關係的藝術︰微軟、中國和比爾蓋茲的先驅計劃
Guanxi (The Art of Relationships): Microsoft, China and Bill Gates' Plan to Win the Road Ahead |
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講者：
Robert Buderi
麻省理工學院國際研究中心安全研究計劃成員(Fellow, Security Studies Program, Center for International Studies, MIT)
《關係的藝術︰微軟、中國和比爾蓋茲的先驅計劃》合著者(Co-author, Guanxi (The Art of Relationships) Microsoft, China and Bill Gates' Plan to Win the Road Ahead)
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講者：
Gregory T. Huang
《新科學家雜誌》專題編輯(Features Editor, New Scientist)
《關係的藝術︰微軟、中國和比爾蓋茲的先驅計劃》合著者(Co-author, Guanxi (The Art of Relationships) Microsoft, China and Bill Gates' Plan to Win the Road Ahead)
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講者：
Robert Buderi: 麻省理工學院國際研究中心安全研究計劃成員(Fellow, Security Studies Program, Center for International Studies, MIT)
Buderi 在麻省理工的個人資料。
Gregory T. Huang: 《新科學家雜誌》專題編輯(Features Editor, New Scientist)
Huang 在「關係(Guanxi)」網站上的個人資料。
關於本次演講：
微軟於 1998 年決定在中國設立一個研究實驗室後，緊接著作家Robert Buderi和Gregory Huang發現，這個西方領導公司是如何處理與一個發展中之經濟大國間的創新事宜和合夥關係。Buderi 表示：「我們試圖透過關係人的觀點說出這個故事。我們參加他們的聚會、與他們打籃球……我們希望用比任何管理論文還要有趣、還要值得回憶的方式，在與任何新興國家進行交易的過程中吸取經驗與教訓。」
這兩位作家表示，Microsoft採用背離大多數西方公司的方式，迎向在中國市場創業的問題。Bill Gates不著重於銷售或廉價製造之可能性，他想招募中國廣大的電腦科學學生人才，並且以對 Microsoft 和中國互利的方式運用他們的能力。他在過去數年中持續拜訪中國高層領導人、建立關係和開啟大門。他運用「關係」－ 一個傳達信任和互利的中文名詞。Huang表示：「最重要的原則是必須花時間培養關係。關係是無法買到，也急不來的。」
Microsoft找到了領導合資事業的最佳人選—李開復，他成為「關係」中的重要角色之一。李開復生於台灣且在美國受教育，他了解如何將Microsoft的概念銷售給中國官員和學者。Huang說，他招募了菁英份子並雇用資深人員指導年輕人才。Buderi表示：「過程中遭遇了一些麻煩：聰明的年輕人才已習慣遵照特定指示，且不會想要脫離自己的路線。」這讓實驗室產生了危機，結果導致花費更多的訓練時間。
數年之內，該實驗室建立了五項核心專業領域，各為語音辨識、多媒體、繪圖、無線和搜尋，且開始發表世界級的論文和專利。
作者註明，諷刺的是，Microsoft的成功激發了許多模仿者，最有名的就是Google 挖走李開復，開始在中國建立類似的實驗室。撇開那場訴訟不論，作者依然相信「Microsoft過去做得不錯，但許多事情目前會因競爭而變得更好」。
After Microsoft decided to set up a research lab in China in 1998, authors Bob Buderi and Gregory Huang tagged along to find out how one of the West's leading corporations tackled innovation and partnership with a developing economic giant. Says Buderi, "We tried to tell the story through the eyes of the people involved. We went to parties with them; played basketball with them...We hope in the process we've drawn out lessons of doing business with any emerging nation, in ways that are more fun and memorable than any management treatise."
Microsoft, say the authors, went at the problem of opening up the China market in a way that was a departure for most Western companies. Instead of focusing on sales or cheap manufacturing possibilities, Bill Gates imagined tapping into China's vast pool of talented computer science students and harnessing their energy in a way that would be mutually beneficial to Microsoft and China. He visited China's top leaders repeatedly over the years, building a relationship and opening doors. He practiced Guanxi, a Chinese term that conveys trust and mutuality. Says Huang, the "most important principle is that relationships must be nurtured over time. They can't be bought or rushed."
Microsoft found the perfect person to head the venture - Kai-Fu Lee, who became one of the key characters in Guanxi. Born in Taiwan and educated in the U.S., Kai-Fu understood how to sell Microsoft's idea to Chinese officials and academics. He recruited the cream of the crop, says Huang, and hired senior staff to mentor young talent. There were bumps along the way: Brilliant as they were, young recruits, says Buderi, "were used to following specific instructions and wouldn't dream of taking off on their own course." This sparked a crisis in the lab, leading to much longer training times.
Within a few years, the lab built up five core areas of expertise, in speech recognition, multimedia, graphics, wireless, and search, and began pumping out world-class papers and patents.
Paradoxically, note the authors, Microsoft's success has inspired imitators, most notably Google, which snapped up Kai-Fu Lee to launch a similar lab in China. Vicious lawsuits notwithstanding, the authors believe "Microsoft had a nice run, but things will get better now with competition."
關於影片（影片時間索引）：影片長度為 42:07.
麻省理工學院人文圖書館館長(Head Librarian, MIT Humanities Library)Theresa Tobin介紹Robert Buderi。
1:44之時，Robert Buderi 與 Gregory Huang開始演講。
（註︰聲音不清楚，直到2:56）
34:07之時，講者請聽眾提問。
以上資料為本影片上傳至 MITWORLD 網站上當時所獲知的資訊。此影片上傳日為： 2006-07-17.
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