Tony Xu, MBA ’13, Cofounder and CEO, DoorDash
发布时间 2021-02-13 00:33:46 来源
I'm Rex Woodbury, one of the view from the top student leaders. On behalf of the leadership team, thank you for joining us today. We're excited to be able to bring in outstanding, diverse, slate of speakers to Stanford this year to inspire all of us as future leaders.
我是雷克斯·伍德伯里，是一位顶尖的学生领袖之一。代表领导团队，感谢您今天的加入。今年我们很高兴能够邀请一批杰出而多样化的演讲嘉宾来到斯坦福，为我们作为未来领袖的激励。
And now it's my pleasure to welcome Dean Levin to introduce our guests today. Welcome to view from the top. Today, I'm delighted to introduce Tony Xu, MBA class of 2013, the co-founder and the CEO of Dordash. It's a special pleasure to have Tony given the history and close connection that he and Dordash have with the GSB. I know we've all developed an even deeper appreciation of Tony in his company over the last 12 months.
现在，我很高兴地欢迎莱文院长来介绍今天的客人。欢迎收看“高层视野”节目。今天，我很荣幸地介绍2013年MBA班级的毕业生、Dordash的联合创始人和CEO，Tony Xu先生。我们很荣幸能够有Tony来参加本次活动，因为他和Dordash与GSB的历史和密切联系非常特殊。我知道，在过去的12个月中，我们所有人都更深刻地赞赏了Tony和他的公司。
And I will say that in the Levin family, I think his reputation peaked just after my son Ben's 13th birthday in December. So Ben received a bunch of gift cards from Amazon and Nike. And he came to me after his birthday and he said, I want to cash these in. And I said, why? You love Amazon and Nike. And he said, yes. But I want to swap them for Dordash gift card. So we're all looking forward to hearing from Tony in today's conversation with our own Joy Wang MBA class of 2021.
在莱文家族中，我认为他的名声在我儿子本13岁生日的12月份达到巅峰。因此，本收到了一堆亚马逊和耐克的礼品卡。他在生日之后来找我，说他想要兑换这些礼品卡。我问他，为什么？他喜欢亚马逊和耐克啊。他说，是的。但我想要换成DoorDash礼品卡。所以我们都期待听到Tony在今天与我们的Joy Wang MBA 2021年班级的谈话中说什么。
Thank you, Tony, for joining us. It is really wonderful to have you at the virtual GSB. It's always really exciting to have an alum join us, especially for a product that all of us are so familiar with. That's good to hear. Yeah, my guess is a lot of audience styling in or watching this interview with food they got from Dordash right now. Send me feedback at any point in time. I'm just Tony at dordash.com. Be careful. You wish for Tony.
感谢你加入我们，Tony。很高兴在虚拟GSB见到你。毕业生回到学校总是会令人兴奋，尤其是对于我们所熟知的产品。听到这个消息真是太好了。我猜很多观众正在享用DoorDash的美食观看这个访谈。随时给我反馈，我的邮箱是[email protected]。但要小心，你可能会为跟Tony联系而感到后悔。
I know people are probably really eager to hear about all the lessons you learn from the GSB. So this might come as a bit of a surprise for some of the MBA students. But you once said that more things growing up as a kid, prepare you to start a business than anything else. Could you tell us more about that?
我知道人们可能非常渴望听到你从GSB学到的所有课程。所以对于一些MBA学生来说，这可能会有些令人惊讶。但是你曾经说过，成长过程中的更多事情，比任何其他事情都更能为你创业做准备。你能告诉我们更多吗？
Sure. I think it's really hard to follow maybe a curricula or some prescribed set of steps to do something that has very high variance. Obviously, when we started the company out of my apartment off campus, we weren't thinking about what Dordash would look like seven, eight years later. That's really what starting a company really is. So when I think there's lots of variance and you're learning pretty much on the fly, a new job every week in the beginning later on, maybe every month, every six months, you really have to find other maybe first principles that have accumulated in other parts of your life to really get you over the hump at times.
当然。我认为要跟随某种课程或固定步骤去完成高度变化的任务真的很困难。显然，我们在校外的公寓里成立公司时，并没有考虑到七八年后的 DoorDash 会是什么样子。这才是创业所面临的真正挑战。当你遇到了很多变数并需要不断学习时，刚开始每周都会有一份新的工作，之后可能是每个月、每半年，你就必须发掘生活中的其他基本原则，以助你度过低谷。
And so for me growing up as a kid, I came to this country with my parents when I was very young. I was five years old. We emigrated here from China. You know, mom and dad really came here to make a better life for me. And for dad, that meant going to school, getting his PhD and working a job actually at a restaurant on campus at the University of Illinois. For my mom, I meant working three jobs a day for the first 12 years of her journey here. And so I didn't see them that often. And so most of my time was pretty unstructured. And I think as a result, that unstructured time was what was able to, obviously, I wasn't thinking about becoming an entrepreneur when I was five years old. Nor did I ever think what would happen from my unstructured time. But I think some of the benefits really came from trialing up a bunch of new things. And I think that it's that time that really taught me a lot of lessons about how do you learn things for the first time. You know, for me, that meant language, that meant earning income, to buy Nintendo. That meant many small things. But when I put them together, those are some of the lessons that I remember most.
对于我来说，当我还是个孩子的时候，我很小的时候和我的父母一起从中国移民来到了这个国家。我五岁那年。他们来到这里是为了给我一个更好的生活。对于我的父亲来说，这意味着去学校，获得博士学位，并在伊利诺伊大学的校园餐厅工作. 对于我母亲，这意味着在她刚到这里的头12年里每天工作三份工作。所以我很少看到他们。我的大部分时间都是相当无结构的。我认为这种无结构的时间最终对我有益，显然，我五岁的时候并没有想过成为企业家。也从来没有想过我的无结构时间会带来什么。但我认为一些好处来自于试验了很多新事物。我认为那段时间真正教给我有关第一次学习的很多经验。对我来说，这意味着语言，意味着赚钱买任天堂。意味着很多小事情。但当我把它们结合起来，这些是我记得最多的经验。
You mentioned that your family moved from China to Illinois when you're young. And a little did you know you would soon move again this time from Illinois to San Jose. And when you got to San Jose, one of your teachers told you that you were two years behind your class. And in response, you said that you would become the valedictorian of your class, which you did. What was going through your mind when you said that to your teacher?
你提到说，你小时候家人从中国搬到了伊利诺伊州。但你很快又要再次搬家，这次是从伊利诺伊州搬到圣何塞。到了圣何塞后，你的一位老师告诉你你已经落后了班级两年的学习进度。而你回应说你要成为班上的优秀毕业生，并且你也做到了。当你对老师说这话时，你当时的想法是什么？
I don't know what probably went through my head. Obviously, I wasn't thinking that clearly when that comment came out. Because in some ways, he absolutely was right. I was behind. You know, I grew up in I grew up in a community in Illinois that prioritized other things beyond the classroom. A lot of it was in sports.
我不知道当时我的脑海里想了什么。显然，当我说出那个评论时，我的思维并不那么清晰。因为从某种意义上说，他绝对是正确的。我落后了。你知道，我在伊利诺伊州的一个社区里长大，那里的重点不是在课堂上，而是体育。
And that taught me a lot, you know, playing basketball, for instance, was really how I one of the main ways in which I learned English. But when I came to San Jose, in high school or to finish high school, I really was in a world of culture shock. The Bay Area, I later found out, is a very competitive area, especially in the classroom. And you know, the school, I went to, I think students were studying, you know, all the time during the school day after hours.
