Reporter:It sounds like what you are saying is you are still a technology company. What do partners push now?
记者：听起来好像您说你们的公司现在仍 然是一个技术公司。那么现在您的合作伙 伴们对于公司所起的促进作用是什么呢？
Palmisano: Let me tell you what’s going on and I think it will make some sense. If you think about what it really happening in this industry, it is going back to the past. Right，it is reintegrating. Which is one reason why we put systems and technology back together again. IBM recently announced it was combining its chip making and hardware systems divisions under one group. And so, if you say why is it reintegrating, and why did IBM software now organize themselves around industry segments not by brand anymore. If you go through what we just did in the last 30 days, it is a statement of what is happening in the marketplace.
彭明盛：让我来告诉你现在是怎样的形 势，我想那会让你明白。如果你真正要 考虑在这个行业领域里正在发生些什么， 那就要将事情追溯到过去。是的，那涉 及到一个领域重新整合的问题，这也是 我们为什么将体系和技术融合到一起的 一个原因。IBM公司最近宣布，要将芯 片制作和硬件分割系统组合为一个小组。 所以如果你要问，为什么要进行重新整 合，为什么IBM软件要根据工业部门而 不是品牌来进行组织，只要你去看一下 我们最近30天来所做的事情就会明白， 因为那反映了现在市场发展的动向。
Reporter:So how has IBM responded organizationally to the changes?
记者：那么IBM作为一个组织，对于那 些变化所作出的反应是怎样的呢？
Palmisano: We are not driving this reintegration because I woke up in the middle of the night and said let’s reintegrate this place. It’s a big complicated thing. All the things separate do very, very well and add them all up. But that is not what the market wants. It is the easier thing, but it is just not what the client wants and the client is forcing this integration. So it will make a lot of sense when I say they are forcing the integration. The technology is also driving the integration. But they (the customer) are forcing the integration because they realized they did all of these things in pieces. You know, point solutions. You were supposed to be able to take the best storage, the best operating system, the best application, the best hardware platform.
彭明盛：我们并没有因为我半夜醒来突 然说要重新整合，就对我们的公司进行整 合，那是一件很复杂的事情。所有的事情 都是分开做的时候做得很好，因而我们将 它们整合到一起。但那并不是市场所需要 的，这样做比较简单，但是这不是客户们 想要的，因此是我们的客户们推动了我们 的一体化进程。所以当我说，由于客户的 需要，我们开始实施一体化，这就很明白 了。技术也同样促进了我们的一体化。但 是顾客们强制着这样做是因为他们意识到 自己将事情一件一件分开来了。你知道，这就是所谓的求解点。人们期望你能够 有最好的存储、最好的操作系统、最好 的应用程序和最好的硬件平台。
Reporter:So why should partners care about this reintegration?
记者：那么合作伙伴为什么要在意这次 重新整合呢？
Palmisano: Obviously, something changed, right. Something changed. Anyway, the point of this is that the world changed. It is important to the partners because that is what demand is. You have to exploit the capabilities of the technology in the software and not just in the hardware. Because that is what is happening. I am talking compilers, not applications... My point, though, is that this integration is what’s going to drive spending. But my only point is that as this world changes and reintegrates, huge opportunity. And in this environment, so the stimulus that happened to drive this thinking change was the economics, which it always is. So as this thing economically shifted, companies want to reintegrate. And standards will facilitate it. Because we all want the market to expand. And our partners, we want to expand. We want the envelope of growth to go compete in. It’s good for all of us，right? We think the partners with us can win more business. Some think they can win their business aligning with H-P. That’s commerce. I’d like them all to think our way. Some like proprietary, we like open. But that’s okay. We’ll go compete on our open view; they’ll go compete on their proprietary view. I mean, partners will go pick a proprietary approach; we think they should be committed to open standards. But you know, that’s okay. Like I said, it’s life. So this is why it’s so important. So if you’re the partner, and I gave you a long-winded answer, you’ve got to think about where you are. That’s why it’s hard to give a specific, because they’re all different. And by the way, we like that, because there’s so many areas to address the opportunity, we don’t want them all the same. Other companies want them all the same. And they want them all the same because that’s easy to deal with.
