what the world will be? ----超越时速

borrowed from VFyang's blog! :)

 

"中国那么多兵器你不学，偏学剑；

上剑不学学下剑；

下剑招式那么多，你学醉剑；

铜剑铁剑你不学，去学银剑！

终于，你练成了武林绝学：醉银剑！

最后达到人剑合一的境界－－－剑人"

borrowed from VFyang's blog! help to promote this MS 'secret' feature. :)

当数码相机还是在640K像素的时代，微软摄影协会曾请了美国国家地理调查局的一个摄影师来讲数码相机的前景。当时，他的相机是一种特殊的扫描式背板，照一幅照片，要8分半钟，一幅没压缩要130M，所以他的家当要重达六七十磅，因为包括一个Mac，以及N多电池。当时他能不断的放大他相片的局部，大约有十来次，还能看的非常清楚的细节，非常震撼。结果是，所有的人都被说服，今后数码相机的水平会超过胶片。（我知道某些铁杆如老吴、老高会非常不屑的撇撇嘴）。当时，他告诉我们，那个数码的背板，要25万美元。连那些在场的老微软，也没人说要出血尝试。

不知道是不是当时有人在场受了刺激，或者有人像我有了孩子就没了升级玩具的资格，微软有一拨人就开发了Panorama 全景图的拼接功能，让我们用不入流的相机，就能获得一个巨大像素的相片（某种程度上更好，因为可以达到单个照片解决不了镜头角度）。而且包括在免费的Windows Live Photo Gallery里, 可以和Messenger、Writer一期免费下载。也许有人会说，这技术不是什么新技术，人家早就有了。同意，但我这次是真的还要夸微软，这款软件是我尝试过的各种版本中最好的。

不多写，看结果：

首先，把我在围场坝上一次（还是两次）连续找的36附照片，按CTRL+A全部选中，右击鼠标，选择“Create panoramic photo…” （请用中文版的同学帮忙找到中文菜单名），就像我一样无所事事的等着。。。

过一会，一幅巨大的照片就自动拼好了:(请点击观看12746x5256高清大图，文件较大，下载速度较慢，请耐心等待).

这幅图是非常失败的，尤其是中间缺了一个“死穴”，造成了不可弥补的遗憾。但是，这张图可以清楚演示出这个软件的功能、原理和效果。

而下面这张北京2008年奥林匹克运动会主会场鸟巢的照片就基本成功了。（请点击观看11892x3717的高清大图，也请耐心下载）

这幅图，中间最下部缺了一块，我可以在修正（顺时针旋转2~3度）后，裁掉缺口；但我更希望今后有空补拍一张。（或者那个弟兄能有一张贡献给我？）。但基本上这是一张我非常满意的。

当然，这软件也不是万能的，有它的极限，比如下图，但我觉得能这样已经非常对得起我了。（请点击观看的高清大图，也请耐心下载）

这是美国慈善机构明日中华基金会（http://www.ctef.org/）在中国河南省一个农村一个多媒体电化教室项目的照片，（门口的是当地的一个志愿者李老师）。大家可以大致看出农村基层学校的条件和需要。虽然照片残缺不齐,但是我会一直保留，因为从某种意义上来说，这是一个很好的“社会全景图”。

好了，最后分享一点照“全景”照片的经验或教训：

1）选一个静物较多的场景，如果动的东西太多，接缝没法接好。

2）要固定焦距，固定光圈、快门，否则自动曝光会使有些地区亮，有些地区暗。就如教室里闪光灯照到和没照到的课桌一样有白有黑。

3）尽量不要广角镜，至少要50-75mm焦距以上。因为广角在边缘一般会变形或变黑。（鸟巢是用300mm)

4）有计划的按顺序，按想象中的格子一格一格的拍，每张照片和上一张、上一行都有多一点的重叠，给软件裁剪的余地；同时宁多勿缺！否则，就会像第一副一样有死穴。

5）如果照好几组，建议在中间拍一张非常不一样的照片，是你在后期处理时能容易分别每组。（比如，偷拍漂亮的。。。）

好了，夸够了微软这个免费的、伟大的、很好很强大的功能，我们开始经典的“但是”评论：

但是：微软花了多少精力研发的成果，有多少人知道？连我人在微软，原来在MSN呆过，又喜欢照相（今天受到打击，不敢称摄影），居然不知道有这功能。一直到Simmon或阿超（开心）告诉我才知道，已经是第二版了。呵呵，微软MSN的marketing实在是太。。。。

borrowed from VFyang's blog. again. .... thx V very much. :)

