"輕功水上飄"應用篇-國際雜誌領讀

[davidlee0222]

整天沒出門
相當無聊
看了一堆文章
TIME的網站快被偶逛完了
發現這招輕功真的超好用
乾脆來為各位領讀一下好了~

藍色為主要結構
紫色為三大程咬金(關代補述、分辭補述和同位語)
沒標的都是廢話

第一步先只看藍色一次到句點
進階閱讀高手可同時帶第二步掃過紫色
如果速度不夠就先第一步到句點
再回頭掃第二步在補述啥


A decade ago, Whitefield, a remote suburb of Bangalore, made headlines on those rare occasions when gangs of armed bandits burst into homes at night. Today that former stretch of farmland and scattered houses is disturbed only by giant cranes, cement mixers and trucks piled up with white sand. Buildings of glass and steel are rising all over, as[ Bangalore's fast-expanding outsourcing industry radiates far beyond the city. Perhaps the most impressive spot in Whitefield is the campus of SAP Labs. The main building, with its comfortable sofas and a sunny atrium, is a sumptuous workplace by Indian standards.

But what is most remarkable about that site, built by the German software giant SAP, is what's going on inside. SAP Labs' 1,400 employees in Bangalore form the company's largest research-and-development unit outside Germany. Instead of dumping its call-center work and low-end programming in Whitefield, SAP relies on the area's computer scientists and engineers to carry out its most critical activity. More than 10% of the patents filed by SAP originate in Bangalore, and the influx of Indian engineers is accelerating the adoption of English at SAP and loosening up its traditionally rigid attitude toward software engineering, says Martin Prinz, the joint managing director of SAP Labs India. "The Bangalore center is starting to change SAP."

That transformation is just one example of a realignment by U.S. and European companies that is turning India from a distant satellite of Silicon Valley into one of the inner hubs of global technology. Since 2003, Yahoo's software-development center has been nestling up to the pizza joints and blue-jean shops on Bangalore's swank Mahatma Gandhi Road. Google co-founders Larry Page and Sergey Brin visited their company's R&D center in Bangalore last October and said they plan to create a mirror image of Google's U.S. research team in India. Microsoft CEO Steve Ballmer visited India a month later, unveiling a new campus and plans to hire hundreds of software engineers. "We want access to the phenomenal engineering talent graduating out of Indian universities," Ballmer told reporters. Intel hired 800 people in India last year, and CEO Craig Barrett last fall inaugurated construction of a new building.


—With reporting by Matthew Forney/Beijing


From the Jan. 31, 2005 issue of TIME Asia Magazine

[魚]

好文 推ㄧ下嚕

[davidlee0222]

魚大
好久不見啦
最近很少出沒ㄛ~

[liwuu]

謝謝大衛兄分享...
其實看看所標的,就可以知道這種屬於新聞期刊雜誌,都是很精簡不廢話的!!

[davidlee0222]

哈哈哈
TIME算廢話多的

[liwuu]

哈哈哈
TIME算廢話多的

真的還假的...TIME這樣還算廢話多的喔?!
能不能請大衛兄介紹一下其他你覺得更精簡的雜誌,小弟想閱讀看看,感受一下英文極簡風!!

[davidlee0222]

最精簡的就算TIME跟一咖呢米斯特了
要再濃縮只有論文
但也比這兩本縮不到哪去

小弟說的廢話多是以輕功水上飄來看
不覺得把藍字拿掉還剩下將近一半嗎~
這有點感覺像一把手槍
被小弟拆的只剩撞針跟子彈
連板機都不用了~哈哈


大衛快樂閱讀

[global1018]

大衛真是太神了...嘖嘖

你的輕功阿...應該是可以飛到天上去那種(這樣還能叫輕功嗎?應該叫飛天神技)

我阿...只能陷在泥沼仰望你囉
推一個

[davidlee0222]

剛才好不容易快解讀完
居然給偶當機??!!

真速氣鼠偶了~



為各位複習一下"兩段式"輕功水上飄
以句為單位
第一步只看紅字
抓"主辭""主要動辭"跟"主要補語"
其他略掃一次到句點

第二步回頭重掃
看之前掠過的黑字跟紫色廢話在補述蛇麼

然後熟悉一下連接詞的句形意義跟關鍵字


當然也可以跟大衛這樣一氣呵成
不過建議先從分解動作慢慢練習
馬步紮穩了才知道要怎麼用輕功飛

請不要用手或任何輔助工具
訓練直接用眼睛定位字句及行間位置
習慣後才有辦法快速移位

練成後也可以向大衛一樣
15分內輕鬆欣賞此篇將近1400字
博大又精深的TIME文章


Sunday, Jan. 23, 2005


A decade ago, Whitefield, a remote suburb of Bangalore, made headlines on those rare occasions when gangs of armed bandits burst into homes at night. Today that former stretch of farmland and scattered houses is disturbed only by giant cranes, cement mixers and trucks piled up with white sand. Buildings of glass and steel are rising all over, as Bangalore's fast-expanding outsourcing industry radiates far beyond the city. Perhaps the most impressive spot in Whitefield is the campus of SAP Labs. The main building, with its comfortable sofas and a sunny atrium, is a sumptuous workplace by Indian standards.

