫到：“這種需要人們不停地工作的事業(yè)，成為他們生活中不可或缺的組成部分。事實(shí)上，這是唯一可能的動(dòng)機(jī)。但與此同時(shí)，從個(gè)人幸福的觀點(diǎn)來看，它表述了這類生活是如此的不合理：在生活中，一個(gè)人為了他的事業(yè)才生存，而不是為了他的生存才經(jīng)營事業(yè)。”[4]貨幣只是成功的標(biāo)志之一，對(duì)事業(yè)的忠誠和責(zé)任，才是企業(yè)家的“頂峰體驗(yàn)”和不竭動(dòng)力。

2.5 學(xué)習(xí)是企業(yè)家精神的關(guān)鍵

荀子曰：“學(xué)不可以已。”彼得·圣吉在其名著《第五項(xiàng)修煉》中說到：“真正的學(xué)習(xí)，涉及人之所以為人此一意義的核心?！盵5] 學(xué)習(xí)與智商相輔相成，以系統(tǒng)思考的角度來看，從企業(yè)家到整個(gè)企業(yè)必須是持續(xù)學(xué)習(xí)、全員學(xué)習(xí)、團(tuán)隊(duì)學(xué)習(xí)和終生學(xué)習(xí)。日本企業(yè)的學(xué)習(xí)精神尤為可貴，他們向愛德華茲·戴明學(xué)習(xí)質(zhì)量和品牌管理，向約琴夫·M·朱蘭學(xué)習(xí)組織生產(chǎn)，向彼得·德魯克學(xué)習(xí)市場營銷及管理。同樣，美國企業(yè)也在虛心學(xué)習(xí)，企業(yè)流程再造和扁平化組織，正是學(xué)習(xí)日本的團(tuán)隊(duì)精神結(jié)出的碩果。

2.6 執(zhí)著是企業(yè)家精神的本色

英特爾總裁葛洛夫有句名言：“只有偏執(zhí)狂才能生存。”[6]這意味著在遵循摩爾定律的信息時(shí)代，只有堅(jiān)持不懈持續(xù)不斷地創(chuàng)新，以夸父追日般的執(zhí)著，咬定青山不放松，才可能穩(wěn)操勝券。在發(fā)生經(jīng)濟(jì)危機(jī)時(shí)，資本家可以用腳投票，變賣股票退出企業(yè)，勞動(dòng)者亦可以退出企業(yè)，然而企業(yè)家卻是唯一不能退出企業(yè)的人。正所謂“鍥而不舍，金石可鏤;鍥而舍之，朽木不折”?！霸?0世紀(jì)80年代諾基亞人涉足移動(dòng)通訊，但到90年代初芬蘭出現(xiàn)嚴(yán)重經(jīng)濟(jì)危機(jī)，諾基亞未能幸免遭到重創(chuàng)，公司股票市值縮水了50%。在此生死存亡關(guān)頭，公司非但沒有退卻，反而毅然決定變賣其他產(chǎn)業(yè)，集中公司全部的資源專攻移動(dòng)通訊。堅(jiān)韌執(zhí)著的諾基亞成功了，某一階段諾基亞手機(jī)在世界市場占有率已達(dá)到35%。

2.7 誠信是企業(yè)家精神的基石

誠信是企業(yè)家的立身之本，企業(yè)家在修煉領(lǐng)導(dǎo)藝術(shù)的所有原則中，誠信是絕對(duì)不能妥協(xié)的原則。市場經(jīng)濟(jì)是法制經(jīng)濟(jì)，更是信用經(jīng)濟(jì)、誠信經(jīng)濟(jì)。沒有誠信的商業(yè)社會(huì)，將充滿極大的道德風(fēng)險(xiǎn)，顯著抬高交易成本，造成社會(huì)資源的巨大浪費(fèi)。其實(shí)，凡勃倫在其名著《企業(yè)論》中早就指出：有遠(yuǎn)見的企業(yè)家非常重視包括誠信在內(nèi)的商譽(yù)。[7]諾貝爾經(jīng)濟(jì)學(xué)獎(jiǎng)得主弗里德曼更是明確指出：“企業(yè)家只有一個(gè)責(zé)任，就是在符合游戲規(guī)則下，運(yùn)用生產(chǎn)資源從事利潤的活動(dòng)。亦即須從事公開和自由的競爭，不能有欺瞞和詐欺。”[8]