这让我学到了很多，你知道的，比如玩篮球，真的是我学英语的主要方式之一。但当我来到圣何塞上高中或完成高中时，我真的处在一种文化震惊中。后来我发现，海湾区是一个非常竞争激烈的地区，特别是在课堂上。你知道，我去的学校，我认为学生们在学校期间和课后都在学习。
I had not really done my homework prior, you know, when I was growing up. So I was, um, you know, I probably didn't have the model preparation for coming into school. And, but I think one thing that I've always really believed about, you know, both my family as well as, you know, many of the different moves I've made as a kid. Because I moved a lot, actually, even when I was in Illinois, I'm different schools, things like this.
我在成长过程中并没有认真完成我的家庭作业，所以我大概没有做好入学的准备。不过一个我一直坚信的事情是，我的家庭以及我作为一个孩子所作的很多不同的选择，都在一定程度上影响着我。因为我经常搬家，即使在伊利诺伊州时也换过不同的学校。
It is really that, I gained confidence even by then that I could survive in new environments. I, you know, whether that meant making friends, whether it meant becoming a chameleon and learning maybe what it was that was, I guess, important to that community. And so I'd confidence that even though I didn't really study, you know, versus some of my peers at that time, that if I kind of really put my mind to it and maybe took all the attention I used to spend, you know, maybe playing sports, but putting it towards the classroom that, I could actually be successful. So that's probably what I was thinking.
当时我真的感到自信，因为我相信自己可以在新环境中存活。不管是结交朋友，还是成为变色龙，学习什么对于当地社区很重要，我都能做到。因此，尽管我当时并没有像同学们那样刻苦学习，但我有信心，只要我真的用心，把注意力从运动中转移到课堂上，我就能成功。这大概是我当时的想法。
I doubt any of that, you know, was what was in my mind when the comments flipped out. But, you know, ultimately it worked out. It's truly impressive to see that you took a lot of what other people might see as obstacles in stride and then built this stride that we will also see in the story of how you created Doidash. And Tony, you were mentioning that your mom and your dad had a lot of influence on you as a child and your mom really is an entrepreneur and she opened her small businesses subsequently that you had worked in.
当我的评论引起轩然大波时，我怀疑其中没有任何我想表达的意思。但最终，一切都解决了。真的很印象深刻，看到你能够处理很多其他人可能视为障碍的事情，然后构建出我们将在你创造Doidash的故事中看到的这种进展。而Tony，你提到你的父母在你小时候对你有很大影响，你的母亲是一名企业家，后来开了自己的小生意，你也曾在其中工作。
So it seems like they really instilled this entrepreneurial spirit in you with their own examples. I'm curious, how did that shape the type of business that you then wanted to create? Yeah, I mean, I really don't think this is a story you can tell, you know, back then looking forward, it's only a story maybe you can connect the dots looking backward.
因此，看起来他们通过自己的示范真正灌输了创业精神给你。我很好奇，这是如何塑造了你希望创建的业务类型的？是的，我的意思是，我真的不认为这是你可以事先预测的故事，只有当你回顾过去时才能把这些点联系起来。
You know, for me, my parents, you know, Journey really is the classic immigrant story. And, you know, many folks I think can appreciate coming into this country with without much. And when my parents came here with maybe $200 in the bank and it was, you know, we're going to make it or not situation. There wasn't really much of an in-between road. But I think when you have nothing to lose, you also have a lot of upside as a result. And I think that that was probably one of the earliest lessons I took where I think on one hand for me it was just hanging out with my mom.
对我来说，我父母的旅程真的是一个经典的移民故事。许多人可以理解来到这个国家时没有太多东西的感受。当我的父母来到这里时，银行账户里可能只有200美元，那时候是走不完就是完蛋的情况。但是我觉得当你没有什么可以失去的时候，你也有很多上升空间。这也是我最早学到的教训之一。我觉得这对我来说，一方面是和我的妈妈在一起。
That was really what I was doing when I was working inside of her restaurant or washing dishes alongside her and things like that. But on the other hand, I learned that, you know, this was the way that you can earn your way into better things. You know, for me, it's why, you know, it's why I worked at a really young age. It was to save up enough money to buy Nintendo to buy the games that came within Nintendo.
当我在她的餐厅里工作，或者和她一起洗碗等等的工作时，这其实就是我正在做的事情。另一方面，我也学到了一些东西，你知道，这是你可以赚到更好东西的方式。对于我来说，这就是为什么我在很年轻的时候开始工作的原因。这是为了存够钱买任天堂和里面的游戏。
So I'm not talking about big things per se. But that's what I, you know, thought a lot about as a kid. It's why I decided to mow lawns, you know, when I was nine years old and, you know, effectively knock on doors so that I can, you know, create different shapes because if you cut grass to different heights, that's how you can create different shapes. And in places like Illinois where there's a lot of land, there's a lot of grass you can cut, which means that you can earn your way to more video games.
我不是在说很大的事情。但那就是我小时候考虑很多的问题。这就是为什么我决定在9岁的时候割草，有效地敲门，这样我就可以创造不同的形状，因为如果你切割不同高度的草，就可以创造不同的形状。在伊利诺伊州这样的地方，有很多土地，有很多可以割的草，这意味着你可以通过这种方式赚到更多的视频游戏。
And so, you know, I think that these are small things when I look backwards. And I think what it taught me was that if you put your mind to whichever new thing it is, and you maybe either because of reality or because of putting yourself in that frame of mind, think that you have nothing to lose, there's a lot of upside. Yeah. And we were just talking about how this young, inner prising side view, and I thought that's a great segue into how you later than also learn about other aspects of entrepreneurship at the GSB.
所以，当我回顾这些事情时，我觉得这些都是小事。而且我觉得这些经历教会了我一个道理，那就是如果你下定决心尝试新的事情，或者因为现实情况或者自己的心态，认为自己没有什么可以失去的，那么你会发现很多好处。是的，我们刚才谈到了年轻人的创新心态，我认为这是一个很好的契机，让我们谈谈你在GSB学到的创业的其他方面。
And I know many of us in this audience are taking startup garage right now, which is famously the class where you started DoorDash back then was still paulaltodelivery.com. And true to this lean startup MVP methodology, you and your co-founders were really scrappy at the beginning. One example that I really love was how you guys tracked drivers with the Find My Friends function on the iPhone instead of voting out of your sophisticated back-and-technology for it.
我知道，在座的许多人现在正在参加创业车库，这是一个非常著名的课程，你们当时就是在这个课程上开始创办DoorDash，当时它还叫paulaltodelivery.com。 遵循“精益创业MVP”方法，你和你的合伙人在刚开始的时候非常苦干。我特别喜欢的一个例子是，你们使用了iPhone上的“找朋友”功能来跟踪司机的位置，而不是使用复杂和先进的后台技术。
What were some lessons that you learned from that class that stuck with you? Yeah, well, I think the first lesson that we learned is, you know, what's the, what's ultimately the almost overly simplified problem that you're trying to solve? And if you can ask yourself that question very crisply, I think that's a very clarifying way to really test ideas very, very quickly.
你从那门课中学到了哪些有价值的经验教训？我认为，我们所学到的第一个教训是：你试图解决的问题到底有什么本质上的、过于简化的部分？如果你能够清晰地问自己这个问题，那么这是一个非常明确的方式，可以让你非常快速地测试你的想法。
You know, I think one of the, you know, earliest things that made DoorDash, I think a fast-moving place was that we always try to simplify the question we were trying to solve. We knew, for example, that if we wanted to ultimately build last mile delivery, that's way too big of an endeavor for, you know, just four of us inside of a classroom or inside of my apartment, right? And so, instead, we asked ourselves, you know, three questions, we asked.
