2020-01-24 Glenn M. Renwick.My 16 years as an insurance CEO
Unknown Speaker: 未知发言人：
Hi there, I'm Bindi Egdon, the Head of Marketing at Kiwi InsurTech Company, JRNY. And I'm lucky enough to be here today with Glenn Renwick, who has kindly let me pick his brains from his Wanaka home.
大家好，我是 Bindi Egdon，新西兰保险科技公司 JRNY 的市场营销主管。今天我很荣幸能与 Glenn Renwick 在他位于瓦纳卡的家中交流，他非常慷慨地允许我向他请教。
Glenn was with American insurance giant Progressive for 32 years and was CEO for more than half of that time. And he built it into a $20 billion revenue auto insurer. It's actually now approaching $40 billion in revenue.
Glenn 在美国保险巨头 Progressive 工作了 32 年，其中超过一半的时间担任首席执行官。他将公司打造成为一家年收入达 200 亿美元的汽车保险公司。如今，该公司的收入已接近 400 亿美元。
Glenn is also on the board of the world's largest health insurer, UnitedHealthcare. A Kiwi at heart, Glenn is now spending more time back here since retiring from Progressive.
Glenn 还担任全球最大的健康保险公司 UnitedHealthcare 的董事会成员。作为一个内心始终怀念新西兰的 Kiwi，自从从 Progressive 退休后，Glenn 现在更多地回到这里度过时光。
Glenn is an absolute wealth of knowledge and we're incredibly grateful that you've taken the time to chat today and share your journey, pun intended, and your experiences with us. So thank you, Glenn.
Glenn 拥有丰富的知识，我们非常感谢您今天抽出时间与我们交流，分享您的旅程（双关语）和经验。再次感谢您，Glenn。
Glenn Renwick:
You're welcome. 不客气。
Unknown Speaker: 未知发言人：
Our chat will be split into five segments. This is the first one, which will be an exploration of Glenn's 16-ish years as CEO of Progressive.
我们的对话将分为五个部分。这是第一部分，将探讨格伦担任 Progressive 公司首席执行官约 16 年的经历。
In the following segments we'll also discuss robots, innovation, we'll play a game of true or false because why not, and we'll finally talk about going full circle and working with startup and fintech companies.
在接下来的部分中，我们还将讨论机器人、创新，玩一个真假游戏，毕竟为什么不呢？最后，我们将谈谈回归初心，与初创公司和金融科技公司合作。
So I guess there's no better place to start than with your journey from growing up in New Zealand and moving over to the USA. How did you find yourself in America and working at Progressive?
那么，我想没有比从你在新西兰长大并搬到美国的经历开始更好的地方了。你是如何来到美国并进入 Progressive 工作的呢？
Glenn Renwick:
Well, that's a story I've told a few times, so I'll try to keep the really short version here. My wife, whom you've met and visit, is an American and I went to Let me see, 74, 75, something like that.
嗯，这个故事我讲过几次了，所以我尽量简短地说一下。我妻子，你也见过并拜访过她，她是美国人，我大概是在 74 年或 75 年左右去的美国。
The United States is sort of, we call it an exchange student, but it was really just a cheap fare. I wasn't studying and did that rather than perhaps the UK, which was maybe a little bit more common.
当时去美国，我们称之为交换学生，但实际上只是因为机票便宜。我并没有在那里学习，而是选择了美国，而不是可能更常见的英国。
And, you know, I've certainly enjoyed the United States, met a lot of people. My wife is one of them. She came out to New Zealand. And frankly, after I graduated University of Canterbury here, that commute just wasn't going to work.
而且，你知道，我确实很喜欢美国，认识了很多人。我妻子就是其中之一。她曾经来过新西兰。坦白说，我从这里的坎特伯雷大学毕业后，这种长途往返的方式实在行不通。
So I ultimately transitioned to the United States in 1977. So many Kiwis. I'll be away for a few years and then I'll be back. A few years turned into 40 plus, but I'm back now, so at least part-time, so that's great.
所以我最终在 1977 年搬到了美国。很多新西兰人都会说：“我会离开几年，然后再回来。” 结果几年变成了四十多年，但现在我回来了，至少是部分时间回来了，这感觉很棒。
Unknown Speaker: 未知发言人：
And how did you find yourself at Purposeful?
