2019-10-16 Satya Nadella.MSFT.Be Bold and Be Right
Intro 简介
[MUSIC] 【音乐】
[APPLAUSE] >> Stacia, 【掌声】>> Stacia，
we are so excited to have you today as you can see. You've said that Microsoft's mission is not to be cool to make others cool?
我们今天很高兴有你的加入，正如你所看到的。你说过微软的使命不是为了自己变酷，而是让其他人变酷？
这个使命无论出于哪种原因都是有缺陷的。
But Bob Dylan is playing across campus today and you sold out faster than him. So, >> [LAUGH]
但是鲍勃·迪伦今天在校园里演出，你的票比他的还卖得更快。所以，>> [笑]
>> We certainly think Microsoft is cool. >> [APPLAUSE] >> Really though, we're so
我们确实认为微软很酷。[掌声]但实际上，我们很认真地看待这个问题。
Childhood in India 印度的童年
grateful to you for making the time to be with us, and we have a lot to cover. But I thought we could start with your childhood in India.
感谢您抽出时间与我们在一起，我们有很多内容要讨论。但我想我们可以从您在印度的童年开始。
You've said that your father never met a test he didn't ace, while your mother was the opposite of a tiger mom.
你说过你的父亲从未遇到过他无法应对的考验，而你的母亲则是一个完全不像虎妈的人。
I love that contrast, and I'm curious how that different life philosophy's shaped you. >> First of all, thank you so much, Tara, for having me here.
我喜欢这种对比，我很好奇不同的生活哲学是如何塑造你的。首先，非常感谢你邀请我来这里，塔拉。
It's great to be at the GSB and Bob Dylan was my idol.
在 GSB 真是太棒了，鲍勃·迪伦是我的偶像。
>> [LAUGH] >> So times has been changing, it's interesting.
>> [笑] >> 时间一直在变化，这很有趣。
In fact, my father passed away just last month and I'm here reflecting quite a bit on what both my parents have meant to me.
事实上，我父亲上个月刚去世，我在这里反思我父母对我的意义。
My father was a Marxist economist and a civil servant.
我父亲是一位马克思主义经济学家和公务员。
And he had a definitive point of view on what, life was all about and the struggle in life.
他对生活的意义和生活中的挣扎有着明确的看法。
And he's right, I mean the guy always used to look at my marks, I mean my score cards and used to be amazed that somebody could be done bad.
他是对的，我的意思是，那个家伙总是看我的成绩单，总是惊讶于有人能够做得那么糟糕。
But luckily enough I think in some sense he gave me in spite of all
但幸运的是，我认为在某种意义上，尽管一切都是他给了我
that a lot of confidence because to him he felt like look it's marathon,
他有很大的信心，因为对他来说，这就像是一场马拉松
you will catch up this is not that hard. And my mother was exactly the opposite of course the only question she would ever
你会赶上的，这并不难。当然，我的母亲恰恰相反，她唯一会问的问题是
ask me is are you happy? And I would say what the heck does that mean, when you are reading my score card I don't know if I should be happy or not.
问我你开心吗？我会说这是什么意思，当你在看我的成绩单时，我不知道是否应该开心。
在一个不确信的环境中成长，一个不怎么样的父亲，一个很不错的母亲。
But again the two of them I think when I look back growing up in Hyderabad in India in the late 70s, early 80s.
但是再次回想起来，我认为他们两个是在 20 世纪 70 年代末、80 年代初在印度海得拉巴长大的。
Interestingly enough, there are three or four of us, who now suddenly become CEOs from the same high school.
有趣的是，我们中有三到四个人，突然间从同一所高中成为了 CEO。
At that time was off the grid place. I think it was that ability to think.
当时是一个脱离网络的地方。我认为那是思考的能力。
That ability to pursue your own passions. And have enough confidence as well as some humility.
追求自己的激情，并且拥有足够的自信以及一些谦逊。
自信和谦逊，既和又，这种语言习惯说到底都跟不够自信有关。
Sort of when I look back, I have been perhaps the biggest drivers
回顾过去，我或许是最主要的推动力之一
of what sort of turned out to be a reasonable several things. >> Absolutely, yeah.
事实证明，这些事情都变得合理。>> 绝对，是的。
Lessons from cricket 板球的教训
It's really clear how much your parents influenced you. And another foundational influence for you was sports.
你父母对你产生了多大的影响，这一点非常明显。而对你另一个基础性的影响是体育。
Now, my fellow international classmates and I were mystified daily by American sports references.
现在，我和我的国际同学们每天都被美国体育的参考所困扰。
So we're very happy to talk about cricket. >> Yeah. >> You love cricket, and you dreamt of playing professionally.
所以我们非常高兴谈论板球。>> 是的。>> 你热爱板球，并梦想成为职业球员。
>> [LAUGH] >> What lessons did you take from the pitch. Well, I mean, [LAUGH] all of us who are South Asian are obsessed with that sport.
>> [笑] >> 你从比赛中学到了什么教训。嗯，我是说，[笑] 我们所有的南亚人都对那项运动着迷。
And in fact, that's right, I mean, that was what I was pretty much all bound up in all
事实上，没错，我的意思是，那基本上就是我所困扰的一切
through my high school, into college. And, when I look back, I think all sport teaches you a lot.
通过我的高中，进入大学。当我回顾过去时，我觉得所有的运动都教会了我很多。
And especially at least I feel team sport, I think has a huge impact and how you think about leadership.
尤其是至少我觉得团队运动，我认为对领导力的思考有着巨大的影响。
I'll never forget this one particular incident that I think subsequently written about.
我永远不会忘记这个特定的事件，我认为随后写了关于它。
There's this guy who was my school captain, who went on to do pretty well in the context of Indian cricket.
有这么一个人，他曾是我的校长，后来在印度板球领域取得了相当不错的成绩。
I was bowling trash that day and he took over from me, got a wicket, which is a break though.
那天我在投垃圾球，他接替了我，拿下了一个击球，这是一个突破。
But then he gave me the ball back and then I went on to have perhaps the best bowling spell I've ever had in my life.
但后来他把球还给了我，然后我开始了也许是我一生中最好的投球表现。
And I always reflected as to why did he do that? And then, in fact, much later on in life, I went back and ask to meet with him.
我总是反思他为什么要那样做？事实上，很多年后，我回去找他见面。
And so at least the way I surmise it as a leadership decision he made of saying,
所以至少我推测作为一项领导决策，他做出了这样的决定
look, he had recognized the importance of not breaking my confidence.
看，他已经意识到了不破坏我的信心的重要性。
And I said like well that's a pretty enlightened decision for a high school leader, captain of a cricket team to make.
我说，这对一个高中领袖、板球队队长来说，是一个相当明智的决定。
And a lot of leadership lessons is that, right. Which is you gotta make hard calls on, say, performance, but
很多领导力的教训就是，你必须在绩效等方面做出艰难的决定。
also you got be able to sort of understand that you need your team and it's not like everybody is going to have a good day all the time.
你也必须能够理解，你需要你的团队，并不是每个人都会一直过得很好。
And that saddled distinction and that judgement, right, which is one of the things that I feel which is the most understated part
那种负担的区分和那种判断，对，这是我觉得最被低估的部分之一
of leadership is judgement, and it's so important. And that judgement comes by you exercising this muscle around passing judgement and
领导力的关键是判断力，这一点非常重要。而这种判断力是通过你不断行使这种判断力的能力来培养的。
learning from it. And I thought that's one of the lessons I learned. >> He was building a confidence in a way, by making-
从中学到了东西。我觉得这是我学到的其中一个教训。>> 他正在通过一种方式建立信心，通过制造-
看问题的深度，排除心理上的干扰就能更清楚的看问题，这是自信心的源头，鼓励只是排除干扰的一种策略。
Being a parent 做一个父母
>> That's right, that's right. >> So you didn't end up playing professional cricket, oddly. [LAUGH] >> Here I am.
没错，没错。所以你最终没有成为职业板球运动员，有点奇怪。[笑] 在这里我就是。
>> [LAUGH] >> But you did make you way to the US and soon after you started your own family.
>> [笑] >> 但你确实来到了美国，不久之后就开始了自己的家庭。
And in reading your book, something that really moved me was how much you talk about your family and the role they've played bringing empathy into your life.
在阅读您的书时，让我特别感动的是您如何多次谈到您的家人以及他们在让您拥有同理心方面所扮演的角色。
Could you share with us how being a parent has shaped you? >> Yeah, it's a very big part of what is
你能和我们分享一下做父母是如何塑造了你吗？>> 是的，这是我生活中非常重要的一部分
perhaps shaped my world view. And for both my wife and I grew up together.
也许塑造了我的世界观。对于我和我的妻子来说，我们一起成长。
We went to the same schools. And we were the only children of our parents.
我们上的是同一所学校。而且我们都是父母的独生子女。
So when we were both in our late 20s, when our first son was about to be born, we were very excited.
所以当我们都快 30 岁的时候，当我们的第一个儿子即将出生时，我们非常兴奋。
The household was all about. My wife is an architect and she was practicing at the time.
家庭是关于一切的。我的妻子是一名建筑师，那时她正在实践。
And so my only concern was when will I go back to school, or would I go back to work.
所以我唯一的担忧是什么时候能回学校，或者我会回去工作。
And how are going to think about the babies, a day care and what a view. And lo and behold one night there was some complications and
如何考虑婴儿，托儿所和美景。然后有一天晚上出现了一些并发症。
our son Zain was born because of some complications, he now has cerebral palsy.
我们的儿子扎因出生时因为一些并发症，现在患有脑瘫。
He's got gas quadriplegic and is locked in. And I would say for the first maybe as many as five years, I struggled with it.