三、創(chuàng)新的先決條件

論述創(chuàng)新我們就不得不提及一位古典經(jīng)濟(jì)學(xué)家，他是奧地利人，但是他成名成家在美國，很多奧地利經(jīng)濟(jì)學(xué)家都有非常深邃的思考，因此經(jīng)濟(jì)學(xué)界有一個(gè)奧地利學(xué)派，他就是奧地利學(xué)派的領(lǐng)軍人物熊彼特。熊彼特第一次定義了創(chuàng)新：“創(chuàng)新就是創(chuàng)造性破壞creative destruction。”創(chuàng)新不是天才的閃爍，而是企業(yè)家艱苦工作的結(jié)果，創(chuàng)新是企業(yè)家活動(dòng)的典型特征?！皠?chuàng)新的實(shí)質(zhì)是做不同的事情，而不是將現(xiàn)在已經(jīng)做的事情做得更好?！盵9] 也就是說創(chuàng)新不是進(jìn)化不是evolution，而是革命是revolution。

既然創(chuàng)新如此重要，我們是不是要天天創(chuàng)新，全力以赴創(chuàng)新，每時(shí)每刻創(chuàng)新?我覺得不能，不僅企業(yè)發(fā)展順利的時(shí)候不能，即使是企業(yè)發(fā)展遇到困難的時(shí)候，也不能盲目地自我否定。而且創(chuàng)新必須具有某些先決條件，為了能把這個(gè)充滿教化色彩的話題闡釋得更生動(dòng)，我用印度教三尊主神的故事來論述什么是創(chuàng)新的先決條件。

3.1 創(chuàng)新需要破壞者進(jìn)行創(chuàng)造性破壞

去過印度的人都知道印度教三尊主神，第一尊神叫濕婆，濕婆是個(gè)男人，是印度教三大主神中最重要的一尊神，到印度的寺廟，你會(huì)發(fā)現(xiàn)三大神中濕婆的寺廟最大。我們往往認(rèn)為世界最早的宗教是佛教，可是佛教實(shí)際源于印度教，是印度教的一個(gè)簡版，印度教特別難以理解，可以說是恒河沙數(shù)，博大精深。濕婆這尊印度教最重要的神是做什么的呢?是破壞者、是毀滅者，從這個(gè)寓意上說也可以說是個(gè)創(chuàng)新者。可是印度教三尊主神，濕婆不能單獨(dú)存在，還得有另外兩尊神才行，一尊是梵天-創(chuàng)造之神，不破不立，同樣不立不破，沒有創(chuàng)造哪有實(shí)體，沒有存在談何破壞?另一尊神是庇護(hù)者、保護(hù)者毗濕奴，如果沒有毗濕奴，一旦我們沖動(dòng)地破壞了什么，就沒有機(jī)會(huì)再重新把它找回來。

3.2 創(chuàng)新需要?jiǎng)?chuàng)造者和保守者的平衡力量

如果在企業(yè)里你本身就是一個(gè)創(chuàng)造者，是一個(gè)能夠發(fā)現(xiàn)自己錯(cuò)誤又及時(shí)糾正的人，那么你就可以勇敢地做一個(gè)創(chuàng)新者;又或如果在企業(yè)里，你是一個(gè)大膽革新的人，而你的伙伴是創(chuàng)造者、庇護(hù)者，你也可以大膽地創(chuàng)新。遺憾的是我們往往只是一個(gè)角色，我們自己做了決策難以自我覺醒，即使做了錯(cuò)的決策也難以收回成命，既然是這樣，你就必須在創(chuàng)新之前先培養(yǎng)公司的力量平衡，你的公司應(yīng)該有創(chuàng)新者，也要有一些保守者，還應(yīng)有一些讓你的創(chuàng)新、魯莽的行為得到及時(shí)糾正的人，如果這樣，大家就可以放心地創(chuàng)新了。

3.3 創(chuàng)新需要失敗帶來的經(jīng)驗(yàn)教訓(xùn)與謹(jǐn)慎

三尊主神之外我還有補(bǔ)充：毀滅者濕婆犯過大錯(cuò)誤，他殺過自己的兒子，因?yàn)闈衿烹x家以后，他的妻子帶著孩子在家里生活，幾年以后，濕婆回家發(fā)現(xiàn)一個(gè)英俊的男人從家里走出來，他的嫉妒心一下子就上來了，一刀就把英俊的男人殺死了。他的妻子雪山女神從房間走出來以后大喊：“你為什么把我們的孩子殺死了?”他追悔莫及，于是他去找毗濕奴，對(duì)他說：“我犯了錯(cuò)誤，把我的兒子殺了，怎么辦?”毗濕奴說：“你一直向前走。當(dāng)你看到第一個(gè)動(dòng)物的時(shí)候，把它的頭割下來，接到你孩子的頭上，他就會(huì)復(fù)活。”于是他向前走，看到了一頭小象，他就把象頭割下來，接到了他的孩子頭上，這就是印度教中另一尊重要的神叫象神伽內(nèi)什(Ganesha)。[10]他的存在使得濕婆這個(gè)毀滅、破壞之神有所收斂。

