第一篇：比爾蓋茨英語(yǔ)演講稿

Unleashing Your Creativity

釋放你的創(chuàng)造力--比爾蓋茨

I've always been an optimist and I supposed that is rooted in my belief that the power of creativity and intelligence can make the world a better place.我天生樂觀，堅(jiān)信人類憑創(chuàng)造力和聰明才智可以讓世界日益美妙，這一設(shè)想一直根植于我的內(nèi)心深處。

For as long as I can remember, I've loved learning new things and solving problems.So when I sat down at a computer for the first time in seventh grade, I was hooked.It's was a clunky and teletype machine that barely do anything compared to the computer we have today.But it changed my life.自從記事起，我就熱衷于接觸新事物、挑戰(zhàn)難題。可想而知，我上七年級(jí)時(shí)第一次坐在計(jì)算機(jī)前是何等著迷，如入無(wú)我之境。那是一臺(tái)鏘鏘作響的舊牌機(jī)器，和我們今天擁有的計(jì)算機(jī)相比，它相當(dāng)遜色幾乎一無(wú)所用，但正是它改變了我的生活。

When my friend Paul Allen and I stared Microsoft 30 years ago, we had a vision of “a computer on every desk and in every home,” which probably sounded a little too optimistic at a time when most computers were the size of refrigerators.But we believe that personal computer would change the world.And they have.年前，我和朋友保羅·艾倫創(chuàng)辦微軟時(shí)，我們幻想實(shí)現(xiàn)“在每個(gè)家庭、在每張辦公桌上都有一臺(tái)計(jì)算機(jī)”，這在大多數(shù)的計(jì)算機(jī)體積如同冰箱的尺寸的年代，聽起來(lái)有點(diǎn)異想天開。但是我們相信個(gè)人電腦將改變世界。今天看來(lái)果真如此。And after 30 years, I'm still as inspired by computers as I was back in seventh grade.30年后，我仍然象上七年級(jí)的時(shí)候那樣為計(jì)算機(jī)而狂熱著迷。

I believe that computers are the most incredible tool we can use to feed1

our curiosity and inventiveness-to help us solve problems that even the smartest people couldn't solve on their own.Computer have transformed how we learn, giving kids everywhere a window into all of the world's knowledge.They're helping us build communicates around the things we care about and to stay close to the people who are important to us, no matter where they are.我相信計(jì)算機(jī)是我們用來(lái)滿足好奇心及發(fā)明創(chuàng)造的最神奇的工具--有了它們的幫助，甚至是最聰明的人憑自身力量無(wú)法應(yīng)對(duì)的難題都將迎刃而解。計(jì)算機(jī)已經(jīng)改變了我們的學(xué)習(xí)方式，為全球各地的孩子們開啟了一扇通向大千世界知識(shí)的窗戶。它可以幫我們圍繞我們關(guān)注的事物建立“群”，讓我們和那些對(duì)自己重要的人保持密切聯(lián)系，不管他們身處何方。

Like my friend Warren Buffett, I feel particularly lucky to do something every day I love to do.He calls it “tap-dancing to work”.My job at Microsoft is as challenging as ever, but what makes me “tap-dancing to the work” is when we show people something new, like a computer that can recognize your handwriting or your speech, or one that can store a lifetime's worth of photos, and the say: “I didn't know you can do that with a pc!”

就像我的朋友沃倫·布非一樣，我為每天都能做自己熱愛的事情而感到無(wú)比幸運(yùn)。他稱之為“踢踏舞工作”。我在微軟的工作永遠(yuǎn)充滿挑戰(zhàn)，但使我一直堅(jiān)持“踢踏舞工作”的是我們向人們展示某些新成果的那些時(shí)刻，當(dāng)他們看到計(jì)算機(jī)能辨認(rèn)筆跡、語(yǔ)音或者能存儲(chǔ)值得保留一輩子的照片時(shí)就會(huì)贊不絕口：“我不敢相信個(gè)人電腦竟如此萬(wàn)能”。

But for all the cool things that a person can do with a pc, there are lots other ways we can put our creativity and intelligence to work to improve our world.There are still far too many people in the world whose most basic needs go unmet.Every year, for example, millions of people die from diseases that are easy to prevent or treat in the developed world.但是，除了能用電腦做出很酷的事情之外，我們還能通過許多別的方式在工作中

發(fā)揮自己的創(chuàng)造力和聰明才智，以改善我們的世界。全球仍有許許多多的人連最基本的生存需求都未能解決。舉例來(lái)說(shuō)，每年仍有數(shù)以萬(wàn)計(jì)的人死于那些在發(fā)達(dá)國(guó)家易于預(yù)防和治療的疾病。

I believe that my own good fortune brings with it a responsibility tp give back to the world.My wife, Melinda, and I have committed to improving health and education in a way that can help as many people as possible.我認(rèn)為，我所擁有的大量財(cái)富也使我負(fù)有回饋社會(huì)的責(zé)任。我的妻子梅林達(dá)和我致力于為盡可能多的人改善健康和教育.As a father, I believe that the death of a child in Africa is no less poignant.or tragic than the death of a child anywhere else.And that doesn't take much to make an immense difference in these children's lives.作為一個(gè)父親，我認(rèn)為，非洲孩子死去所引起的痛苦和悲傷絲毫不亞于任何其他的孩子的死亡;我認(rèn)為，使這些孩子們的命運(yùn)發(fā)生翻天地覆的變化并不費(fèi)太大力氣。