他患有四肢瘫痪，无法动弹。我会说，在最初的五年里，我与之抗争。
Primarily, because I felt that all these plans that I had for
主要是因为我觉得我为所有这些计划所做的一切
what our life was going to be like, had taken a real turn. And I watch AnuGo up and down five trading, Seattle.
我们生活将会是什么样子，已经发生了真正的转变。我看着 AnuGo 在西雅图上下五个交易。
Taking him to every therapy possible, speech, occupational. And then I was just watching it and still moaning, my own sort of whatever issues.
带他去尽可能的各种治疗，言语治疗，职业治疗。然后我只是看着，仍然在抱怨，我的自己的各种问题。
But then it dawned on me that nothing actually happened to me.
但后来我意识到其实并没有发生什么事情。
Something had happened to my son and that I needed to as a father step up and do my duty.
我的儿子发生了一些事情，作为一个父亲，我需要站出来尽职尽责。
In other words, it is the harsh but real lesson around being able to see the world through the eyes of my son, right?
换句话说，这是一个严酷但真实的教训，让我能够通过我儿子的眼睛看到世界，对吧？
That's what empathy's all about. And I think that's what it is, I mean, it's innate in us all as humans.
这就是同理心的全部意义。我认为这就是它的含义，我的意思是，作为人类，这是我们所有人的天性。
I think empathy is something that we're all very capable of,
我认为共情是我们所有人都非常有能力做到的事情，
life teaches us that and in small ways, and in tough ways.
生活教会我们，无论是通过细微的方式，还是通过艰难的方式。
Like I remember even by the last interview when I was interviewing
就像我记得，甚至在最后一次采访时，当我在采访时
at Microsoft was also My life changing moment for me. So I went through this interview.
在微软也是我人生中改变命运的时刻。所以我经历了这次面试。
It was all caught on screen at that time. And so, this guy sort of says hey, here's a question for you.
当时所有的一切都被录制在屏幕上。所以，这个家伙说，嘿，这里有个问题要问你。
You're at the crossroads, a baby falls, and is crying, what will you do?
你站在十字路口，一个婴儿摔倒了，正在哭泣，你会怎么做？
And I say, wow, this is some search algorithm I didn't learn. It must be some variant of some traveling salesman problem or something.
我想说，哇，这是我没有学过的一种搜索算法。这一定是某种旅行推销员问题的变体。
And I sort of really thought about it for a few minutes. And then I said I'll go to the phone booth and call 911.
我想了几分钟。然后我说我会去电话亭打 911。
This is pre-smartphone. And so, he gets up.
这是智能手机出现之前。于是，他起床了。
He escorts me out, and he says you know what, you need to develop some empathy.
他陪我走出去，然后说，你知道吗，你需要培养一些同理心。
Because when a baby falls, you pick them up and hug them first before you call.
因为当宝宝摔倒时，你会先抱起他们然后再打电话。
处于生存边缘受到很多因素的干扰，这些干扰都会影响一个人的平常心，无法正常感受外部环境，婴儿在哭都不知道先抱起来，西瓜甜不甜？问过别人才知道甜或者不甜，这种伤害是终身不治的。
And I thought that's it, I'm definitely not going to get this job. >> [LAUGH] >> And lo and behold, I did get the job.
我当时以为就这样了，我肯定得不到这份工作。>> [笑] >> 不过，结果我还是得到了这份工作。
But nevertheless, I mean, I really think that that's so core. And some people say well, what what does that have to do with sort of business?
但是不管怎样，我的意思是，我真的认为这是非常核心的。有些人会说，那跟商业有什么关系呢？
Or what does it have to do with work? And I believe it has everything to do with work.
这与工作有什么关系？我相信这与工作息息相关。
I believe if you sort of say innovation is all about meeting unmet unarticulated needs customers, where is that source of your ability
我相信，如果你说创新就是满足顾客未满足、未表达的需求，那么你的能力源泉在哪里
to get in touch with that unmet unarticulated need going to come from? It's going to come from your ability to in some sense
要联系到那个未满足、未表达的需求，这将来自于你在某种意义上的能力
be able to listen between the lines, to be able to extrapolate.
能够听出言外之意，能够推断。
And that's, to me, deep sense of empathy, right? So people talk about design thinking. I think design thinking is empathy.
这对我来说，是一种深刻的同理心，对吧？所以人们谈论设计思维。我认为设计思维就是同理心。
And so therefore, I do believe that life teaches you empathy.
所以，我相信生活教会你同情心。
这一段描述是不是自己的真实感受？能说出来至少有一定程度的理解，这是肯定的，是不是骨子里的理解？生活是教不会的，生活只会起到印证的作用，有这方面意识的会反复得到印证。
Empathy is the source to success in any innovative agenda you have. >> It's inspiring to hear you say that you think empathy is innate.
同情心是您拥有任何创新议程成功的源泉。>> 听到您说同情心是与生俱来的，这真是令人鼓舞。
Empathy 共情
We're living in a world where sometimes it feels like empathy is on the decline. So I think your point around empathy is really well taken.
我们生活在一个世界里，有时候感觉到同情心在减少。所以我认为你关于同情心的观点非常中肯。
>> It's a great question, because in fact, it is such a big word, and it is hard.
这是一个很好的问题，因为实际上，这是一个如此重要的词，而且很难。
In fact, even recently at Microsoft, we realized that it's important for us to even understand what are the necessary conditions to even develop empathy.
事实上，甚至最近在微软，我们意识到了对我们来说理解甚至开发同理心的必要条件是重要的。
So one of the words we have put into our sort of parlance is respect.
所以我们在我们的说法中加入的一个词是尊重。
排除干扰，理解为什么有人会有奇怪的想法，比如给手机配手写笔，然后进一步思考这样的想法是不是事实？或者只是受到干扰、被污染以后的想法，尊重他们有这样的想法，但不能尊重这些想法本身，如果想的够明白应该能看到这里的区别。
For example, if you don't start from a place so having some respect for the other person's views, where they come from,
例如，如果你不从尊重他人观点的地方开始，不考虑他们的出发点，
their complete history, it's really hard to develop empathy. So therefore, I think you're absolutely right to say before
他们完整的历史，要培养同理心真的很困难。因此，我认为你在之前说的完全正确。
出发点、完整的历史，等等，需要太多材料都跟不自信、不确信有关。
you think about some of these higher level things, you have to sort of even question what are the basics that we need to get right.
你考虑一些更高层次的事情时，甚至必须质疑我们需要正确掌握的基础是什么。
>> Certainly, and that's become so core to your leadership at Microsoft. So if we turn now to Microsoft, before you were CEO,
当然，这已经成为您在微软的领导核心。所以现在让我们转向微软，在您担任首席执行官之前，
you took this job leading Microsoft's first real Cloud business. And Steve Ballmer apparently told you this might be your last job at Microsoft
你接下了领导微软首个真正的云业务的工作。史蒂夫·鲍尔默显然告诉过你，这可能是你在微软的最后一份工作。
because if you fail, there's no parachute. That feels like a lot of pressure.
因为如果你失败了，就没有降落伞。这感觉压力很大。
Why did you make that jump? >> [LAUGH] Steve, who went to school here, had many-
你为什么要跳那么高？>> [笑] 史蒂夫在这所学校上学，有很多-
>> [LAUGH] >> He just went for one year, from what I understand. >> [LAUGH] >> This is the funniest thing I should
>>【笑】>> 据我所知，他只去了一年。>>【笑】>> 这是我应该笑的最有趣的事情。
tell I guess the other guy who were to school here was Mukesh Ambani. So I believe one day, Steve Ballmer is introducing Mukesh in Bombay,
告诉我猜测在这里上学的另一个人是穆克什·安巴尼。所以我相信有一天，史蒂夫·鲍尔默会在孟买介绍穆克什。
and he joked that both of us dropped out of GSB except that Mukesh had never told anybody that he had dropped out of GSB.
他开玩笑说，我们俩都辍学了，只不过穆克什从未告诉任何人他辍学了。
So there was a real scandal. >> [LAUGH] >> So Steve wanted
所以确实发生了一场丑闻。>> [笑] >> 所以史蒂夫想
us to really take this new business area, which is our online business.
我们真的要进军这个新的业务领域，也就是我们的在线业务。
In fact, Susan, who is here, and I worked on it for a long time as well.
事实上，苏珊和我也一直在这方面努力工作了很长时间。
And he felt that look, this is a place where we needed to make progress. And Steve had this very clear sense of what it means to succeed.
他感觉到，这是我们需要取得进步的地方。史蒂夫非常清楚地知道成功的含义。
And his point was you're going to go learn a lot. And of course, I'll fire you if you don't do a good job with it.
他的观点是你将会学到很多东西。当然，如果你做得不好，我会解雇你。
事实证明Steve是更差的CEO。
And it is sort of a way for him to perhaps communicate both why he,
这也可以说是他表达自己为什么这样做的一种方式，
as the CEO, cared about this business. And at the same time, his expectations.
作为首席执行官，关心这家企业。同时，他有期望。
But I must say, that particular tour of duty has been the most influential
但我必须说，那次特定的任务是最有影响力的
in how I've sort of thought about whether it's distributed computing at its core,
在我对它是否在本质上是分布式计算方面的思考中，
whether it's the economic models that are going to be emergent.
无论是即将出现的经济模式。
And that has been very, very helpful. Doing different things inside the company has helped me grow to run the company
这非常有帮助。在公司内做不同的事情帮助我成长，从而管理公司。
eventually. So I actually appreciate Steve both giving me that opportunity,
最终。所以我实际上很感激史蒂夫给了我那个机会，
and more importantly giving me the message that look, at the end of the day, it's performance that matters.