四、結(jié)論

企業(yè)家大膽創(chuàng)新的前提條件是組織里要有創(chuàng)造者、有庇護(hù)者，最好還有個(gè)人失敗的記憶，這樣你才會(huì)創(chuàng)新創(chuàng)得更嚴(yán)謹(jǐn)，創(chuàng)新創(chuàng)得更有意義。

五、英文摘要——Abstract

At present, some enterprises overuse the concept of "innovation" hoping that it could be the solution of all problems. Therefore, this article proposes that blind innovation could bring greater risks and illustrated that some pre-conditions are needed for innovation: creators, patrons and experience of failure. The author first demonstrated the significance of innovation from theoretical and practical perspectives, pointing out that innovation was the soul of entrepreneurship, but entrepreneurship also included other six necessary aspects: adventure, cooperation, dedication, learning, perseverance and honesty. Then, based on Schumpeter's theory of creative destruction, the author puts forward four pre-requisites for enterprise management innovation: brave innovators; creators and patrons as two roles of the balance power; lessons and cautions obtained from innovator's failures. Finally, the author drew a conclusion: If there was an organization with creators and patrons, ideally, there was also a memory of personal failure; entrepreneurs could avoid blind innovation to carry out bold, rigorous and meaningful innovations.

《Innovation and it's pre-conditions》

Abstract

At present, some enterprises overuse the concept of "innovation" hoping that it could be the solution of all problems. Therefore, this article proposes that blind innovation could bring greater risks and illustrated that some pre-conditions are needed for innovation: creators, patrons and experience of failure. The author first demonstrated the significance of innovation from theoretical and practical perspectives, pointing out that innovation was the soul of entrepreneurship, but entrepreneurship also included other six necessary aspects: adventure, cooperation, dedication, learning, perseverance and honesty. Then, based on Schumpeter's theory of creative destruction, the author puts forward four pre-requisites for enterprise management innovation: brave innovators; creators and patrons as two roles of the balance power; lessons and cautions obtained from innovator's failures. Finally, the author drew a conclusion: If there was an organization with creators and patrons, ideally, there was also a memory of personal failure; entrepreneurs could avoid blind innovation to carry out bold, rigorous and meaningful innovations.

I Introduction

At present, Innovation tends to be abused. Anyone who doesn't talk about innovation in any scene is assumed to be behind the times. Innovation seems to have become a magic potion, and no matter what business you are in, no matter what difficulties you encounter, you have to innovate. But innovation is not so simple, blind innovation is a dead end.

In English word "Innovation", "In" is a negative prefix, and "NO" also represents negative, that is, "negate again and again". Are our enterprises good-for-nothing? Of course not. The daily work of enterprises should continue to carry forward on the normal track, instead of self-criticism every day. If we blindly criticize ourselves every day, we cannot be here as the elites and outstanding representatives of the industry. Rather than being self-denial blindly, successful enterprises should, even more, stick to their own path.

II The characteristics of entrepreneurship

2.1 Innovation, the soul of entrepreneurship

Innovation is not the whole of entrepreneurship, but only one of the characteristics of entrepreneurship, even though it is very important and is the soul of entrepreneurship. What is entrepreneurship? The concept of "entrepreneur" was first proposed by French economist Richard Cantillon in the 1830s, that is, "Entrepreneurs make the efficiency of economic resources from low to high. Entrepreneurship is the integration of the entrepreneur's special skills, including spirit and skill.[1] In other words, entrepreneurship refers to the embodiment of the comprehensive ability of entrepreneurs to establish and manage enterprises. It is an important and special intangible factor of production. What does entrepreneurship include besides innovation?