那你是如何来到 Purposeful 的呢？
Glenn Renwick:
Well, that's an even more twisted story. My background is more math and engineering and after I left the University of Florida Engineering School,
嗯，这个故事更加曲折。我的背景更多是数学和工程方面的，我从佛罗里达大学工程学院毕业后，
I went to Bell Labs, which was a more technical institution at the time and so on and so forth, a wonderful place.
我去了贝尔实验室，当时那里是一个更偏技术的机构，诸如此类，非常棒的地方。
And then I did some consulting, which was a great way to round out sort of a business education, which I hadn't really formally acquired.
后来我做了一些咨询工作，这对我来说是完善商业教育的绝佳方式，而我之前并没有接受过正式的商业教育。
And along the way I met an individual who was quite compelling in his in his own right but he wanted to build a great company based on a great culture,
在这个过程中，我遇到了一位非常有魅力的人，他希望以优秀的企业文化为基础，建立一家伟大的公司。
had a start in auto insurance and The likelihood of me joining an auto insurance company seemed about to be the last thing on a list of over a thousand things I could do.
我最初涉足汽车保险行业，而当时我加入一家汽车保险公司的可能性似乎排在我能做的一千多件事情的最后一位。
But nonetheless, obviously, we now know that that was a pretty compelling story. And I joined Progressive in 86. And ultimately, I think I joined a company that was really dedicated to creating a great culture.
然而显然，我们现在知道那是一个非常有吸引力的故事。我在 86 年加入了 Progressive 公司，最终我认为我加入的是一家真正致力于打造优秀企业文化的公司。
Taking an industry that was a little bit sort of in the dark ages at times and doing some very innovative things to it that would be in the best interest of consumers etc.
将一个有时还处于黑暗时代的行业进行一些非常创新的变革，以符合消费者的最佳利益。
Just applying a level of thinking that was not traditional to that industry.
只是运用了在该行业中并不传统的一种思维方式。
So we tended to seek out and have since continued to seek out talent that isn't necessarily from the industry but from tangential disciplines and skills and industries so that we actually are an amalgam of other really good ideas.
因此，我们倾向于寻找并持续寻找那些不一定来自本行业，而是来自相关领域、技能和行业的人才，这样我们实际上融合了其他许多优秀的想法。
But not stuck perhaps in the classic mould of an insurance company as it was then. And I'd like to think I played a little part in that. Interesting.
而不是停留在当时保险公司经典的模式中。我希望自己在其中发挥了一点作用。这很有趣。
Unknown Speaker: 未知发言人：
And so you moved your way through Progressive starting from the office floor. Do you have any advice for insurance executives on how to navigate their own way to the top?
那么你是从基层开始，一步步在 Progressive 公司晋升的。你对保险行业的高管们有什么建议，帮助他们顺利晋升到高层吗？
Glenn Renwick:
Sure. I came into Progressive in a role we call product management, which is in and of itself, and I'll get to the exact question, in and of itself an important part of what we do.
当然。我刚加入 Progressive 时担任的是我们称之为产品管理的职位，这个职位本身就很重要，我稍后会具体回答你的问题。
We rest a lot of authority with an individual to run a small part of the business. So it might be auto insurance in Iowa, and that is your domain.
我们赋予个人很大的权力，让他们负责公司业务中的一小部分。比如你可能负责爱荷华州的汽车保险业务，这就是你的职责范围。
You're the product manager for it, and you Hit your goals and you expand your market opportunities and share and so on and so forth and someone else might be motorcycle in Nebraska product management.
你是这个产品的产品经理，你达成了目标，拓展了市场机会和份额等等，而其他人可能负责内布拉斯加州的摩托车产品管理。
So it's a very interesting structure and all of that comes together to build the company. So I actually started as product manager in Florida, which was one of our largest states, which was, you know, great,
所以这是一个非常有趣的结构，所有这些共同构成了公司。我实际上是从佛罗里达州的产品经理开始的，那是我们最大的州之一，这非常棒，
but a little bit of an awesome responsibility coming in new and starting at a really important part of the business.