再为Yunnie：推荐Office2007中的很色很暴力的SmartArt。这里“色”与“暴力”是杨氏翻译法，很Colorful 和 Powerful的意思。（翻译很强吧？ :) ）

前文介绍了WORD 2007兼容性，现在在推荐一下Office2007中的新功能，估计你也会喜欢。但是我不多写文字了，看图说故事吧：

•打开新文件

•打开Powerpoint

•选择一个设计模板

•点击菜单Design

•点击一个设计模板

•选择一个色阶丰富的

•创建一个SmartArt

•点击菜单Insert

•点击SmartArt

•选择一个模板

•在文字栏中输入一些文字

•选择一个颜色、风格

•点击菜单SmartArt Tools/Design

•选择一个颜色组合

•选择一个形状风格

•改变到另一个SmartArt模板

•点击菜单SmartArt Tools/Design

•选择另一个SmartArt模板

效果:

•改变要表达的文字内容

•在文字输入部分中改变文字

•用回车、TAB、Shift+TAB、退格键改变文字列表结构

这时,图形里的SmartArt根据你的文字变化动态的变化、更新。（你自己玩吧）

小结：A Picture Is Worth More Than A Thousand Words.

SmartArt 最大的优点是将内容（Content）和图形格式（Chart / Format）分开，因此你可以很快的做出一个符合你想要表达的图表。

“很色很暴力”吧！

borrowed from VFyang's blog. :) thanks V......

在业内，早就知道Google自己设计、自己组装服务器的硬件和操作系统。而且听说供货商非常喜欢他们的订单，因为Google财大气粗，常常下定单就不计成本，而且提前预付全款，不怕最贵，只要最好。但是这一直是其顶级机密。

今天看到Google自己解密，还包含了许多内部图片。非常震惊。我觉得这绝不是心血来潮，结合目前HP要在部分上网本采用Google的Android手机系统的消息，推断也许Google不满足于搜索业务，或许要进入硬件、操作系统等软件。（也许明天会解密他们的服务器操作系统）。

如果这样，绝对是IT界一件大事。即使小范围在Cloud领域推展，也有相当大的影响。以Google的性格，不赚钱，把水搅浑，那是轻而易举的，“也是必须的（东北读法）”。

http://news.cnet.com/8301-1001_3-10209580-92.html?tag=newsLeadStoriesArea.1

Google uncloaks once-secret server

by Stephen Shankland

Google for the first time showed off its server design. (Click to enlarge)

(Credit: Stephen Shankland/CNET)

Updated at 4:08 PDT with further details about Google's data center efficiency and shipping containers modules.

MOUNTAIN VIEW, Calif.--Google is tight-lipped about its computing operations, but the company for the first time on Wednesday revealed the hardware at the core of its Internet might at a conference here about the increasingly prominent issue of data center efficiency.

Most companies buy servers from the likes of Dell, Hewlett-Packard, IBM, or Sun Microsystems. But Google, which has hundreds of thousands of servers and considers running them part of its core expertise, designs and builds its own. Ben Jai, who designed many of Google's servers, unveiled a modern Google server before the hungry eyes of a technically sophisticated audience.

Google server designer Ben Jai

(Credit: Stephen Shankland/CNET)

Google's big surprise: each server has its own 12-volt battery to supply power if there's a problem with the main source of electricity. The company also revealed for the first time that since 2005, its data centers have been composed of standard shipping containers--each with 1,160 servers and a power consumption that can reach 250 kilowatts.

It may sound geeky, but a number of attendees--the kind of folks who run data centers packed with thousands of servers for a living--were surprised not only by Google's built-in battery approach, but by the fact that the company has kept it secret for years. Jai said in an interview that Google has been using the design since 2005 and now is in its sixth or seventh generation of design.

"It was our Manhattan Project," Jai said of the design.

Google has an obsessive focus on energy efficiency and now is sharing more of its experience with the world. With the recession pressuring operations budgets, environmental concerns waxing, and energy prices and constraints increasing, the time is ripe for Google to do more efficiency evangelism, said Urs Hoelzle, Google's vice president of operations.

"There wasn't much benefit in trying to preach if people weren't interested in it," said Hoelzle, but now attitudes have changed.

The company also focuses on data center issues such as power distribution, cooling, and ensuring hot and cool air don't intermingle, said Chris Malone, who's involved in the data center design and efficiency measurement. Google's data centers now have reached efficiency levels that the Environmental Protection Agency hopes will be attainable in 2011 using advanced technology.

"We've achieved this now by application of best practices and some innovations--nothing really inaccessible to the rest of the market," Malone said.

