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Hi Steve. So earlier in your presentation, you're talking about that it was a great time for innovation and all these ideas were happening and I'm sure you'd seen a lot of these ideas happened over your years at Microsoft.
你好史蒂夫。你之前講了，你在談的是現(xiàn)在是創(chuàng)業(yè)革新的好時期，各種想法都在萌芽，我想你在微軟工作多年肯定見識過很多很棒的點子。
So I was wondering how you learnt to differentiate and characterize these great ideas when they come.
所以我很好奇你是怎么識別，和定性這些想法的呢?
Sometimes well, sometimes not very well.
有時很多，有時很少。
And I actually think it's probably important for anybody who wants to do a startup, anybody who wants to join a place like Microsoft and work on an established or a new product.
實際上我想這對任何想創(chuàng)業(yè)的人來說應(yīng)該都很重要，任何想加入微軟這樣的公司，為新老產(chǎn)品工作的人都是這樣。
I'm sort of like a mini Venture Capitalist in a weird way because I have to sort of be part of the process of picking which ideas our own people have that we should fund, which new products, which new ideas, and I think in the sense you got to have a clear sense of what your core competence and core strategy is.
在這點上我有點像個風(fēng)險投資家，我會參與篩選出我們需要并注資的一些想法，新產(chǎn)品，新構(gòu)想，我想這個意義上你們會對自身的競爭力和策略有個更清晰的了解。
And then you've got to be willing to do the things you must do.
然后你必須對要做的事情有興趣。
There are some things we absolutely must invest in.
有些事情是必須為其投資的。
Natural language, speech, and voice are going to be fundamental to the changing UI, whether we make mistakes or not, we got to keep after it, and we have to invest.
自然語言，演說，聲音對于改變用戶界面來說是最基本的，必須得到投資和發(fā)展。不論會不會犯錯 我們都必須支持。
We have to change the approach if things aren't working but we have to keep after it.
必須改變現(xiàn)有的方式不論是否會有成果。
We'll try some new products that are disaster.
我們試營過一些可稱為災(zāi)難的新產(chǎn)品。
The one that everybody likes to tease me about from times gone by was a product we use to have called "Microsoft Bob."
這么多年來很多人都愛用"微軟鮑勃"來取笑我。
Microsoft Bob was kind of like a low end Word processor and spreadsheet but the screen look like a house and this dog walked around and talked to you about writing your book reports or something.
那是一款類似于低端文檔處理器和數(shù)據(jù)表的產(chǎn)品。但是屏幕看起來像個房子還有狗走來走去和你對話，寫書或者報告。
I mean it wasn't terrible, it was sort of a precursor to what people are trying to do it flopped miserably, but I'm glad we did it.
其實也沒那么糟糕，它就是個先兆，預(yù)示了現(xiàn)今人們，很悲慘它失敗了，不過我很高興我們做過。
We didn't lose so much money that I say to myself "Boy that was a real mistake." Because a few of those, it only takes a few of those to become something important to really make the company.
也沒損失太多錢，我跟自己說“那就是個失誤。”總會有一些失誤存在，需要不斷的探索才能真正的創(chuàng)業(yè)，這很重要。
So clear sense of your core competence and direction, intelligence and understanding not only with your own people are doing but what's going on in academia and in startups, and then the willingness to take some risk that would be what I'd say.
清楚的了解你的核心競爭力和方向，才干，并了解你的伙伴在做什么以及學(xué)術(shù)環(huán)境和創(chuàng)業(yè)環(huán)境的發(fā)展，然后要有冒險的動力這就是我要講的。