更重要的是给我传达的信息是，归根结底，表现才是最重要的。
事实都是可以实体化的，好的想法最终都是看得见摸得着的东西。
Becoming CEO 成为首席执行官
>> Did you know at the time that that decision was putting you on a path to one day becoming the CEO? >> No way. >> [LAUGH] >> Most people ask me this,
你知道当时那个决定会让你走上成为 CEO 的道路吗？>> 不可能。>> [笑]>> 大多数人问我这个问题，
which is like hey, did you have a sense that you'll become CEO? No.
这就像嘿，你有没有感觉你会成为首席执行官？没有。
First of all, none of us grew up even, to us, especially having grown up at Microsoft, I don't think I even thought of a Microsoft where Bill and
首先，我们当中没有人成长得平均，尤其是对于我们这些在微软长大的人来说，我甚至觉得我从未想过有一个比尔和微软
Steve were not actively engaged. I mean, it was just not even in the realm of possibility.
史蒂夫并没有积极参与。我的意思是，这甚至不可能发生。
The thing, though, I would say, especially business school graduates that are an ambitious lot, and you're all sort of saying when am I going to be my CEO?
事情，不过，我想说，特别是商学院毕业生，他们都是雄心勃勃的一群，你们都在说，我什么时候能成为 CEO？
My only advice there would be it's like don't wait for your next job to do your best work.
我的唯一建议是，不要等待下一份工作才去做出最好的工作。
That I think is the crux of it, which is if you think about every job you get, as the most important job and
我认为这是关键所在，即如果你把每一份工作都视为最重要的工作
as the thing that is perhaps your last job, but you gave it all. And of course, from there, a lot of things will happen.
作为也许是你最后一份工作的事情，但你全力以赴。当然，从那里开始，会发生很多事情。
如果是好的，一开始就是好的，回到前面，生活不可能让一个人更聪明。
And that's at least how I, it was not like the job that I had before becoming CEO I somehow thought well, it's just a stop on the way to something else.
这至少是我认为的方式，不像我在成为首席执行官之前的工作，我总觉得，这只是通往其他事物的一站。
I actually thought that was a fantastic job until I got the next job. >> And that next job was ultimately to become the CEO of Microsoft.
我实际上认为那是一份很棒的工作，直到我得到了下一份工作。 >> 而那个下一份工作最终是成为微软的首席执行官。
And when you took that job, you faced some high expectations. Microsoft is struggling.
当您接受那份工作时，您面临着很高的期望。微软正在挣扎。
You're following, as you mentioned, Bill Gates, Steve Ballmer, and many people thought that the CEO should come from outside.
正如您所提到的，您正在关注比尔·盖茨、史蒂夫·鲍尔默等人，许多人认为首席执行官应该来自外部。
So what did you draw on in that moment? >> Yeah, I mean, look, I'm a consummate insider.
那时你是依靠什么画的？>> 是的，我的意思是，我是一个彻头彻尾的内行。
I've grown up at Microsoft now, 28 years. And I also recognize, to your point,
我在微软长大了，已经 28 年了。我也认识到，针对你的观点，
that I was taking over from Steve and Bill. And Steve even though was not a founder, he had founder status in the company.
我接替了史蒂夫和比尔的工作。尽管史蒂夫不是创始人，但在公司中享有创始人的地位。
Bill and Steve built the company. Bill and Paul founded the company. And the one thing that perhaps I was more grounded having worked
比尔和史蒂夫建立了公司。比尔和保罗创立了公司。也许我更加脚踏实地的一件事是，我曾经工作过。
with them is as a non-founder CEO, I needed to make explicit some
作为一位非创始人 CEO，我需要明确一些事项
of the things that I think founder CEOs can take for granted. Because founder CEOs can carry just because of who they are and
我认为创始人 CEO 可以理所当然地拥有的一些东西。因为创始人 CEO 可以仅仅凭借他们的身份和
what they mean to the organization, a lot. And telegraph that very broadly and have followership.
对组织意味着很多。广泛传达这一点，并拥有追随者。
Whereas I describe myself as a mere mortal CEO. I felt I needed that sense of purpose to be deeply rekindled.
而我自称为一个普通的 CEO。我觉得我需要那种目标感被深深地重新点燃。
It's something that I re-enforced. And culture. Both sort of these two pillars of sense of purpose and
这是我加强的东西。还有文化。这两个支柱都是目的感的来源。
culture needed to become much more explicit. For example, when I joined Microsoft in '92,
文化需要变得更加明确。例如，当我在'92 年加入微软时，
we used to talk about our mission as putting a PC in every home and every desk.
我们过去谈论我们的使命是让每个家庭和每个办公桌都有一台个人电脑。
It was pretty inspiring, right? I mean, you could even do an Excel spreadsheet. P times Q. It is easy to compute.
这相当鼓舞人心，对吧？我的意思是，你甚至可以做一个 Excel 电子表格。P 乘以 Q。这很容易计算。
And And except by the late 90s, we had more or less achieved that at least in the developed world.
除了 90 年代末，至少在发达国家，我们或多或少已经实现了这一点。
And since then, we had the struggle of what's next. And I felt like I needed to sort of go back, in fact,
自那时起，我们一直在为接下来的事情而努力。我觉得我需要回到过去，实际上，
to the very origin of the company, right? I mean, Microsoft got started when we built up,
对公司的起源，对吧？我的意思是，微软是在我们建立起来的时候开始的
Paul and Bill, built the BASIC interpreter for the Altair. And I believe that everything that needs to be known about Microsoft in
保罗和比尔为 Altair 构建了 BASIC 解释器。我相信关于微软的一切都需要知道。
2019 can be traced back to our origin, which is rebuild technology so that others can build more technology.
2019 年可以追溯到我们的起源，即重建技术，以便他人可以构建更多技术。
Right, I felt like we were doing things out of envy and others. We needed to get back to what our core identity is, right?
对，我觉得我们做事情是出于嫉妒和别人。我们需要回归到我们的核心身份是什么，对吧？
Especially in 2019 where every company is a software company around the world. We can just basically be a software platform and tools provider and
尤其是在全球每家公司都是软件公司的 2019 年。我们基本上可以成为软件平台和工具提供商。
have a good business. And so I felt let's be proud of who we are. Of course, we got to express it differently, and
做好生意。所以我觉得让我们为自己感到自豪。当然，我们必须以不同的方式表达它，以及
then really reinforce that. That's why we talk about our mission around empowering people and organizations.
然后真正加强这一点。这就是为什么我们谈论赋予人们和组织力量的使命。
跟苹果比较，微软的文化始终差一些，并且要缩小差距也很难，能看明白的一开始就明白了。
The other piece, though, is we had to work on our culture. I distinctly remember, I guess it was 98 when we first
另一部分是我们不得不着手改善我们的企业文化。我清楚地记得，我想是在 98 年，当我们第一次开始这项工作。
became the largest market cap company in the world. And many of us were lucky enough to participate on that wave of growth.
成为了全球市值最大的公司。而我们中的许多人很幸运地参与了这股增长浪潮。
But I remember that day when you we walked around, you could see in campus, people thought wow, we must be God's gifts to mankind.
但我记得那天我们一起四处走动时，你可以看到校园里的人们都在想，哇，我们一定是上帝赐予人类的礼物。
>> [LAUGH] >> Right, we're so smart, we're so good, look at us, and except that was not the case.
>> [笑] >> 对，我们是如此聪明，我们是如此优秀，看着我们，除了事实并非如此。
I mean, the case was it's a temporal thing. And what matters is your ability to learn, grow,
我的意思是，这只是一个暂时的事情。重要的是你学习、成长的能力。
be grounded in the realities and customers and what have you. And so that's why I wanted a culture that stood for that learning organization.
根植于现实和客户，以及诸如此类的事物。这就是为什么我想要一个代表学习型组织的文化。
And in fact, my wife had introduced me to a book by a Stanford professor
事实上，我的妻子曾向我介绍过一本由斯坦福大学教授撰写的书籍
Carol Dweck, which I'd read Mindset many years before I became CEO.
卡罗尔·德韦克，我在成为首席执行官多年前就读过《心态》这本书。
对心理学有关注并且能有所启发，看了WIKI的介绍，感觉这个心理学家的水平一般，如果足够重视会找一个更好的学习对象。
It was a huge influence in our household as it relates to our own children's education.
这对我们家庭有着巨大的影响，因为它与我们自己孩子的教育有关。
But quite frankly, it was a great education for me. Because when I read that book I realized that notion
但坦率地说，这对我来说是一次很好的教育。因为当我读那本书时，我意识到那个概念
of growth mindset applies to individuals like me. It applies to companies like Microsoft. So we took that meme of growth mindset and said, look, let's not be know-it-alls,
成长思维的概念适用于像我这样的个人。它适用于像微软这样的公司。因此，我们拿起了成长思维的这个梗，并说，看，让我们不要自以为是，
let's be learn-it-alls. And it's been a very helpful part of I would say our
让我们成为学无止境的人。我可以说，这是非常有帮助的一部分。
journey around this what is a cultural meme that we can even make first class that we can have a real dialogue on.
环绕这一文化模因的旅程甚至可以让我们达到头等舱，让我们进行真正的对话。
Cultural shift 文化转变
>> Absolutely, and you talk a lot about this cultural shift. In looking back at that over the last five years,
绝对，你谈了很多关于这种文化转变。回顾过去五年的情况，
what was the most difficult part to change? Because you instilled growth mindset, you did all of these things.
什么是最难改变的部分？因为你灌输了成长思维，你做了所有这些事情。
But what were the hardest roadblocks? >> I think it's always, it's a challenge.
但是最难的障碍是什么？>>我认为这总是一个挑战。
It's one thing to say growth mindset. Because sometimes people will come to me and say that Microsoft, Satya, we found the ten people who don't have a growth mindset.
说成长思维是一回事。因为有时人们会来找我说微软，萨提亚，我们找到了十个没有成长思维的人。
>> [LAUGH] >> The point about that it's not about going looking for ten people.