I'm still very optimist, and I believe that progress on even the world's toughest problems is possible-and it's happening every day.We're seeing new drugs for deadly diseases, new diagnostic tools, and new attention paid to the health problems in the developing world.我仍是一個(gè)堅(jiān)定的樂觀主義者，我堅(jiān)信即使世界級(jí)難題取得進(jìn)展都是有可能的--其實(shí)每天也都在發(fā)生著這種事情。我們看到治療致命疾病的新藥、新的診斷器械不斷出現(xiàn)，而且，發(fā)展中國(guó)家的健康問題進(jìn)入了人們的視野并日益得到重視。I'm excited by the possibilities I see for medicine, for education and, of course, for technology.And I believe that through our natural inventiveness , creativity and willingness to solve tough problems, we're going to make some amazing achievements in all these areas in my lifetime.我為醫(yī)藥、教育，當(dāng)然還有技術(shù)發(fā)展的諸多前景而歡欣鼓舞。我相信，憑借人類與生俱來(lái)的發(fā)明創(chuàng)造能力和不畏艱難、堅(jiān)忍不拔的品格，在我的有生之年里我們將在所有這些領(lǐng)域都創(chuàng)造出可喜的成就。

第二篇：演講稿 喬布斯和比爾蓋茨

今天的演講，我以兩位偉大的科技巨人的對(duì)比，來(lái)講述一下時(shí)代與成功這個(gè)話題

首先我先告訴大家這兩位人物的名字，他們分別是微軟前總裁和蘋果前任ceo，比爾蓋茨以及史蒂夫喬布斯，他們是這個(gè)科技時(shí)代中翻波起浪的巨人，那么首先我想問一下，有誰(shuí)知道這兩位最大的特點(diǎn)是什么？（回答中。。。。）那么我來(lái)發(fā)表一下我的觀點(diǎn)，喬布斯最大特點(diǎn)是創(chuàng)造力。

為什么不是創(chuàng)新力？創(chuàng)新只是更新事物形態(tài)，而創(chuàng)造是造就一個(gè)新生事物。因此，創(chuàng)造遠(yuǎn)非創(chuàng)新可比。

喬布斯創(chuàng)造了APPLE文化，這是史無(wú)前例的，因?yàn)樗褪沁@種人性化理念的締造者。無(wú)論是IPAD 還是IPHONE 都代表了一個(gè)簡(jiǎn)約個(gè)性化的數(shù)碼理念，這不僅僅是產(chǎn)品的更新?lián)Q代，是從根本上就改變了以往人們對(duì)于數(shù)碼文化的定義，這種創(chuàng)造由數(shù)碼產(chǎn)品為先導(dǎo)，而后以此為媒介傳播這種時(shí)尚文化，進(jìn)而在思維上引領(lǐng)大眾文化。如果說(shuō)一個(gè)強(qiáng)大的國(guó)家依靠數(shù)十年乃至數(shù)百年積淀的國(guó)力征服了另一個(gè)國(guó)家是不容易的，那么喬布斯依靠一個(gè)人對(duì)于時(shí)代理念的把握，依靠短短數(shù)年時(shí)間創(chuàng)造性地征服了近乎半數(shù)地球人，那簡(jiǎn)直就是奇跡。

為什么秦始皇比康熙 朱元璋 更加偉大？ 不是因?yàn)樗嗝炊嗝淳哂幸粋€(gè)領(lǐng)導(dǎo)者的冷峻亦或是文治武功，而是他是第一個(gè)統(tǒng)一了中國(guó)的人，他開創(chuàng)了大一統(tǒng)，而這就是創(chuàng)造性的偉大！

比爾蓋茨最大的特點(diǎn)是善于把握時(shí)代的節(jié)奏。

如果說(shuō)喬布斯是創(chuàng)造一個(gè)事物然后花費(fèi)很多年去讓所有人喜歡和熱愛這個(gè)事物的話，比爾蓋茨就是發(fā)掘人們所喜歡的事物，然后將這種事物由他的方式叫所有人都發(fā)現(xiàn)。

WINDOWS的創(chuàng)造源于計(jì)算機(jī)，早在比爾蓋茨尚未進(jìn)軍這一行業(yè)時(shí)，已有人提出這種面向個(gè)人及企業(yè)的操作系統(tǒng)，但那個(gè)時(shí)候沒有人意識(shí)到它的重要性。而比爾蓋茨敏銳地發(fā)現(xiàn)了，他是那種能把目光放大到全世界乃至未來(lái)的人，也就是俗稱的“世代之眼”。

二十一世紀(jì)成功的人必須具備很多優(yōu)點(diǎn)，但想要成為一個(gè)比身邊人都要成功的人的關(guān)鍵是目光。

就如同漢武帝發(fā)現(xiàn)儒家文化對(duì)于國(guó)家統(tǒng)治的必要性，很多前人都會(huì)意識(shí)到，但到了他的手中他敏銳地發(fā)現(xiàn)這種文化對(duì)于帝王統(tǒng)治的重要性，然后很快的行動(dòng)，于是我國(guó)被儒家文化統(tǒng)治了數(shù)千年。

