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And we talked about swarm networks earlier. And talking about the ultimate swarm, about having all of the processors and all of the cars when they're sitting idle being part of a global grid for computing capability. We find that premise quite exciting. The automobile becomes, then, an appliance, not in a commodity sense, but in an appliance, mobile power, mobile platform for information and computing and communication, as well as a form of transportation.
之前我們談到群網絡。最強大的群，是將所有的處理器、所有未處于使用狀態的汽車集合起來，作為全球電網的一部分來使用，這個假想讓我們振奮不已。汽車能夠成為一種電器但不是商品意義上的電器，而是作為一種能夠提供信息、計算、通訊的電器、移動電源、移動平臺，當然也是一種交通工具。
And the key to all of this is to make it affordable, to make it exciting, to get it on a pathway where there's a way to make money doing it. And again, this is a pretty big march to take here. And a lot of people say, how do you sleep at night when you're rustling with a problem of that magnitude? And I tell them I sleep like a baby: I wake up crying every two hours. Actually the theme of this conference, I think, has hit on really one of the major keys to pull that off — and that's relationships and working together. Thank you very much. (Applause).
但最重要的是我們要讓汽車價廉物美，變得令人興奮，并且有足夠的資金進行研發。要實現我們的設想還有很長的路要走。許多人說，你全身心考慮這樣一個巨大的工程的時候，晚上怎么睡得著？我告訴他們我的睡眠像小嬰兒一樣，每兩個小時就醒來哭一次。我認為這次研討會的主題，實際上就是策劃出關鍵要素，并予以實現——那就是關系網的建立與相互合作。非常感謝大家。
Chris Anderson: Larry, Larry, wait, wait, wait, wait, Larry, wait, wait one sec. Just — I've got so many questions I could ask you. I just want to ask one. You know, I could be wrong about this, but my sense is that in the public mind, today, that GM is not viewed as serious about some of these environmental ideas as some of your Japanese competitors, maybe even as Ford. Are you serious about it, and not just, you know, when the consumers want it, when the regulators force us to do it we will go there. Are you guys really going to try and show leadership on this?
克里斯·安德森（譯者注：他是TED大會主席）：拉里，拉里，等等，先別，先等會兒。我有很多問題想問你。一個問題是，也許我的想法有誤，不過在我看來，大眾認為，與日本的競爭對手，甚至是福特汽車公司比起來，通用汽車公司對那些環保汽車方面的想法和計劃并不嚴肅認真。你怎么看待這個問題呢？是不是因為消費者的需求，執政者的敦促，你們才開始認真對待這些想法？你們通用汽車是不是真的打算在這方面大展拳腳，做領頭人？
Larry Burns: Yeah, we're absolutely serious. We're into this over a billion dollars already, so I would hope people would think we're serious when we're spending that kind of money. And secondly, it's a fundamental business proposition. I'll be honest with you: we're into it because of business growth opportunities. We can't grow our business unless we solve these problems. The growth of the auto industry will be capped by sustainability issues if we don't solve the problems. And there's a simple principle of strategy that says: Do unto yourself before others do unto you. If we can see this possible future, others can too. And we want to be the first to create it, Chris.
拉里·伯恩斯：那是當然，我們是非常認真的。我們已經在這方面投資了十多億美元，所以當我們花費巨資投資時，我希望人們看到我們對環保汽車的誠意。另外，關注環保也應該是企業最基本的任務。實話告訴你：我們進入這個領域是因為其商業利潤空間的增長。如果不解決這些問題，我們的業務就無法繼續擴展。如果我們不解決這些問題，汽車行業的發展將會因為可持續發展的問題而受阻。有這么一個簡單的戰略原則：在他人超越你之前先自己超越自己。如果我們能看到環保汽車的發展潛能，別人也能，但我們要做的是成為先驅者，克里斯。
