IBM--CEO演讲

sy. The big challenges are in the fundamental transformation of the way things get done in the world. That is ause networks are at levelers. They dissolve barriers to entry the neutralized traditional assets like physical stores and branches. Networks dissolved the boundaries within and between companies, countries, continents and time-zones. It is not hyperbole to say that the network is quickly emerging as the largest, most dynamic, restless, sleepless marketplace of good services and ideas the world has ever seen. And naturally this comes with very profound applications. For one thing, they are all ready, time-honored processes that govern the way things work in the world, the way we buy and sell, the way we distribute things, the way we teach, and the way we interact with each other. That I will tell you that nearly every one of those conventions is being challenged by the network world.
Let me cite a few examples drawing on what we and IBM have learned from helping thousands of customers in the last year come to the Net. New competitors can come out of nowhere, overnight, and not just from within your industry. One of the most contentious, fast moving, and bare knocle battles waged today is, believe it or not, in book selling. The leader in this online race is "amazon.com". If you have not heard of them, do not feel bad. Three years ago, nobody heard of them. They did not exist. Their customers do not aware they exist physically, and they do not care. Amazon.com exists only in cyberspace. But with 2.5 million titles, it is nearly 15 times larger than the world's largest physical bookstore. It is open 24 hours a day, every day of the year. And they recently serve their one million of customer in Japan, one of 160 countries in which amazon ships books. Until recently they had the market to thelves. Now the traditional book sellers like Barns&Noble in the US, and medium firms like Burtlesman in Europe are jumping in. Can virtual companies like "amazon.com" battle against and beat these entrenched brands? Stay tuned. We do not know yet. The same kind of transformation is happening in retail banking, in car sales, in music entertainment, in insurance. And it is not just limited to the commercial world. Public sector institutions are being buffeted by the same powerful forces. In higher education, there is a university in Canada, Atherbasca University, that delivers 100 percent of its courses by what is called distant learning. No students on campus, no campus. All instruction is delivered online. And they have captured nearly 30 percent of all MBA students in Canada. Governments are using networks to transform every thing, from the way they buy goods and services, to the delivery of services to citizens. Singapore is putting 10 thousand suppliers online, reducing costs and increasing efficiency, and by the way is compared with the advantage in Asia. When the government of Verlancia in southern France, starts wiring entire villages, allowing citizens to conduct online transactions with local businesses, schedule a doctor's appointment, get information from their kids' school -- you know something interesting is starting to happen. And believe me in America, when in certain stage you can register your car on the Internet and not have to go a way in line. I can assure you something important is happening. Trust me on this one. Now all of us must realize this is not a spectator's sport, when I was just sitting here watching "amazon.com". Every institution and every entity must grab with this issue at the highest level as management. S&Base, Cacherdeck is one of the largest department stores in Europe. But they are making their first foreway into online sales. That is not an easy decision for an enterprise with huge investments and retail space, not to mention their economic model, their coop culture, rooted and traditional retail sales. Who made the decision for Cacherdeck to jump into online sales? I can assure you it was not their Web master. Increasingly, CEOs of companies, university presidents, government officials are stepping up to these issues. They are testing pilot sites, they are setting strategy, and they are answering questions like "How will this network world affect my organization?" "How are we threatened?" but more importantly, "How can I leverage this new medium for competitive advantage?" The toughest, most jocular decisions that need to be made are which browser or which server their core management and policy issues. This only escalates all these issues, only escalates as the network world marches on.
We have already talked about the first milestone that is the Net connecting, say a billion people to perhaps a million E-businesses. The next milestone is what we and IBM call pervasive computing. Fifty years ago where did you find electric motors? Big factories, power plants, and they were big and expensive. Today you might find a hundred electric motors in the typical home - they are in the appliances, heating, ventilation systems, CD player, the VCR, and, if you are so fortunate, the electric tooth-brush. We do not buy electric motors any more. They come inside of all the things we use and do every day. The same thing is going to happen with computing devices. Chips are getting so small and so inexpensive, (that) they are being embedded in every thing - cars, appliances, tools, doorknobs, clothes. Most significantly all of these tiny intelligent devices will be interwoven in the fabric of the computing and communications network. And what will this mean for consumers and enterprises? A quick example, think about driving down the autobahn.Your intelligent car develops an engine problem. But instead of flashing you a warning light, it sends a message directly to the manufacturer over a wireless connection to the Net. The manufacturer systems diagnose the problem, and they transmit a fix back to the electronic complex in your car. In fact, that electronic fix is transmitted to all models of that car anywhere in the world without having to notify the owners. And that is good for the driver, so also better for the car maker. Instant performance information captured and sent immediately into product development and manufacturing, continuous feedback loop, continuous improvement, resulting in better cars, good for the consumer and competitive advantage for the businesses to get there first. How can any company with tens of millions of vending machines scattered all around the world know at any point what is selling, what is not selling, how much of an item is left, or when to send a rood driver to empty the coin box. A little chip in each machine could check and report on all of those items with ease, and even better. Why could not that machine include a thermal stack that told it, it is freezing today, drop the price by 10 pfennigs. It is 35 dees, raise the price by 15 pfennigs. Soon we will see this hyper standard network world made up of a trillion interconnected intersecting devices. And this will intersect with the data capability I spoke of early -- pervasive computing meets deep computing. Companies and institutions will amass more data, more information than ever in history. And for the first time they will be able to do something productive with the turn raw data into knowledge and move that knowledge to the right people instantaneously. Personally I believe that future leadership companies and by the way future leadership institutions of all kinds will be those who know how to compete and win on the basis of knowledge -- learning, adapting and improving the vital asset we know as information.
Now I have covered a lot of ground here very quickly. I want to show you a brief video that illustrates some of these ideas that I have talked about.

(VIDEO)

The brilliant computer technology, which has enabled this biggest explosion in the last 20 years, is that they are getting increasingly more powerful without getting more expensive.
Make a chip run over one giga-hertz was someone like breaking the sound barrier on land. We really found that we can work at it. There is anything that you cannot build. And we have solved the problem and now we are  continue to increase frequency for the next 10 years.
Our ability to manipulate information and our ability to do video and multimedia are critically dependent upon having larger and larger storage devices. Recently we demonstrate a laboratory world recogdencive 11.6 billion bits per square inch for a hard disk drive. We want to be having a continued advance at storage capabilities when the physical limitations prevent us from extending current devices. That is why we are investigating using hologramed information, even manipulating individual items.
In the information age, up till now, the oriental culture has a disadvantage, ause of the difficulty in input. To do Chinese speech recognition, we need to improve recognition algorithm. Also we need fast computers. Now both conditions are there.
I am painfully slow in typing.
It takes so long to master the skill of typing Chinese.
“我带来我公司的最新产品。请在明天上午召开联席 - ‘It is just fast!' - 讨论销售合作的问题。”
Only in the last few years have computers ome powerful enough to do on-the-fly translation of languages.
You will be able to go into the World Wide Web, go to any site, anywhere in the world, and whatever language that particular site is written, and quickly browse and understand that information in your native language. It is about the same amount of time it takes for you to receive the Web page over the network. We intersect in the server. We do the translation, and we present the new page back to you.
International travel is growing at between 7 and 10 percent a year. And we see the pressure is on world control authorities, and the hastle on passengers continue into grow. We try to create fast ...so it appears very much like an Automati

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