但作为新人进入公司就承担如此重要的业务，也是一项相当重大的责任。
And, you know, many people along the way after I'd sort of proceeded through Progressive would ask sort of, so what's career pathing? What do you do? What do I need to do next?
而且，你知道，在我逐步晋升并经历了 Progressive 之后，很多人都会问我，职业发展路径是什么？你做了什么？我下一步该做什么？
And arguably you should have like a really great textbook answer for that and that doesn't interest me.
可以说，你本应对这个问题有一个非常完美的教科书式答案，但那并不吸引我。
My advice would be do what you're doing now extraordinarily well and then have curiosity, academic curiosity, curiosity driven by the consumer frustrations, whatever they may be with your product.
我的建议是，把你现在正在做的事情做到极致，然后保持好奇心，可以是学术上的好奇心，也可以是由消费者对你产品的不满所驱动的好奇心，无论是哪种形式。
And just have that thinking that says, I can do something better. Do your job really well, but always have curiosity. How could it look a little different? How could I turn it another 5, 10 degrees?
要保持一种思维方式，告诉自己：“我可以做得更好。” 把你的工作做好，但始终保持好奇心。它能否看起来有所不同？我能否再将它转动 5 度、10 度？
Most people, and all of us to some extent, try to make things a little better in our roles during the course of a company. It's the people who can turn it just a little bit further than that.
大多数人，包括我们所有人，在公司任职期间都会在一定程度上努力让事情变得更好一些。但真正与众不同的是那些能够将事情再进一步推进的人。
That really get my interest and I would say that's the best advice I can give. Do the job you're doing really well and then have good ideas to maybe approach things a little differently and then don't be a cowboy about it and just do it.
那确实引起了我的兴趣，我认为这是我能给出的最好建议。把你正在做的工作做好，然后提出一些好的想法，或许可以用稍微不同的方式去处理事情，但不要鲁莽行事，不要擅自行动。
Sort of socialize those and have ideas get better by that socialization process.
要多与人交流这些想法，通过这种交流过程让想法变得更好。
Unknown Speaker: 未知发言人：
That's great advice. If you had to pick a single trait of yours that you think accelerated your own success, what would that be?
这是很好的建议。如果你必须选择一个你认为加速了你成功的个人特质，那会是什么？
Glenn Renwick:
I'm using the same word. Curiosity and I'd probably put a slash pragmatism. So it's okay to have curiosity but if the curiosity is just sort of In the vapor, then it's not going to really matter much.
我会用同一个词，求知欲，我可能还会加上务实精神。拥有求知欲是好的，但如果求知欲只是停留在空想阶段，那就没有太大意义。
If you can combine that with what I would like to think is good kiwi pragmatism, can you get that done? It might be a high mountain, but can you get it done?
如果你能将求知欲与我所认为的新西兰式务实精神结合起来，你能完成这件事吗？这可能是一座高山，但你能做到吗？
And I think as I've often talked about inside of Progressive is you've got to have great ideas. But then you've got to have great leadership and pragmatism as to how to get them done.
正如我经常在 Progressive 内部所说的，你必须拥有出色的想法，但同时你也必须具备卓越的领导力和务实精神，才能将这些想法付诸实现。
A great idea not implemented is not worth very much in the economy.
一个未被实施的好想法在经济中并没有太大价值。
Unknown Speaker: 未知发言人：
What are one of your top one or two highlights from your career so far?
到目前为止，您职业生涯中最重要的一两个亮点是什么？
Glenn Renwick:
You know, I'd love to think, you know, you might want to start off by saying, you know, Progressive, when I joined it, was less than about 400 million. Now, as you said, we can certainly see 40 billion from here.
你知道，我很乐意这样想，你知道，当我加入 Progressive 时，它的规模还不到 4 亿美元。现在，正如你所说，我们显然可以看到达到 400 亿美元的前景。
I'm not a part of it today, but I'd like to think that part of the rails that will get us there. You know, that's a hundred X. That's It doesn't happen every day, so it's lucky to be able to join a company that has the potential to do that.
虽然我现在已经不再参与其中，但我愿意相信自己曾为实现这一目标奠定了一些基础。你知道，这可是 100 倍的增长。这种情况并不常见，因此能够加入一家有潜力实现这一目标的公司是很幸运的。
But I think helping do that was clearly a success. But I might push that a little further aside than you would think. I think the real sustaining part of Progressive, that's the measured outcomes, would be the culture.