你知道的，我觉得使DoorDash成为一个快速发展的地方的最早的事情之一就是我们总是试图简化我们试图解决的问题。我们知道，例如，如果我们想最终建立最后一英里的送餐服务，那对于我们在教室或者我的公寓里的四个人来说，这是一个太大的工程了，对吧？因此，我们反而问了自己三个问题。
ourselves, you know, is this a service that students or people, customers would actually want and would they actually pay for it? And I believe at the time we said, you know, would they pay $6 for it? Is this a service that restaurants would actually pay for? And I think at the time, you know, we're trying to remember, this is, you know, in 2012, maybe the start of DoorDash class that we took, so almost eight years ago, I think it was like 15% or something like that would restaurant and would drivers, you know, want this job enough to earn, to, you know, see it as an opportunity to work. And that was it. Those were the three questions that we were trying to answer. And I think the first lesson, again, is to really simplify what you're trying to do because I think oftentimes when you try to solve a really hard problem as the first, I guess, quote unquote, go to market to test your ideas, you might not even know what it is that you're actually trying to solve.
我们自己想知道的是，这是学生、人们或客户真正想要并且真的会为之付费的服务吗？我们当时曾问过，他们是否会支付6美元？这是餐厅真正愿意为之付费的服务吗？我想当时，我们尝试回想一下，这是在2012年，可能是我们参加门Dash课程的开始，近八年前，餐厅大约有15%左右的比例，司机是否愿意从事这项工作，将其视为一种赚钱机会。这就是我们当时尝试回答的三个问题。我想第一个教训是要真正简化你想做的事情，因为我认为通常当你试图解决一个非常难的问题作为第一个“去市场”去测试你的想法时，你可能甚至不知道你实际上想解决什么问题。
And then the second thing is just that you learn by doing, you know, I think none of us really had a background in logistics or delivery. We learned by doing deliveries, we learned by, you know, working alongside restaurant tours, we learned by doing customer service. And when I think of, you know, that's kind of what we were doing when we were in startup garage. I don't necessarily know if we like, like, link those two ideas when we're doing it, but that's, but, but the learning by doing and the simplifying the question that you're trying to solve, I think we're pretty important principles.
然后第二件事就是通过实践学习，你知道，我认为我们中没有人真正拥有物流或送货方面的背景。我们通过运送货物、与餐厅老板一起工作、进行客户服务等经验来学习。当我想起这个时，我们在创业车库时就是这样做的。虽然当时我们可能没有将这两个想法联系起来，但是实践学习和简化试图解决的问题的原则是相当重要的。
Yeah, I think it's really interesting because they're almost a contrast where you're trying to really simplify, but also at the same time you want to embrace the complexity of all the operations that is entailed in the business. And I like to expand on the second point a bit too, because like you mentioned, the four of you drove as drivers for FedEx and Domino's to learn about how delivery works.
我认为这很有趣，因为它们几乎是对比，你试图真正简化，但同时你也想拥抱涉及到业务中所有操作的复杂性。我也想进一步阐述第二个观点，因为正如你提到的，你们四个人曾担任联邦快递和达美乐的司机，以学习交付如何运作。
And you drove all the delivery for DoorDash in the first year to year and a half. You have now synthesized this into a core principle for DoorDash that you call getting to the lowest level of detail. Could you help us first understand what this principle means? Yeah, so, you know, I, I, I, I mentioned that we didn't really, we were really students or, or we weren't really experts in logistics per se.
你在DoorDash的前一年到一年半的时间里负责所有的交付工作。你现在将这个经验转化为DoorDash的核心原则，称之为达到最低细节层次。你能帮助我们先理解一下这个原则的意思吗？是的，你知道，我提到过，我们并不是物流专家，我们只是学生。
So we had to be students of it. And the only way we thought we could be students was by actually doing the work. And so when we started doing deliveries, we started noticing that, wow, some restaurants are really, really fast and efficient, and other restaurants take a little bit longer. Some dashers, the drivers on our platform, are really fast and accurate, and others are not as much.
因此，我们不得不成为它的学习者。我们认为唯一成为学习者的方法就是实际做这项工作。因此，当我们开始做送餐服务时，我们发现有些餐厅非常快和高效，而其他餐厅需要一点时间。我们的平台上有一些骑手非常快且准确，而有些不是那么好。
Some customers really seem to care about a certain type of salad, for example, versus versus, you know, what others may just consider to be a mundane meal. And, and you start realizing that, fully to bring something to you, something, especially that parishes in minutes, whether it's ice cream melting or pizza is getting cold, and doing that over and over again consistently, because, you know, this is something that you don't really get any points for the, you know, first set of deliveries that you got right.
有些顾客似乎非常在意某种沙拉类型，例如与其他沙拉相比，你知道的，而其他人可能认为这只是一顿普通的饭。并且，你开始意识到，完全为了给你带来一些东西，特别是在几分钟内流失的东西，无论是冰淇淋融化还是披萨变冷，并且一遍又一遍地这样做，因为这是你真正获得任何奖励的东西，你知道你第一轮的交付都是正确的。
If you got the current one wrong, that tends to be what customers remember. There's a lot of steps, you know, we ultimately identified about 20 steps in the process. And, and it really came from, you know, doing the work. And, and when problems arose, it classic asking five wise, you know, analysis to get to the lowest branch of what the actual problem is, because most of the time, what we realized was, in something that seems as, quote, unquote, easy or mundane as delivery, if you're at the surface level, you're never going to actually realize what that problems are.
如果你错了当前的步骤，那往往是客户会记住的。这个过程中有很多步骤，我们最终确定了大约20个步骤。这都是通过不断进行实际工作、遇到问题时进行经典的五次为什么分析来找到问题的真正根源。因为我们发现很多时候，在看似简单和平凡的交付过程中，如果你只停留在表面层面，你就永远无法真正了解到问题的本质所在。
They're always hidden somewhere. And, and, and maybe a restaurant is, you know, a delayed one day actually because someone didn't show up to work, but you never would guess that. If you're just looking at the data of how long it takes them to prepare something, for example, that would never probably register on your dashboard. So operating at the lowest level of detail is pretty much trying to find your way to the right problem. And it almost never is at the surface.
它们总是藏在某个地方。你知道，也许有时餐厅会延误一天，因为有人没有来上班，但这个你从数据里看不出来。比如，你只是在看他们准备某种食物需要多长时间的数据，这种情况很可能在你的控制台上显示不出来。因此，在最低层级上的操作基本上就是试图找到正确的问题解决方法。而这个问题几乎从来不在表面上。
That's really interesting insight. And I'm curious, once you have learned this, how do you then impart this on the employees and to make sure that this principle actually makes the company more successful? Yeah, I, I, I don't think it's, you know, necessarily one mechanism or two mechanisms. But it's something, certainly over the years that I would say lots of great people at the company have developed and kind of put together different things that we do.
这真是非常有见地的想法。我很感兴趣，一旦你学会了这个想法，你会如何向员工传达并确保这个原则实际上使公司更成功？我认为，不是一个机制或两个机制，而是多年来许多优秀的人在公司中开发和组合不同的事情。
You know, one of the things that that we found effective is, is really writing things down. DoorDash has a pretty strong writing culture. You know, we tend to start meetings by reading documents that people have written. And, and really these documents are, you could think of them almost as hypothesis trees, almost, where we're guessing what the problem is. And we're trying to get to the lowest level, branch and to, to really understand. And we're really looking for the disconfirming evidence to try to see whether or not we're just confirming our own bias or actually, you know, we're on the right path to seeing what the, the right problems are.
我们发现，其中一个有效的方法就是把事情记录下来。DoorDash有一个非常强的写作文化。我们通常会通过阅读某些人写的文件来开始会议。这些文件可以看做是一种假设树，我们在猜测问题所在，然后努力找到最底层的分支，以真正理解问题。我们真正寻找的是反证的证据，以便确定我们是否只是在确认我们自己的偏见，还是实际上正在看到正确的问题所在。
I would say, you know, other mechanisms that, that DoorDash have found to be maybe helpful in this endeavor is to actually do the work. So this is why, for instance, we have everyone at the company do deliveries once a month or do customer service. Once a month, I do customer service actually every day. Because, you know, sometimes it's really hard just looking at the data to get to the, to the digging. And when we find that the data, you know, I guess, conflict with what customers are saying, that it just probably means we're missing something. We're missing the measurement of something.