The rear side of Google's server.

(Credit: Stephen Shankland/CNET)

Why built-in batteries?
Why is the battery approach significant? Money.

Typical data centers rely on large, centralized machines called uninterruptible power supplies (UPS)--essentially giant batteries that kick in when the main supply fails and before generators have time to kick in. Building the power supply into the server is cheaper and means costs are matched directly to the number of servers, Jai said.

"This is much cheaper than huge centralized UPS," he said. "Therefore no wasted capacity."

Efficiency is another financial factor. Large UPSs can reach 92 to 95 percent efficiency, meaning that a large amount of power is squandered. The server-mounted batteries do better, Jai said: "We were able to measure our actual usage to greater than 99.9 percent efficiency."

Urs Hoelzle, Google's vice president of operations

(Credit: Stephen Shankland/CNET)

The Google server was 3.5 inches thick--2U, or 2 rack units, in data center parlance. It had two processors, two hard drives, and eight memory slots mounted on a motherboard built by Gigabyte. Google uses x86 processors from both AMD and Intel, Jai said, and Google uses the battery design on its network equipment, too.

Efficiency is important not just because improving it cuts power consumption costs, but also because inefficiencies typically produce waste heat that requires yet more expense in cooling.

Costs add up
Google operates servers at a tremendous scale, and these costs add up quickly.

Jai has borne a lot of the burden himself. He was the only electrical engineer on the server design job from 2003 to 2005, he said. "I worked 14-hour days for two and a half years," he said, before more employees were hired to share the work.

Google has patents on the built-in battery design, "but I think we'd be willing to license them to vendors," Hoelzle said.

Another illustration of Google's obsession with efficiency comes through power supply design. Power supplies convert conventional AC (alternating current--what you get from a wall socket) electricity into the DC (direct current--what you get from a battery) electricity, and typical power supplies provide computers with both 5-volt and 12-volt DC power. Google's designs supply only 12-volt power, with the necessary conversions taking place on the motherboard.

Google's data center efficiency has been improving gradually.

(Credit: Stephen Shankland/CNET)

That adds $1 or $2 to the cost of the motherboard, but it's worth it not just because the power supply is cheaper, but because the power supply can be run closer to its peak capacity, which means it runs much more efficiently. Google even pays attention to the greater efficiency of transmitting power over copper wires at 12 volts compared to 5 volts.

Google also revealed new performance results for data center energy efficiency measured by a standard called power usage effectiveness. PUE, developed by a consortium called the Green Grid, measures how much power goes directly to computing compared to ancillary services such as lighting and cooling. A perfect score of 1 means no power goes to the extra costs; 1.5 means that half the power goes to ancillary services.

Google's PUE scores are enviably low, but the company is working to lower them further. In the third quarter of 2008, Google's PUE was 1.21, but it dropped to 1.20 for the fourth quarter and to 1.19 for the third quarter of 2009 through March 15, Malone said.

Older Google facilities generally have higher PUEs, he said; the best has a score of 1.12. When the weather gets warmer, Google notices is that it's harder to keep servers cool.

An excerpt from a video tour Google presented of its data center containers. Like conventional data centers, Google's shipping containers have raised floors.

(Credit: Stephen Shankland/CNET)

Shipping containers
Most people buy computers one at a time, but Google thinks on a very different scale. Jimmy Clidaras revealed that the core of the company's data centers are composed of standard 1AAA shipping containers packed with 1,160 servers each, with many containers in each data center.

Modular data centers are not unique to Google; Sun Microsystems and Rackable Systems both sell them. But Google started using them in 2005.

Google's first experiments had some rough patches, though, Clidaras said--for example when they found the first crane they used wasn't big enough to actually lift one.

Overall, Google's choices have been driven by a broad analysis on cost that encompasses software, hardware, and facilities.

"Early on, there was an emphasis on the dollar per (search) query," Hoelzle said. "We were forced to focus. Revenue per query is very low."

Mainstream servers with x86 processors were the only option, he added. "Ten years ago...it was clear the only way to make (search) work as free product was to run on relatively cheap hardware. You can't run it on a mainframe. The margins just don't work out," he said.

Operating at Google's scale has its challenges, but it also has its silver linings. For example, a given investment on research can be applied to a larger amount of infrastructure, yielding return faster, Hoelzle said.