我认为帮助实现这一目标显然是一种成功。但我可能会比你想象的更淡化这一点。我认为 Progressive 真正持久的部分，也就是可衡量的成果，是它的企业文化。
It's a very special place. Now, every company has a culture and many, many, many are good, so I don't want to come across and suggest somehow Progressive is better,
这是一个非常特别的地方。当然，每家公司都有自己的文化，而且很多公司的文化都很好，所以我并不想表现得好像 Progressive 在这方面更胜一筹。
but it's different and it's designed to Have us be extraordinarily successful and attract and retain the kind of talent that you need to have a $40 billion company, I'm now thinking in future numbers,
但它有所不同，它的设计目的是让我们取得非凡的成功，并吸引和留住能够支撑一家 400 亿美元规模公司的优秀人才，我现在考虑的是未来的数字。
that still feels like it was close to the same culture as it was when it was a hundredth of that size.
这感觉仍然与公司规模只有现在百分之一时的文化非常接近。
Unknown Speaker: 未知发言人：
It must have been difficult to juggle life and work. How did you prioritize everything?
在生活和工作之间取得平衡一定很困难。你是如何安排优先事项的？
Glenn Renwick:
Well, I do a little teaching, mentoring at universities and surprisingly that's one of the key questions I get, which I don't think sort of happened that many years ago, is work-life balance.
嗯，我在大学里做一些教学和指导工作，令人惊讶的是，我经常被问到的一个关键问题是工作与生活的平衡，而我认为在很多年前并不会经常出现这种情况。
And my answer here is not going to be hugely satisfying. If you choose to really commit to a company, Balance is hard to find. Now, I don't surrender to that.
我的回答可能不会让人特别满意。如果你选择真正投入到一家公司中，平衡是很难实现的。不过，我并没有向这种情况妥协。
I make sure that I plan in other parts of my life, whether it be travel, whether it be sport. And all through working hard, I think I played hard as well, or ran hard and did marathons and continued my rugby and biking and triathlons.
我会确保在生活的其他方面做好规划，比如旅行或运动。在努力工作的同时，我也尽情地玩乐，或者积极跑步、参加马拉松，继续打橄榄球、骑自行车和参加铁人三项。
And I think you've got to just have that discipline.
我认为你必须具备这种自律性。
To almost add more, as much as it sounds strange when you talk about finding work-life balance, you can't reduce necessarily some of the things, but to balance it out, you almost have to add.
尽管在谈论工作与生活平衡时听起来有些奇怪，但你几乎无法减少某些事情，为了达到平衡，你几乎必须增加一些东西。
And that's not something that was so intuitive to me early on. And as I address employees and groups now, the one thing that I say that I probably now know, that I might not have known early, is you've got to take care of yourself.
这在我早期并不是那么直观的认识。现在当我向员工和团队讲话时，我会说我现在可能明白而早期未必明白的一件事，就是你必须照顾好自己。
If you don't take care of yourself, you can't keep the pace up that will likely get you through whether it's that next opportunity and then still be able to attack challenges in a full energy type way.
如果你不照顾好自己，你就无法保持那种节奏，这种节奏可能会帮助你抓住下一个机会，并且仍然能够以充满活力的方式应对挑战。
And for me it was Perhaps living life even faster as opposed to sort of finding downtime.
对我来说，这可能意味着生活节奏变得更快，而不是去寻找休息的时间。
That may not be the case for everybody but I'm not going to sit here and say that oh it was easy I just balanced life out and I did this and I did that. I actually had to put more on my plate to make sure the balance was about right.
这可能并不适用于每个人，但我不会坐在这里说：“哦，这很容易，我只是平衡了生活，我做了这个，我做了那个。”实际上，我不得不承担更多事情，以确保达到适当的平衡。
I do stuff. I respond to stuff. That’s not a career — it’s a life!
Unknown Speaker: 未知发言人：
And would you say that there was a certain element of You need to know yourself, and when you had that right balance, you would be serving at your professional role?
