新加坡《海峡时报》访问（中英对照）
英文原文：https://www.lksf.org/the-straits-times-qa-with-mr-li-2/ 官方中译：https://www.lksf.org/the-straits-times-qa-with-mr-li-2?lang=zh 发布日期：2014 年 10 月 6 日。本文为中英逐题对照，中文译文在前、英文原文附后。
问 1
中译： 李先生是少数会投资科技新创公司的成功商人，即使巴菲特也不会这样做，李先生为何会这样做？目的是什么？赚钱？支持创新？
中译答： 科技世界和颠覆的模式实在令人着迷；纵使没有人肯定科技会带领我们往哪里去，但它「前瞻价值」对于今日的操作模式是特别具有意义。
EN Q1: Dr Li is one of a very small handful of successful businessmen who are investing in digital start-ups (Innovative startups in Tech). Even Warren Buffet does not do this. I want to understand why Dr Li is investing in digital start-ups? What is his ultimate aim, i.e. make money, support innovation etc?
EN A1: The world of technology and disruptive models is truly mesmerizing. Though no one can be certain where technology will lead us, its “prescient value” is invaluable to present day operations.
问 2
中译： 此等新投资，对李先生的现有业务有否带来新机或影响？
中译答： 最理想的情况，当然是希望两者皆有之。2013 年，史丹福大学的朋友给了我 Charles A. O’Reilly III 和 Michael L. Tushman 教授们所写的《组织双元：过去、现在和未来》一篇文章，深受启发。我经常与年青创办人会面，他们满腔热诚，有胆略，敢于利用新方法开创与过去不一样的经营模式。我自己也学习以更开放态度，抓住和运用他们的「创新能量」，想办法融入到我们成熟的模式和市场。
EN Q2: Does this type of investment create new businesses for him or create an impact for his current businesses?
EN A2: In a perfect world, we should be able to achieve both. In 2013, I read a paper “Organizational Ambidexterity: Past, Present and Future” by Charles A. O’Reilly III and Michael L. Tushman, and was quite inspired by it. I often meet very passionate, young founders – they are gutsy and dare see a future that is quite different from the past. We need to learn how to be flexible to “capture” and leverage their energy and find a way to infuse it into our mature operations and markets.
问 3
中译： 新创公司与传统企业的经营模式颇为不同，李先生如何调和此种风险？
中译答： 我们正处于大数据主导和人才为本的经济中。「颠覆性创新」已成一种趋势，透过科技，即能创造和成全一个能结合「目标」和「利润」的新 MOs（modus operandi 操作常规）。因此，当我与年青创办人交流时，首要放下任何预设立场和摒弃陈规老套观点，以他们的角度看事物，也是一种学习。
我个人承担了创投风险，只会在投资过了风险期，才把资金和利润注入基金会。
EN Q3: Digital startups have business models quite different from traditional businesses. How does Dr Li reconcile with this especially the risk?
EN A3: We are now in a data driven, talent-centric economy. “Disrupt” has become a movement and through technologies, new MOs (modus operandi)—— a combination of “profit” and “purpose” —— seems all the more realisable. So the first thing I gathered through my exchanges with young founders is to let go of my presumptions and stereotypes and enjoy the awesomeness of their propositions.
I personally shoulder the venture risk and will inject both the capital and profits into the foundation only after the investment has “de-risked”.
问 4
中译： 李先生投资在哪些范畴？如何决定？投资了多少公司？
中译答： 我并不参与日常运作，公司是一个小的团队，维持一个小型投资组合，他们同一时间积极承担的公司约 50 间。
EN Q4: What areas are Dr Li’s investments in? Why select these areas? How many companies has he invested in?
EN A4: I am not involved in the daily operations. We have a small team and a small portfolio. They only actively support 50 companies at any given time.
问 5
中译： 李先生投资过最成功的 5 间公司是什么？有没有错过什么投资机会？
中译答： 对我而言，每一投资也是有趣的。
EN Q5: What have been the top 5 most successful start-ups Dr Li has invested in? What were some of the deals that he had an opportunity to invest in but didn’t?
EN A5: To me, everything is interesting.
问 6
中译： 李先生凭什么作出投资选择？
中译答： 当然首选是最具 Impact 的科技（影响力）。
EN Q6: What are the top two things Dr Li looks for in his selection of prospective companies to invest in?
EN A6: Impact.
问 7
中译： 李先生何时开始作出科技新创公司投资？有没有投资其它类型的新创公司？如餐饮、酿酒业？
中译答： 我们主要集中在科技及「颠覆创新」为本的公司。
EN Q7: How long has Dr Li been investing in digital start-ups? Has he invested in other types of start-ups like restaurants, wine cellars etc.?
EN A7: We focus more on companies that are technology and disrupt centric.
问 8
中译： 亚洲会否出现硅谷？哪个地区最有可能成功？原因为何？
中译答： 我想没有人会有答案，因为不能预知未来。
很多政府也声称会投放资源于科技创新项目，但往往官僚架构又成枷锁，有些时候无法激励内部去拥抱创新。
我很喜欢《小王子》作者安东·圣修伯里的一句话：「如要建造一艘船，关键不是要发施号令、搜集木头、分工细作，而是启发大家对扬帆出海的无穷向往。」我认为至关重要的是，该如何启发社会对大海的渴望？只要做到这，「硅谷」便会出现。
EN Q8: Can there be an Asian silicon valley? Which part of Asia would that be? Why does he think an Asian silicon valley will/will not succeed?
EN A8: I don’t think anyone has a ready answer to that question because it is simply impossible to predict the future.
Many governments claim to be mobilising resources behind technological and innovative initiatives but such efforts often get bogged down by bureaucracy and fail even to galvanize its own to embrace innovation.
I love this quote attributed to Antoine de Saint-Exupéry, “If you want to build a ship, don’t drum up people together to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” I think this is really the crux of the matter. How do you inspire society to yearn for the sea? When you achieve this, a “Silicon Valley” can appear anywhere.
问 9
中译： 李先生认为全球最需要解决的问题是什么？
中译答： 对我这年纪的人而言，要解决的问题有太多。
EN Q9: What are the major problems in the world that he would like to see solved?
EN A9: At my age, unfortunately … only too many.
问 10
中译： 这是科技夹子（Techcracker）首次跳出中国和香港，有何期望？会与新加坡国立大学有更多合作？
中译答： 我们的基金会与新加坡有紧密联系。很高兴今次能够与新加坡国立大学合作；基金会不断寻找许多项目，当时机一到，又遇上合适的项目，日后自然会有更多的合作。
EN Q10: Can we expect more collaborations with NUS in near future? This is the first time that Techcracker is held outside of Hong Kong / China. What does he hope to achieve? Can we expect more collaborations with NUS in near future?
EN A10: Our Foundation has close ties with Singapore. I am very happy to be collaborating with NUS on this event. We are constantly reviewing many projects, and when the time is right, and when the right project comes along, of course, there will be more collaborations to come.