>> [笑] >> 关键在于不是要去找十个人。
It's about me being comfortable with confronting my own fixed mindset each day.
这是关于我每天都要面对自己固有思维模式的舒适感。
And that's the hard part of it. When you say you're a learning organization and you say, yep, we've learnt the that.
这就是其中的难点。当你说你是一个学习型组织，然后说，是的，我们已经学到了那个。
Here are the ten people who have not learnt. Then that's a problem. And I think that that's the reality of it, right?
这是十个还没有学会的人。那就是个问题。我认为这就是现实，对吧？
How do you bring about long-term change? And I'll say one other thing. One of the reasons why I feel at least we have some momentum.
你如何实现长期变革？我还想说另一件事。至少我觉得我们有一些势头的原因之一。
I'm very careful not to sort of paint this as some destination we will reach or
我非常小心，不要把这个描述成我们将要达到的某个目的地
have reached for sure. It's going to be something that every day we're going to have to confront our fixed mindset.
肯定已经达到。这将是我们每天都必须面对的固定思维的事情。
We're always going to be imperfect. There is going to be a gap between what is our espoused sort of culture
我们永远都会有不完美之处。我们所倡导的文化与现实之间总会存在差距。
and what is the lived experience. The question is are we working to bridge that gap?
什么是生活经验。问题是，我们是否在努力弥合这种差距？
拉近跟现实的距离，首先什么是现实？排除心理上的干扰才能看到现实，然后是活在当下，做好当下能做到的事，不断拉近和现实之间的距离。
And it's very uncomfortable especially in business where everything is graded by how close to perfection are you?
在商业领域，一切都被评判为你离完美有多近，这种情况尤其令人不舒服
To say let's be imperfect and celebrate imperfection, it's just a hard thing. And that's why leadership at the top,
说让我们接受不完美并庆祝不完美，这只是一件困难的事情。这就是为什么领导层要站在最前沿。
setting the tone, walking the walk, I think is the hard part. But anyway, that's the the real,
设定基调，言出必行，我认为这是最困难的部分。但无论如何，那就是真实的。
I would say challenge of being able to implement change at scale. >> Absolutely, and you want to set this culture of a growth mindset where people
我会说挑战在规模上实施变革。>> 绝对，您希望树立一种增长思维文化，让人们
Lead by example 以身作则
can take risks and make mistakes and learn from them. And you want to walk the walk.
可以冒险、犯错误并从中吸取教训。而且你想要言行一致。
When have you had to lead by example on this front? >> Well, I mean, every day I would say but in some sense,
你在这方面什么时候不得不以身作则领导？>> 嗯，我是说，我想每天都会这样，但在某种意义上，
the decision one makes in, for me,
在我看来，一个人做出的决定
the ability to sort of, take even diversity and inclusion.
能够在多样性和包容性方面进行排序。
Saying the words, saying we're going to make progress is one thing.
说出这些话，说我们要取得进步是一回事。
And then to recognize that progress has to be something that really
然后要认识到进步必须是真正的东西
has to come from one's own first change in behavior, right?
必须来自一个人自己首先的行为改变，对吧？
And take the everyday experience of the senior leadership team meeting itself.
并且考虑到高级领导团队会议本身的日常经验。
It's an interesting thing. Every time I question myself on everything that we talk about,
这是一件有趣的事情。每次我质疑我们谈论的一切时，
as what we espouse that is more broadly applicable across the company. How much of it is represented in the behaviors,
正如我们所信奉的那样，这在整个公司范围内更具普适性。其中有多少体现在行为中，
starting with me of our own senior leadership team? We have some very, very amazing women who are part of our leadership team.
我们的高级领导团队中有一些非常非常出色的女性。
能实体化的想法才是真的想法，只是微软的客户不会关心Excle/Word是不是女性做的，他们只关心Excle是不是好用。
Are they participating like anybody else? And in fact, am I allowing for
他们是否像其他人一样参与？实际上，我是否允许了呢？
them to be able to really make sure that we are listening to them? They are able to feel like they're driving the company.
让他们真正确信我们在倾听他们？他们能感觉自己在推动公司发展。
And starting with that type of sensibility, which by the way, is not constant.
从那种敏感开始，顺便说一句，这种敏感并不是恒定的。
But at least I'll be pushing. It's sort of the way I think I remind myself of how important to your boy.
但至少我会努力。这是我提醒自己你的孩子有多重要的方式。
But it's sort of putting it in everyday practice. We have three things that are the cultural I would say pillars for us, right,
但这是将其应用于日常实践。 我们有三个文化支柱，我想说，对我们来说是非常重要的。
one is diversity and inclusion. The other one is customer obsession. And then the other one is to bring the company together as one company as opposed
一个是多样性和包容性。另一个是客户至上。然后另一个是将公司汇聚为一个公司。
对比苹果，苹果的文化只有一点：做出伟大的产品。
to fragmented setup PnLs. All three of these are just super hard, easy to say, but
将利润和损失分散设置。这三者都非常困难，说起来容易，但是
require everyday practice starting with me. >> Certainly, and I think diversity and inclusion is an interesting one because
需要每天从我开始练习。>> 当然，我认为多样性和包容性是一个有趣的话题，因为
Diversity Inclusion 多元包容
it's a topic that can invoke a lot of defensiveness. So to apply a growth mindset to that area is particularly powerful.
这是一个可能引发很多防御性的话题。因此，将成长思维应用于这个领域尤为强大。
很容易把自己绕进去，但凡想的不够明白的都会绕进去，保护弱者的最好办法是支持强者，顶部提升了，底部会跟着提升。
>> Yeah, for example, the thing that we have recognized is
是的，例如，我们已经认识到的事情
you have to put, I mean you have to do a lot of things here. For example, we even changed the compensation of our senior leaders
你必须投入，我的意思是你必须在这里做很多事情。例如，我们甚至改变了我们的高级领导人的补偿。
starting, or even mine, to ensure that we take this as a huge priority.
开始，甚至是我的，以确保我们将其视为一个极其重要的优先事项。
You could say, well, is the compensation change the real thing? I'm not saying it's the only thing that needs to change, but
你可以说，赔偿改变是真的吗？我并不是说这是唯一需要改变的事情，但是
it's an important thing. I myself had probably perhaps not recognized that measuring things,
这是一件重要的事情。也许我自己可能没有意识到测量事物的重要性。
having a real metric around it, and then compensating is a good sort of start on a lot of fronts.
在许多方面，围绕它建立一个真正的度量标准，然后进行补偿是一个很好的开始。
But the thing that we've come to realize is every intern class that joins Microsoft every year is more diverse than the previous one.
但我们意识到的是，微软每年加入的实习生群体比上一届更加多样化。
But then they look around and say, well, where's that diversity in the company?
但是他们环顾四周，然后说，公司里的多样性在哪里呢？
And so that means, the real currency of a culture is inclusiveness.
因此，这意味着，一个文化的真正货币是包容性。
考核往往也是一种惩罚，如果衡量指标不符合事实是错上加错，Intel看着有这个问题，恐惧循环。
And that, I think is The core job of what leaders do,
我认为，这就是领导者的核心工作
and what is the everyday experience of what happens at Microsoft.
微软发生的日常经历是什么。
Interestingly enough, I've also come to recognize that first level manager,
有趣的是，我也意识到了第一级经理
has probably the most influence on what happens. And so, I distinctly remember as a lead at Microsoft with five people working for
对发生的事情可能有最大的影响。因此，我清楚地记得在微软担任领导时，有五个人为我工作。
me, who all were thinking, why is this guy leading us, right? I mean, it's always the case, because the first level job is the hardest job because
我，所有人都在想，为什么这家伙要领导我们，对吧？我的意思是，这总是这样，因为第一级别的工作是最艰难的工作，因为
there are five people who are also just recent graduates who are sort of looking at you and saying, I can do what you do.
有五个人也是最近毕业的，他们看着你说：“我也能做你做的事情。”
And then you have a boss who's asking you to do many things. And so it's sort of real pressure cooker, in the sense you sort of really have to
然后你有一个要求你做很多事情的老板。所以这有点像一个真正的压力锅，你确实必须。
do a lot, but that's when your attitude your nurturing of that five people who are working for you around inclusiveness, will matter a lot.
做很多事情，但当你的态度、你对那五个为你工作的人的培养以及包容性周围的人很重要。
So one of the things that we are doubling down is, are we truly supporting managers at all levels,
因此，我们正在加倍努力的一件事是，我们是否真正支持各级经理
to be able to sort of in fact support their team so that they can bring the best out of them, and then have them feel included as part of the company.
能够实际上支持他们的团队，使他们发挥出最佳水平，并让他们感觉自己是公司的一部分。
The Cloud 云端
>> So we've talked a lot about culture. Let's shift and talk a bit about strategy, and particularly the Cloud.
所以我们已经谈了很多关于文化的话题。让我们转移一下话题，稍微谈一下战略，特别是云。
Because today, we sort of take the Cloud for granted. But when you took over, it was still far from a short thing.
因为今天，我们有点认为云是理所当然的。但当你接手时，它仍然远非易事。
And you made this bold bet, cementing Microsoft strategy in the Cloud.
你做出了这个大胆的赌注，巩固了微软在云计算领域的战略。
How did you rally all those around that vision, when many were convinced it wouldn't work? >> I mean, our challenge with the Cloud was very, very,
你是如何在许多人认为不会奏效的情况下，团结所有人共同追随那个愿景的？>> 我的意思是，我们在云计算方面面临的挑战非常非常大，
very successful business in what was the client server error.