那么你是否认为其中有一定的因素是你需要了解自己，当你找到适当的平衡时，你才能更好地履行你的职业角色？
Glenn Renwick:
Oh, I think so. I mean, I'll just choose one thing. Taking long training runs. Now, training for marathons, I never did it the way you should do it.
哦，我想是的。我只举一个例子吧，比如进行长距离的训练跑步。训练马拉松时，我从未按照你应该做的方式去做。
I got one long run in a week, but that was all I could sort of really work with my commitments, but at the same time, that long run became Oh, probably my therapist. I mean, it was the time that I could put most things out of my head.
我每周只能进行一次长跑，这已经是我在各种事务中能安排的全部了。但与此同时，这次长跑可能成了我的心理治疗师。我的意思是，这是我能够把大部分事情从脑海中清除出去的时刻。
I might think about a particular business problem on the run, but that became associating business and fun together in a very pleasant way.
我可能会在跑步时思考某个具体的业务问题，但这也让我以一种非常愉悦的方式将工作与乐趣联系在了一起。
So, I really enjoyed that kind of discipline of looking forward to the run and in fact, occasionally trying to solve some problems at the same time.
所以，我真的很享受那种期待跑步的自律感，事实上，有时候还能同时尝试解决一些问题。
Unknown Speaker: 未知发言人：
If you were a CEO of an insurance company again today, what's the first thing you would do?
如果你今天再次担任一家保险公司的 CEO，你会首先做什么？
Glenn Renwick:
I might touch on some of these things. Make sure that both you and your entire company are clear about your objectives. That seems so simple.
我可能会提到其中一些事情。确保你和你的整个公司都清楚你们的目标。这听起来很简单。
It's been said four million times, but I find that it's not necessarily true all the time that everybody in the company has the same general objective.
这句话可能已经被说过四百万次了，但我发现并非所有时候公司里的每个人都有相同的总体目标。
And when that's not the case, you've obviously got Different paths that you might follow. So get clear about your objectives and then from that objective get clear about your culture. What kind of culture do you want?
当情况并非如此时，你显然会面临不同的路径选择。因此，明确你的目标，然后根据这个目标明确你的企业文化。你想要什么样的文化？
What kinds of things are you prepared to do? And what potential compromises does that represent? And I think thinking through those things Early, that doesn't mean they won't evolve. Every culture evolves.
你准备做哪些事情？这可能意味着哪些潜在的妥协？我认为尽早思考这些问题很重要，这并不意味着它们不会发生变化。每种文化都会不断演变。
It's really important, especially to hiring key people that you will have around you. So that ultimately you can always be able to sort of say, this is working. Yeah. This is working. You and I, We're getting to the right place.
这真的很重要，尤其是在招聘你身边关键人员的时候。这样最终你总能说，这个行得通。是的，这个行得通。你和我，我们正朝着正确的方向前进。
We're doing it the right way. It doesn't necessarily mean we agree on every single point, but it's sort of overall working. If on the other hand, there are two very capable people, but that chemistry is not working,
我们的做法是正确的。这并不意味着我们在每一点上都必须达成一致，但整体上是有效的。但另一方面，如果有两个非常有能力的人，但彼此之间的化学反应不好，
then you're starting to look inwardly to your problems versus outwardly to the market, which is where you want to spend most of your time.
那么你就会开始向内关注自己的问题，而不是向外关注市场，而市场才是你应该花费大部分时间的地方。
Unknown Speaker: 未知发言人：
One of the things that you're well known for is creating and maintaining a healthy company culture at Progressive and you've touched on it a few times already.
你广为人知的一件事是在 Progressive 公司创建并保持了健康的企业文化，你之前也多次提到过这一点。
What were your pillar principles in doing this and what kept you on the right path?
在这方面，你的核心原则是什么？是什么让你始终保持正确的方向？
Glenn Renwick:
Yeah, I think we sort of talked about formal pillars and we talked about our values. I won't go through those specifically, but think about the same values you had growing up. We didn't make them that much differently.
是的，我想我们曾经谈过正式的支柱，也谈过我们的价值观。我不会具体逐一说明，但你可以想象一下你成长过程中拥有的那些价值观。我们制定的价值观与那些并没有太大的不同。
In fact, I would certainly use very pithy things to add to the values that I was talking to our service people. I would say, treat every customer as if it was your mom. On your zone, mom. Slight translation there.
