????不過，還有更有意思的。在高收益市場，我們看到了沃森有機(jī)會扮演咨詢者角色，這使得我們可以瞄準(zhǔn)其它智力密集型科研企業(yè)。例如制藥業(yè)，或者擁有龐大零售客戶的企業(yè)。還有金融服務(wù)業(yè)和電信業(yè)，這都是可以考慮的。

????沃森是一項(xiàng)服務(wù)，我們會圍繞沃森打造生態(tài)系統(tǒng)，你可以在之上開發(fā)自己的應(yīng)用。當(dāng)然，你也要有一定的專門知識。這在將來會為你創(chuàng)造價(jià)值。

????你把目前這個(gè)階段稱作“科技黃金時(shí)代”。你提到社交信息有望成為新的產(chǎn)品。你怎么看？

????我在非常努力地推動IBM向社交企業(yè)演進(jìn)。摧毀森嚴(yán)的組織架構(gòu)。加快發(fā)展步伐。你必須要明白社交網(wǎng)絡(luò)架構(gòu)是如何運(yùn)作的，例如我們擁有自己的節(jié)點(diǎn)，遍布全球的關(guān)鍵客戶將我們關(guān)聯(lián)到一起。

????我想象有這么一天，即便有那么多員工，但更重要的是你分享了什么，而不僅僅是你了解些什么……重要的不是你說自己知道什么；我關(guān)心的是人們認(rèn)為你懂什么，客戶認(rèn)為你懂什么。

????或許有朝一日，你的薪酬取決于人們的想法和欣賞，取決于你分享了什么。這同現(xiàn)今大不一樣。我相信，社交化生產(chǎn)這一理念將成為許多公司的運(yùn)營方式，尤其是在全球環(huán)境下。

????你在IBM擔(dān)任首席執(zhí)行官期間，一直積極進(jìn)軍社交工具領(lǐng)域。你在此過程中遇到的最大挑戰(zhàn)是什么？或是學(xué)到了什么意想不到的東西？

????一個(gè)附帶的好處是我能夠快速與整個(gè)公司進(jìn)行雙向溝通，其范圍之廣、速度之快，可謂無與倫比。而且不再是單向的講話，而是雙向的對話，我可以迅速了解情況。這使得整個(gè)公司的層級消失于無形。我可以推進(jìn)到底。

????但更重要的是，我決心進(jìn)軍社交工具領(lǐng)域的另一個(gè)原因是，我們現(xiàn)在招聘的員工都是80后。社交網(wǎng)絡(luò)就是他們的工作方式。(財(cái)富中文網(wǎng))

????譯者：項(xiàng)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.