杰夫·德格拉夫：创新是如何造就或破坏价值的？这个问题非常有趣。在几乎所有的传统智慧和宗教中，总是存在着这样一种人，他不仅创造世界而且破坏世界。毕加索曾常说：“我是一个伟大的破坏者。”当然，在20世纪，毕加索引领了众多艺术运动或至少在其中起到举足轻重的作用。你所面对的挑战是只有为新的事物留出空间，才有机会有所作为。
用一分钟的时间想一想你自己的人生。想一想你的人生中都会发生什么。你的人生或许有精彩的故事，或许有华丽的乐章，还或许有一家属于你的新公司。除非你想方设法去创造，否则你的人生将会一无所有。因此，我建议人们去发现现在你能抛弃或终止什么。这样的话，你就能摆脱存在你头脑中的标准化操作流程对创造的禁锢。有些时候，终止一些事情比开始一些事情要好的多。
我最推崇的一个例子就是苹果计算机。过去，苹果公司基本上从事模仿，同时试图与内嵌微软操作系统的产品进行竞争。有趣的是在苹果公司能够生产出糖果色的苹果一体机之前，他们停止了米色机的生产，这项决定一时间耗费了苹果公司好几亿的费用。而当时苹果公司正濒临破产。现在几乎没有公司会那样做。那样做的风险实在太大。
类似的例子还有微软公司。微软曾拥有DOS操作系统。公司操作系统中80%是DOS。全世界都在使用DOS。但为了推出WINDOWS操作系统，微软抛弃了DOS操作系统。抛弃DOS的决策所需要的是勇气、大胆、比开始某些新事情还要极其困难的终止某些事情的坚定意志。
Jeff DeGraff: How does innovation create and destroy value? It's really interesting. In almost all the wisdom traditions, all the religions, there is always a figure who not only creates all the world, but destroys the entire world. Picasso used to say, "I am the great destroyer," and of course he invented most of the art movements or at least a lion's share of them in the 20th century. The challenge is, until you make room for something new, there will be no opportunity to do something.
So thinkaboutyour own life for a minute. Thinkaboutwhat is going on in your life. You might have a novel in you. You might have a symphony in you. You might have a new company in you, but until you create capacity to innovate you'll never get to it. So what I advise people to do is look for what you can kill or stop now because you'll never have capacity, and a lot of what stops innovation is the standard operating procedures that you've got now. Sometimes it's a lot better to stop something than it is to start it.
My favorite example of a company scenario of this is Apple Computer. I mean, Apple was in the business of making clones, basically, and trying to compete with our friends who ran on the Microsoft operating system. So what was interesting was before Apple could get to those really interesting iMacs with all the candy colors, they had to stop production on their existing beige machines, which cost the company hundreds of millions of dollars in a time when they were slipping into bankruptcy. Now almost no company would ever do that. That is very dangerous move.
Similarly, back in the day, Microsoft owned the operating system DOS. It had over 80% of all DOS, all operating systems in the world, but in order to introduce Windows it had to get rid of DOS, which it did to make room for Windows. So half of the challenge is having the courage, the temerity, the will to actually stop doing something, which is infinitely harder than starting something new.