实际上，我肯定会用一些非常精炼的话语来补充我向服务人员所讲述的价值观。我会说，把每一位客户都当作你自己的母亲来对待。在你的区域里，妈妈至上。这稍微有点意译。
And if somehow you've got problems with your mother, some other family member that you're not in dire straits with. And you know, that's worth a laugh. But at the same time, it is quite extraordinary how people treat their mother.
如果你和母亲之间有些问题，那就换成另一个你关系还不错的家庭成员。这听起来可能会让人一笑，但同时，人们对待自己母亲的方式确实非常特别。
And if you just have that mindset, you won't go far wrong. So values would be one. Second would be a, how does this work for me? It's okay for you to sit and say, hey, let's have these values.
如果你能保持这种心态，就不会出太大的差错。因此，价值观是第一点。第二点是，这对我有什么意义？你坐在那里说，“嘿，让我们拥有这些价值观”，这当然没问题。
And I don't mean posters on the wall value, I mean real values.
我所说的价值观不是墙上贴的海报，而是真正的价值观。
So we had something that was called a GameShare program and every single person in the company ...knew that if we as a company were gaining economically year after year, that they got to participate.
因此，我们有一个名为 GameShare 的项目，公司里的每个人都清楚，如果公司每年经济效益持续增长，他们也能从中受益。
I won't go through the details of it, but it was really a very interesting and exciting thing for people.
我不会详细介绍它的细节，但对员工来说，这确实是一件非常有趣且令人兴奋的事情。
And I would say without doubt, there is not an employee of Progressive who you said to them today, well, tell me a little about GameShare. They couldn't necessarily tell you the formula.
我可以毫无疑问地说，如果你今天问 Progressive 公司的任何一名员工：“请告诉我一些关于 GameShare 的情况”，他们未必能告诉你具体的公式。
They got to tell you where it was during the course of the year and what it meant something for them. And the third thing that I would tell people, certainly when we're talking about our strategy, what we were hoping to achieve.
但他们能告诉你这一年中项目的进展情况，以及它对他们意味着什么。第三点，我会告诉人们的，当然是在谈论我们的战略时，我们希望实现的目标是什么。
Unknown Speaker: 未知发言人：
Why is it good for you?
为什么这对你有好处？
Glenn Renwick:
It has to be good for the customer, it has to be good for the shareholder, and it has to be good for the employee.
它必须对客户有利，对股东有利，也必须对员工有利。
So we really tried to keep that balance and recognize that if you're asking somebody to do something differently and they have no idea of why, Then you have potentially failed in your leadership responsibilities.
因此，我们确实努力保持这种平衡，并认识到，如果你要求某人以不同的方式做事，而他们却完全不知道原因，那么你可能已经在领导职责上失败了。
So I always, you know, again, if it came to comments, I always say, you know, little kids are great because they always ask why. Frankly, to the frustration of parents a lot.
所以我总是说，如果谈到评论，小孩子很棒，因为他们总是问“为什么”，坦白讲，这常常让父母感到很头疼。
And I don't know exactly what age kids stop asking why, but they sort of do.
我不知道孩子们具体在什么年龄会停止问“为什么”，但他们确实会停止。
Unknown Speaker: 未知发言人：
I don't think you should.
我认为你不应该这样做。
Glenn Renwick:
So there's two types of why. Why is also resistance and defense. Why? Or it's why? Because I'm really curious. I want to see how I can help.
所以“为什么”有两种类型。一种是抵触和防御的“为什么？”，另一种是出于真正好奇的“为什么？”，因为我真的很好奇，我想知道我能如何帮助。
And even if it's, you know, 30, 40,000 people in a company, if everybody can know why they matter, It is an extraordinarily different culture. ...than some people getting it and others just doing a job.
即使公司里有三四万人，如果每个人都能明白自己为什么重要，这种文化将截然不同……而不是只有一些人明白，其他人只是做份工作。
So that communication level is really critical and frankly I would say as a leader I underestimated the need for continuous communication around what are we trying to achieve,
因此，这种沟通水平至关重要。坦率地说，作为领导者，我曾低估了围绕我们想要实现的目标进行持续沟通的必要性。
what's our strategy, what's our path there and why does it matter to me.
