????亨利（漢克）?克倫普頓曾擔任反恐巡回大使，他在中情局秘密行動處（Clandestine Service）渡過了漫長而榮光的職業生涯，在9/11事件后領導美國在阿富汗的反恐行動，隨后擔任美國國務院（Department of State）反恐協調員。現在他是國際戰略咨詢與商業發展公司克倫普頓集團（Crumpton Group LLC）的CEO。該公司與全球性企業合作，在新興市場及前沿市場為CEO和高管提供政治、安全和商業動態方面的咨詢。

????他把自己的經驗濃縮在新書《情報藝術：來自中情局秘密行動的教訓》（The Art of Intelligence: Lessons from a Life in the CIA's Clandestine Service）中，即使是最具海外經驗的高管也可以從中獲益。他相信，有準備的人都可以在新興市場及前沿市場發現前所未有的機會。

????克倫普頓接受了《財富》雜志（Fortune）的采訪，討論他在中情局的工作，分析高管們在新興市場敗走麥城的原因，并建議CEO在旅行時攜帶強力膠帶。下面是對話的剪輯版本。

????你覺得做企業和情報工作的最大區別在哪？

????區別來自于不同的使命、授權和后果。與政府不同，盈利是私營部門盈利基本的、甚至也是最重要的目標。雖然什么也無法取代我在中情局的使命感，但我認識到，作為一個企業家我能夠并且應該發展出超越盈利的重要使命。對于合作伙伴、員工、客戶，當然還有我自己，這都很重要。

????我們協助客戶為新興市場帶來出色的產品、能源、基礎設施、金融服務和醫療保健。我們幫助客戶在充滿挑戰的環境中管理風險。公司雖小，服務上佳。換句話說，我們為人們的生活帶來正面影響。開辦公司時，我確實低估了這些私營部門的使命，它們能帶來無法用金錢衡量的價值和滿足感。

????你的職業生涯見證了歷史性的變革：我們面臨的敵人的類型、政府（在內部和海外）互動的方式以及高科技變革。回顧你在政府部門的經歷和當前的商業運作，最核心的變化是什么？

????在全球安全及商業領域最重要的變化就是個人獲得的力量，以及他們通過科技和合作所帶來的低成本但具指數性爆發力的影響。這種革命性的發展帶來前所未有的關系變化，帶來人類沖突和商業歷史上見所未見的某種非對稱力量。（憑借這種力量），不起眼的小兵不斷挑戰現狀，給全球格局帶來巨大沖擊，而且這種趨勢還在加速。

????在9/11事件中，19名恐怖分子憑借區區幾把美工刀，就成功驅使美國花費萬億美元投入軍事回應，荒唐而又悲哀。而一個叫扎克伯格的大學生在幾年間就能建立起連接將近10億人的全球網絡，那又是多么美妙。

????這些例子，不管多么可怕或是令人艷羨，都對各國政府和商業權力結構帶來聞所未聞的挑戰。

????Ambassador Henry "Hank" Crumpton has had a long and distinguished career in the CIA's Clandestine Service, having led U.S. efforts in Afghanistan immediately after September 11, and later as the Coordinator for Counter Terrorism at the Department of State. Now CEO of the strategic international advisory and business development firm, Crumpton Group LLC, Crumpton and his team work with global corporations advising CEOs and top executives on the political, security, and commercial dynamics in emerging and frontier markets.

????His experiences, captured in his new book, The Art of Intelligence: Lessons from a Life in the CIA's Clandestine Service have more than a few lessons for even seasoned overseas excutives. Opportunity, he believes, in emerging and frontier markets have never been greater – for those who are prepared.

????Crumpton spoke with Fortune about his work at the CIA, how executives most often fail in emerging markets, and why CEOs should always travel with duct tape. Below is an edited transcript.

????What are you finding to be the biggest differences being an entrepreneur from being in the clandestine services?

????The differences are rooted in missions, authorities, and consequences. Unlike government, in the private sector profit is essential and, for some, the most important objective. While nothing can ever replace the sense of CIA mission, I learned that as an entrepreneur I can and should develop important missions that transcend profit. This was important for my partners, employees, clients, and certainly for me.

????We help clients bring great products, energy, infrastructure, financial services, and health care to emerging markets. We help clients manage risk in challenging environments. And our small firm provides good jobs. In other words, we make a positive difference in people's lives. When starting our company, I underestimated the non-monetary value of these private sector missions and the accompanying sense of satisfaction.

????Your career spanned historic disruptions – in the kinds of enemies we face, in the way governments interact (internally and abroad), and in technology. As you reflect about that both in government and in what you see with your clients today, what are the most central take aways?

????The most important change on the global security and business stage is the empowerment of the individual and their ability to have inexpensive, exponential impact through technology and collaboration. This revolutionary development has led to an unprecedented shift in relationships, with a degree of asymmetric power never seen in the history of human conflict or commerce. There are micro actors with macro impact operating on a global landscape and they constantly challenge the status quo, and this trend is accelerating.

????On 9/11, 19 terrorists armed with box cutters somehow compelled the United Sates to spend more than a trillion dollars in military response – that's sadly ridiculous. An undergraduate student named Zuckerberg built a global network of almost a billion people, Facebook, in just a few years – that's amazing.

????These examples, one horrific and the other admirable, challenge nation states and business power structures in ways never before considered.