我想说的是，DoorDash发现在这个努力中有其他可能有帮助的机制是实际做这项工作。例如，我们让公司的所有人每个月进行一次配送或客户服务。而我则每天都做客户服务。因为有时仅仅通过数据分析是很难深入挖掘问题的。当我们发现数据与客户反馈不符时，这可能意味着我们漏掉了某个测量指标。
That's most of the time what is actually happening. And so it just teaches us how to, you know, improve our audit mechanisms in our measurement methods. And so, you know, I don't think there's a silver bullet here. I think it's a maniacal focus on, you know, making sure that we can work the inputs to each one of these branches. And that's really, I think, the spirit of, of how DoorDash operates.
这通常是实际发生的情况，它教导我们如何改进审计机制和测量方法。因此，我认为这里没有银弹，我们需要专注于确保我们可以操作每个分支的输入。这就是DoorDash运营的精神。
Yeah, that's a really great insight because it's something that's seemingly on scalable on the surface. But it actually has been one thing that's crucial to the way DoorDash has been successful. Yeah. And I think over the over time you find that there are certain patterns that you can actually, you know, build products for or build tools to automate. But I think if you started that way, it'd be really, really difficult because most likely you'd be automating something that doesn't even exist.
是的，这真的是一个很好的洞见，因为这似乎是表面上不可扩展的事情。但实际上，这正是DoorDash成功的关键之一。我认为随着时间的推移，你会发现某些模式可以用来构建产品或工具来自动化。但如果你一开始就这样做，很难，因为很可能你正在自动化根本不存在的东西。
Yeah. I think we are really obsessed with data today. And it's really good to keep that in check and know that it's really worth it to deliver and order once in a while. I know Tony, many of us have been following DoorDash for a while and seen the Wally successful IPO that you recently had. Congratulations on that, by the way.
是的，我认为今天我们非常痴迷于数据。但是，把它控制在合理范围内，并知道偶尔点餐和下订单是真正值得的，这是非常好的。我知道Tony，我们中的许多人一直在关注DoorDash，并看到你最近取得的Wallly成功上市。顺便恭喜你。
Thanks. That big team effort. I think sometimes we forget that DoorDash wasn't always a sure bet. And in fact, the company almost ran out of money by the end of 2017. So if you could take us back with you to that moment, the investors have soured on the delivery space. And you had spent six months trying to get a lead investor for the next round. And all you heard was no. What kept you going during that time? And how do you convince the others to follow you?
谢谢。这是大团队的努力。有时我们会忘记 DoorDash 并不总是一定会成功。实际上，到了 2017 年底，公司差点没钱了。如果你带我们回到那一刻，投资者对送餐领域不再感兴趣。你花了六个月时间寻找下一轮的头部投资者，但所有你听到的都是拒绝。那时候是什么让你继续前行？你是怎么说服其他人跟随你的？
Yeah. I think, you know, again, there isn't a silver bullet. And you're right. DoorDash had many ups and downs. And we still do. I don't think the journey to solving some of the problems we want to solve of, you know, transforming every brick and mortar business, for example, is going to happen overnight. And you're undoubtedly going to get your doubters along the way.
是的。我认为，你知道的，没有银弹。你是对的。DoorDash 经历了很多起伏。我们现在仍然如此。我认为，解决一些我们想要解决的问题的旅程，例如将每一个实体企业转型，不会一夜之间发生。在这个过程中，你无疑会遇到怀疑者。
And so, when I think back on some of our toughest years, I think the first is actually really centered around this value of the company in which we call truth seeking.
因此，当我回想起我们度过的一些最困难的岁月时，我认为最初的困难实际上是与我们所追求的真理价值观密切相关的。
And, you know, at the company, we tend to like to say, you know, bring your data and your insights, but not necessarily your opinions.
在公司里，我们通常会说，你可以带来你的数据和见解，但不一定是你的个人意见。
And when we looked at, when we looked at, you know, what was happening with the company, you know, the data and the insights would suggest that we had a very healthy company. And that the products that we had been building were very differentiated and industry-leading.
当我们观察公司的情况时，数据和见解表明我们的公司非常健康。我们所开发的产品非常独特，领先于行业。
Now, on the flip side, you're right. A business like DoorDash requires quite a lot of capital in order to scale. And, you know, we were effectively operating a portfolio of markets, you know, some which were much the majority of which were younger and therefore not yet profitable.
现在，从反面来看，你是正确的。像DoorDash这样的企业需要相当多的资本才能扩张。事实上，我们实际上是在经营一组市场，其中大多数是年轻的市场，因此还没有盈利。
And so, that's why we needed capital.
因此，这就是我们需要资本的原因。
And I think, because of the transparency that we had for many years, even prior to the difficult moments that DoorDash had, I think people in the company knew that there was a disconnect between, you know, what was actually happening with our customers and the growth of the business and maybe what some outsiders had written about us or thought about us.
我认为，由于多年来的透明度，即使在DoorDash遇到困难时期之前，公司员工也知道我们与客户之间的实际情况以及业务增长之间存在断层，而一些外部人士对我们的看法可能与此不同。
I think that that was important.
我认为那件事很重要。
I think just being transparent with information, which was something that happened far before, I think, we had difficult moments then when the difficult moments inevitably came.
我认为透明信息始终是重要的，这已经在我们遇到困难时发生了很长时间。我认为在那些必然发生困难的时刻，我们已经尽力了。
And then I think the second thing was, you know, there isn't anything you can, you know, fully do to control this in terms of what external, you know, validation or lack there of, you know, hits you.
然后我认为第二件事是，你知道的，在这方面，你无法完全控制外部认可或缺乏认可所带来的影响。
For us, it was this value of, you know, choosing optimism and building a plan.
对我们来说，这个价值观是选择乐观和制定计划。
You know, we were prepared for pretty much any scenario, regardless of what amount of capital was going to come into the company.
你知道，我们对于公司获得的资本数量准备好了几乎任何可能的情况，无论金额大小。
I think by demonstrating that, not just to, you know, a small group of people at the company, but really to pretty much everyone at the time, I think people had confidence that, regardless of which way, you know, things were going to go in terms of, you know, what was going to happen externally, that we would find a way out of it.
我认为通过向公司不仅仅是一小群人，而几乎是所有人展示这种信心，人们就会有信心，无论外部情况如何变化，我们都能找到出路。
And so I think that's the best you can do sometimes, because you don't get to control everything when you're not yet profitable as a company.
因此，我认为有时这是最好的选择，因为当公司还没有盈利时，你并不能掌控一切。
And so I think the second best thing when you don't have full control is that you plan for the variance.
因此，当你没有完全控制时，第二好的方案是计划考虑变量的影响。
And whether that's up variance or down variance, you should be prepared, you know, whether that means it's difficult to raise financing or whether a global pandemic hits.
无论是上涨方差还是下降方差，您都应该做好准备。无论是融资困难还是全球瘟疫肆虐，都需要有所应对。
And I think those are the things that are really, really important with the tough moments come.
我认为当困难时刻到来时，这些确实非常重要。
I love your choice of wording, which is you can choose optimism. And I think that sometimes we tend to forget that because of the outside validation that we inevitably crave, that we forget that it is actually something we can consciously have.
我喜欢你选择的措辞，即你可以选择乐观主义。我认为有时我们会因为渴望外界认可而忘记了这一点，我们忘记了这实际上是我们可以有意识地拥有的东西。
And then just focus on doing what is right to move forward.
然后只需要专注于做正确的事情来前进。
Yeah, I think it goes both ways, right? And when things are going really, really well, you should also make sure you're truth-seeking, because you're never as good or as bad as people say you are.