比爾就是善于把握時(shí)代的脈搏，成為時(shí)代的引領(lǐng)者。至于說(shuō)喬布斯的經(jīng)營(yíng)理念，管理理念和比爾蓋茨有何不同，在下認(rèn)為那是他們的特點(diǎn)，卻夠不上“最大”二字，因?yàn)榫邆溥@些不同特點(diǎn)的人也可以達(dá)到相同的成就。

也就是說(shuō)在不考慮“創(chuàng)造性”和“把握時(shí)代的目光”這兩點(diǎn)的話，喬布斯可以成為比爾蓋茨，比爾蓋茨也可以成為喬布斯。

但這是喬布斯何比爾蓋茨最大的特點(diǎn)，所以喬布斯依然是那個(gè)創(chuàng)造時(shí)代的人，而比爾蓋茨依然是那個(gè)順應(yīng)時(shí)代的達(dá)人。

在時(shí)代發(fā)展逐漸加快的今天，創(chuàng)造一個(gè)新的時(shí)代和順應(yīng)時(shí)代的發(fā)展都是條通向成功的大道喬布斯和蓋茨都很杰出，他們代表了IT業(yè)的兩種商業(yè)思想的極限，蓋茨是左腦模式，理性經(jīng)濟(jì)，偏重技術(shù)，販賣標(biāo)準(zhǔn)，而喬布斯是右腦模式，感性經(jīng)濟(jì)，偏重設(shè)計(jì)，販賣夢(mèng)想。有人問誰(shuí)更優(yōu)秀，這可真不好說(shuō)，要我選的話我會(huì)選喬布斯吧，畢竟，在這個(gè)過于理性的社會(huì)，我們時(shí)常會(huì)需要一些驚喜，一些夢(mèng)想！

但是我想說(shuō)的是，選擇哪種成功之道，是由于不同人的不同性格，環(huán)境決定的，同學(xué)們希望成為那種人那？從現(xiàn)在開始，思考一下吧，不管你選擇了那種，只要堅(jiān)持走下去，你都會(huì)取得屬于自己的成功，我的演講到此結(jié)束，謝謝大家。

第三篇：比爾蓋茨哈佛演講稿

President Bok, former President Rudenstine, incoming President Faust, members of the Harvard Corporation and the Board of Overseers, members of the faculty, parents, and especially, the graduates: I've been waiting more than 30 years to say this: “Dad, I always told you I'd come back and get my degree.”

I want to thank Harvard for this timely honor.I'll be changing my job next year…and it will be nice to finally have a college degree on my resume.I applaud the graduates today for taking a much more direct route to your degrees.For my part, I'm just happy that the Crimson has called me “Harvard's most successful dropout.” I guess that makes me valedictorian of my own special class…I did the best of everyone who failed.But I also want to be recognized as the guy who got Steve Ballmer to drop out of business school.I'm a bad influence.That's why I was invited to speak at your graduation.If I had spoken at your orientation, fewer of you might be here today.Harvard was just a phenomenal experience for me.Academic life was fascinating.I used to sit in on lots of classes I hadn't even signed up for.And dorm life was terrific.I lived up at Radcliffe, in Currier House.There were always lots of people in my dorm room late at night discussing things, because everyone knew I didn't worry about getting up in the morning.That's how I came to be the leader of the anti-social group.We clung to each other as a way of validating our rejection of all those social people.Radcliffe was a great place to live.There were more women up there, and most of the guys were science-math types.That combination offered me the best odds, if you know what I mean.This is Where I learned the sad lesson that improving your odds doesn't guarantee success.One of my biggest memories of Harvard came in January 1975, when I made a call From Currier House to a company in Albuquerque that had begun making the world's first personal computers.I offered to sell them software.I worried that they would realize I was just a student in a dorm and hang up on me.Instead they said: “We're not quite ready, come see us in a month,” which was a good thing, because we hadn't written the software yet.From that moment, I worked day and night on this little extra credit project that marked the end of my college education and the beginning of a remarkable journey with Microsoft.What I remember above all about Harvard was being in the midst of so much energy and intelligence.It could be exhilarating, intimidating, sometimes even discouraging, but always challenging.It was an amazing privilege…and though I left early, I was transformed by my years at Harvard, the friendships I made, and the ideas I worked on.But taking a serious look back…I do have one big regret.I left Harvard with no real awareness of the awful inequities in the world--the appalling disparities of health, and wealth, and opportunity that condemn millions of people to lives of despair.I left campus knowing little about the millions of young people cheated out of educational opportunities here in this country.And I knew nothing about the millions of people living in unspeakable poverty and disease in developing countries.It took me decades to find out.You graduates came to Harvard at a different time.You know more about the world's inequities than the classes that came before.In your years here, I hope you've had a chance to think about how--in this age of accelerating technology--we can finally take on these inequities, and we can solve them.Imagine, just for the sake of discussion, that you had a few hours a week and a few dollars a month to donate to a cause--and you wanted to spend that time and money Where it would have the greatest impact in saving and improving lives.Where would you spend it?

For Melinda and for me, the challenge is the same: how can we do the most good for the greatest number with the resources we have.During our discussions on this question, Melinda and I read an article about the millions of children who were dying every year in poor countries From diseases that we had long ago made harmless in this country.Measles, malaria, pneumonia, hepatitis B, yellow fever.One disease I had never even heard of, rotavirus, was killing half a million kids each year ? none of them in the United States.We were shocked.We had just assumed that if millions of children were dying and they could be saved, the world would make it a priority to discover and deliver the medicines to save them.But it did not.For under a dollar, there were interventions that could save lives that just weren't being delivered.If you believe that every life has equal value, it's revolting to learn that some lives are seen as worth saving and others are not.We said to ourselves: “This can't be true.But if it is true, it deserves to be the priority of our giving.””So we began our work in the same way anyone here would begin it.We asked: “How could the world let these children die?”