A diagram of a Google modular data center

(Credit: Stephen Shankland/CNET)

十诫 （Ten Commandments）在圣经中特指摩西十诫，是圣经旧约中神对人的最重要的诫命。

因此，工业界把Dieter Rams的设计十大法则誉为“十诫”，可见其地位。看看、想想，如果我们想把这些应用在软件上，那意味着什么的？如果我们应用在医疗软件上，有什么启示呢？

http://www.vitsoe.com/en/gb/about/gooddesign

Good Design in ten commandments:

Back in the early 1980s, Dieter Rams was becoming increasingly concerned by the state of the world around him – “an impenetrable confusion of forms, colours and noises.” Aware that he was a significant contributor to that world, he asked himself an important question: is my design good design?

As good design cannot be measured in a finite way he set about expressing the ten most important criteria for what he considered was good design. Subsequently they have become known as the ‘Ten commandments’.

Here they are.

Vitsœ’s designer Dieter Rams.
Photograph by Abisag Tüllmann

Good design is innovative

It does not copy existing product forms, nor does it produce any kind of novelty for the sake of it. The essence of innovation must be clearly seen in all functions of a product. The possibilities in this respect are by no means exhausted. Technological development keeps offering new chances for innovative solutions.

TP 1 radio/phono combination, 1959, by Dieter Rams for Braun

Good design makes a product useful

A product is bought in order to be used. It must serve a defined purpose – in both primary and additional functions. The most important task of design is to optimise the utility of a product.

MPZ 21 multipress citrus juicer, 1972, by Dieter Rams and Jürgen Greubel for Braun

Good design is aesthetic

The aesthetic quality of a product – and the fascination it inspires – is an integral part of its utility. Without doubt, it is uncomfortable and tiring to have to put up with products that are confusing, that get on your nerves, that you are unable to relate to. However, it has always been a hard task to argue about aesthetic quality, for two reasons.

Firstly, it is difficult to talk about anything visual, since words have a different meaning for different people.

Secondly, aesthetic quality deals with details, subtle shades, harmony and the equilibrium of a whole variety of visual elements. A good eye is required, schooled by years and years of experience, in order to be able to draw the right conclusion.

RT 20 tischsuper radio, 1961, by Dieter Rams for Braun

Good design helps a product to be understood

It clarifies the structure of the product. Better still, it can make the product talk. At best, it is self-explanatory and saves you the long, tedious perusal of the operating manual.

T 1000 world receiver, 1963, by Dieter Rams for Braun

Dieter Rams on T 1000

Dieter Rams talks about his design for the Braun T 1000 radio

Good design is unobtrusive

Products that satisfy this criterion are tools. They are neither decorative objects nor works of art. Their design should therefore be both neutral and restrained leaving room for the user’s self-expression.

Cylindric T 2 lighter, 1968, by Dieter Rams for Braun

Good design is honest

An honestly-designed product must not claim features – more innovative, more efficient, of higher value – it does not have. It must not influence or manipulate buyers and users.

Wall mounted Audio 2/3 (Components: control TS 45, reel-to-reel tape deck TG 60, slim speakers L 450, record player PCS 5), 1962/1962, by Dieter Rams for Braun

Good design is durable

It is nothing trendy that might be out-of-date tomorrow. This is one of the major differences between well-designed products and trivial objects for a waste-producing society. Waste must no longer be tolerated.

See more of 606 Universal Shelving System

606 Universal Shelving System, 1960, by Dieter Rams for Vitsœ

Things which are different in order simply to be different are seldom better, but that which is made to be better is almost always different.

Dieter Rams, 1993

My goal is to omit everything superfluous so that the essential is shown to best possible advantage.

Dieter Rams, 1980

Good design is thorough to the last detail

Thoroughness and accuracy of design are synonymous with the product and its functions, as seen through the eyes of the user.

World traveller ET 88 calculator, 1987, by Dietrich Lubs for Braun

Good design is concerned with the environment

Design must contribute towards a stable environment and a sensible use of raw materials. This means considering not only actual pollution, but also the visual pollution and destruction of our environment.

850 Conference table, 1985, by Dieter Rams for Vitsœ. Photograph by Ian McKinnell for Vitsœ.

Good design is as little design as possible

Back to purity, back to simplicity.