嗯，我认为这是双向的，不是吗？当事情进展得非常顺利时，你也应该确保在寻找真相，因为你从来不会像别人说的那样优秀或糟糕。
And I think that, you know, maybe the customer information is probably the most telling, but even that sometimes, you know, can be, you know, swayed by macro events like a pandemic, for example.
我认为，客户信息可能是最具有说服力的，但有时候，例如像疫情这样的宏观事件也可以影响它的准确性。
So I think it's really important to be intellectually honest.
因此，我认为保持智诚非常重要。意思是说要诚实地表达自己的思想，并坦率地面对自己的知识和疑惑。
And I think if you can do that, and if you can set that at the beginning of your journey, if you're, you know, building a team or building a company over time, I think that lays the foundation to carry you through the really difficult times.
我认为，如果你能够做到这一点，并且在你的旅程开始时就设定这个目标，无论是建立一个团队还是建立一个公司，这将为你克服非常艰难的时期奠定基础。
And speaking of things going really well, after that difficult period for you, Dordash, again, was on this trajectory of rapid growth where, if I remember the numbers correctly, I think Dordash's market share grew from 17% to 50% in just two years, which that kind of grows, it's just crazy.
说起事情进展得非常顺利，经历了艰难时期的DoorDash再次迎来了快速增长的轨迹。如果我没记错数字的话，DoorDash的市场份额在两年时间里从17%增长到了50%，这样的增长速度实在令人难以置信。
And so for you personally, how did you make sure that you could constantly learn and adapt as the CEO?
对于您个人而言，作为CEO，您如何确保能够不断学习和适应呢？
Yeah, I think it's always focusing on the inputs, not the outcomes.
是的，我认为重点总是放在投入而不是结果上。
意思是说我们在做事时候应该关注我们需要付出的努力，而不仅仅是最终结果。
You know, in some ways, much of the, you know, performance or the outperformance of the company came in many years before, I think, when you saw some of the results.
你知道的，在某些方面，很多公司的表现或超越表现在很多年前就已经出现了。在那时，你已经看到了一些成果。
The way I like to explain the things, you know, usually everyone, when, when you start, we're all born with zero market share.
我喜欢解释事情的方式，你知道，通常每个人，当你开始时，我们都是零市场份额出生的。
意思是，无论谁开始做某件事情，每个人最初都没有影响力或市场份额，必须通过努力和成功来获得它们。
And you don't tend to just, you know, do that overnight.
你不太可能一夜之间做到这一点。意思是说，实现某个目标或达到某个水平需要一定的时间和努力，不可能在短时间内轻松完成。
There's probably lots of other things that were happening that maybe had not yet, you know, demonstrated the fruit yet of the progress, because I think this is the hardship about, you know, starting a company really, or really, frankly, doing anything that will take a period of time, which is, you know, what you do today, may or may not pay off right away.
或许还有许多其他事情正在发生，可能尚未展现出进展的成果，因为我认为这就是创办一家公司或者做任何需要一定时间的事情的困难之处。你今天所做的事情可能或许不会立即得到回报。
And I think your ability to, I think, articulate that to those around you, that it is really important.
我认为你有能力把这个理念表达给周围的人，这非常重要。
And I think the best way to make sure that your, I guess, you know, on the right path is to look at the inputs, because the outcomes may not always be there every month or every week. And, and so, you know, at DoorDash, you know, for us, it's always been about improving the selection that we offer customers, the quality of the delivery in terms of our timeliness and our speed and our accuracy as well as the affordability of the service.
我认为确保你所走的道路正确的最好方法是关注输入，因为结果可能并不总是每个月或每周都在那里。在DoorDash，我们一直在努力提高我们提供给客户的选择、配送质量（包括及时性、速度和准确性）以及服务的价格实惠程度。
You know, that's what we were focused on. We weren't looking necessarily at outcome metrics per say. We were looking a lot at the input metrics. And, and, and that maniacal focus on that was the bet that we made that ultimately would translate into things that maybe others might appreciate or care about. Because at some point, you do have to, you know, show your card, so to speak.
你知道的，我们关注的是这个方向。我们并不是特别关注结果指标，而是更多地关注输入指标。我们对此有着狂热的关注，并且这也是我们所下注的赌注，最终可能会转化为其他人会欣赏或关注的事物。因为在某个时候，你必须展示自己的牌，这是必须的。
And make sure that maybe some of the ideas you have would translate into real results. And for us, I think we always understood that, you know, relationship between what we were working on and what the outcomes would be. Maybe they wouldn't happen at the same time period that we were working on improving the inputs, but I think having that understanding and then having the patience, if you will, to keep working the inputs and letting the score take care of itself.
请确保你的一些想法可能会转化为真正的结果。对于我们来说，我认为我们一直都明白，我们所工作的内容与成果之间的关系。也许我们改进输入的工作和产生的结果不会在同一个时间段内发生，但我认为有了这种理解，然后有耐心继续改进输入，并让得分自行处理。
I think those are things that we both had to solve. And as that business grow and like you mentioned at the very top, it's kind of a different company every six months, right? So how, how did you consciously think about adapting your leadership style and making sure that you are still the best person for this company for this specific stage?
我想这些都是我们两个人必须解决的事情。随着这个企业的不断发展，就像你在一开始提到的那样，每六个月就是一个不同的公司，对吧？那么你是如何有意识地考虑适应你的领导风格，并确保自己仍然是这个公司在特定阶段的最佳人选的呢？
Yeah, well, I think in the beginning, it's really about learning how to build a product and how to build a product that people really want. You know, it took some time to figure out, you know, how do you actually improve these inputs? And, and you're almost making tweaks along the way.
是的，我认为在刚开始的时候，重点是学习如何构建产品以及如何构建人们真正想要的产品。你知道，需要一些时间来弄清楚，你怎样实际上改进这些输入？你几乎是在一路上进行微调。
And over time, you're trying to build a repeatable system in which you can take that product to more and more segments of the population. For us, that happened city by city, but for other types of products that can happen, you know, maybe customer group by customer group, something like this.
随着时间的推移，您正在尝试建立一个可重复的系统，以便您可以将该产品推广到越来越广泛的人群。对我们而言，这是逐个城市完成的，但对于其他类型的产品，可能会逐个客户群体，或者采取类似的方法。
And then I think the next evolution was really learning about skills and different teams. You know, I'd never worked in a day in finance before in my life. So it's really hard to hire to see a foe sometimes when yes, I know I went to the GSB, but I probably am not a finance expert.
然后我认为下一个进步是真正了解技能和不同团队。你知道吗，我之前从未在金融领域工作过一天。所以有时很难找到一个合适的对手，因为虽然我去过GSB，但我可能不是金融专家。
So, you know, what does it mean to be a world class CFO? What does it mean to be a world class head of engineering or head of sales? This is what I mean by skills. These are not necessarily skills I had, but these are skills that I had to go and try to learn from those who were the best to kind of form my own view of what that meant.
所以，你知道，成为一个世界级的CFO意味着什么？成为世界级的工程主管或销售主管意味着什么？这就是我所说的技能。这些不一定是我所具备的技能，但这些是我必须去学习那些最好的人的技能，以形成我自己的理解。
And then, you know, how that might translate into a successful outcome in an environment like door ashes. And then over time, it's about learning how to build systems. Because, you know, once there's a sufficient number of people, it's pretty hard to just rely on your memory or on, I guess, your stories to, I think, allow people to make great decisions very quickly with high quality.
然后，你知道的，这可能会转化为像门灰这样的环境中的成功结果。然后随着时间的推移，就是学习如何建立系统。因为你知道，一旦有足够的人，仅依靠记忆或者故事来让人们快速高质量地做出优秀决策将变得相当困难。
And so the obsession then kind of morphs towards what are the mechanisms we're going to build to allow speed, as well as the audit mechanisms that we're going to create to maximize quality. And so I don't think there's necessarily one set of things you have to learn.