彭明盛：很明显，有一些事情发生了变 化，是的，事情发生了改变。但是无论如 何，重要的是世界发生了变化。这对于合 作伙伴来说是重要的，这是社会的需要。 除了硬件技术外，你还必须要开发软件技 术。因为这是大势所趋，我说的是编译程 序而不是应用。但是我的观点是，公司整 合才是促使消费者开销，随着世界的改变 和重组，我们将面临一个很大的机会。在 这种环境下，影响人们想法发生改变的刺 激物就是经济，也总是经济。所以当事情 在经济的角度上发生改变时，企业就想要 进行重新整合。规范的标准将会减少整合 的困难，因为我们都想要扩张市场，我们 的合作伙伴也想要扩张市场，我们希望在 竞争的过程中彼此都能够成长进步。那对 于我们都是有益处的，对吧？我们认为， 我们的合作伙伴能够得到更多的生意，同 时有人认为如果他们与惠普进行结盟的 话，他们能够做更多的生意。这就是商 业。我希望他们都能够像我们一样思考问 题。有人喜欢私有，我们喜欢开放，但是 不管怎样都还好。我们将会继续在开放的 原则下与其他企业进行竞争，他们可以继 续进行自营交易。我的意思是，一些合作 伙伴可以采取自营交易的方式，但是我们 认为他们应该采取开放的方式。但你知道 这没什么。正如我说的，这就是生活。所 以这就是为什么一体化如此重要的原因， 如果你是我们的合作伙伴，我给了你一个 很繁琐的答案，你也必须要考虑一下你现的困难在的处境。给出一个具体的答复是很难 的，因为对于不同的伙伴来说，答案是不 同的。但是我们很喜欢这样，因为这样我 们将在很多领域有发展机会，我们不希望 他们都一样。其他的公司可能想要他们都 —样，原因是那样的话事情方便处理。
Reporter:But back to ease of doing business. Is IBM almost too big for it to be easy to business with?
记者：说到做交易的便利性，IBM公司 是不是因为规模太大以至于不能够使得 交易简单化呢？
Palmisano: No. I've got to answer your question, but my point is that we dealt with the partners in the way IBM dealt with itself. So it wasn’t inconsistent. Then we said, no, no, the market’s reintegrating, the clients are reintegrating. So we have to deal with the partners differently. We need to reintegrate. And so what we need to do strategically is to establish a relationship with the partner and IBM and make it a lot easier to do business.
彭明盛：不是这样的。我来回答你的问 题，我的看法是：EBM公司处理与合作 伙伴之间的交易关系和处理其内部的交易 关系，方法是相同的，所以这是一致的。 然后我们说到，市场正在重新整合，客户 们也在进行重新整合，所以我们必须要以 一种不同的方式来处理我们与合作伙伴间 的关系与问题。我们也需要重新整合，所 以从策略上来说，我们需要做的就是与合 作伙伴之间建立一种和谐的关系，那样有 助于我们方便的进行交易。
Reporter: So what kind of changes does that portend?
记者：所以那预示着怎样的变化呢？
Palmisano: Software is now going to be solving client problems not going to market by WebSphere, database, Lotus, Rational, etc. but by industry set. Services has been half industry and half, they call it line of business, but it’s product line, it’s always industry. And the hardware also. I mean, Bill Zeitler’s team (IBM’s hardware group) is also looking at how you bring it all together. So strategically when we talk about reintegrating, because that’s what’s the market’s driving, we need to get to an environment strategically where the partner can be able to pick the capabilities from IBM, whatever they happen to be.
彭明盛：我们的软件将会通过产业设 置而不是通过WebSphere、数据库、 Lotus、Rational等方式进入市场来着力 解决客户问题。服务业已经成为半工 业，巳经进入营业范围，但是涉及到 生产线，它就是工业。硬件系统也是 如此。我的意思是，比尔.德特勒的团 队（IBM公司的硬件小组）也正在关注 你将如何把那些都整合到一起。所以从 战略上来说，当我们讨论重新整合的时 候，由于它是由市场驱动的，我们因此 需要进入一个伙伴有能力与IBM进行合 作的战略性的环境，无论是什么方面的 合作伙伴。
ReporteriSo, are you getting there?
记者：那么，您做到那一点了吗？
Palmisano: Transitioning, well, it’s a more complex transition because yes, we can’t just transition and leave them behind because of the income flow. I mean, it’s easier, quite honestly, guys, for me to transition IBM and get people focused this way than to transition the entire partner ecosystem because I’m dealing with my own economics.
彭明盛：我们现在正处于过渡阶段，那 是一个更为复杂的过渡阶段，因为我们 不能够只是自己进行转变而不顾他们， 因为他们有可能由于收入的流动性而被 淘汰。坦白说来，我的意思是要我带领 IBM公司进行成功过渡是比较简单的一 件事情，因为那样的话，我只是在处理 自己经济领域的事情，这比使整个合作 系统进行过渡要简单的多。
ReporteriSo what about the transition for partners?
记者：那么对于合作伙伴的转变呢？
Palmisano: That ecosystem I need to help with. I mean, as we say this is where we want to go, Fve got to make sure as we move them I don’t hurt the profit. I mean, I shouldn’t say I， but IBM. So strategically, conceptually the world says yes, I just want to take IBM capability and help me create value.