L 01 speaker, 1958, by Dieter Rams for Braun

转自：http://www.rfidworld.com.cn/bbs/Read-b11-t15988.htm

各位:
郭董的管理果然有一套,
针对个个阶层面的分析,
我用白话解读为:
切确的说到"执行"与"执行力","听命作事"与"用心作事"的差异.
以下郭台铭的『春节文告』 供大家自省共勉之 !
并请借机会将感受转述所属同仁共勉之 !
郭台铭说：
一、如果
（1 ）妳只是接电话，告诉客户不知道、没办法。
（2 ）妳只是开订单，不连络、不追踪，有问题不回报、不处理。
（3 ）妳只是打报表，不确定数字正确性。
（4 ）妳只是接电话，从未希望客户有满意的感觉、从未希望客户多订一些货。
（5 ）妳只是认为自己是助理，从未想过自己一言一行代表业务、主管、老板、公司。
那么，妳不够格做一个称职的助理，妳的工作，任何人都可以取代。
二、如果
（1 ）你从未将部门业绩目标时时刻刻放在心中。
（2 ）你从未想过个人目标攸关部门目标达成。
（3 ）送样后，从未想过结果如何，为什么没消息。
（4 ）报价后，从未追踪为什么没有订单，差多少可以成交。
（5 ）订单多了，从未去想怎么回事，随波逐流、随客户起舞。
（6 ）订单少了，不去追查什么原因，毫无感觉、毫无动作。
（7 ）你从未想过在客户面前更专业、更守信。
（8 ）工作不规划、时间不管理、成本不控制、客户不教育。
（9 ）你认为开发新客户、新市场是麻烦的、痛苦的。
那么，你不够格做一个称职的业务人员，你实在是我们大家的负担。
三、如果
（ 1）你不把客户需求当作是非常的重要。
（ 2）你不把客户抱怨当作优先解决的事项，主动追查检讨。
（ 3）你时常不准时送货，当作客户永远都会等你。
（ 4）业务反应客户的问题，你嫌他烦。
（ 5）客户反应质量的问题，你嫌他挑剔，视他为烂客户。
（ 6）你经常把〝很麻烦〞、〝有困难〞、〝不想做〞、〝不可能〞挂在嘴边。 ?
( 7）你每天上班当作例行 工作，不主动寻找问题、改善质量。
那么，你不够格做一个称职的生产部主管，与你共事，我很疲劳。
每日我们在外努力，没有良好的质量，没有良好的服务做后盾，一切效果会打折扣，
对客户的承诺都会跳票，我们便成口才一流、质量二流、服务三流的公司。
四、如果
（ 1）有骂没有称赞、有惩罚没有奖励。
（ 2）对企业有利的，不立刻行动。
（ 3）经常把〝再看看〞、〝再研究〞挂在嘴边。
那么，我也只能偷偷的说，你不是一个称职的老板。我不能多说，毕竟你还是我的老板。
结语
（1 ）我不是天才，因为天才只能留在天上，我们顶多是人才，但要有执行力才算数。
每个人每天都会有时间的压力、质量的压力、成本的压力及业绩的压力，
没有压力不是〝工作 '而是〝 玩耍 〞。 本人深有同感，欠缺压力还会使我衰老。
（ 2）去年，我们的表现平平。今年，我们目标都已确定，时间过了几个月，虽然暂时达标率不佳，但我仍深具信心， 景气、*并不可怕，怕的是没有危机意识，没有检讨的能力，没有执行 的能力。
我有一个梦：
我希望你们在组织中都有不可被取代的地位。
我希望每个部门在公司有不可被取代的地位。
我希望我们的产品、质量、服务在客户心中有不可被取代的地位。
我希望大家努力合作，辛苦的过程可以换来年终丰富的收割。

If there is anyone out there who still doubts that America is a place where all things are possible; who still wonders if the dream of our founders is a live in our time; who still questions the power of our democracy, tonight is your answer.

It’s the answer told by lines that stretched around schools and churches in numbers this nation has never seen; by people who waited three hours and four hours, many for the very first time in their lives, because they believed that this time must be different; that their voice could be that difference.

It’s the answer spoken by young and old, rich and poor, Democrat and Republican, black, white, Latino, Asian, Native American, gay, straight, disabled and not disabled – Americans who sent a message to the world that we have never been a collection of Red States and Blue States: we are, and always will be, the United States of America.

It’s the answer that led those who have been told for so long by so many to be cynical, and fearful, and doubtful of what we can achieve to put their hands on the arc of history and bend it once more toward the hope of a better day.

It’s been a long time coming, but tonight, because of what we did on this day, in this election, at this defining moment, change has come to America.

I just received a very gracious call from Senator McCain. He fought long and hard in this campaign, and he’s fought even longer and harder for the country he loves. He has endured sacrifices for America that most of us cannot begin to imagine, and we are better off for the service rendered by this brave and selfless leader. I congratulate him and Governor Palin for all they have achieved, and I look forward to working with them to renew this nation’s promise in the months ahead.