我们的战略是什么，我们实现目标的路径是什么，这对我有什么意义？
Unknown Speaker: 未知发言人：
That leads on to my next question and culture can be a tough one to measure. What is the single most important metric or sign or feeling of a healthy company culture?
这引出了我的下一个问题，文化可能很难衡量。衡量公司文化健康状况最重要的指标、迹象或感受是什么？
Glenn Renwick:
You're right, it's very hard to measure. For me, I tended to measure it and we did measure it, but not sort of scorecards that were openly available in this particular case, although we made transparency a big part of our culture.
你说得对，这确实很难衡量。对我来说，我倾向于去衡量，我们也确实进行了衡量，但在这个特定情况下，并没有公开可用的评分卡，尽管我们将透明度作为我们文化的重要组成部分。
So most things we did were very transparent on who we were able to attract and how big of a defense our culture was To losing people to other insurance companies.
因此，我们所做的大多数事情都是非常透明的，包括我们能够吸引到哪些人才，以及我们的企业文化在防止员工流失到其他保险公司方面发挥了多大的作用。
Clearly I say this with some biased pride so those watching should recognize I'm a little biased on this but I think Progressive was the pace setter in the US for auto insurance by quite a significant measure.
显然，我带着一些偏见的自豪感说这些话，因此观看的人应该意识到我对此有些偏见，但我认为 Progressive 在美国汽车保险领域确实是遥遥领先的领跑者。
So guess what our competitors wanted? They wanted our top people so that they thought that taking one or two people could somehow therefore be the seed that would make their company.
那么猜猜我们的竞争对手想要什么？他们想要我们最优秀的人才，他们认为挖走一两个关键人才或许就能成为他们公司发展的种子。
A, it didn't work that way because the culture was more than one or two people. If a culture is worth something as a business asset, and I don't want to be awkward about it. We didn't do it to say, gee, it's a business asset.
首先，事情并非如此简单，因为文化并不仅仅取决于一两个人。如果一种文化作为商业资产是有价值的，我并不想刻意强调这一点。我们并不是为了说，“看，这是一个商业资产”而去做的。
Unknown Speaker: 未知发言人：
We did it because it was the right thing.
我们这样做是因为这是正确的事情。
Glenn Renwick:
But it turned into an asset that I could say we could come awfully close to measuring that it had economic value in not having people leave simply for a slightly different salary.
但它最终变成了一种资产，我可以说，我们几乎可以衡量出它的经济价值，因为它能防止员工仅仅因为稍微高一点的薪水而离职。
Obviously no one gets offered a job somewhere else at a lower salary than one did. So we all know that. The question is, what does the Delta have to be to replace the value they have? In the culture that they would believe in.
显然，没有人会接受一份薪水比现在更低的工作，这一点我们都清楚。问题在于，薪资差距需要达到多少，才能取代他们在现有文化中所感受到的价值？
And if I can extend that just a little bit, we actually treated people who left and wanted to come back extremely well, including having very good records of that and when someone else might be considering that. It didn't happen very often.
如果我可以稍微扩展一下，我们实际上对那些离职后又想回来的员工待遇非常好，包括对这些情况保持非常详细的记录，以便其他人考虑类似决定时参考。不过这种情况并不经常发生。
We actually have people who had left thinking Their thesis would be, I'll go to this company and therefore this will happen.
我们确实有一些员工离职时的想法是：“我去这家公司，然后会发生这样的事情。”
We would say, you know, why don't you talk to that person before you make that final decision, if they'd gone off and been with competitor A or competitor B.
我们会建议：“在你做出最终决定之前，为什么不先和那位曾经离职去过竞争对手 A 或竞争对手 B 的人聊一聊呢？”
And again, it was just a way of saying, rather than us, you know, management per se, saying, oh, you know, think about it or whatever. Here's someone who actually did that. They thought similar to you. Now they came back.
再次强调，这只是一种方式，而不是由我们管理层直接说：“哦，你再考虑一下”之类的话。我们会说：“这里有一位真正做过类似决定的人，他当初的想法和你类似，现在他又回来了。”
Why don't you chat with them and see what that hard to define calculus is in terms of what they missed most, what they lost and coming back how they value it.
