目前，華為在北美采取的是何種策略？

????幾年前的華為經(jīng)歷了一段順暢的發(fā)展期。公司超乎尋常的表現(xiàn)讓所有競(jìng)爭(zhēng)對(duì)手都感受到了沖擊。但問(wèn)題在于，如果表現(xiàn)這么出色，公司就不再是追隨者了，對(duì)創(chuàng)新的預(yù)期值也會(huì)提高——因此，必須扮演定義互聯(lián)網(wǎng)行業(yè)的角色。所以，公司的決策之一是，創(chuàng)新不能僅在中國(guó)國(guó)內(nèi)進(jìn)行。如果公司希望廣泛涉獵從云技術(shù)到光電技術(shù)的一切領(lǐng)域，就必須制定范圍更廣的創(chuàng)新策略。2010年，我加入公司時(shí)，大約只有300人，而今華為美國(guó)市場(chǎng)員工已達(dá)到1,000人，而且全都是資深技術(shù)人才。我們希望成為公司發(fā)展的急先鋒。我們不考慮公司之前的或現(xiàn)有的項(xiàng)目，我們只想知道行業(yè)未來(lái)的發(fā)展趨勢(shì)，比如是開(kāi)發(fā)下一代網(wǎng)絡(luò)處理器，還是步入云時(shí)代。與此同時(shí)，公司把美國(guó)市場(chǎng)視為最后的新興市場(chǎng)。沒(méi)有一家公司會(huì)把總部設(shè)在一個(gè)無(wú)任何業(yè)務(wù)聯(lián)系的國(guó)家。另一方面，雖然華為仍在不斷摸索和努力適應(yīng)美國(guó)市場(chǎng)，但公司已經(jīng)在這一市場(chǎng)投入了大量的研發(fā)能力。

華為目前在美國(guó)市場(chǎng)的經(jīng)營(yíng)狀況如何？

????我之前將美國(guó)市場(chǎng)稱為“發(fā)展中”市場(chǎng)，曾引廣泛反響。思科或愛(ài)立信（Ericsson）等大部分公司，都將中國(guó)視為一個(gè)發(fā)展中市場(chǎng)，但我們卻認(rèn)為美國(guó)市場(chǎng)正處于發(fā)展之中。當(dāng)然，這并不是說(shuō)美國(guó)市場(chǎng)不夠發(fā)達(dá)，而是說(shuō)我們需要學(xué)會(huì)如何去適應(yīng)這這個(gè)市場(chǎng)，這對(duì)我們來(lái)說(shuō)是個(gè)新的課題。雖然公司從美國(guó)市場(chǎng)獲得的收入流并不顯著，但我們?cè)谘邪l(fā)方面卻取得了很大的進(jìn)展。去年，單是華為對(duì)美國(guó)市場(chǎng)的研發(fā)投資一項(xiàng)便高達(dá)2億至3億美元。公司的終端業(yè)務(wù)表現(xiàn)不錯(cuò)，在商店里也可以買到華為自有品牌的平板電腦和智能手機(jī)。公司的運(yùn)營(yíng)商業(yè)務(wù)也比較順利，不過(guò)，與美國(guó)四大運(yùn)營(yíng)商的合作目前還未能實(shí)現(xiàn)。但我們?nèi)栽诓恍概ΑＨ缃?，我們已?jīng)打入了美國(guó)的企業(yè)市場(chǎng)。這是一次全新的突破，但華為要想建立起關(guān)鍵的客戶群仍需耗費(fèi)數(shù)年時(shí)間。

你們的研發(fā)中心目前的攻克重點(diǎn)是哪些技術(shù)？

????最重要的研發(fā)目標(biāo)是云計(jì)算技術(shù)。數(shù)據(jù)中心虛擬化是個(gè)不錯(cuò)的主意。但這并非我們研發(fā)云計(jì)算技術(shù)的真正目的。云計(jì)算技術(shù)的真正目標(biāo)是，建立一個(gè)全互聯(lián)網(wǎng)規(guī)模的公用環(huán)境，而非僅限于數(shù)據(jù)中心。所以，我們的工作就是重新思考如何步入云時(shí)代。我們?nèi)绾尾拍軐?shí)現(xiàn)云技術(shù)不僅服務(wù)于傳統(tǒng)數(shù)據(jù)中心的虛擬化，而且廣泛應(yīng)用于無(wú)線接入網(wǎng)絡(luò)、無(wú)線環(huán)境、網(wǎng)絡(luò)基礎(chǔ)架構(gòu)、企業(yè)環(huán)境等。如果這些都能實(shí)現(xiàn)虛擬化，我們就可以開(kāi)始考慮在互聯(lián)網(wǎng)上提供服務(wù)。此外，我們也在致力于其他技術(shù)的研發(fā)，諸如高速網(wǎng)絡(luò)、電子教育或電子醫(yī)療等。

????譯者：阿龍/汪皓

What's the current strategy in North America?

????A few years ago Huawei was going through a cathartic moment. They had done an exceptional job out-executing everybody. The problem is that if you do that very well eventually you are no longer a follower, and the expectation to innovate is significantly higher—you have to define the networking industry. So one of the decisions they made was that that innovation could not exclusively happen in China, because if we're going to do everything from cloud to photonics, we better figure out an innovation strategy that's going to be much broader. When I walked in the door [in 2010] we had roughly 300 people, now we're at about 1,000, and they're all senior-level technical staff. We want to be the tip of the arrow. We don't care about previous or existing projects, we want to know where the industry is going, whether it's developing the next network processor or navigating the cloud era. At the same time, we are in market that the company views as our last emerging market. Nobody would put their headquarters in a country they have no business in. We on the other hand have put a lot of our R&D capacity in the center of a market that we're still figuring out how to navigate.

How are you doing in the U.S.?

????I got a lot of reactions because I once called the U.S. a "developing" market. Most companies like Cisco or Ericsson look at China as a developing market, but for us we look at the U.S. as a developing market. It's not that it's an undeveloped market, it's just that learning how to navigate it is new to us. But even though the revenue stream is not significant from the U.S. you can see that we're fully engaged on the R&D side. Huawei spent between $200 million to $300 million in the U.S. just on R&D last year. We're doing very well in our terminal business and you can buy Huawei tablets and smartphones in stores. The carrier business has done okay for us but we're largely excluded from the top four operators. But we're persistent. We've now entered the enterprise market in the U.S. That's brand new and it will take a couple of years to build up our critical mass there.

What kind of technologies are your labs working on?

????The biggest thing is cloud. Like virtualizing the data center is a good idea but if that's cloud we have wildly undershot. The real objective of the cloud is to build this utility-based environment that is internet scale, that is not just the data center. So what we're doing here is we're rethinking how we can navigate that cloud era. How can we get to a point where the cloud is not just to a traditional data center virtualized but it's actually includes the radio access networks, the wireless environments, the internet infrastructure, the enterprise environments. If all of it is virtualized then you can start thinking very intelligently about placing services anywhere on the internet. There's lots of other things like faster networks. We're also rethinking things like e-education or e-healthcare.