I want to thank my partner in this journey, a man who campaigned from his heart and spoke for the men and women he grew up with on the streets of Scranton and rode with on that train home to Delaware, the Vice President-elect of the United States, Joe Biden.

I would not be standing here tonight without the unyielding support of my best friend for the last sixteen years, the rock of our family and the love of my life, our nation’s next First Lady, Michelle Obama. Sasha and Malia, I love you both so much, and you have earned the new puppy that’s coming with us to the White House. And while she’s no longer with us, I know my grandm other is watching, along with the family that made me who I am. I miss them tonight, and know that my debt to them is beyond measure.

To my campaign manager David Plouffe, my chief strategist David Axelrod, and the best campaign team ever assembled in the history of politics – you made this happen, and I am forever grateful for what you’ve sacrificed to get it done.

But above all, I will never forget who this victory truly belongs to – it belongs to you.

I was never the likeliest candidate for this office. We didn’t start with much money or many endorsements. Our campaign was not hatched in the halls of Washington – it began in the backyards of Des Moines and the living rooms of Concord and the front porches of Charleston.

It was built by working men and women who dug into what little savings they had to give five dollars and ten dollars and twenty dollars to this cause. It grew strength from the young people who rejected the myth of their generation’s apathy; who left their homes and their families for jobs that offered little pay and less sleep; from the not-so-young people who braved the bitter cold and scorching heat to knock on the doors of perfect strangers; from the millions of Americans who volunteered, and organized, and proved that more than two centuries later, a government of the people, by the people and for the people has not perished from this Earth. This is your victory.

I know you didn’t do this just to win an election and I know you didn’t do it for me. You did it because you understand the enormity of the task that lies ahead. For even as we celebrate tonight, we know the challenges that tomorrow will bring are the greatest of our lifetime – two wars, a planet in peril, the worst financial crisis in a century. Even as we stand here tonight, we know there are brave Americans waking up in the deserts of Iraq and the mountains of Afghanistan to risk their lives for us. There are mothers and fathers who will lie awake after their children fall asleep and wonder how they’ll make the mortgage, or pay their doctor’s bills, or save enough for college. There is new energy to harness and new jobs to be created; new schools to build and threats to meet and alliances to repair.

The road ahead will be long. Our climb will be steep. We may not get there in one year or even one term, but America – I have never been more hopeful than I am tonight that we will get there. I promise you – we as a people will get there.

There will be setbacks and false starts. There are many who won’t agree with every decision or policy I make as President, and we know that government can’t solve every problem. But I will always be honest with you about the challenges we face. I will listen to you, especially when we disagree. And above all, I will ask you join in the work of remaking this nation the only way it’s been done in America for two-hundred and twenty-one years – block by block, brick by brick, calloused hand by calloused hand.

What began twenty-one months ago in the depths of winter must not end on this autumn night. This victory alone is not the change we seek – it is only the chance for us to make that change. And that cannot happen if we go back to the way things were. It cannot happen without you.
So let us summon a new spirit of patriotism; of service and responsibility where each of us resolves to pitch in and work harder and look after not onlyourselves, but each other. Let us remember that if this financial crisis taught us anything, it’s that we cannot have a thriving Wall Street while Main Street suffers – in this country, we rise or fall as one nation; as one people.

Let us resist the temptation to fall back on the same partisanship and pettiness and immaturity that has poisoned our politics for so long. Let us remember that it was a man from this state who first carried the banner of the Republican Party to the White House – a party founded on the values of self-reliance, individual liberty, and national unity. Those are values we all share, and while the Democratic Party has won a great victory tonight, we do so with a measure of humility and determination to heal the divides that have held back our progress. As Lincoln said to a nation far more divided than ours, “We are not enemies, but friends…though passion may have strained it must not break our bonds of affection.” And to those Americans whose supportI have yet to earn – I may not have won your vote, but I hear your voices,I need your help, and I will be your President too.

And to all those watching tonight from beyond our shores, from parliaments and palaces to those who are huddled around radios in the forgotten corners of our world – our stories are singular, but our destiny is shared, and a new dawn of American leadership is at hand. To those who would tear this world down – we will defeat you. To those who seek peace and security – we support you. And to all those who have wondered if America’s beacon still burns as bright – tonight we proved once more that the true strength of our nation comes not from our the might of our arms or the scale of our wealth, but from the enduring power of our ideals: democracy, liberty, opportunity, and unyielding hope.
For that is the true genius of America – that America can change. Our union can be perfected. And what we have already achieved gives us hope for what we can and must achieve tomorrow.