你不妨和他们聊聊，看看他们最怀念的是什么，失去了什么，以及回归后他们如何看待这些难以定义的价值。
Unknown Speaker: 未知发言人：
Not everyone is immediately open to change and rapid innovation. Were there any trade-offs when pushing an innovative agenda and also trying to have a healthy company culture?
并非每个人都能立即接受变化和快速创新。在推动创新议程的同时，是否也存在一些权衡，以保持健康的公司文化？
Glenn Renwick:
Yeah, you're certainly right. I think people want to be a part of innovation and exciting things. However, everybody has a plate full.
是的，你说得很对。我认为人们都希望参与创新和令人兴奋的事情。然而，每个人手头都有很多事情要做。
And when you talk about, we're going to do it slightly differently, it's kind of like, well, first of all, I have a current plate and you're asking me to do something differently. And you really have to plan process change.
当你提出我们要稍微改变一下做法时，人们的反应往往是，我手头已经有很多事情了，你还要求我做出改变。因此，你必须认真规划流程变革。
And it may be that, depending on the situation, you really have to commit additional resources to start modeling out the new environment So that you actually work out the kinks versus sort of disruption to the current environment.
根据具体情况，你可能确实需要投入额外的资源，开始对新环境进行建模，以便真正解决其中的问题，而不是对当前环境造成干扰。
So it may require oftentimes not just sort of taking person A and saying now you're going to do A plus B. You may have to actually simulate it. And by doing so, then let those people be disciples.
因此，这通常不仅仅是让某个人从事 A 任务再加上 B 任务，你可能需要实际进行模拟。通过这样做，让这些人成为新方法的倡导者。
For the new process, everything requires a little different view. I think the clear thing that my takeaways would be, you've got to communicate change almost Continuously. I used to think if I would say it, then it would be fine.
对于新流程，每件事都需要稍微不同的视角。我认为我得到的明确启示是，你必须几乎持续不断地沟通变革。我过去认为只要我说了，就没问题了。
Now I realize if I'm saying it for about a hundredth time, it's starting to become, oh, I guess this is serious, we're going to do this.
现在我意识到，当我重复到大约第一百遍时，人们才开始觉得：“哦，我想这是真的，我们真的要这么做了。”
And it's not because people are resistant, it's just because they've got a real job and change means, well, somebody else is doing something. And occasionally different resources.
这并不是因为人们抗拒，而是因为他们有真正的工作要做，而改变意味着，嗯，其他人要去做一些事情，有时还需要不同的资源。
Unknown Speaker: 未知发言人：
Okay, so my last question to round off the first segment. What have you missed most about New Zealand?
好的，那么我最后一个问题来结束第一部分。你最怀念新西兰的是什么？
Glenn Renwick:
You know, you said in your introduction, I love New Zealand and I'm a Kiwi at heart and there's something profoundly interesting about being smaller and yet from a pure market size.
你知道，你在介绍中提到，我热爱新西兰，我内心是个新西兰人。作为一个规模较小的国家，它有一种深刻的吸引力，但从纯粹的市场规模来看却有所不同。
It would never produce the results like a market in the United States. So rather than sort of saying I miss anything, both environments, the United States and New Zealand, have offered great advantages to me.
它永远不会产生像美国市场那样的结果。因此，与其说我怀念什么，不如说美国和新西兰这两个环境都给我带来了巨大的优势。
But the dog culture mostly through this segment, the Kiwi culture is It's equally hard to define, but it's very real. And I think I miss that at times more than I let on. So, great to be back.
但这种狗文化主要体现在这一部分，新西兰文化也是如此。它同样难以定义，但却非常真实。我想我有时比表现出来的更想念它。所以，很高兴能回来。
Unknown Speaker: 未知发言人：
Okay so that's it for the first segment of FIRE. Thank you so much Glenn. There were so many gems in there and it's only the first segment.
好的，这就是 FIRE 第一部分的内容。非常感谢你，Glenn。这一部分中有很多精彩的内容，而这仅仅是第一部分。
Keep your eyes peeled for the second segment where we'll be talking about the evolution of insurance distribution including of course RoboAdvice.
请继续关注第二部分，我们将讨论保险分销的演变，当然也包括机器人顾问（RoboAdvice）。
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