IBM女CEO畅谈超级计算机的未来

    不过，还有更有意思的。在高收益市场，我们看到了沃森有机会扮演咨询者角色，这使得我们可以瞄准其它智力密集型科研企业。例如制药业，或者拥有庞大零售客户的企业。还有金融服务业和电信业，这都是可以考虑的。

    沃森是一项服务，我们会围绕沃森打造生态系统，你可以在之上开发自己的应用。当然，你也要有一定的专门知识。这在将来会为你创造价值。

    你把目前这个阶段称作“科技黄金时代”。你提到社交信息有望成为新的产品。你怎么看？

    我在非常努力地推动IBM向社交企业演进。摧毁森严的组织架构。加快发展步伐。你必须要明白社交网络架构是如何运作的，例如我们拥有自己的节点，遍布全球的关键客户将我们关联到一起。

    我想象有这么一天，即便有那么多员工，但更重要的是你分享了什么，而不仅仅是你了解些什么……重要的不是你说自己知道什么；我关心的是人们认为你懂什么，客户认为你懂什么。

    或许有朝一日，你的薪酬取决于人们的想法和欣赏，取决于你分享了什么。这同现今大不一样。我相信，社交化生产这一理念将成为许多公司的运营方式，尤其是在全球环境下。

    你在IBM担任首席执行官期间，一直积极进军社交工具领域。你在此过程中遇到的最大挑战是什么？或是学到了什么意想不到的东西？

    一个附带的好处是我能够快速与整个公司进行双向沟通，其范围之广、速度之快，可谓无与伦比。而且不再是单向的讲话，而是双向的对话，我可以迅速了解情况。这使得整个公司的层级消失于无形。我可以推进到底。

    但更重要的是，我决心进军社交工具领域的另一个原因是，我们现在招聘的员工都是80后。社交网络就是他们的工作方式。(财富中文网)

    译者：项航

    But here's what's more interesting. That's a high-value area; we are also now about to come out with Watson in what we consider as an advisor, and it will be in volume around research-oriented industries. Think of things like pharma; or as a client advisor in industries that have huge numbers of end retail clients. And so, think of financial services, think of a telco.

    And Watson's a service; we will launch an ecosystem where Watson's a service and you build applications around it. And you have to have domain expertise. That's what will be your value of the future.

    You call this period a "golden era of technology." And you mentioned this idea of social information as the new production line. What do you mean by that?

    I am very aggressive internally in IBM in moving into a social enterprise. It flattens organizations. It enhances their speed. We have hubs, as an example, now around some of our key clients around the world that attach everyone, irrespective of where they are in an organization, in a way that you have come to know how social networking works.

    And I envision a day even with all your employees where it's more important what you share, not just what you know ... It's not so much what you say you know; I care about what the world thinks you know, what clients think you know.

    And then maybe there's a day that you're paid that way, based on what people think and appreciate and what you share. It's a very different paradigm than today. So, I believe this idea of being the social production line of the future is how many, many companies will operate, particularly in a global environment.

    So, to that end, Ginni, you have in your tenure so far at IBM been very aggressive at moving internally into the social tools. What have been the biggest challenges as you do that, or the unexpected things that you've learned?

    Some of the wonderful side benefits have been my ability to communicate two ways with the organization pervasively and quickly is beyond compare, and to have a two-way dialogue. That's not just a one-way push; that is, you learn things very fast. You can take layers out of an organization, right? You can push it down.

    But more important, the other reason I am so intent on this is, as you look at what we are all hiring, I often call it the millennial generation that is the way they work.