The answer is simple, and harsh.The market did not reward saving the lives of these children, and governments did not subsidize it.So the children died because their mothers and their fathers had no power in the market and no voice in the system.But you and I have both.We can make market forces work better for the poor if we can develop a more creative capitalism ? if we can stretch the reach of market forces so that more people can make a profit, or at least make a living, serving people who aresuffering From the worst inequities.We also can press governments around the world to spend taxpayer money in ways that better reflect the values of the people who pay the taxes.If we can find approaches that meet the needs of the poor in ways that generate profits for business and votes for politicians, we will have found a sustainable way to reduce inequity in the world.This task is open-ended.It can never be finished.But a conscious effort to answer this challenge will change the world.I am optimistic that we can do this, but I talk to skeptics who claim there is no hope.They say: “Inequity has been with us since the beginning, and will be with us till the end ? because people just…don't…care.” I completely disagree.I believe we have more caring than we know what to do with.All of us here in this Yard, at one time or another, have seen human tragedies that broke our hearts, and yet we did nothing--not because we didn't care, but because we didn't know what to do.If we had known how to help, we would have acted.The barrier to change is not too little caring;it is too much complexity.To turn caring into action, we need to see a problem, see a solution, and see the impact.But complexity blocks all three steps.If we can really see a problem, which is the first step, we come to the second step: cutting through the complexity to find a solution.Finding solutions is essential if we want to make the most of our caring.If we have clear and proven answers anytime an organization or individual asks “How can I help?,” then we can get action--and we can make sure that none of the caring in the world is wasted.But complexity makes it hard to mark a path ofaction for everyone who cares--and that makes it hard for their caring to matter.Cutting through complexity to find a solution runs through four predictable stages: determine a goal, find the highest-leverage approach, discover the ideal technology for that approach, and in the meantime, make the smartest application of the technology that you already have--whether it's something sophisticated, like a drug, or something simpler, like a bednet.The AIDS epidemic offers an example.The broad goal, of course, is to end the disease.The highest-leverage approach is prevention.The ideal technology would be a vaccine that gives lifetime immunity with a single dose.So governments, drug companies, and foundations fund vaccine research.But their work is likely to take more than a decade, so in the meantime, we have to work with what we have in hand--and the best prevention approach we have now is getting people to avoid risky behavior.Pursuing that goal starts the four-step cycle again.This is the pattern.The crucial thing is to never stop thinking and working--and never do what we did with malaria and tuberculosis in the 20th century--which is to surrender to complexity and quit.The final step--after seeing the problem and finding an approach--is to measure the impact of your work and share your successes and failures so that others learn From your efforts.You have to have the statistics, of course.You have to be able to show that a program is vaccinating millions more children.You have to be able to show a decline in the number of children dying From these diseases.This is essential not just to improve the program, but also to help draw more investment From business and government.But if you want to inspire people to participate, you have to show more thannumbers;you have to convey the human impact of the work ? so people can feel what saving a life means to the families affected.The defining and ongoing innovations of this age--biotechnology, the computer, the Internet--give us a chance we've never had before to end extreme poverty and end death From preventable disease.The emergence of low-cost personal computers gave rise to a powerful network that has transformed

opportunities

for

learning

and communicating.The magical thing about this network is not just that it collapses distance and makes everyone your neighbor.It also dramatically increases the number of brilliant minds we can have working together on the same problem--and that scales up the rate of innovation to a staggering degree.At the same time, for every person in the world who has access to this technology, five people don't.That means many creative minds are left out of this discussion--smart people with practical intelligence and relevant experience who don't have the technology to hone their talents or contribute their ideas to the world.We need as many people as possible to have access to this technology, because these advances are triggering a revolution in what human beings can do for one another.They are making it possible not just for national governments, but for universities, corporations, smaller organizations, and even individuals to see problems, see approaches, and measure the impact of their efforts to address the hunger, poverty, and desperation George Marshall spoke of 60 years ago.Members of the Harvard Family: Here in the Yard is one of the great collections of intellectual talent in the world.What for? There is no question that the faculty, the alumni, the students, and the benefactors of Harvard have used their power to improve the lives of people here and around the world.But can we do more? Can Harvard dedicate its intellect to improving the lives of people who will never even hear its name?

Let me make a request of the deans and the professors--the intellectual leaders here at Harvard: As you hire new faculty, award tenure, review curriculum, and determine degree requirements, please ask yourselves: Should our best minds be dedicated to solving our biggest problems? Should Harvard encourage its faculty to take on the world's worst inequities? Should Harvard students learn about the depth of global poverty…the prevalence of world hunger…the scarcity of clean water…the girls kept out of school…the children who die From diseases we can cure? Should the world's most privileged people learn about the lives of the world's least privileged?