因此，这种痴迷逐渐转化为我们将建立什么样的机制来实现速度，以及我们将创建哪些审计机制以最大化质量。因此，我认为并没有一套必须学习的东西。
I think, ultimately, the way that I try to measure myself is how we're actually doing along these dimensions. Maybe it's tough to see in one day or one week, you know, grading period, but you can see it, you know, I think over six to 12 months. And you can see a year on year, are you improving on the product, are you improving on the skills, are you improving in some of the systems.
我认为，最终我试图衡量自己的方法是我们在这些方面的实际表现。也许在一天或一周内，你很难看出来，比如成绩期间，但你可以在六到十二个月内看到。你可以看到一年一年的进步，你的产品是否改善了，你的技能是否提高了，你在某些系统方面是否有所改进。
And then, you know, what kind of morphs, even over time, is how do you actually scale this culture that you built? Some of it intentionally, and I'm sure some of it, you know, co-created with all the folks that are joining the company. And so, I think there are ways in which you can, you know, look at rates of progress, but I think it's first and foremost recognizing what is it that you're actually trying to get better at? Because it's hard to get better at all of those things at once.
然后，你知道，随着时间的推移，你们所打造的文化会发生哪些变化？如何扩展这个文化呢？其中一些是有意为之的，我相信还有一些是和加入公司的所有人共同创造的。因此，我认为你可以通过观察进步速度来衡量，但首要的是要认识到你实际上想要变得更好的是什么？因为一次性改善所有这些方面是很困难的。
But that's at least what I found in our journey thus far. That's a really good mental model to have. And Tony, I know you say a lot that you really started DoorDash out of a passion to help small business owners like your mom. And today with more than 300,000 restaurants and 200,000 dashers on the platform, this passion has also really evolved into a responsibility.
这是我们旅途中所发现的至少是那样。这是一个非常好的心理模型。Tony，我知道你说你真正开始创办DoorDash是出于帮助像你母亲一样的小企业主的热情。如今，在平台上有超过300,000家餐厅和200,000名dashers，这种热情也真正演变成了一种责任。
So, what is your vision and your plan for helping the local businesses and get workers thrive, not just during the pandemic, but beyond?
那么，您的愿景和计划是什么，以帮助本地企业发展壮大并让员工在疫情期间以及之后蓬勃发展？
Yeah. So, the goal of the company has has always been more about, you know, been more about food delivery. It's always been about how do we grow and empower local economies? And the way we do that is really with two types of products, you know, the grow part of our mission is really exemplified by the marketplace. You know, that's our app. And I think what most consumers know us for, in which we bring you lunch or dinner, or now increasingly, so, you know, convenience items and grocery supplies and things like this. But there's, that's one half of the goal.
是的。公司的目标一直以来都更多地关注食品配送。它一直关注如何发展和赋能本地经济？我们通过两种类型的产品实现这一目标，我们的使命中的增长部分真正体现在我们的市场上。那就是我们的应用程序。我认为大多数消费者都知道我们，我们为大家提供午餐、晚餐，现在我们还提供方便品和杂货等。但这只是目标的一半。
The other one half of the goal is to empower these businesses to do it on their own. This is our platform in which we're taking products from our marketplace and we're giving them to merchants so that they don't have to rely on us, that they can create their own digital channels. So, for example, there are, you know, many, many, many, you know, businesses that actually just, they sell through their own channel. They don't necessarily sell through DoorDash, but they use the dashers on our network and the software that we've created to facilitate their own on-demand or same-day deliveries. This is called DoorDash Drive.
目标的另一个一半是为这些企业赋予能力独立完成这些目标。我们的平台把我们的市场中的产品提供给商户，让他们不必依赖我们，可以创建自己的数字渠道，这是我们的目的。举个例子，有很多企业只是通过自己的渠道出售，不一定通过DoorDash销售，但他们使用我们网络上的送餐员和我们创建的软件来促进他们自己的即时或同日送货。这就是DoorDash Drive。
In the event that they don't have their own engineering teams to create their ordering systems, we have DoorDash Storefront that powers them to, you know, create their own online stores that will integrate into all of their backup house systems so that they can compete in e-commerce for the first time. So, and obviously, you're going to have to do more than just logistics or ordering in order to actually build a full stack service that we have on our marketplace. There's a lot of work that's left to go.
如果商家没有自己的工程团队来创建订餐系统，我们有DoorDash Storefront，可以让他们创建自己的在线商店，并与其它备份系统整合，这将使他们能够首次参与电子商务竞争。显然，为了建立我们在市场中的全服务系统，你需要做的不仅仅是物流或订餐，还有许多工作要做。
So, you know, responsibility, I think, is not just to help grow and build the largest local commerce marketplace, but also to teach and actually give these tools so that they don't have to rely on us one day, because that's really, really important in order for their longevity. With respect to dashers, I think dashers are talking probably the most of any audience over the eight years that we've been working on DoorDash. So, DoorDash has millions of dashers actually every month, and it's been very fascinating to see how the vast majority of 90% of them work fewer than 10-hour week.
你知道，我认为责任不仅是帮助发展和构建最大的本地商业市场，还要教授和提供这些工具，以便他们有一天不必依赖我们，因为这对他们的长期存在非常重要。关于跑腿员，我觉得跑腿员可能是我们在DoorDash工作八年中与任何观众交流最多的一群。DoorDash每月有数百万的跑腿员，最有趣的是看到90%的跑腿员每周工作不到10个小时。
This, in many ways, is a, at least in what I've observed, never have I seen this type of, you know, behavior in any work environment before. And, you know, the vast majority, you know, over 80% of them have full-time jobs of some form, and what they're looking for is flexibility to pick and choose when they want to work, and they're looking for value, I think, in the hours that they're actually seeking to work on the platform. And so, our responsibility is very, very deep, not just to taking care of, you know, those opportunities, also making sure that we can work with everyone, such as elected officials, regulators, and anyone's interested, frankly, in creating the future of work, which I think looks very different.
在许多方面上，至少在我所观察到的情况下，我从未见过这种类型的行为在任何工作环境中。而且，其中绝大多数人，超过80％的人拥有某种形式的全职工作，而他们想要的是灵活性，在他们想要的时候进行选择，并且他们在寻求平台上工作的小时数中寻求价值。因此，我们的责任非常深远，不仅是照顾那些机会，还要确保我们可以与所有人合作，包括选定的官员，监管机构和任何对创造未来工作感兴趣的人，我认为这看起来非常不同。
I think, in many ways, dashers on DoorDash look very similar to consumers, in the sense that they value their time as much or sometimes more than money. And, and they, in effect, are choosing, you know, some of these part-time gig opportunities, so that they can, you know, say for a project, whatever that may be, whether that's, you know, buying a gift for someone or starting an orphanage or using the money and, and buying their kids, you know, something for school. And so, I think that responsibility is very, very serious, and it's one where we have to help them achieve their goals of flexibility and value, but also, you know, work with, you know, everyone else who created this labor system over the last seven decades, eight decades in the, in the U.S. and change it in a way that actually gives them also the protections that they deserve.
我认为，在许多方面，DoorDash的送餐员在某种程度上与消费者非常相似，因为他们非常重视时间，有时比金钱更重要。他们实际上是在选择一些兼职工作机会，以便他们可以为某个项目做贡献，无论是为某人购买礼物、开办一所孤儿院还是为自己的孩子购买学校用品。因此，我认为这种责任是非常严肃的，我们必须帮助他们实现灵活性和价值的目标，但也要与过去七八十年里创建这种劳动系统的其他人合作，以一种能够给他们所应得的保护的方式改变它。
And so, that's what we're trying to do. I think it's not going to happen overnight. It's a very important part of what we do, and it's a very important part of making sure that our work with merchants and our work with dashers can continue the following statement, which is that the vast majority of GDP in most cities is still produced by businesses on the streets, small, medium, and large. And that's, that's why it's so important to us.