This election had many firsts and many stories that will be told for generations. But one that’s on my mind tonight is about a woman who cast her ballot in Atlanta. She’s a lot like the millions of others who stood in line to make their voice heard in this election except for one thing – Ann Nixon Cooper is 106 years old.

She was born just a generation past slavery; a time when there were no cars on the road or planes in the sky; when someone like her couldn’t vote for two reasons – because she was a woman and because of the color of her skin.

And tonight, I think about all that she’s seen throughout her century in America – the heartache and the hope; the struggle and the progress; the times we were told that we can’t, and the people who pressed on with that American creed: Yes we can.At a time when women’s voices were silenced and theirhopes dismissed, she lived to see them stand up and speak out and reach forthe ballot. Yes we can.

When there was despair in the dust bowl and depression across the land, she saw a nation conquer fear itself with a New Deal, new jobs and a new sense of common purpose. Yes we can.

When the bombs fell on our harbor and tyranny threatened the world, she was there to witness a generation rise to greatness and a democracy was saved. Yes we can.

She was there for the buses in Montgomery, the hoses in Birmingham, a bridge in Selma, and a preacher from Atlanta who told a people that “We Shall Overcome.” Yes we can.

A man touched down on the moon, a wall came down in Berlin, a world was connected by our own science and imagination. And this year, in this election, she touched her finger to a screen, and cast her vote, because after 106 years in America, through the best of times and the darkest of hours, she knows how America can change. Yes we can.

America, we have come so far. We have seen so much. But there is so much more to do. So tonight, let us ask ourselves – if our children should live to see the next century; if my daughters should be so lucky to live as long as Ann Nixon Cooper, what change will they see? What progress will we have made?

This is our chance to answer that call. This is our moment. This is our time– to put our people back to work and open doors of opportunity for our kids; to restore prosperity and promote the cause of peace; to reclaim the American Dream and reaffirm that fundamental truth – that out of many, we are one; that while we breathe, we hope, and where we are met with cynicism, and doubt, and those who tell us that we can’t, we will respond with that timeless creed that sums up the spirit of a people:
Yes We Can.

Thank you, God bless you, and may God Bless the United States of America.