These are not rhetorical questions--you will answer with your policies.When you consider what those of us here in this Yard have been given--in talent, privilege, and opportunity--there is almost no limit to what the world has a right to expect From us.In line with the promise of this age, I want to exhort each of the graduates here to take on an issue--a complex problem, a deep inequity, and become a specialist on it.If you make it the focus of your career, that would be phenomenal.But you don't have to do that to make an impact.For a few hours every week, you can use the growing power of the Internet to get informed, find others with the same interests, see the barriers, and find ways to cut through them.Don't let complexity stop you.Be activists.Take on the big inequities.It will be one of the great experiences of your lives.You graduates are coming of age in an amazing time.As you leave Harvard, you have technology that members of my class never had.You have awareness of global inequity, which we did not have.And with that awareness, you likely also have an informed conscience that will torment you if you abandon these people whose lives you could change with very little effort.You have more than we had;you must start sooner, and carry on longer.Knowing what you know, how could you not? And I hope you will come back here to Harvard 30 years From now and reflect on what you have done with your talent and your energy.I hope you will judge yourselves not on your professional accomplishments alone, but also on how well you have addressed the world's deepest inequities…on how well you treated people a world away who have nothing in common with you but their humanity.

第四篇：比爾蓋茨哈佛演講稿

idn’t care, but because we didn’t know what to do.if we had known how to help, we would have acted.此刻在這個(gè)院子里的所有人，生命中總有這樣或那樣的時(shí)刻，目睹人類的悲劇，感到萬(wàn)分傷心。但是我們什么也沒做，并非我們無(wú)動(dòng)于衷，而是因?yàn)槲覀儾恢雷鍪裁春驮趺醋?。如果我們知道如何做是有效的，那么我們就?huì)采取行動(dòng)。

the barrier to change is not too little caring;it is too much complexity.改變世界的阻礙，并非人類的冷漠，而是世界實(shí)在太復(fù)雜。

to turn caring into action, we need to see a problem, see a solution, and see the impact.but complexity blocks all three steps.為了將關(guān)心轉(zhuǎn)變?yōu)樾袆?dòng)，我們需要找到問題，發(fā)現(xiàn)解決辦法的方法，評(píng)估后果。但是世界的復(fù)雜性使得所有這些步驟都難于做到。

even with the advent of the internet and 24-hour news, it is still a complex enterprise to get people to truly see the problems.when an airplane crashes, officials immediately call a press conference.they promise to investigate, determine the cause, and prevent similar crashes in the future.即使有了互聯(lián)網(wǎng)和24小時(shí)直播的新聞臺(tái)，讓人們真正發(fā)現(xiàn)問題所在，仍然十分困難。當(dāng)一架飛機(jī)墜毀了，官員們會(huì)立刻召開新聞發(fā)布會(huì)，他們承諾進(jìn)行調(diào)查、找到原因、防止將來(lái)再次發(fā)生類似事故。

but if the officials were brutally honest, they would say: “of all the people in the world who died today from preventable causes, one half of one percent of them were on this plane.we’re determined to do everything possible to solve the problem that took the lives of the one half of one percent.”

但是如果那些官員敢說(shuō)真話，他們就會(huì)說(shuō)：“在今天這一天，全世界所有可以避免的死亡之中，只有0.5%的死者來(lái)自于這次空難。我們決心盡一切努力，調(diào)查這個(gè)0.5%的死亡原因?！?/p>

the bigger problem is not the plane crash, but the millions of preventable deaths.顯然，更重要的問題不是這次空難，而是其他幾百萬(wàn)可以預(yù)防的死亡事件。

we don’t read much about these deaths.the media covers what’s new – and millions of people dying is nothing new.so it stays in the background, where it’s easier to ignore.but even when we do see it or read about it, it’s difficult to keep our eyes on the problem.it’s hard to look at suffering if the situation is so complex that we don’t know how to help.and so we look away.我們并沒有很多機(jī)會(huì)了解那些死亡事件。媒體總是報(bào)告新聞，幾百萬(wàn)人將要死去并非新聞。如果沒有人報(bào)道，那么這些事件就很容易被忽視。另一方面，即使 我們確實(shí)目睹了事件本身或者看到了相關(guān)報(bào)道，我們也很難持續(xù)關(guān)注這些事件?？粗耸芸嗍橇钊送纯嗟?，何況問題又如此復(fù)雜，我們根本不知道如何去幫助他 人。所以我們會(huì)將臉轉(zhuǎn)過去。

if we can really see a problem, which is the first step, we come to the second step: cutting through the complexity to find a solution.就算我們真正發(fā)現(xiàn)了問題所在，也不過是邁出了第一步，接著還有第二步：那就是從復(fù)雜的事件中找到解決辦法。

finding solutions is essential if we want to make the most of our caring.if we have clear and proven answers anytime an organization or individual asks “how can i help?,” then we can get action – and we can make sure that none of the caring in the world is wasted.but complexity makes it hard to mark a path of action for everyone who cares — and that makes it hard for their caring to matter.如果我們要讓關(guān)心落到實(shí)處，我們就必須找到解決辦法。如果我們有一個(gè)清晰的和可靠的答案，那么當(dāng)任何組織和個(gè)人發(fā)出疑問“如何我能提供幫助”的時(shí) 候，我們就能采取行動(dòng)。我們就能夠保證不浪費(fèi)一丁點(diǎn)全世界人類對(duì)他人的關(guān)心。但是，世界的復(fù)雜性使得很難找到對(duì)全世界每一個(gè)有愛心的人都有效的行動(dòng)方法，因此人類對(duì)他人的關(guān)心往往很難產(chǎn)生實(shí)際效果。

