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野鸡大学名单-班工作总结
经济学人：无可奈何花落去
盖茨神话难再续
2008-07-01 09:59:45 /
个人分类：
美国社会
Microsoft
The
meaning of Bill Gates
Jun 26th 2008
From The Economist print edition
Landov
As his reign at Microsoft comes to an end, so does the era he
dominated
WHEN Bill Gates helped to found Microsoft 33 years ago there was a
company rule that no employees should
work
for
a boss who wrote
worse computer code than they did. Just five years later,
with
Microsoft choking on its own growth, Mr Gates hired a business
manager, Steve Ballmer, who had cut his teeth at Procter & Gamble,
which sells soap. The founder had chucked his coding rule out of the
window.
当比尔
·
盖茨在
33
年前和合伙人一起创办微软时 ，他定了一条公司章
程就是：
如果老板的编写的计算机语言不如员工的话，
任何员工都 不得在他的领
导下工作。仅仅
5
年以后，当微软遭遇发展瓶颈之时，盖茨雇用了一位管 理者，
他就是
Steve Ballmer
，当时他刚刚在一家销售肥皂的
Procter & Gamble
公
司崭露头脚。而微软的创始人盖茨也就将其制定的编程规则抛到了九霄云外。
本段词汇：
cut one's teeth
长新牙的意思
In becoming the world’s richest man, Mr Gates’s unswerving
self-belief has repeatedly been punctuated by that sort of pragmatism.
But those qualities have never been on such public display as they
were this week, when the outstanding businessman of his age
stepped back from a
life
’s work.
从创立微软到成为世界首富，比 尔
·
盖茨一
路走来，
其间我们即感受到他不可动摇的自信，
也屡屡看 到在自信与现实冲突时，
现实主义总是占了上峰。
但是在这个星期，
当这位杰出的商界 奇人决定从他毕生
的事业中引退之时，他的这些品质第一次在公众场合表现出来。
本段词汇：
punctuate
被打断的意思
As Microsoft’s non
-executive chairman, Mr Gates will devote most of
his efforts to his charitable foundation, where he will pit himself
against malaria
and
poverty, rather than Google and the Department
of Justice. To choose such formidable
new
foes in the middle of your
life takes bags of self-belief, but it is also pragmatic
—
and a little
poignant. Mr Gates has revelled in the day-to- day details of running
his firm. To let it all go is to acknowledge that his best work at
Microsoft is behind him. It is to accept that the innovator’s curse is to
be transitory.
退休之后，盖茨将不再处理日常事务，但会担任董事会主席，他
将致力于慈善事业，展开对虐疾和贫穷的 斗争，而不是对谷歌和司法部的斗争。
在人生的中年阶段选择这项困难重重的事业是盖茨自信的表现，< br>但同时也是盖茨
实用主义表现，
也许还有一些无奈。
盖茨对管理公司的日常事务 曾经是那样的投
入，
那样的忘我，
而彻底放手的决定实际上是承认了他对微软对精华、
最具价值
的贡献俱往矣，他现在必须接受任何创新者都如流星划过的事实。
MS DOS and don’ts
As with many great innovations, Mr Gate
s’s vision has come to seem
so obvious that it is hard to imagine the world any other way. Yet,
early on, he grasped two things that were far from obvious at the time,
and he grasped them more clearly and pursued them more fiercely
than his rivals did at Commodore, MITS or even Apple.
盖茨的伟大创新众多，
不过现在他的眼光所及也都是显而易见的发展趋势。
然而，
在此之前，他把握住了两件 事情，这两件事情以当时的环境而论还是雾里看花，
不甚明了的，他比他在
Commodore , MITS
甚至是
Apple
的竞争者都看的准
确，并且以比他们都义无 反顾的精神去实现。
The
first
was that computing could be a high-volume, low-margin
business. Until Microsoft came along, the big money was in
maintaining a select family of very grand mainframes. Mr Gates
realised that falling hardware costs, combined with the negligible
expense of making extra copies of standard software, would turn the
computer business
on its head. Personal computers could be “on
every desk and in every home”. Profit would come from selling a lot of
them cheaply, not servicing a few at a great price. And the company
that won a large market
share
at the start would prevail later on.
第
一件事情是 计算机会成为一项薄利多销的业务。
在微软进入此行业之前，
计算机
领域的利润和业务 主要集中在维护一些特定顾客的大型主机上面。
但盖茨却认识
到硬件成本下降，
同时制 作更多的标准软件的成本可以忽略不计，
这就足以使个
人电脑进入寻常百姓家。
利润来 自于薄利多销，
而不是为少数人高价服务。
在起
跑线上赢得大市场份额的公司将会在日 后遥遥领先。
Mr Gates also realised that making hardware and writing software
could be stronger as separate businesses. Even as firms like Apple
clung on to both the computer operating system and the
hardware
—
just as mainframe companies had
—
Microsoft and Intel,
which designed the PC’s microprocessors, blew computing’s busin
ess
model apart. Hardware and software companies innovated in an
ecosystem that the Wintel duopoly tightly controlled and
—
in spite of
the bugs and crashes
—
used to reap vast economies of scale and
profits. When mighty IBM unwittingly granted Microsoft the right to