微软操刀数字医疗

转载：《互联网周刊》 作者：马荟 编辑：Cong　2008-08-22 17:19:11

Windows和Office的成功让微软钵盈盆满，在情况更加复杂的医疗领域，微软仍掩饰不住一贯后发先至的野心和自信。
小欧一周前得了急性胃肠炎。对于工作繁忙的小欧来说，难以忍受的不是肠胃不适的症状，而是繁琐的排队、挂号、青霉素试敏等看诊程序。
其实，在医疗信息系统相对成熟的美国，看诊过程被简化了，健康服务也不着痕迹地渗透到了日常生活之中。微软2007年10月推出的一项有想象力的应用印证了比尔•盖茨的预言：“客户有望通过电子化方式与律师、牙医、会计等专业人士安排会面日程及交换文件。”在这个叫Health Vault的网络平台上，只要在线申请一个个人健康账号，就可以在线上维护自己的健康记录。除了个人健康信息的存储和交换，还可以实现健康信息的搜索。申请账号如注册E-mail一样简单，而且免费。
Health Vault像一个个人信息保险箱，有开放接口，可以与第三方的设备厂商和保险公司之间做数据的交换，用户自行决定上传的信息内容以及向谁开放信息，微软扛起这面大旗，意味着“获取医疗帮助已经能在ATM机上刷卡取款一样方便。”紧随其后的Google，推出线上健康医疗业务Google Health，挑战微软，这也是互联网大鳄和软件巨人在数字医疗服务领域正式交锋。
虽然Health Vault目前仅面向英语用户，但微软这个试水医疗领域的动作，让专注于开发医疗信息系统的企业风声鹤唳。在MSN的医疗健康频道，微软就已经显示出了对医疗的兴趣。其实，巨大的市场潜力并不是唯一的推动因素。微软判断两个领域有巨大潜力，一个是改变人生的教育，另一个是治病救人的医疗。在将慈善当成事业来做的比尔•盖茨看来，把这些事情的潜力用技术发挥出来，具有特殊的意义。
“我们在做每一件事的时候，都有一个愿景。”微软亚洲工程院工程总监郭蓓菁说，“就是让全球人民更健康。”为了一杯牛奶，家底雄厚的微软不吝养一头奶牛，也许微软自己意识到了，市场带来的惊喜还会有很多牛肉。
拓荒信息孤岛
与消费者市场“遥相辉映”，微软给医疗机构开了一剂IT处方，针对企业级用户的Amalga系统。而Amalga是集成在一个数据库基础上的全套医院卫生智能系统，包括UIS(Unified Intelligence System)和HIS(Hospital Information System)两套系统。UIS是统一智能系统，包括电子病例、电子处方、影像数据等信息，不同部门、甚至不同医院的医生可以通过系统随时调用病人数据。
微软对这两个层次的发力有不同的理解：“我们进入医疗行业，并不是只看医疗机构，我们也很关注消费者，因为我们的理念就是，我们没有病人和普通消费者之分。”
在一个单位的各个部门之间由于种种原因造成部门与部门之间完全孤立，各种信息(如财务信息、各种计划信息等)无法顺畅地在部门与部门之间流动，就会形成信息孤岛。
微软亚洲工程院业务总监党英健表示：“Amalga用客户化的方式把信息重新整合出来，同时它也很适合多家医院之间的信息交流。”不同科室的收入都可以按季度来分析，在图表中展现出来。对使用者来讲，只需要对检索方式制定的图表做简单的定制就能获得客户化的分析报告。将Amalga跟微软的地图软件结合在一起，检测出区域流行病的发生，并把这个情况在地图上标识出来以方便医疗部门采取相应防病措施。
健康的布道者
在医疗信息化领域，微软承担的角色不仅是一个推销员，更像是普及知识的志愿者。
“我们不是用这个软件去改变医院，而是要适应这个医院，使他们更有效率，这要求软件要非常灵活。”郭蓓菁表示，“将来我们会把Amalga跟Health
Vault对接。这样病人的个人信息和在医院看病的信息，都可以通过Health
Vault系统回传到网上去。美国的一个病人到中国来看病，他并不需要扛着他的一大堆病历来，而只要在互联网上登录账号，就可以找到所有以前的病史。”
为了实现这个美丽的愿望，微软完成了两次颇具推动作用的收购。
2001年到2004年间，微软加入了HS7。HS7是一个信息化通讯协议的标准，微软加入后开始推动并参与标准化的制定。之后微软于2006年正式成立了医疗事业部，这个过程中，一个值得圈点的动作就是收购了Azyxxi。Azyxxi在当时已经成功应用在美国华盛顿医疗中心下属的8家医院里，是该医院的两位急诊室医生联合开发的一套应用软件。
2007年，微软先后收购了搜索医疗信息的一家美国的在线医疗公司MedStory和GCS。后者是一家泰国曼谷公司，微软看中了它的产品：Hospital
2000，并在这个基础上开发出了HIS。目前东南亚地区最大的私立医院康民医院就完全依靠微软这套HIS进行运营。据该医院的医生表示，在使用这套系统之后，病人等待就诊的时间从以前的28分钟减少到17分钟，每日可接待的就诊人数则从1500人增长到3000多人。
可以看出，微软热衷于吸纳来自第一线的成品，把经过几年磨合的成熟的系统打上自己的标签。
中国展翼
技术障碍微软已经突破了，但是如何把这个东西卖出去成了微软需要面对的问题。微软亚洲工程院工程总监郭蓓菁介绍，现在微软在中国从事医疗产品开发的团队有45人，算上合作伙伴员工已有70人，“2009年财年，我们预计整个团队达到100个人左右。这个团队在负责全球化产品的同时更加关注中国国内市场的需求。”
“我在与中国医院的接触过程中，发现很多的院长现在已经开始认识到，信息化可以帮助医院提高运营效率，很多医院现在都在找一套信得过、有保障的产品。”党英健说。
医院要提高效率，确保医疗安全跟质量，改善病人的体验。这就要求数据一定要综合，并且能够在第一时间即刻反映。软件还要具有足够灵活度，保证医院能够按照自己的流程需要来安排和再开发。
党英健表示：“在为一家美国医院开发系统的前两年里，我们的工程师们没有写一句程序，时间都花在了解医院的根本需求上了。”
“微软每赚一块钱我们的合作伙伴就赚七块钱，在中国，对于我们的合作伙伴来说，这个数据的平均值是1比16.89。” Health Vault目前还没有明确的盈利模式，但这并阻碍中国用户的使用。党英健告诉记者：“Amalga系统很快会在中国推出，而且现在已经在跟国内的一些医院接触交流。”然而，在美好愿景的光环之下，微软还无法找到把技术优势转化为商业价值的捷径，在这个过程中，要改变一个行业的状态甚至是观念，微软还需要疏通更多的症结和阻碍。

: 转发: 怪不得中国死亡人中每三人中有二人是得癌症的。

这个世界上还有什么可以吃呀？