因此，这就是我们正在尝试做的事情。我认为这不会一夜之间发生。这是我们工作中非常重要的一部分，也是确保我们与商家和送餐员合作能够继续的重要部分。其后是一句话：在大多数城市，绝大部分的GDP仍然由街头的小、中、大型企业生产。这就是为什么这对我们如此重要的原因。
Yeah, you mentioned the future of work, I think, in the process of transitioning to that more flexible kind of work, it's really on us to really think about the dashers, the gig workers that we work with and think more broadly than just our business, but also how we're impacting other people's lives. So that was a really good reminder to have. And because of the pandemic, Tony, I think all of us had to face unexpected challenges this year.
是的，你提到了未来的工作，我认为，在过渡到更加灵活的工作方式的过程中，我们需要认真思考与我们一起工作的dashers（指参与“闪送”等零工的专业送餐员），零工工人以及我们的业务，同时考虑我们对他人生活的影响。所以这是一个非常好的提醒。而且由于疫情的原因，Tony，我认为我们所有人在今年都面临了意想不到的挑战。
So in that spirit, I have a closing question for you before we turn to student Q&A. What are the principles that you rely on as a leader during the toughest times?
在这个精神下，我们在回答学生问题之前，我有一个结束的问题要问你。在最困难的时候，您作为领导者依赖的原则是什么？
Well, I think the first is, you know, to do the right thing, which often is probably the hard thing. And, and, you know, during this pandemic, the right and the hard thing to do was to shelve some of our business plans. And actually make sure that that the community was safe, that the dashers would be safe, that merchants would have liquidity, that we can help the community, any organization that may need our help, whether it's, you know, delivering meals to children who no longer can get them anymore because schools are closed, or to give healthcare workers, you know, free meals because, you know, they're working 24 seven. So that's the first thing.
我认为第一件事情是要做正确的事情，而这通常也是最难的。在这个疫情期间，正确和困难的事情是搁置一些业务计划，并确保社区的安全，使送餐员安全，商家有流动性，我们可以帮助社区中需要帮助的任何组织，无论是为了给不能再获得膳食的孩子提供餐食，因为学校关闭了，还是为了为医护工作者提供免费餐食，因为他们正在24小时工作。这是第一件事情。
The second thing is that you have to have a bias for action. Because you can't let the uncertainty, if you will, necessarily, I guess, stop all things or stop all activity. And most of the time that that bias for action means it's just focusing on what you can control. It's not trying to say by doing this, we're going to control some outcome. But by doing this, that we will have some influence. And maybe, you know, that work combined with maybe, you know, luck a lot of times, that that's what will yield the good outcome.
第二个要点就是你必须具备采取行动的偏见，因为你不能让不确定性成为阻碍所有事情或活动的原因。而大多数情况下，这种行动偏见意味着集中精力在你能够控制的事情上。这并不意味着要通过这样做来控制一些结果，但通过这样做，我们将会有一些影响力。也许，你知道，结合一些运气，这就是产生良好结果的途径。
And, you know, for us, for example, when we, at the beginning of the pandemic, it wasn't obvious to me that even the restaurant kitchens would be allowed to stay open. Actually, if you looked at what happened across the world, some countries, whether it's China, and some others like the UK actually shut down restaurants altogether completely, including the kitchens, which meant the takeout or the delivery business would be stopped as well. And those are things you have to be prepared for. And so, and this is what I mean when I say you can't influence that. You can work alongside, you know, governments and elected officials on that, but you can't control that outcome, but you have to be prepared for, you know, what the consequences are.
你知道，对于我们来说，在疫情初期，我并没有想到餐厅的厨房能够继续开放营业。实际上，在全球范围内看到一些国家，如中国和英国等，甚至完全关闭了餐厅，包括厨房，这意味着外卖或送餐业务将会停止。而这些都是你必须为之做好准备的事情。这就是我所说的，你无法左右这种情况。你可以与政府和选举官员一起工作，但你无法控制结果，但你必须为其后果做好准备。
I think the third thing is you have to trust your team, because no one person is going to get you through a pen, you know, any sort of difficult situation, and certainly not a pandemic, you know, to give you a sense of what it felt like a door dash. I mean, it pretty much was 24-7 from March through June, where we had, you know, twice a day meetings across probably 20 or so work streams.
我认为第三件事是你要信任你的团队，因为没有一个人可以帮你解决所有的难题，特别是像疫情这样的灾难。让你了解在DoorDash工作时是什么感觉，自3月份到6月份，我们几乎每日24小时不间断地在进行工作，涉及大约20个工作流程，需要两次会议。
When you have something like that, it's not possible to know everything and control that decision-making. And so, I think a lot of this obviously, you know, starts from preparations that you made a long time ago, such as building great people up, allowing them to make many decisions prior to when a big moment like this happens, but you have to trust the team, and you have to trust the process that they built to solve the hard problems. And that's what I'm most proud of, you know, when I look back at, you know, 2020, it wasn't necessarily, you know, what happened with an IPO, it was, you know, how we responded during a difficult time for everyone.
当你面对这样的情况时，不可能知道所有的事情和掌控决策。因此，我认为很多事情，显然都是从很久以前的准备开始的，比如培养出优秀的人才，让他们在重要时刻之前做出许多决策。但你必须相信团队，相信他们为解决难题而建立的流程。这是我最自豪的地方，当我回顾2020年时，这并不是关于IPO的事情，而是关于我们在所有人都面临困难时，我们做出的应对。
That's really valuable advice. And Tony, thank you for sharing your grit, your scrappiness, and growth mindset with us. With that, we'll now turn to student Q&A. I believe that Jenna is up first.
这是非常有价值的建议。Tony，非常感谢你与我们分享了你的坚韧、勇气和成长心态。现在，我们将转向学生问答环节。我相信Jenna会是第一个提问的。
My question is about cities and how they'll evolve. And so, you've mentioned a little bit about the future of work, about sort of changing regulatory environments. I'm curious how else do you see cities evolving over the next 10 years, and what is Dora Dash's role or place within that evolution?
我的问题是关于城市及其未来的演变。您提到了一些关于未来工作和不断变化的监管环境的信息。我想知道，您认为在未来十年中，城市还会发生哪些变化，DoorDash在这个演变中扮演什么角色或位置？
Sure. Well, you know, the first thing I would say is, I think cities are always going to get better. I mean, I think I forget who studied this. Maybe I'm going to blank on the author, but cities have been one of the most enduring, I guess, organizations that I've ever made through the history of time. You know, far more enduring than businesses have.
当然。嗯，我想说的第一件事是，我认为城市将永远变得更好。我的意思是，我不记得是谁进行了这方面的研究。也许我忘了作者怎么说了，但是城市在历史长河中一直是最持久、最可靠的组织形式之一。城市的存在经历过的时间比公司长得多。
And I think, again, you know, I mentioned earlier that most of GDP still happens inside local communities. You know, I think in the US, that's north to 50%. That number has been true in pretty much every decade that it's been measured. And I think it shows you the resilience of how cities go through, you know, obviously economic cycles as well as even, you know, pandemic cycles.
我认为，再次提醒一下，前面我提到过，大多数GDP仍然发生在当地社区。在美国，这个数字约为50％。这个数字在每个被测量的十年里都是如此，我认为这展示了城市如何经历经济周期，甚至是疫情周期的弹性。
I'm very optimistic. And I think, you know, what you're going to see is, I think you're going to see more consistency across cities. I think we used to maybe think, oh, well, you must live in a certain city in order to access certain things. You must live in New York City to access delivery. You must live in San Francisco to work in technology. I think you're going to see more of that spread.
