????要實(shí)現(xiàn)新一輪經(jīng)濟(jì)增長其實(shí)很簡單，就是讓更多人有機(jī)會(huì)進(jìn)行更多嘗試。工業(yè)時(shí)代注重規(guī)模，盡可能避免犯錯(cuò)誤。結(jié)果，我們都太害怕失敗。公司只會(huì)接受基本可以預(yù)測到結(jié)果的項(xiàng)目。員工也擔(dān)心做出影響職業(yè)發(fā)展的行動(dòng)。如果因?yàn)閷?duì)失敗的擔(dān)心，我們不敢嘗試新事物，又怎么可能變得更好？如果每當(dāng)有人嘗試變革性的新事物卻失敗之后，我們只會(huì)進(jìn)行惡意中傷，又如何能在當(dāng)今巨大的體制挑戰(zhàn)中取得進(jìn)步？如果我們將失敗重新定義為有意圖的重復(fù)，又會(huì)怎樣？

????我們不妨以電動(dòng)汽車服務(wù)商Better Place為例。這家創(chuàng)業(yè)公司希望通過電池更換的商業(yè)模式，創(chuàng)造一個(gè)屬于電動(dòng)汽車的世界。我認(rèn)為Better Place及其創(chuàng)始人夏嘉曦就是一個(gè)最好的商業(yè)模式創(chuàng)新案例，同時(shí)也體現(xiàn)了真實(shí)測試平臺(tái)的重要性。

????2005年，夏嘉曦在瑞士達(dá)沃斯出席全球經(jīng)濟(jì)論壇（World Economic Forum，WEF）。WEF創(chuàng)始人克勞斯?施瓦布在會(huì)議開始時(shí)提出的一個(gè)框架問題令他深受啟發(fā)。施瓦布問道：“到2020年，你如何讓這個(gè)世界變得更美好？”夏嘉曦非常認(rèn)真地思考了施瓦布的問題，同時(shí)決定通過創(chuàng)建基于市場的基礎(chǔ)設(shè)施，支持向純電動(dòng)汽車轉(zhuǎn)變，進(jìn)而減少人類對(duì)石油的依賴，創(chuàng)造一個(gè)更美好的世界。夏嘉曦知道，要想實(shí)現(xiàn)這個(gè)目標(biāo)，唯一的途徑就是進(jìn)行商業(yè)模式創(chuàng)新和行業(yè)體制改革。好吧，他的嘗試并未成功。成立六年以來，Better Place募集了8.5億美元私人資本，還在以色列和丹麥開始商業(yè)經(jīng)營，但如今公司卻申請(qǐng)了破產(chǎn)。

????那些“事后諸葛亮們”很快就開始對(duì)這家公司發(fā)起抨擊。《紐約時(shí)報(bào)》（New York Times ）專欄作家戴維?布魯克斯直接將矛頭對(duì)準(zhǔn)夏嘉曦，說他是一個(gè)“聰明的科技型創(chuàng)業(yè)者”，但同時(shí)也表示他是一名“靠會(huì)議鼓吹的資本家。這種人往往能把幻燈片演示得天花亂墜，但歷史卻證明，他們的存在并無實(shí)際意義。”哇，戴維?布魯克斯批評(píng)別人在會(huì)議上分享自己的觀點(diǎn)可真是信手拈來，也不想想他自己不也在利用《紐約時(shí)報(bào)》的平臺(tái)做著同樣的事情嗎？夏嘉曦是21世紀(jì)新一代領(lǐng)導(dǎo)者中的一員，這些領(lǐng)導(dǎo)者知道，要實(shí)現(xiàn)行業(yè)轉(zhuǎn)型，與成立一家公司一樣，需要發(fā)動(dòng)一場運(yùn)動(dòng)。

????運(yùn)動(dòng)需要病毒式的社交對(duì)話，人們可以參與其中，與朋友進(jìn)行分享。在創(chuàng)新活動(dòng)中分享創(chuàng)意，可以使不同尋常的想法隨機(jī)碰撞，進(jìn)而幫助催化運(yùn)動(dòng)。我想以扎珀斯公司（Zappos）的謝家華和網(wǎng)絡(luò)應(yīng)用公司37Signals的賈森?弗里德為例。兩人都領(lǐng)導(dǎo)著非常成功的公司，如果大家深入觀察就會(huì)發(fā)現(xiàn)，這兩家公司都處于一場運(yùn)動(dòng)當(dāng)中。他們都是靈感的催化劑。

????The key to unlocking the next wave of economic growth may be as simple as enabling more people to try more stuff. The industrial era was all about scale and squeezing out the possibility of mistakes. As a result we are too afraid to fail. Companies only take on projects with highly predictable results. Employees fall in line for fear of making career-limiting moves. How will we get better if the fear of failure prevents us from trying anything new? How will we make progress on the big system challenges of our time, if every time someone tries something transformational and fails, we vilify them? What if we reframed failure as intentional iteration?

????Take the example of Better Place, the startup that set out to create a world full of electric cars with a novel battery swapping business model. I highlighted Better Place and its founder Shai Agassi as one of the best examples of business model innovation and the importance of a real world test bed.

????In 2005 Agassi attended the World Economic Forum (WEF) in Davos, Switzerland. He was inspired by a framing question asked by WEF's founder Klaus Schwab at the beginning of the conference, "How do you make the world a better place by 2020?" Agassi took Schwab's question seriously and decided he would make the world a better place by reducing its dependence on oil by creating market-based infrastructure to support a transition to all-electric cars. Agassi knew that the only way to accomplish his goal was through business model innovation and industry system change. OK, it didn't work. After 6 years, raising $850 million in private capital and launching commercial operations in Israel and Denmark, Better Place filed for bankruptcy.

????The "I told you so crowd" immediately started taking shots. New York Times columnist David Brooks took a swing directly at Agassi calling him a "brilliant technology entrepreneur" but implying that he was among "conference circuit capitalists who give fantastic presentations but have turned out to be marginal in history." Ouch. Easy for David Brooks to criticize others for sharing their point of view at conferences when he leverages a New York Times platform to do the same thing. Agassi is among a new breed of 21st century leaders who know that transforming any industry is as much about launching a movement as building a company.

????Movements require a viral social conversation that people can participate in and share with friends. Sharing stories at innovation events that enable random collisions of unusual suspects help to catalyze movements. I would point to other leaders including Tony Hsieh at Zappos (AMZN) and Jason Fried at 37Signals. Both are leading successful companies that if you look under the covers are really movements. They are inspiration accelerators.