非常成功的业务是客户端服务器错误。
And sort of you look at ADP&L that says, here's a new business. By the way, it's got gross margins that are sort of 1/4
你看看 ADP&L，它说，这是一个新业务。顺便说一句，它的毛利润大约是 1/4。
of this gross margins of the current business, and it will be good. It's hard to sort of look at those kind of transitions,
当前业务的毛利率，这将是好的。很难去看待那种转变，
because all rationality says that you should avoid it as much as possible.
因为所有的理性都表明，你应该尽量避免它。
And except in tech in particular,in many other businesses, these transitions are secular, they're inevitable.
除了特定的技术领域外，在许多其他行业，这些转变是长期的，它们是不可避免的。
And so the question is, how do you make that transition?
那么问题就是，你如何进行这种过渡？
And that's where I must say, Steve, when he was a CEO was the one who gave me permission.
那就是我必须说的地方，史蒂夫在担任首席执行官时是那个给予我许可的人。
And the decision he made was, look, we want to go after this.
他做出的决定是，我们要追求这个。
And one of the things that I've realized as leaders, and many of you in your career are going to make this kinds of decisions.
作为领导者之一，我意识到，在您的职业生涯中，您将不得不做出这种决定。
We're all about solving this over constrain problem, right? I mean, classic over constrain problem as we have a huge profit margin.
我们都致力于解决这个过度约束的问题，对吧？我的意思是，就像我们拥有巨大利润率的经典过度约束问题一样。
And now you gotta go build a new business, that sort of replaces this business.
现在你必须要建立一个新的业务，来取代这个业务。
And by the way, you should have the same gross profit margin. And guess what? It's not possible.
顺便说一句，你应该有相同的毛利率。猜猜怎么着？这是不可能的。
So someone somewhere has to remove some constraint. Who does it? Leaders do it.
所以某人必须解除某些限制。谁来做？领导者来做。
So you remove the constraint ,called gross margin. He said go in this market.
所以你移除了被称为毛利润的约束。他说进入这个市场。
扯的有点远，Salesforce认为固守桌面软件是脑子进水了，用户需要更简单、更容易上手的软件，然后Salesforce、ServiceNow迅速成为千亿级别的软件企业。
And that's what was then made it possible, for us to do all those things that have now gotten us to the other side.
那就是当时使这一切成为可能的原因，让我们能够做出那些如今让我们走到了另一边的事情。
But to me, I've learned a lot from that. So in fact, if anything, I feel like as a leader, sometimes you
但对我来说，我从中学到了很多。所以实际上，如果有什么的话，我觉得作为一个领导者，有时候你
get to speak from both sides of the mouth, which is I need growth and I need profit. In many cases, your job as leaders is to in fact unconstrained, take on the risk.
我需要成长，也需要利润。在许多情况下，作为领导者，你的工作实际上是无拘无束地承担风险。
In fact in the first multiple years, Amy Hood who's my CFO and
事实上，在最初的多年里，我的首席财务官艾米·胡德
myself we said look, let us take on the risk. And then actually metric a lot of our leaders,
我们说，让我们承担风险。实际上，我们的许多领导者都是度量标准。
more on customer satisfaction usage versus profit, revenue even.
客户满意度的使用比利润、收入甚至更多。
And I think that that's sort of the type of decision making one needs, in order to make these harsh transitions.
我认为这就是需要的那种决策方式，才能做出这些艰难的转变。
Culture and Strategy 文化与战略
>> And when you look back and you look at all you've done on culture, and strategy, and making this ball bud, are you able to tell which one moved the needle more for Microsoft's renew.
当您回顾并审视您在文化、战略和推动这个球发展方面所做的一切时，您能否确定哪一项对微软的复兴起到了更大的推动作用。
>> I fundamentally believe that strategies or markets will always be coming and going, there will be lots of changes.
我基本上相信策略或市场总是会来来去去，变化无常。
I'm a fundamental believer in that sense of purpose and culture as the two pillars that are necessary in order to
我坚信使命感和文化是必不可少的两大支柱
get a lot of other things right. Of course, if you don't get your strategy right, or
做对很多其他事情。当然，如果你的战略不正确，或者
your ability to sort of right a particular wave of innovation. And especially in tech, it's pretty harsh, right?
你有能力驾驭某种创新浪潮。尤其是在科技领域，是相当严苛的，对吧？
I mean, it's very hard to recover. But that said though, the question is what is it that will give you the best
我的意思是，恢复起来非常困难。但话虽如此，问题是什么才能给你最好的。
probability of even catching those. And to me that sends a purpose, which I think is reflection of what you're
甚至有可能捕捉到它们。对我来说，这传达了一个目的，我认为这反映了你的内心。
innately good at as an organization, right? It's competitive advantage, except it's codified in that identity.
作为一个组织，天生就擅长这个，对吧？这是竞争优势，除非它被明确规定在那个身份里。
And culture is what allows you to express that identity with new opportunity.
文化是让你有机会用新的方式表达自己身份的东西。
这里的文化就是面对现实，那些缝隙里成长起来的企业已经做成上千亿美元，然后微软的优势还剩下多少？不过能面对这样的事实已经很不容易。
Impact at Scale 规模影响
>> I think many of us in this room want to use our careers to create impact at scale, and you have committed almost 30 years to Microsoft,
我认为在座的许多人都希望利用自己的职业生涯产生广泛影响，而您已经致力于微软近 30 年
which seems unfathomable to many of us. How do you think about- >> Flies by.
对我们许多人来说，这似乎是难以理解的。你怎么看待- >> 飞过。
[LAUGH] >> How do you think about entrepreneurship, and this idea for those among us who maybe want to work in large
[笑] >> 你如何看待创业，以及对于那些也许想在大公司工作的人来说这个想法？
organizations to create change in the world, what advice would you have? >> Yeah, I mean look, I mean I think that all organizations,
要在世界上创造变革的组织，你有什么建议？>> 是的，我是说，我是说我认为所有的组织，
small or large, all have amazing opportunities. But I'll make the case for a large organization,
无论规模大小，都有令人惊叹的机会。但我会为大型组织提出论点，
and especially an organization like Microsoft. I mean think about it, if you want to have an impact at scale, in fact one of the reasons, there are two things.
尤其是像微软这样的组织。我的意思是想想看，如果你想要产生规模影响，事实上有两个原因。
When I'm going to recruit at a college, I'm always telling people, like hey look, if you want to be cool, go join somebody else, but
当我去大学招聘时，我总是告诉人们，嘿，如果你想变酷，去加入别人吧，但
if you want to make others cool join Microsoft. And I say that because I believe that
如果你想让其他人变得很酷，加入微软。我这么说是因为我相信。
这种相互矛盾的语言习惯是处于自我消耗的外部特征，这两者有什么区别？马斯克说是一颗土豆，确实有些道理。
which other organization will be able to have in 190 plus countries, the impact on small business productivity, public sector efficiency,
哪家其他组织能够在 190 多个国家对小型企业生产力、公共部门效率产生影响，
相当于买辆好车来证明自己，想的不够明白的终究走向恐惧循环。
multinationals in any part of the world and their competitiveness globally. Health outcomes, education outcomes.
世界各地的跨国公司及其在全球范围内的竞争力。健康结果，教育结果。
This is scale at enormous rate. And so therefore if you want, join a company like this, but
这是以巨大速度扩张的规模。因此，如果你想要的话，加入这样的公司。
then you have to have the following, I'd say sensibility.
那么你必须具备以下，我会说的敏感性。
Guess what, you've gotta work with others. [LAUGH] In other words, that's I think a key important skill.
猜猜看，你得和其他人合作。[笑] 换句话说，我认为这是一个关键重要的技能。
Like, what does it mean? I mean, you do a lot of that, many of you have got a lot of work experience even before coming to business school.
喜欢，这是什么意思？我的意思是，你们做了很多这样的事情，很多人在来商学院之前就有很多工作经验。
But fundamentally, to do anything useful, and big, and upscale, it's all about teams.
但从根本上讲，要做任何有用的、大规模的、高端的事情，关键在于团队。
Teams inside or teams outside. That's what it takes. And the second thing that you also need, is to realize
内部团队或外部团队。这就是所需的。而你还需要的第二件事，就是意识到。
that a lot of people talk about the matrix and the complexity of large organizations.
很多人谈论矩阵和大型组织的复杂性。
That's again the case. I mean even for small companies, you just have a different type of matrix. You'll have a VC.
这又是一个例子。我是说，即使对于小公司，你也会有不同类型的矩阵。你会有一个风险投资公司。
You'll have a board. You'll have a customers. So it's you're never going to escape working with people.
你会有一个团队。你会有客户。所以你永远无法摆脱与人合作。
对比乔布斯，乔布斯的表达很简洁，聪明人喜欢跟聪明人一起工作。
You're never going to escape bringing multiple constituents together.
你永远无法摆脱将多个成分聚集在一起的情况。
And I think that you should pick whether whatever size of organization recognize that scale only comes, because you bring able to bring many constituents together.
我认为你应该选择无论组织规模大小，都要认识到规模只会增长，因为你能够将许多成员聚集在一起。
AI and Humanity 人工智能与人类
>> You say that we can never escape working with people, which brings me to my next section on AI.
你说我们永远无法摆脱与人合作，这让我想到了下一个关于人工智能的部分。
>> [LAUGH] >> You are a big component of AI, and you.
>> [笑] >> 你是人工智能的重要组成部分，而你。
Believe that AI will be good for humankind and you argue that in an AI future, human traits like empathy and creativity will be more important than ever.
相信人工智能对人类有益，你会认为在人工智能的未来，像同理心和创造力这样的人类特质将比以往任何时候都更加重要。
And yet in some ways, technology has made us less connected. So how do you see AI augmenting humanity rather than detracting from it?
然而，在某些方面，技术使我们的联系变得更少。那么，您如何看待人工智能是如何增强人类而不是削弱人类的？
>> Look, first of all I'm excited I'm going to spend sometime with your own work around this. Human centered AI and the work you're doing there, I think it's so important.