cutting through complexity to find a solution runs through four predictable stages: determine a goal, find the highest-leverage approach, discover the ideal technology for that approach, and in the meantime, make the smartest application of the technology that you already have — whether it’s something sophisticated, like a drug, or something simpler, like a bednet.從這個(gè)復(fù)雜的世界中找到解決辦法，可以分為四個(gè)步驟：確定目標(biāo)，找到最高效的方法，發(fā)現(xiàn)適用于這個(gè)方法的新技術(shù)，同時(shí)最聰明地利用現(xiàn)有的技術(shù)，不管它是復(fù)雜的藥物，還是最簡(jiǎn)單的蚊帳。

the aids epidemic offers an example.the broad goal, of course, is to end the disease.the highest-leverage approach is prevention.the ideal technology would be a vaccine that gives lifetime immunity with a single dose.so governments, drug companies, and foundations fund vaccine research.but their work is likely to take more than a decade, so in the meantime, we have to work with what we have in hand – and the best prevention approach we have now is getting people to avoid risky behavior.艾滋病就是一個(gè)例子?？偟哪繕?biāo)，毫無(wú)疑問是消滅這種疾病。最高效的方法是預(yù)防。最理想的技術(shù)是發(fā)明一種疫苗，只要注射一次，就可以終生免疫。所以，政府、制藥公司、基金會(huì)應(yīng)該資助疫苗研究。但是，這樣研究工作很可能十年之內(nèi)都無(wú)法完成。因此，與此同時(shí)，我們必須使用現(xiàn)有的技術(shù)，目前最有效的預(yù)防方法 就是設(shè)法讓人們避免那些危險(xiǎn)的行為。

pursuing that goal starts the four-step cycle again.this is the pattern.the crucial thing is to never stop thinking and working – and never do what we did with malaria and tuberculosis in the 20th century – which is to surrender to complexity and quit.要實(shí)現(xiàn)這個(gè)新的目標(biāo)，又可以采用新的四步循環(huán)。這是一種模式。關(guān)鍵的東西是永遠(yuǎn)不要停止思考和行動(dòng)。我們千萬(wàn)不能再犯上個(gè)世紀(jì)在瘧疾和肺結(jié)核上犯過的錯(cuò)誤，那時(shí)我們因?yàn)樗鼈兲珡?fù)雜，而放棄了采取行動(dòng)。

the final step – after seeing the problem and finding an approach – is to measure the impact of your work and share your successes and failures so that others learn from your efforts.在發(fā)現(xiàn)問題和找到解決方法之后，就是最后一步——評(píng)估工作結(jié)果，將你的成功經(jīng)驗(yàn)或者失敗經(jīng)驗(yàn)傳播出去，這樣其他人就可以從你的努力中有所收獲。

you have to have the statistics, of course.you have to be able to show that a program is vaccinating millions more children.you have to be able to show a decline in the number of children dying from these diseases.this is essential not just to improve the program, but also to help draw more investment from business and government.當(dāng)然，你必須有一些統(tǒng)計(jì)數(shù)字。你必須讓他人知道，你的項(xiàng)目為幾百萬(wàn)兒童新接種了疫苗。你也必須讓他人知道，兒童死亡人數(shù)下降了多少。這些都是很關(guān)鍵的，不僅有利于改善項(xiàng)目效果，也有利于從商界和政府得到更多的幫助。

but if you want to inspire people to participate, you have to show more than numbers;you have to convey the human impact of the work – so people can feel what saving a life means to the families affected.但是，這些還不夠，如果你想激勵(lì)其他人參加你的項(xiàng)目，你就必須拿出更多的統(tǒng)計(jì)數(shù)字；你必須展示你的項(xiàng)目的人性因素，這樣其他人就會(huì)感到拯救一個(gè)生命，對(duì)那些處在困境中的家庭到底意味著什么。

i remember going to davos some years back and sitting on a global health panel that was discussing ways to save millions of lives.millions!think of the thrill of saving just one person’s life – then multiply that by millions.… yet this was the most boring panel i’ve ever been on – ever.so boring even i couldn’t bear it.幾年前，我去瑞士達(dá)沃斯旁聽一個(gè)全球健康問題論壇，會(huì)議的內(nèi)容有關(guān)于如何拯救幾百萬(wàn)條生命。天哪，是幾百萬(wàn)！想一想吧，拯救一個(gè)人的生命已經(jīng)讓人何等激動(dòng)，現(xiàn)在你要把這種激動(dòng)再乘上幾百萬(wàn)倍……但是，不幸的是，這是我參加過的最最乏味的論壇，乏味到我無(wú)法強(qiáng)迫自己聽下去。

what made that experience especially striking was that i had just come from an event where we were introducing version 13 of some piece of software, and we had people jumping and shouting with excitement.i love getting people excited about software – but why can’t we generate even more excitement for saving lives?