2.2 Adventure, the nature of entrepreneurship

Economists Richard Cantillon and Frank Knight linked entrepreneurship with risk or uncertainty in their books.[1,2] Without the courage to take risks, it is impossible to become an entrepreneur. The risk of innovation is binary, either success or failure, can only hedge rather than trade, there is no other third path for entrepreneurs. Minnesota Mining and Manufacturing (3M) has a very valuable slogan "To find the prince, you must kiss a million frogs." "Kissing the frog" often implies risk and failure, but "if you don't want to make a mistake, then do nothing". Similarly, although the founders of many enterprises, such as HP, which was founded in Silicon Valley in 1939, Sony, which was founded in Tokyo in 1946, Acer, which was founded in Taiwan in 1976, Lenovo and Haier, which were founded in Beijing and Qingdao in 1984. These companies have different growth environments, backgrounds, and business opportunities, but all of them dare to be the first to jump out to eat crabs when the conditions are very immature, and the external environment is very unclear.

2.3 Cooperation, the essence of entrepreneurship

As Albert Hirschman said, entrepreneurs act collectively rather than individually in making important decisions.[3] While great entrepreneurs often appear to be one-man shows, real entrepreneurs are actually good cooperators, and that spirit of collaboration needs to affect every employee in the business. It is neither possible nor necessary for an entrepreneur to be a superman, but an entrepreneur should strive to be a spider-man, who has a very strong ability and consciousness to "spin a web". Siemens is an vivid example that develops the potential of its employees by treating them as "entrepreneurs within the company". In this process, the manager acts as a coach to promote the cooperation of employees, give guidance to their targets, provide enough display space and encourage them in time. As a result, Siemens has an enviable record of product innovation and growth.

2.4 Dedication, the motive power of entrepreneurship

In "The Protestant Ethic and the Spirit of Capitalism", Max Weber wrote, “This occupation which required men to work constantly, became an indispensable part of their lives. In fact, it was the only possible motive. But at the same time, from the point of personal happiness, it expresses how irrational is the kind of life in which a man lives for his business and not manages for his survival.”[4] Currency is only one of the signs of success. Loyalty and responsibility to the career are the "peak experience" and inexhaustible driving force of entrepreneurs.

2.5 Learning, the key to entrepreneurship

Xunzi said, "learning has no end". "Real learning goes to the heart of what it means to be human" Peter Senge wrote in his masterpiece "The Fifth Discipline". [5] Learning and intelligence go hand in hand. From the perspective of systems thinking, we must be continuous learning, full-crew learning, team learning and lifetime learning from the entrepreneur to the whole enterprise. The learning spirit of Japanese companies is especially valuable. They learn quality and brand management from Edwards Deming, learn organizing production from Josef M. Juran, and learn marketing and management from Peter Drucker. In the same way, American companies are also learning from team spirit of Japan. The business process reengineering, and Flat organization are what they learned from Japan.

2.6 Perseverance, the true quality of entrepreneurship

Intel CEO Grove famously said that "only the paranoid survives." [6] This means that in the information age following Moore's law, only by persistent and continuous innovation, with the persistence of the sun, and the persistence of the green mountain, can the victory be guaranteed. In the event of an economic crisis, capitalists can vote with their feet, sell their shares and exit their enterprises, and workers can exit their enterprises, but entrepreneurs are the only ones who cannot. As the saying goes, "Constant dripping wears away the stone. Cheese instead, you can't chop deadwood ". Nokia got involved in mobile communications in the 1980s, but in the early 1990s there was a severe economic crisis in Finland, which hit Nokia hard and its stock market value fell by 50%. At this critical juncture, the company did not retreat, but decided to sell other industries, concentrating all the resources of the company to focus on mobile communications. The tenacious Nokia succeeded, and at one stage its mobile phone market share reached 35% of the world market.

2.7 Honesty, the cornerstone of entrepreneurship

Honesty is the foundation of an entrepreneur, and among all the principles of the entrepreneur's leadership, honesty is the principle that cannot be compromised. Market economy is legal economy, more of credit economy, and good faith economy. A commercial society without good faith will be full of great moral hazard, significantly raise transaction costs and cause a huge waste of social resources. In fact, Veblen has pointed out in his famous book "On the Enterprise" that far-sighted entrepreneurs attach great importance to goodwill, including integrity. [7] Friedman, winner of the Nobel Prize in Economics, clearly pointed out: "Entrepreneurs have only one responsibility, that is, to use productive resources to engage in profitable activities in accordance with the rules of the game. That means open and free competition, without deception or fraud. [8]

III Pre-conditions of Innovation

When it comes to innovation, we have to mention a classical economist Schumpeter, a very famous Austrian economist. Many Austrian economists have very profound ideas, and there is an Austrian school of economics. Schumpeter is the leader of the Austrian school. He first defined innovation that "Innovation is the destruction of creativity." Innovation is not the flicker of genius, but the result of the hard work of entrepreneurs. Innovation is the typical characteristic of entrepreneurial activities. "Innovation is about doing something different, not doing something better that you already do."[9] In other words, innovation is not evolution, but revolution.