首先，我很兴奋能够花一些时间研究你们在人工智能方面的工作。我认为以人为中心的人工智能和你们在那方面所做的工作非常重要。
Here is how I come at it. First, before we get into some of the unintended consequences of AI.
这是我的看法。首先，在我们讨论人工智能的一些意外后果之前。
One of the areas that I am deeply involved in, is accessibility, right?
我深度参与的一个领域是可访问性，对吧？
Think about what AI has done to people who need the most help, right? Say if you have,ALS now with Eyegaze, you can type and communicate.
想想人工智能对那些最需要帮助的人做了什么，对吧？比如说，现在有了 ALS 患者可以通过眼神追踪技术进行打字和交流。
If you have visual impairment of any sorts,
如果您有任何形式的视力障碍，
you can interpret the world by using the latest in computer vision. If you have dyslexia be using some machine reading and
您可以通过使用最新的计算机视觉来解释世界。如果您有阅读障碍，可以使用一些机器阅读技术。
comprehension techniques you can start teaching a middle school kid how to read,
理解技巧，您可以开始教一个中学生如何阅读
because reading then leads to their participation in our economy. So I would first say, so AI and say AI capabilities are helping more of us
因为阅读会促使他们参与我们的经济。所以我首先要说，AI 和 AI 能力正在帮助我们更多的人。
participate fully in our societies and in our economies. That doesn't mean we shouldn't be clear-eyed about the consequences of
充分参与我们的社会和经济。这并不意味着我们不应该清醒地看待的后果。
AI, right? If the first one is what are the ethics of AI. We as in fact, creators of these platforms and
人工智能，对吧？如果第一个问题是人工智能的伦理问题。我们实际上是这些平台的创造者。
tools have to even before we even get to sort of the big topic of ethics, improve the state of the art of the software engineering around AI.
工具必须在我们甚至开始讨论伦理这个大话题之前，改善围绕人工智能的软件工程的现状。
So that things like bias and so on are being dealt with.
所以偏见等问题正在得到处理。
There's this fantastic line I love of Real Case, which is he talks about how
有一句我非常喜欢的 Real Case 的经典台词，他谈到了如何
the future enters in you and transforms itself in you before it becomes real.
未来进入你，并在你身上转变，然后才变为现实。
So we are creating AI, it's humans who are creating AI, so we get to shape,
所以我们正在创造人工智能，是人类在创造人工智能，所以我们可以塑造
what the craft of creation of AI looks like, how we design systems where the human is in we get to decide that as a society.
人工智能创造的工艺是什么样的，我们如何设计系统，让人类参与其中，我们作为一个社会可以决定这一点。
What we are comfortable with and what we are not comfortable with. So I don't want to abdicate all of that and
我们所熟悉的和我们不熟悉的。所以我不想放弃所有这些。
feel like this is just going to happen outside of our control. So that's at least how I think about it and also in the employment side,
感觉这只是会在我们控制之外发生的事情。这至少是我对此的看法，也是在就业方面，
I do believe that for example, this. Is it zero sum?
我确实相信，例如，这个。这是零和吗？
I don't think that is the case. I think that there will be more jobs. The question is, how do we really use, in fact, all of the sort of levers we have,
我不认为情况是这样的。我认为会有更多的工作。问题是，我们如何真正利用我们拥有的各种杠杆。
economic and social, to skill people for the jobs that are going to be there? And many of those skills might be different types of skills than
经济和社会，为那些即将出现的工作培训人才？而且许多这些技能可能是不同类型的技能
the ones that are valued today. For example, there's no reason why our society can't have wage support for
今天受到重视的那些。例如，我们的社会为什么不能提供工资支持，没有理由。
teachers. And in a different way, in a world where there's a lot of abundance of
老师。在一个充满丰富的世界里，以不同的方式。
AI doing a lot of other things for us, or artists, or what have you. So therefore, I think we will come up with mechanisms.
AI 为我们做了很多其他事情，或者为艺术家做了很多其他事情。因此，我认为我们将提出机制。
And I hope that we have, and in fact, more than hope. I feel that we shouldn't abdicate our responsibility to control our own
我希望我们已经做到了，事实上，不仅仅是希望。我觉得我们不应该放弃控制自己的责任。
能力上远不如皮衣黄，芒格讲的所有者和管理者最好能统一。
future that I think we all want to live in. >> And given Microsoft's vision to democratize AI,
我认为我们都想生活在的未来。>> 考虑到微软推行人工智能民主化的愿景，
Who to partner with 与谁合作
there are concerns about what might happen if those tools get into the wrong hands. And you've just mentioned not to abdicate that sort of responsibilities.
对于这些工具落入错误的手中可能会发生的情况存在担忧。你刚刚提到不要放弃这种责任。
So how do you think about who to partner with in light of those concerns? >> Right, there's multiple things.
那么考虑到这些问题，你如何看待与谁合作？>> 是的，有很多因素。
So, one is what is it that we ourselves will do to, in some sense,
那么，我们自己将会做些什么，从某种意义上说，
have some core principles that define what we do and then who we work with.
有一些核心原则定义了我们的工作内容以及我们合作的对象。
Take facial recognition that's quickly becoming the topic which I think is going to even have regulatory frameworks around it.
面部识别正迅速成为一个话题，我认为甚至会有监管框架围绕它。
In the State of Washington, we participated even in creation of that regulation.
在华盛顿州，我们甚至参与了该法规的制定。
So I think that first before even the regulation is in place, we have
所以我认为，甚至在监管措施出台之前，我们就已经有了
guidelines on what we think is the right use because the maturity of the models really make it only sensible to use it in certain use cases and not in others.
我们认为正确使用的指导方针，因为模型的成熟度确实使得只在某些用例中使用它变得合理，而在其他情况下则不合适。
And being clear about it and then ensuring that that's what we do, and then working
明确这一点，确保我们做到这一点，然后努力工作
knowing that there will be like there's food safety there should be AI safety. There will be regulation and we should be okay with it.
知道会有食品安全，就应该有人工智能安全。会有监管，我们应该接受。
In fact even if anything our practices, in our data of what's good, what's not. What's the state of technology should inform that regulation.
事实上，即使我们的做法，也应该根据我们的数据来判断什么是好的，什么不好。技术的现状应该指导相关的规定。
Regulation 法规
>> So you bring up the topic of regulation. And today it seems that relationships between regulators and
所以你提出了监管的话题。而今天，监管机构和监管对象之间的关系似乎变得更加复杂。
many large tech companies are fraught. In its early days, Microsoft may have fought its own battles but
许多大型科技公司都备受困扰。在早期，微软可能曾经打过自己的一些战斗，但是
today Microsoft is leading with openness. And so what's your advice for aspiring tech leader here on balancing
今天微软正在引领开放。那么，您对渴望成为科技领袖的人在平衡方面有什么建议？
that pressure to grow as a company with your responsibility to society? >> That's an interesting question.
作为一家公司，您感受到了与社会责任共同增长的压力吗？>> 这是一个有趣的问题。
Here's what I have at least learned. In fact, Brad Smith who is another colleague of mine who recently wrote
这是我至少学到的东西。事实上，布拉德·史密斯是我的另一位同事，最近写了
a book called Tools And Weapons. He reflects because he was very much part, he worked for Bill.
一本名为《工具和武器》的书。他反思是因为他非常重要，他为比尔工作。
He worked with Steve and now he works with me, very much part of our own struggle.
他曾与史蒂夫一起工作，现在他与我一起工作，非常地参与我们自己的奋斗。
I would say the one thing that we, at least I took away from that time is,
我会说，至少我从那段时间中学到的一件事是，
when there is, I'd say a lot of criticism of whatever it is that you're doing,
当有很多对你所做的任何事情的批评时，我会说
I think that it's appropriate for us to look in the mirror and perhaps learn about what it is that we're being criticized about.
我认为，审视自己并了解别人批评的内容是合适的。
And perhaps there are changes that we need to actually bring about. So I would say scrutiny of large organizations is absolutely something that
也许有一些变化是我们确实需要实现的。因此，我会说对大型组织的审查绝对是一件非常重要的事情。
is going to only happen, and I think large organizations should welcome it.
这只会发生一次，我认为大型组织应该欢迎这一变化。
And we all can learn from it. And the core though, especially in technology business, we
我们都可以从中学习。尤其是在技术业务中的核心。
collectively as an industry have to just mature and mature at a very fast rate.
作为整个行业，我们必须迅速成熟起来。
Because the impact of digital technology in our lives and in our society is so
由于数字技术在我们的生活和社会中的影响如此之大
deep now, that for us to assume that we're just going to have unfettered
深入现在，对我们来说，我们假设我们只会拥有无拘无束的
access to all parts without
可以无障碍地访问所有部分
thinking about the unintended consequences of this technology are long gone.
这项技术可能带来的意外后果已经不再是问题。
And so therefore, for us as an industry, for us as a company, to both recognize the opportunity of these technologies and
因此，对于我们作为一个行业，对于我们作为一家公司，要认识到这些技术的机遇
the responsibilities, whether it's in security, whether it's in privacy, whether it's in AI and ethics, I think is going to be central.
责任，无论是在安全领域，还是在隐私领域，还是在人工智能和伦理方面，我认为都将是至关重要的。
And these are not going to be terms of competition, even. I think this is where the industriate at scale, has to get a lot better.
这些甚至不会是竞争的条件。我认为这就是规模化产业必须变得更好的地方。
And I think that that moment is upon us, and I do see positive change.
我认为那一刻已经来临，我看到了积极的变化。
But it is definitely a time for self-reflection and change.