彭明盛：我需要帮助这个体系一起进行 过渡。我的意思是，既然我们想要达到 共同的目标，就必须要确定在过渡的过 程中不影响利润，不应该说我，是说 IBM。所以从策略上和概念上来说，我 只是想以此发挥IBM的能力，来帮助我 创造价值。
ReporterrBut partners will worry about the bumps along the way.
记者：但是那些合作伙伴们可能会担心 他们的利益会在过程中上下起伏不断。
Palmisano: I know, evolving is the tricky thing. And evolving it around the world, because our partners are global, they’re not regional. So it，s multi dimensions of the evolution. But I think if we could agree, all of us could agree that this is the path we want to go down and then keep working together, because the best way for us to work with the partners as you know is to have an open dialogue and communications. And we have to be fluid, and in a way we have to trust each other. So therefore this is open dialogue and communications. At the same time IBM today has a very strong point of view. We do. We have a strong point of view around the importance of standards. We have a strong point of view around the importance of adding value around integrating. We want more people in our ecosystem committed to standards-based computing architectures. We’ll go make sure that we have the best cost points and the best technology. But we’re committed to standards and we want our partners with us there, on open standards-based architectures. We are going to be biased, right? People that are committed to a proprietary approach, we’re not going to have as much interested in helping as those committed to standards. People that want to work with us to get to standards based computing models, we are very open and willing to invest in. People that feel that they’ve to stay on proprietary approaches, they’ve made a business decision. But there are proprietary companies that probably want to invest in them, but we’re not that proprietary company.
彭明盛：我知道，过渡和进步是一件复 杂的事情。我们也必须要使他们朝着世 界方向发展，因为我们的合作伙伴都是 全球性的，而并非区域性的。所以这是进 化的多个方面。但是我想，如果我们都 同意在这条道路上走下去，并且保持合 作，那我们就能够实现目标。因为与伙伴 合作的最好的方法就是彼此间进行公开的 谈话与交流。我们必须要灵活处事，并且 彼此信任，因此我们才可以展开公开的谈 话与交流。同时，今天的IBM对此有很 强的观点，的确是这样。我们对规范的重 要性很重视，我们对通过整合创造新价值的重要性很重视。我们希望在我们的体系 中，能够有更多的人致力于运算架构建立 在标准基础上。我们将确定我们有最好的 成本运算和最好的技术。我们致力于规范 标,，并且我们希望我们的合作伙伴也能 够这样，致力于建立以开放标准为基础的 结构框架。那将会产生争议，是吗？对于 那些采用自营交易方法的伙伴，我们将不 会给予很多的帮助，我们会帮助那些规范 的有标准尺度的伙伴。我们很乐意对那些 想要跟我们在标准基础上的运算构架方面 合作的人们投资，而那些认为还要采取自 营方式的人，他们已经作出了自己的商业 决策。一些控股公司可能会想要给他们投 资，但是我们不会。
Reporter:So you want these guys to commit more to the IBM way of thinking...
记者：所以你希望他们都能够以IBM式 的思维方式去思考问题……
Palmisano: No, more to standards. Open standards. It’s not an IBM thing; it’s an industry thing. We want them committed more to open standards. And it’s not an IBM thing; this is the industry. We just think there’s a need for an ecosystem committed around standards. There’s clearly a huge ecosystem committed to proprietary approaches, as you know. And so all we’re saying is we want some counterbalance.
彭明盛不，我认为是以一种标准，开 放的标那不是IBM的标准，而是 整个产业的标准，我希望他们能够更多 地致力于这个开放的标准。我们只是认 为，作为一个体系，有一个共同的标准 是必须的。你知道，有很多体系是朝向 一个自营方式靠拢的，所以我们说的一 切就是要说明我们需要一些抗衡力。
Reporter: You know, HP is making a big push in the consumer electronics space. Are you planning to jump in?
记者：您知道，惠普集团现在正在推进 消费者电子空间业务，你们也准备加入 他们的行列吗？
Palmisano: We are enterprise. We used to be in retail. We were in retail, we were in retail PC. Remember we had, we were an Internet service provider, a thing called IBM GN, the IBM Global Network. We are enterprise. We (make) no bones of what we are, we know what we are. We are the leading company in the enterprise. There’s only one sector we’re not number one in, that’s industrial.
彭明盛：我们是一个企业，过去我们也 常常做零售，我们零售个人计算机。回 想一下我的过去，我们是网络服务提供 商，我们是IBM/GN，即[BM全球网 络。我们是一个企业，我们毫不掩饰我 们是谁，因为我们都知道我们是谁，我 们是世界上起领导作用的企业。只有在 一个领域中我们不是第一名，那就是工 业领域。