那次經(jīng)歷之所以讓我難忘，是因?yàn)橹拔覀儎倓偘l(fā)布了一個(gè)軟件的第13個(gè)版本，我們讓觀眾激動(dòng)得跳了起來(lái)，喊出了聲。我喜歡人們因?yàn)檐浖械郊?dòng)，那么我們?yōu)槭裁床荒軌蜃屓藗円驗(yàn)槟軌蛘壬械礁蛹?dòng)呢？

you can’t get people excited unless you can help them see and feel the impact.and how you do that – is a complex question.除非你能夠讓人們看到或者感受到行動(dòng)的影響力，否則你無(wú)法讓人們激動(dòng)。如何做到這一點(diǎn)，并不是一件簡(jiǎn)單的事。

still, i’m optimistic.yes, inequity has been with us forever, but the new tools we have to cut through complexity have not been with us forever.they are new – they can help us make the most of our caring – and that’s why the future can be different from the past.同前面一樣，在這個(gè)問題上，我依然是樂觀的。不錯(cuò)，人類的不平等有史以來(lái)一直存在，但是那些能夠化繁為簡(jiǎn)的新工具，卻是最近才出現(xiàn)的。這些新工具可以幫助我們，將人類的同情心發(fā)揮最大的作用，這就是為什么將來(lái)同過去是不一樣的。

the defining and ongoing innovations of this age – biotechnology, the computer, the internet – give us a chance we’ve never had before to end extreme poverty and end death from preventable disease.這個(gè)時(shí)代無(wú)時(shí)無(wú)刻不在涌現(xiàn)出新的革新——生物技術(shù)，計(jì)算機(jī)，互聯(lián)網(wǎng)——它們給了我們一個(gè)從未有過的機(jī)會(huì)，去終結(jié)那些極端的貧窮和非惡性疾病的死亡。

sixty years ago, george marshall came to this commencement and announced a plan to assist the nations of post-war europe.he said: “i think one difficulty is that the problem is one of such enormous complexity that the very mass of facts presented to the public by press and radio make it exceedingly difficult for the man in the street to reach a clear appraisement of the situation.it is virtually impossible at this distance to grasp at all the real significance of the situation.”

六十年前，喬治?馬歇爾也是在這個(gè)地方的畢業(yè)典禮上，宣布了一個(gè)計(jì)劃，幫助那些歐洲國(guó)家的戰(zhàn)后建設(shè)。他說(shuō)：“我認(rèn)為，困難的一點(diǎn)是這個(gè)問題太復(fù)雜，報(bào)紙和電臺(tái)向公眾源源不斷地提供各種事實(shí)，使得大街上的普通人極端難于清晰地判斷形勢(shì)。事實(shí)上，經(jīng)過層層傳播，想要真正地把握形勢(shì)，是根本不可能的。”

thirty years after marshall made his address, as my class graduated without me, technology was emerging that would make the world smaller, more open, more visible, less distant.馬歇爾發(fā)表這個(gè)演講之后的三十年，我那一屆學(xué)生畢業(yè)，當(dāng)然我不在其中。那時(shí)，新技術(shù)剛剛開始萌芽，它們將使得這個(gè)世界變得更小、更開放、更容易看到、距離更近。

the emergence of low-cost personal computers gave rise to a powerful network that has transformed opportunities for learning and communicating.低成本的個(gè)人電腦的出現(xiàn)，使得一個(gè)強(qiáng)大的互聯(lián)網(wǎng)有機(jī)會(huì)誕生，它為學(xué)習(xí)和交流提供了巨大的機(jī)會(huì)。

the magical thing about this network is not just that it collapses distance and makes everyone your neighbor.it also dramatically increases the number of brilliant minds we can have working together on the same problem – and that scales up the rate of innovation to a staggering degree.網(wǎng)絡(luò)的神奇之處，不僅僅是它縮短了物理距離，使得天涯若比鄰。它還極大地增加了懷有共同想法的人們聚集在一起的機(jī)會(huì)，我們可以為了解決同一個(gè)問題，一起共同工作。這就大大加快了革新的進(jìn)程，發(fā)展速度簡(jiǎn)直快得讓人震驚。

at the same time, for every person in the world who has access to this technology, five people don’t.that means many creative minds are left out of this discussion---smart people with practical intelligence and relevant experience who don’t have the technology to hone their talents or contribute their ideas to the world.與此同時(shí)，世界上有條件上網(wǎng)的人，只是全部人口的六分之一。這意味著，還有許多具有創(chuàng)造性的人們，沒有加入到我們的討論中來(lái)。那些有著實(shí)際的操作經(jīng)驗(yàn)和相關(guān)經(jīng)歷的聰明人，卻沒有技術(shù)來(lái)幫助他們，將他們的天賦或者想法與全世界分享。

we need as many people as possible to have access to this technology, because these advances are triggering a revolution in what human beings can do for one another.they are making it possible not just for national governments, but for universities, corporations, smaller organizations, and even individuals to see problems, see approaches, and measure the impact of their efforts to address the hunger, poverty, and desperation george marshall spoke of 60 years ago.我們需要盡可能地讓更多的人有機(jī)會(huì)使用新技術(shù)，因?yàn)檫@些新技術(shù)正在引發(fā)一場(chǎng)革命，人類將因此可以互相幫助。新技術(shù)正在創(chuàng)造一種可能，不僅是政府，還 包括大學(xué)、公司、小機(jī)構(gòu)、甚至個(gè)人，能夠發(fā)現(xiàn)問題所在、能夠找到解決辦法、能夠評(píng)估他們努力的效果，去改變那些馬歇爾六十年前就說(shuō)到過的問題——饑餓、貧 窮和絕望。

members of the harvard family: here in the yard is one of the great collections of intellectual talent in the world.