但这绝对是一个自我反思和改变的时刻。
Leadership style and values 领导风格和价值观
>> So I want to circle back to your own leadership style and values. And what strikes me is that you seem to combine this sense of self and
所以我想回到你自己的领导风格和价值观。让我印象深刻的是，你似乎将自我感觉和
ability to stay true to your leadership style. You even have a story of Steve Ballmer telling you it's too late to be different.
能够忠于自己的领导风格。甚至有史蒂夫·鲍尔默告诉你，现在要改变已经太迟了。
With, on the other hand, this real belief in a growth mindset. And I think for
另一方面，这种对成长思维的真正信仰。我认为对于
many of us that the GSB there's this question of how do you stay true to your own style while still knowing when and how to grow in the right direction.
在许多人看来，GSB 存在这样一个问题，即如何在保持自己风格的同时，又知道何时以及如何朝着正确的方向发展。
如果你的风格是对的，方向自然是对的，如果你的风格都是偏见和幻觉，方向自然是错误的。
And so how do you think about those two things? Yeah, I mean,
那么你对这两件事情有什么看法？是的，我的意思是，
I think the ability, 我认为这种能力，
To understand yourself is actually, it's a lifetime's journey, right?
了解自己实际上是一生的旅程，对吧？
It's a journey of your lifetime to really unpack who you are, and what you are good at, what makes you tick, what are your passions.
这是一次终身的旅程，真正揭开你是谁，你擅长什么，是什么激励着你，你的激情是什么。
It's something that, what makes you happy, the question that my mother asked me all the time and in fact,
这是一件让你快乐的事情，这是我妈妈一直问我的问题，实际上，
the older I get, the clearer I am in understanding even what she was asking.
随着年龄的增长，我对她当时提出的问题甚至更加清晰。
And then to be able to understand others, that's also another journey of a lifetime, right?
然后能够理解别人，这也是一生的另一段旅程，对吧？
说成旅程的意思是缺陷已然形成，总想着修补，结果总是不够理想。
Which is you sort of feel like you understand what others are saying. You understand where they're coming from.
这让你有一种理解别人在说什么的感觉。你明白他们的想法从哪里来。
I think that's really what is going to perhaps help you.
我认为这可能真的会帮助你。
With both be true to yourself, your identity, what makes you tick,
坚持做真实的自己，忠于自己的身份，坚守内心的使命
what makes you happy, while knowing that ultimately I think a lot of
让你快乐的是什么，同时我知道最终我想很多
that satisfaction you get is because of your ability to empathize.
你感到满足是因为你有共情能力。
The ability, it could be your family, it could be your work place. That's the other thing that I have come
能力，它可能是你的家庭，也可能是你的工作场所。这是我所经历的另一件事情。
to realize is we can be transactional at work. I'll tell you there was this gentleman, another GSB grad whom I work for,
实现的是我们在工作中可以进行交易。我会告诉你，有这样一个绅士，另一位斯坦福商学院的毕业生，我为他工作。
Doug Bergam, who i s actually the governor of North Dakota nowadays.
道格·贝加姆，实际上是北达科他州现任州长。
But there was this time in my mid 30s, he said something to me which just had a profound impact.
但在我三十多岁的时候，有一次他对我说了一些话，对我产生了深远的影响。
He said, look, you're going to work at Microsoft more time than you are going to even going to spend with your kids.
他说，看，你在微软工作的时间比你和孩子在一起的时间还要多。
And I said wow, that sounds pretty harsh. [LAUGH] And yet it is true.
我说哇，听起来相当严厉。[笑] 但这是真的。
And his main point was you better think about work having deeper meaning than being transactional.
他的主要观点是，你最好考虑工作具有比交易更深层含义。
老美随便弄个人就能把现实讲的很明白。
And as I've thought about that, the only way it's not going to be transactional is when you relate to people you work with.
当我考虑到这一点时，唯一不会变得交易化的方式就是与你一起工作的人建立关系。
And that's what you'll remember, the projects you worked on. The technologies will all be passe in time but
这就是你会记得的，你参与过的项目。技术会随着时间过去而过时。
the people what you did, how you behave, what was your, I take great pride in these people whom I've mentored or go on to do great things.
你所做的事情，你的行为方式，你的所作所为，我为那些我指导过或取得巨大成就的人感到骄傲。
That's the relationship that I think you seek out a while being true to yourself and what makes you happy.
这就是我认为你在坚持做自己并追寻快乐时寻找的关系。
Humility 谦卑
>> And you mentioned humility earlier and how important it is to you. And you have this quote that says,
你之前提到了谦逊，以及它对你有多重要。你还有这样一句话，说到：
when everyone is celebrating you is when you should be most sacred. And I think it's safe to say that, people are celebrating Microsoft's renewal.
当每个人都在庆祝你的时候，你应该最为庄严。我认为可以肯定地说，人们正在庆祝微软的更新。
So how do you keep yourself and your teams grounded among the success? >> That's a great question.
那么在成功的过程中，你是如何保持自己和团队脚踏实地的呢？>> 这是一个很好的问题。
There's this book I recently read by David Brooks called The Second Mountain.
最近我读了一本大卫·布鲁克斯（David Brooks）的书，名为《第二座山》。
It was an interesting book because he talks about it mostly in the context of us.
这是一本有趣的书，因为他大多数时候是在我们的背景下谈论它。
There's that first mountain which is what perhaps many of you as graduates of GSB are going to be on and you're going to seek excellence and
有那座第一座山，也许作为斯坦福商学院的毕业生，你们中的许多人将会在那里，并且你们将追求卓越
success in the professional career. And then you're eventually going to get to that second mountain and then you're
在职业生涯中取得成功。然后你最终会到达那座第二座山，然后你就会
going to sort of, in his words, relate to the world and community and what have you.
他说，要与世界、社区等相关联。
And I feel that that's really what's there for Microsoft. The way having gotten to whatever high market cap in 98,
我觉得这才是微软的真正所在。在 98 年达到了任何高市值的方式。
now for us it's more not our market cap but what is our market cap leading to?
现在对我们来说，更重要的不是我们的市值，而是我们的市值导致了什么？
To your point, if you celebrate our success but fundamentally
就您的观点而言，如果您庆祝我们的成功，但从根本上说
realize if you sort of go back to our mission and our business model, right?
如果你回到我们的使命和商业模式，你会意识到
It's not even a sense of mission and purpose that somehow abstracted away from what's core driving our business model.
这甚至不是一种使命感和目的感，而是从某种程度上抽象出来的，远离了驱动我们业务模式核心的东西。
We need to see success all around us, that's it. And so, if we celebrate that small business in Kenya or
我们需要看到成功无处不在，就是这样。因此，如果我们庆祝肯尼亚的小企业
that large multinational in Sweden or that public sector company in Indonesia or Vietnam.
瑞典的大型跨国公司或印度尼西亚或越南的公共部门公司。
That's what's going to help us be grounded and be successful.
这将帮助我们脚踏实地并取得成功。
And so that invoking of that everyday sense of purpose is what I think is going to help us the most.
因此，我认为唤起那种日常意义的目的感会对我们最有帮助。
Decision framework 决策框架
>> Thank you Satya and I think on that note we will turn it over to some questions from the audience.
谢谢 Satya，我想在这一点上我们将把话题转向观众提问。
>> Okay. >> Is this thing on? Hi, my name is Tara Carrad Pear and I am a first year MBA student.
>> 好的。 >> 这个东西开着吗？嗨，我叫塔拉·卡拉德·皮尔，我是一名一年级 MBA 学生。
And I'm asking this question in conjuction with my classmate Jeff Krueger who unfortunately couldn't be here but we're both interested.
我和我的同学杰夫·克鲁格一起提出这个问题，不幸的是他不能在这里，但我们两个都很感兴趣。
You've mentioned that at Microsoft you've made a principal decision that you're not going to withhold technologies from institutions that have been elected in democracies to protect the freedoms we enjoy. This position, as you probably know stands in contrast to a number of your peer tech
在微软工作期间，您提到您做出了一项重要决定,即不会阻止民主国家的政府机构获取我们所享有的自由权利所需的技术。这个立场，你可能知道与你的一些同行技术人员形成对比。
companies here in the valley. Can you elaborate on your decision framework as CEO to have
在这个山谷里的公司。您能详细说明您作为首席执行官的决策框架吗？
Microsoft Pursue US Department of Defense contracts like the Jedi Cloud Project at DOD?
微软是否会像美国国防部的绝地云计划一样追求美国国防部的合同？
>> Yeah, I mean, first of all, one of the things that we're engaged in is with deep respect for
是的，我的意思是，首先，我们所从事的事情之一是怀着深深的尊重
all opinions that people may have on things that we should be concerned about.
人们可能对我们应该关注的事情持有的所有观点。
But on this one, we've been very clear from day one on the statement you read out which is I feel that I have great belief in democratic institutions and
但在这一点上，我们从一开始就非常清楚，就是你所朗读的声明，我认为我对民主制度有着极大的信仰
our democratic process. And one of my big fears is that, somehow CEOs or corporations try and
我们的民主进程。我的一个大担忧是，某种方式下，CEO 或者公司会试图。
substitute for what I think in the long run is the most important thing for
替代我认为从长远来看最重要的事情
us, which is our democracy to work as designed.
我们，这是我们的民主按设计工作。
And in this case, if we don't like what our government does, we have this one great opportunity which is we get to change, we get to vote.
在这种情况下，如果我们不喜欢政府的做法，我们有一个很好的机会，那就是我们可以改变，我们可以投票。
We get to even take principle stands against our government if we do think that that is something that we want to fight for.
即使我们认为这是我们想为之奋斗的事情，我们甚至可以对我们的政府采取原则立场。
In fact, Microsoft, whether it's in the previous administration or in this administration, we've had cases.
事实上，微软，无论是在前一届政府还是在本届政府，我们都有案例。
It was the Warren case around privacy is something that we were able to go fight.
