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When Adam Cheyer started working with computers back in the early 90s, he instinctively knew that the future would involve people interacting with the machines in a more natural way, through some combination of speech and graphic interfaces.

當Adam Cheyer在90年代初開始用電腦工作時，他本能地意識到未來人們可能會以一種更加自然的方式，比如通過語音和圖形界面相結合的方式與電腦互動。

That’s why in 1993 Cheyer, who was then working in at the SRI International research lab, built the first prototype of what would one day become Siri, the automated voice assistant on Apple iPhones.

這就是為什么當時還在SRI International 研究實驗室工作的Cheyer在1993年打造了第一款Siri（蘋果手機上的自動語音助手）的原型。

Over two decades, Cheyer built 50 versions of his Siri technology. But it wasn’t until the iPhone was released in 2007 that his team saw an imminent opportunity for others to use Siri in a way that would make them money.

在20多年的時間里，Cheyer打造了50個不同版本的Siri技術。但是，直到2007年蘋果推出iPhone手機后，Cheyer的團隊才發現一個近在咫尺的機會。這個機會就是Siri可以為人們所用，而人們使用Siri的方式可以讓團隊賺錢。

Cheyer, with co-founders Dag Kittlaus and Tom Gruber, spent the next couple of years building a commercial version of Siri, and in February 2010, the company he co-founded, Siri, Inc., launched Siri as an app in the Apple store, alongside hundreds of thousands of other apps.

作為Dag Kittlaus和Tom Gruber的聯合創人，Cheyer又在接下來的幾年打造出了一款商業版的Siri。2010年2月，Cheyer作為聯合創人的公司Siri, Inc.在蘋果的應用商店推出了Siri 小程序。Siri成為蘋果商店上千萬小程序中的一個。

Apparently it stood out, because two to three weeks after launch, Steve Jobs called Cheyer’s office, unannounced. He wanted to buy Siri, its technology and Siri, Inc.

很顯然，Siri從眾多小程序中脫穎而出。因為就在Siri發布2到3個星期之后，喬布斯在沒有通知的情況下給Cheyer打電話并提出想要購買Siri，Siri的技術和Siri公司的請求。

Cheyer and the Siri team refused Jobs’ first buyout offer. “With no hesitation, we said we were flattered but that we weren’t looking to sell at that time,” says Cheyer. “We had just raised a new round of funding and had gone through a successful launch. ...[A]n acquisition was just not something we were actively seeking.”

Cheyer和Siri團隊拒絕了喬布斯第一次的收購請求。Cheyer說：“我們當時毫不猶豫地告訴喬布斯，我們感到很榮幸，但是我們還不打算出售。我們剛完成了新一輪的融資并且產品的發布也非常成功。收購并不是我們想要的。”

Buyout：控制股權收購a situation in which a person or group gains control of a company by buying all or most of its shares

But when Jobs came back a few months later, they sold Siri to Apple in April 2010 for more than $200 million, according to reports. For a year and a half, Cheyer worked at Apple to create the version of Siri that now exists on the iPhone.

但是喬布斯幾個月之后又提出收購的請求。于是，根據報道，Cheyer團隊在2010年4月以2億美元的價格將Siri賣給了蘋果。在1年半的時間里，Cheyer在蘋果公司工作并打造了一個蘋果手機目前所使用的Siri版本。

It wasn’t Cheyer’s only multimillion-dollar exit: He went on to co-found Viv Labs, an artificial intelligence assistant company, which the South Korean electronics giant Samsung acquired in 2016 for about $215 million, according to reports.

這并非Cheyer唯一一次獲得數百萬美元后的退出經歷。他接下來又和其他人共同創辦了Viv Labs，一家人工智能輔助公司。根據報道，這家公司在2016年被韓國電子設備巨頭三星以2.15億美元的價格收購。

It’s safe to say Cheyer is a successful entrepreneur. He’s proven that he knows what it takes to build a successful company, and according to the serial founder, it’s these four things:

可以肯定的說，Cheyer是一位成功的企業家。他的成功已經證明，他了解如何打造一家成功的公司。而根據Cheyer的經驗，打造一家成功的企業，有以下四個要素：

An ambitious idea

一個宏大的想法

″[The idea] needs to be big enough, ambitious enough,” Cheyer tells CNBC. It also needs to have a market and “be something that people could need or that you can convince them that they would need,” he says.

“這個想法需要足夠大，足夠有野心，”Cheyer告訴CNBC。“這個想法還要有市場，是人們可能會需要的東西或者你可以說服人們需要的東西”。

The right team

合適的團隊

To launch a successful start-up, you have to have the right co-founders, says Cheyer. “You cannot do it all by yourself. In order to execute on a company, you really need different skill sets.”

要想讓初創企業獲得成功，你還要有合適的聯合創始人。“你不可能一個人包攬全部的工作。公司的運營需要不同的技能。”

There are four essential components, according to Cheyer. Every start-up needs a visionary who can think big; a product development expert who can translate the idea into an actionable to-do list; a marketing expert who can communicate the idea to the world; and of course, people to execute the idea.

根據Cheyer的介紹，公司的構成有四大關鍵要素。每家初創企業都需要一個有遠見的人，他需要有弘大的抱負；一個能夠將創意轉化成切實可行的任務清單的產品開發專家；一位可以將理念傳遞給全世界的市場營銷專家；還有就是能夠將想法落實的人。

“Maybe as a founder you can be one or two of those things, but it’s rare you’ll find someone who can do all four,” says Cheyer. “So you need to find the right people to join you as the core team to take it to market.”

Cheyer表示：“作為一個創始人，你也許能夠扮演其中兩種角色。但是，很少有人可以同時扮演四種角色。因此，你需要尋找合適的人來加入并形成可以將產品推向市場的核心團隊。”

Other people’s money

獲得投資人的支持

“When you’re in it, you’re so close to it, you’re really not a good judge” of how worthy your idea is, says Cheyer. So having to convince other people to give you their money to fund your start-up is a good test, he says.

“當你開始著手開創公司，由于你就在公司內部，因此你無法真正判斷你的想法到底有多值錢，”Cheyer表示。因此，說服別人給你錢并給你的公司提供資金就是一個很好的測試，它可以測試你的想法到底有多值錢。

Killer execution

當機立斷

“It’s about execution. And what does execution mean? It means you have a limited amount of time and resources — you have to make the right decisions,” says Cheyer.

“這個和執行有關。那么執行是什么意思呢？執行的意思是你的時間和資源都很有限-因此你必須做出正確的決策，”Cheyer表示。

Steve Jobs famously said: “I’m actually as proud of the things we haven’t done as the things I have done. Innovation is saying no to 1,000 things.” Cheyer agrees, saying what you say no to is just as important as what you aggressively pursue.

喬布斯曾經說過一句很有名的話：“我對我們沒有做的事情和我已經做過的事情都一樣感到自豪。創新就是對1000種事情說不”Cheyer也贊同這一觀點。他表示，你拒絕去做的事情和你積極想要去做的事情一樣重要。

“Every decision you make, when you choose to do something, that means you’re choosing not to do many other things,” explains Cheyer. “Every decision you make impacts what you end up with and how you get there.”

“你所做的每個決定，當你選擇做某些事時，這意味著你選擇不去做許多其他的事。每個你做出的決定都對最終的結果以及你如何實現這一最終結果有影響。”

原文來源：美國消費者新聞與商業頻道

編輯：上海譯銳翻譯