我非常乐观。我认为，你会看到更多的城市保持一致性。我们曾经可能会认为，你必须住在某个城市才能获得某些东西。你必须住在纽约才能享受送货服务。你必须住在旧金山才能从事技术工作。但我认为这种情况会更广泛。
You're going to see a greater distribution of all the things that I think we each want, you know, convenience, for example, or access to different types of jobs in more places. And this kind of growth of almost hubs, if you will, of all the things that, because we're all human, we all want similar things at the end of the day. I think it's going to be more consistent, not less consistent. And so I think our role is to play our small part in making sure that we can make every small, medium, and large business, you know, brick and mortar business, make this transformation from doing pretty much everything from customer acquisition to customer service inside stores to a world where they do this also with digital channels.
你会看到更广泛的分配，包括我认为我们每个人想要的一切，例如方便和更多地访问不同类型的工作。这种中心地带的增长，因为我们都是人类，最终我们都想要类似的东西，因此我认为这将更加一致，而不是缺乏一致性。因此，我认为我们的角色是在确保我们可以使每个小型的、中型的和大型的企业，即实体店铺，从以前在店内做几乎所有事情，从客户获取到客户服务，改变到在数字渠道中也做到这一点，这是我们的一部分。
And so I think we have long ways to go. And we're excited about the journey ahead.
因此，我认为我们还有很长的路要走，我们对未来的旅程感到兴奋。
And what other industries or verticals could you see door dashes last mile fulfillment model be applied well and why?
你觉得DoorDash最后一英里交付模式可以成功应用于哪些其他行业或垂直领域？为什么？
Sure. Well, again, crawl walk run, as I like to say. And it's tough doing one thing well. And so as you kind of go forward, you want to sequence that appropriately.
当然。嗯，像我经常说的那样，一步一步来。做好一件事很困难。因此，当你继续前进时，你要适当地安排顺序。
But what, one of the reasons why we started with, there are a few reasons why we started with restaurants. You know, one of the reasons why we started with restaurants was, you know, if the goal ultimately is to bring you everything inside your city in minutes, not hours or days, we thought it would make sense to start with, well, we had a guest to be the highest frequency category first. So that we have lots of activity. Because when you have lots of activity in the same geography, you have basically the greatest density of work, if you will.
The greatest density of work is what allows you to be more efficient and also achieve a lower cost way of bringing things to places.
但是，我们开始的原因之一是什么呢？实际上有几个原因，我们选择从餐厅开始。你知道，我们选择从餐厅开始的一个原因是，如果最终的目标是在几分钟内，而不是几小时或几天内，为您提供城市内的一切，那么我们认为从客流量最高的类别入手是合理的。这样我们就有了大量的活动。因为当你在同一个地理位置有大量的活动时，你就可以拥有最大的工作密度，如果你愿意的话。
最大的工作密度是让您更加高效、成本更低地将物品运送到您所需的地方的关键。
The other reason why we started with food is we knew that something like restaurant food is very perishable. Obviously, you have minutes to get this right. And if you get it wrong, you kind of have to solve it then and there. You can't wait to give you your password the next day or something.
我们开始以食物为起点的另一个原因是因为我们知道像餐馆食物这样的东西很容易变质。显然，你只有几分钟时间把它弄对。如果错了，你需要当场解决。你不能等到第二天才找到密码。
It's not like that. You kind of have to solve it there and then. And so we thought that if we can tackle the hardest problem first, that other categories, at least from a pure last model, logistics perspective, would be easier to do.
意思是，情况并不是那样的。你必须当场解决它。因此，我们认为，如果我们能首先解决最困难的问题，那么其他类别，至少从纯粹的最后模型，物流角度来看，会更容易处理。
Obviously, if you have more time to deliver something less perishable, that's easier than the more time pressure and greater pressureability. And so, you know, for us, you know, we found that to be true as now we're starting to deliver convenience items from places like CVS, Walgreens 7-11, as we're delivering grocery items from places like smart and final or Meyer, Hyvee and other places that seems to be true. But we have a lot of work to do.
很明显，如果您有更多的时间来运送一些不易腐烂的东西，那就比有更多的时间压力和更大的压力更容易。因此，对我们来说，我们现在开始从CVS、Walgreens 7-11等地方运送便利商品，从smart and final或Meyer、Hyvee等地方运送杂货商品，似乎也是如此。但我们还有很多工作要做。
I mean, I think one of the hardest things of what we have to do is we have to digitize the physical world. There does not exist, for instance, some easy structured catalog where you know how long it takes to bake a deep dish pizza versus making a salad or how many apples are left in aisle six. Or what are the prices for this item as they are changing maybe by the hour by certain stores because of a promotion or something like that. And so or I mean, I know we're in a pandemic, but post pandemic, whereas the last, you know, parking space in San Francisco or Los Angeles, I mean, these are tricky questions where we first have to almost study the world first before we start, you know, bring value to different people inside that world.
我的意思是，我认为我们所面临的最困难的问题之一是将现实世界数字化。例如，不存在一个结构化的目录，你知道制作深盘比萨需要多长时间，制作沙拉需要多长时间，还有过道六里还剩下多少苹果。或者，这种物品的价格是多少，因为某些商店可能因为促销而每小时更改。因此，我知道我们现在处于大流行期间，但是在大流行结束后，例如，在旧金山或洛杉矶，最后一个停车位在哪里，这些都是棘手的问题，我们首先必须对世界进行研究，然后才能为这个世界内的不同人带来价值。
So that's still a big part of the journey for us right now. But I'm confident that, you know, based on where we started, that that gives us quite a lot of opportunities to deliver everything else. Thank you both for the questions.
所以目前这仍然是我们旅程的重要部分。但我相信，从我们的起点出发，这给了我们很多机会去实现其他事情。感谢你们两个的问题。
Tony, I'd like to wrap up with a custom review from the top lightning round. I think we have maybe 30 seconds left. So I'll be quick. It's only three questions.
托尼，我想以顶尖的闪电环节结束我们的对话。我想我们只剩下大约30秒。所以我会很快。只有三个问题。
The first question is, what is your favorite class at the GSB? I don't know if it's taught anymore. It was called, I think, it was called a lightning startups in their markets, taught by Andy Rackliffe and Mark Leslie. I don't know if that class is still there, but that was that was a highlight. And what does your go to food delivery order? Oh, actually, I don't have one.
第一个问题是，你在GSB最喜欢的课是什么？我不知道它是否还在教授。它叫做“在市场中如何迅速启动创业公司”，由安迪·拉克利夫和马克·莱斯利教授。我不知道这门课是否仍在教授，但那是一个亮点。你常点什么外卖？哦，实际上，我没有一个固定的订单。
So my, my, my wife and I, we actually try a different place almost every time when we were so we've ordered from about 1100 places so far in the Bay Area. I guess the most recent order was a a new sushi place that we discovered in San Francisco called Sasawa Japanese restaurant. Nice. Last question. In just one sentence, what would be your word of advice for aspiring entrepreneurs at the GSB? Well, if you're an aspiring entrepreneur, I would say find something you're obsessive about.
我的妻子和我每次都尝试不同的餐厅，到目前为止我们在湾区已经从约1100个地方点餐了。最近我们发现了一个叫做Sasawa日本餐厅的新寿司店，很不错。最后一个问题，您对GSB有意愿的创业者的建议是什么？嗯，如果你是有意向的创业者，我会说，找到你自己热爱的事情。
And that's, and then that's where I would start. Because, you know, the journey to building anything of meaning, I believe will take years, maybe decades. And so I think unless you are, when I actually focused on it, I think it is difficult to maybe make it all the way through all the ups and downs. And so find something, find something that you're obsessive about. With that, Tony, it's been truly a pleasure. Thank you again for joining us. Of course, thanks for having me.
那就是我的起点了，因为我相信，任何有意义的事情的建立之旅都需要数年或数十年的时间。因此，我认为，除非你真的专注于它，否则可能难以经历所有的起起伏伏。所以，找到一些你热衷于的东西。非常感谢你，Tony，这真的很愉快。再次感谢你的加入。当然，谢谢你邀请我来。