第五篇：比爾蓋茨清華演講稿[模版]

獲得清華大學(xué)這所世界一流大學(xué)的名譽(yù)博士學(xué)位，讓我感到非常榮幸。清華是一所有著百年歷史的名校，這里誕生了很多杰出的科學(xué)家、商業(yè)和政治領(lǐng)袖。

我上一次訪問清華是在1997年。當(dāng)時(shí)，中國(guó)學(xué)生的才華、熱情和創(chuàng)造性給我留下了很深的印象。之后，我決定在中國(guó)設(shè)立微軟亞洲研究院。在沈向洋博士的領(lǐng)導(dǎo)下，在清華等大學(xué)優(yōu)秀畢業(yè)生的協(xié)助下，微軟亞洲研究院取得了成功，為微軟公司作出了巨大貢獻(xiàn)。在各種國(guó)際會(huì)議上都可以見到他們的身影。他們也為微軟的新產(chǎn)品如 windows vista的誕生，付出了辛勤的努力。在計(jì)算機(jī)科學(xué)迅速發(fā)展的今天，身為清華的學(xué)生是件激動(dòng)人心的事。

我們才剛剛開始接觸到軟件魔法帶來(lái)的奇妙體驗(yàn)。全世界有十億計(jì)算機(jī)用戶，他們才剛剛開始分享信息。隨著 半導(dǎo)體、光纖技術(shù)的發(fā)展，軟件可以做更多的事情：

今天的電視還是被動(dòng)的，在未來(lái)，你可以從因特網(wǎng)下載節(jié)目，電視將能和人交流、互動(dòng)；

昨天我參觀了中國(guó)農(nóng)科院稻米研究所，看到那里的技術(shù)人員開始用軟件來(lái)區(qū)分不同的稻米，為其排序，以后還可以通過軟件的分析計(jì)算，用較少的農(nóng)藥培育出高產(chǎn)量的優(yōu)良品種；

醫(yī)學(xué)界已經(jīng)開始用軟件來(lái)管理數(shù)據(jù)庫(kù)；

今天的手機(jī)已經(jīng)成為我們的“數(shù)字錢包”，可以顯示地圖，上網(wǎng)查找信息，未來(lái)它還將可以和人交流；

平板電腦的出現(xiàn)，使得在教室可以無(wú)線上網(wǎng)，用電腦錄音、識(shí)別手寫的文字。這樣，學(xué)生無(wú)需課本就能實(shí)現(xiàn)更有效的學(xué)習(xí)，老師也可以看到世界各地的優(yōu)秀教案。

當(dāng)然，軟件的未來(lái)還面臨很多挑戰(zhàn)，比如：如何使得用戶更容易掌握？如何實(shí)現(xiàn)人工智能？但不管怎樣，就計(jì)算機(jī)科學(xué)而言，我們所處的都是最激動(dòng)人心的時(shí)代。

中國(guó)正在快速發(fā)展，對(duì)世界經(jīng)濟(jì)、科技創(chuàng)新正在做出越來(lái)越大的貢獻(xiàn)。微軟公司愿意幫助中國(guó)公司的成長(zhǎng)，幫助所有的中國(guó)公民享受到計(jì)算機(jī)科學(xué)進(jìn)步所帶來(lái)的成果：

微軟已經(jīng)開展項(xiàng)目，幫助中國(guó)的進(jìn)城務(wù)工人員、殘疾人尤其是盲人享受科技成果；

微軟已經(jīng)捐資設(shè)立了五所希望小學(xué)和五所網(wǎng)上希望小學(xué)；

微軟也同中國(guó)政府及大學(xué)合作，設(shè)立了很多學(xué)術(shù)交流項(xiàng)目，鼓勵(lì)優(yōu)秀外國(guó)專家來(lái)華講學(xué)；

有來(lái)自39所亞太地區(qū)大學(xué)的超過XX名學(xué)生曾在微軟亞洲研究院實(shí)習(xí)，并有120人獲得了研究資助，其中清華所占學(xué)生人數(shù)最多；

本學(xué)年，微軟亞洲研究院的研究人員將在清華開設(shè)一門課程：“計(jì)算機(jī)研究的熱門領(lǐng)域”。

我還想借此機(jī)會(huì)宣布，微軟公司將在清華設(shè)立“杰出訪問學(xué)者”項(xiàng)目。在該項(xiàng)目下，微軟亞洲研究院每年將邀請(qǐng)一位世界知名的計(jì)算機(jī)專家到姚期智教授領(lǐng)導(dǎo)的理論計(jì)算機(jī)科學(xué)研究所講學(xué)。第一位獲邀來(lái)訪的是美國(guó)麻省理工大學(xué)的弗朗斯·凱斯霍德教授。

總之，我今天非常高興來(lái)到貴校，并在接受我的母校 哈佛大學(xué)頒給我名譽(yù)博士學(xué)位之前就成為清華的名譽(yù)博士。

剛才，我和大家分享了軟件領(lǐng)域在未來(lái)可能出現(xiàn)的一些突破，以及它們會(huì)給企業(yè)帶來(lái)的機(jī)會(huì)、為殘疾人和學(xué)生提供的幫助。我希望大家都能像我一樣樂觀：只要可以上網(wǎng)，就能獲得平等的受教育機(jī)會(huì)。

微軟公司對(duì)于中國(guó)市場(chǎng)的專注是長(zhǎng)期的。我們對(duì)于以學(xué)術(shù)嚴(yán)謹(jǐn)聞名的 清華大學(xué)有著很高的期望。讓我們攜手努力，共創(chuàng)信息技術(shù)未來(lái)的輝煌！