这是关于隐私的沃伦案，我们能够去争取。
And then ultimately, through the Cloud Act bring about change. Which was a bipartisan legislation, which I feel is a good step in the direction
最终，通过《云法案》带来改变。这是一项两党立法，我认为是朝着正确方向迈出的一步。
of having privacy enshrined in a legislative sort of set of processes.
在立法程序中确立隐私。
So that's how I look at it. I don't see how withholding technology from I said the institutions
这就是我的看法。我不明白如何才能从我所说的机构中扣留技术。
that we have elected that are subject to civilian control ultimately to protect the freedom we enjoy is going to help.
我们选举的人最终受民事控制，以保护我们享有的自由。
That doesn't mean we shouldn't have ethical principles, we shouldn't advocate for ethical principles.
这并不意味着我们不应该有道德原则，不应该倡导道德原则。
And in fact these institutions that we're talking about have perhaps more of a history around these ethical principles as well.
事实上，我们所讨论的这些机构在这些道德原则方面可能有更悠久的历史。
And so for us to rely on that and reinforce that I think would be important. >> Hi am Kashaan,
所以，我认为依赖于这一点并加以强调对我们来说是很重要的。>> 嗨，我是 Kashaan，
I'm from. I'm a second year MBA student.
我来自。我是一名二年级的 MBA 学生。
Would you come to the US 你会来美国吗
>> Good city. >> [LAUGH] >> It's a great city. So my question is today if you were a 22 year old engineering graduate from India,
好城市。[笑] 这是一个很棒的城市。所以我的问题是，如果你是一名来自印度的 22 岁工程专业毕业生，
would you stay back in India and work in the tech and startup ecosystem or would you come to the US and why?
你会留在印度，在科技和创业生态系统中工作，还是会来美国，为什么？
And if you come to the US how can We all think of contributing back to our home country.
如果您来到美国，我们如何想到回馈我们的祖国。
>> Yeah, no, yeah. It's an interesting one. I really literally growing up, never thought I'll ever go outside of Hydro but
是的，不，是的。这是一个有趣的事情。我真的从小到大，从来没有想过我会离开 Hydro。
I had very, I would say very self satisfying sort of goals in life. I wanted to play cricket and work for a bank.
我在生活中有非常、我想说非常令人满意的目标。我想打板球并为银行工作。
And. [LAUGHTER] and things changed. Look, I feel that the opportunity,
然后。【笑声】事情发生了变化。看，我觉得这是一个机会，
whether it is in India or rest of Asia or Africa. We just created two development centers in Africa, both on the west and
无论是在印度还是在亚洲其他地区或非洲。我们刚刚在非洲建立了两个开发中心，一个位于西部。
east side coasts of Africa, there is great opportunity.
非洲东海岸有巨大的机遇。
There's great talent. I think digital technology in particular is a real democratizing force.
有很多优秀的人才。我认为数字技术特别是一种真正的民主化力量。
We were talking even back stage about how even when the rest of the infrastructures challenged, there's very novel ways for
我们甚至在后台谈论，即使其他基础设施受到挑战，也有非常新颖的方法
digital technology to overcome some of those things, because of the most malleable nature of software in some sense.
数字技术可以克服其中一些问题，因为软件在某种意义上具有最具可塑性。
So, therefore, I think there's opportunity everywhere in the world. But, at the same time, for you to come here,
所以，我认为世界上到处都有机会。但与此同时，你要来这里，
learn from, ;earning a place like the GSB and being inspired and
从像 GSB 这样的地方学习，并受到启发
go back is an opportunity, I would take if that came about, but
回去是一个机会，如果有机会的话，我会抓住
at the same time, it doesn't mean that's the only opportunity I had to have impact.
同时，这并不意味着那是我唯一可以产生影响的机会。
It's interesting you bring up because globalization, let's face it is going through a little bit of a challenging phase.
有趣的是你提到全球化，让我们面对现实，它正在经历一段具有挑战性的阶段。
And I think that its deserved in some sense because the globalization
我认为在某种程度上这是应得的，因为全球化
was celebrated to a point where the inequities that were getting you know founded I guess.
被庆祝到一个程度，那些不公平的事情开始显露出来，我想你知道。
inequities that developed in local communities were not addressed. Whatever happens in this next phase of globalization will not only, in fact help,
在当地社区中出现的不公平现象没有得到解决。无论全球化的下一阶段发生了什么，实际上都不仅会帮助。
that grand convergence of opportunity all over the world, which was, by the way, a very good thing in that first phase of globalization, but also address the local
世界各地机遇的巨大融合，顺便说一句，在全球化的第一阶段是一件非常好的事情，但也要考虑本地情况
inequities, whether it's in India or in in Palo Alto. I think that that's what I think is needed whereas there is real innovation that
不公平，无论是在印度还是在帕洛阿尔托。我认为这就是我认为所需要的，而真正的创新则是。
brings equitable growth everywhere is perhaps the opportunity for GSB grads in 2019.
为 2019 年的 GSB 毕业生带来公平增长的机会可能存在于各个地方。
Biggest adjustment to your leadership style 领导风格的最大调整
Hello. Hi, I'm Casey MBA too. I also worked at Microsoft before I came here.
你好。嗨，我也是 Casey，也是 MBA。我来这里之前也在微软工作过。
I think I might be the only one .NET team. Let's go. >> It's great. >> [LAUGH] >> I was just wondering in your rise to
我想我可能是唯一一个.NET 团队。让我们走吧。>>太棒了。>>[笑]>>我只是在想，在你的崛起中
the top, what was the biggest adjustment you made to your leadership style? As you move up in the company.
在公司晋升时，您在领导风格上做出的最大调整是什么？
>> You know, It's interesting, I must say there's many, many dimensions.
你知道，这很有趣，我必须说有许多，许多维度。
不清楚才会说有很多因素，能看清楚的总是能抓住重点。
Perhaps the biggest adjustment was that ability to grapple with what is it that uniquely only you can do, versus what
也许最大的调整是要能够应对只有你才能做到的独特事物，与其他事物相比
others in the team can do getting much better at it was the most helpful.
团队中的其他人能够在这方面变得更加优秀是最有帮助的。
But the CEO job when I look back at it and many of you, who may,
但是当我回顾 CEO 这份工作，以及你们许多人时，可能会发现，
start out in, and become even CEOs much earlier on in your career,
在职业生涯的早期阶段就开始，并且很快成为首席执行官
I had not understood perhaps even growing up at Microsoft how multi constituent the job is right I mean that's perhaps the biggest adjustment i've had to make.
我或许甚至在微软成长过程中都没有理解多元成分这份工作是正确的，我是说这可能是我不得不做出的最大调整。
定制软件的出路=死路。
Is recognizing, it's about customers, it's about partners, it's about all your employees, it's about your investors, it's about governments,
识别是关于客户，关于合作伙伴，关于所有员工，关于投资者，关于政府，
it's about many, many, many of these constituents. And by the way, it's not about, it's not like office hours for each one of them.
这涉及到很多、很多、很多这些成分。顺便说一句，这不是关于他们每个人的办公时间。
>> [LAUGH] >> It is about all of them, all. All the time. And how to think about that multi-constituent world I think
>>【笑】>> 这是关于所有的，全部。一直如此。以及如何思考那个我认为是由多个成分构成的世界。
is perhaps the biggest adjustment that one makes as you grow in any organization.
也许是在任何组织中成长时所做的最大调整。
And the faster you grapple with it, the better off you will be, and your organization will be.
越快应对，你就会越好，你的组织也会受益。
Lightning Round 闪电回合
So we'll now turn it back to our traditional lightning round and, [LAUGH] Don't be scared.
所以现在我们将把它转回到我们传统的闪电回合，[笑] 别害怕。
[LAUGH] We're changing it up a little bit, this time I'm going to
【笑】我们稍微改变一下，这一次我要
ask you to complete afew sentences for me so, I feel most energized when?
请你帮我完成几个句子，那时我感到最有活力？
>> I see someone very excited about the impact of what they're doing.
我看到有人对他们正在做的事情的影响非常兴奋。
我觉得很好是因为戴了一块名表，开了一辆好车。
>> What keeps me up at night is? >> What wakes up in the morning. >> [LAUGH] >> Good dodge there.
让我夜不能寐的是？>> 早晨醒来的是。>> [笑] >> 很好的闪避。
同样不敢正面问答。
I am most grateful for?
我最感激的是？
马斯克的回答在美国做成了他想做的事。
>> The sense of the love, the affection of people that
爱的感觉，人们的情感
I've had the good fortune, whether it's my family,
我很幸运，无论是家庭，
whether it's the people I've come across at work,
无论是我在工作中遇到的人，
the organizations that I'm involved in.
我参与的组织。
It's it's just such a blessing when I look back, that's the thing that sort of really, I'm most thankful for the people in my life in all spheres of it.
回顾过去时，我感到如此幸运，这是我最感激的事情，我感激生活中各个领域的人。
>> The most important piece of advice I could leave this audience with is? >> Is the piece of advice that Steve Ballmer gave me when I became CEO,
>> 我可以给这个观众群最重要的建议是什么？>> 那就是史蒂夫·鲍尔默在我成为 CEO 时给我的建议
be bold and be right. >> [LAUGH] >> Which is if you're not bold you're
勇敢并且正确。>> [笑] >> 如果你不勇敢，你就是错的。
刻苦的复制。
not going to do much of anything. And if you're not right you won't be there. [LAUGH] >> [LAUGH] Sacha thank you so
不会做太多事情。如果你不正确，你就不会在那里。[笑] >> [笑] 萨查，谢谢你。
much it's been a real pleasure.
很高兴真的很愉快。
>> Thank you so much. Thank you. >> [APPLAUSE] [MUSIC]
非常感谢。谢谢。[掌声][音乐]
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