Since innovation is so important, should we innovate every day, with all our might and all the time? I think not. Not only when the enterprise's development is in good condition, but also when it’s in difficulty, we should not be blindly self-denial. Moreover, innovation must have certain pre-conditions. To illustrate this enlightened topic more vividly, I will discuss what the pre-conditions are with the story of the three Hindu deities.

3.1 Innovation needs destruction of creativity

Anyone who has been to India knows that there are three main deities in Hinduism. The first god is called Shiva. Shiva is a man, and he is the most important god among the three main deities in Hinduism. We tend to believe that the world's earliest religion is Buddhism, but Buddhism actually originated from Hinduism and is a simple version of Hinduism. Hinduism is particularly difficult to be understood, and it can be said that it is like the Ganges, extensive and profound. What is the most important god Shiva responsible for? He is a destroyer, but to a certain extent, is also an innovator. Among the three main deities of Hinduism, Shiva cannot exist alone. There must be two other deities. One god is Brahma, the god of the creator, “There can be no creation without destruction". Without creation, how could there be any entity? Without existence, how could it be destroyed? The other god is Vishnu, the patron. Without Vishnu, once we impulsively break something, we have no chance to get it back.

3.2 Innovation needs the power of balance from the creator and the patron

If you are a creator in the enterprise, a person who can find mistakes and correct them in time, you can be brave to be an innovator. If you're a venturesome innovator in a business, and your partner is the creator and the patron, you can go for it. Unfortunately, we tend to be individualistic. We make our own decisions and don't always feel self-conscious, and even when we make the wrong decisions, we don't always recall an order. In this case, you must cultivate the power of balance in your company before you innovate. There must be some conservatives to ensure that your innovation and recklessness are corrected in time so that people can innovate in confidence.

3.3 Innovation needs lessons and caution from failure

In addition to these three main deities, I will add one more. The destroyer Shiva made a big mistake that he killed his son. After Shiva left home, his wife lived with their children. A few years later, Shiva returned home and found a handsome man walking out of the house. His jealousy came up instantaneously and he killed the handsome guy. His wife, the snow mountain goddess, came out of the room and cried out, "Why did you kill our children?" He was so regretful that he went to Vishnu and asked him for help, "I have made a mistake in killing my son. What should I do?" Vishnu said, "Go straight on. When you see the first animal, cut off its head and attach it to your child's head, and he will resurrect from death." So Shiva went forward and saw a baby elephant. He cut off its head and put it on the neck of his child.[10] This was another revered Hindu god called Ganesha, and his existence makes up for the destruction and devastation of Visnu.

IV Conclusion

The precondition for entrepreneurial innovation is an organization with creators, patrons and, ideally, a memory of personal failure, so that you can innovate more rigor and innovate more meaningfully.

Reference[1] Richard Cantillon, Essay on the Nature of Commerce in General, Beijing, Foreign Language Teaching and Research Press,2012.[2] Frank Rnight, Risk, Uncertainty and Profit, Beijing, Commercial Press, 2010.[3] Albert O. Hirschman, Translated by Lu Changchong, Exit, Voice, and Loyalty Responses to Decline in Firms, Organizations, and States, Shanghai, Shanghai Century Press,2015.[4] Max Weber, The Protestant Ethic and the Spirit of Capitalism, Beijing, Peking University Press, 2012.[5] Peter Senge, Translated by Zhang Chenglin, The Fifth Discipline, Beijing, China CITIC Press,2012.[6] Andy·Grove, Translated by Anran、Zhang Wanwei, only the paranoid survive, Beijing, China CITIC Press,2014.[7] Veblen, Translated by Cai Shoubai, On the Enterprise, Beijing, Commercial Press, 2012.[8] Friedmann, Translated by Zhang Ruiyu, Capitalism and Freedom, Beijing, Commercial Press, 2004.[9] Joseph Schumpeter, Capitalism, Socialism and Democracy, Beijing, Commercial Press, 1999.[10] Cai Pinpin, The transformation of the image of elephant head God in China, Gansu, Lanzhou University,2012.