But what is most remarkable about that site, built by the German software giant SAP, is what's going on inside. SAP Labs' 1,400 employees in Bangalore form the company's largest research-and-development unit outside Germany. Instead of dumping its call-center work and low-end programming in Whitefield, SAP relies on the area's computer scientists and engineers to carry out its most critical activity. More than 10% of the patents filed by SAP originate in Bangalore, and the influx of Indian engineers is accelerating the adoption of English at SAP and loosening up its traditionally rigid attitude toward software engineering, says Martin Prinz, the joint managing director of SAP Labs India. "The Bangalore center is starting to change SAP."

That transformation is just one example of a realignment by U.S. and European companies that is turning India from a distant satellite of Silicon Valley into one of the inner hubs of global technology. Since 2003, Yahoo's software-development center has been nestling up to the pizza joints and blue-jean shops on Bangalore's swank Mahatma Gandhi Road. Google co-founders Larry Page and Sergey Brin visited their company's R&D center in Bangalore last October and said they plan to create a mirror image of Google's U.S. research team in India. Microsoft CEO Steve Ballmer visited India a month later, unveiling a new campus and plans to hire hundreds of software engineers. "We want access to the phenomenal engineering talent graduating out of Indian universities," Ballmer told reporters. Intel hired 800 people in India last year, and CEO Craig Barrett last fall inaugurated construction of a new building.
To be sure, research and development is still just a sliver of India's tech boom. The bulk of the more than $16 billion earned by India's tech outsourcers in 2004 came from call-center work and low-end programming. Worldwide, only 0.3% of the $180 billion spent each year on developing software products goes to India. But, as with the earlier wave of tech outsourcing, R&D in India may prove to be too good a bargain to ignore: the cost of developing a basic software product in India is about $2 million, or just 40% of the cost in the U.S., according to India's IT industry group Nasscom. "We're likely to see an explosion in R&D outsourcing in 2005 and 2006," says Partha Iyengar, an analyst at the research firm Gartner who is based in Pune. If that happens, India's tech sector could enter a new, more mature phase of growth. U.S. and European firms would have a fresh way to nurture innovation. But they will also face the risks of laying the building blocks of their technological future far from home. "I really worry about R&D," says Ralph Wyndrum, a former research executive at AT&T and president-elect of IEEE, a professional group for engineering. If outsourcing erodes opportunities for engineers in the U.S., he says, "then you're not going to have the innovation that gives you a competitive edge."

Giants like Intel and Microsoft are bellwethers for other technology firms, but the seeds of globalized R&D were planted decades earlier. "The old model of research was Bell Labs'," says Ronil Hira, a professor of public policy at the Rochester Institute of Technology. Working on everything from basic science to prototypes of new products, centralized labs produced landmarks like the transistor, and every major corporation had such incubators. That changed over the past 20 years, as businesses started to shift their R&D money away from basic science in centralized labs (they would rely on universities for that) and toward design-and-development work done elsewhereloser to production sites, by private research companies and eventually overseas.

More recently, the digital revolution narrowed the focus of R&D to software. From cars to cell phones to toasters, "a large part of the value of a project becomes embedded in the software," Hira says. So countries like India, with strong capabilities in software development, have gained leverage in attracting the work. Joining the tech companies congregating in Bangalore is a diverse group of manufacturers developing software for their products. Philips, the Dutch consumer-electronics giant, develops and tests software for DVD players and flat-screen TVs. General Motors opened a research lab, its first outside the U.S. Others without wholly owned R&D labs are parceling out discrete pieces of research to Indian firms such as Wipro Technologies, which increased its R&D business 55% last year. "[Clients] are not doing their core-competency product engineering with us, but there's a lot of work around it," says Wipro Technologies' CEO, Vivek Paul. For example, Wipro might handle the documentation and testing of new software or create the foreign-language versions.

But outsourcing R&D can bring significant risks. The usual drawbacks in any kind of outsourcing are magnified in the multilayered process of research. Concerns about the security of sensitive research is the biggest potential obstacle, according to Gartner analyst Iyengar. "Indians tend to be less security sensitive than the clients," he says. "It's quite common for Indians to share salary information with each other. In the U.S., this is absolute heresy." At wholly owned research centers, like those run by Intel and Microsoft, security is less of a concern, says Stefan Spohr, a vice president at consulting firm A.T. Kearney. "You build firewalls. You educate your employees. It's really no different than in the U.S."

As R&D goes global, other countries are also attracting attention, most notably China. Of the more than 200 foreign companies with research facilities in China, a handful are doing substantive research. About a month before Microsoft made a splash with plans to expand its 170-person Beijing research center by 20%, France Telecom announced last June that it would open an R&D facility in Beijing. Cisco CEO John Chambers announced plans to hire 100 people for a new research center by early 2006. The push into China is driven by more than human resources. Like India, China has a large pool of skilled computer scientists and basic-science researchers. China offers something else too: an entry point to 1 billion Chinese consumers. Motorola's researchers in China, for example, adapted the Chinese-language version of its A760 mobile phone. Other companies are doing only basic research, biding their time until they figure out how to break into the consumer market.

As more U.S. companies shift more resources to India and Chinaven legendary Bell Labs has a research center in Bangaloreome observers are worried about what it means for the U.S. economy. With companies able to tap into the best talent all over the world, "that's a plus because it adds to innovation," Hira says. But when growth abroad is substituted for growth here, the U.S. loses the happy spillover of investing in researchll those new firms in Silicon Valley, around Austin, Texas, and along Boston's Route 128. If Bangalore and Beijing become the new cradles of innovation, is that where the next Google will be born? "If it turns out you're pushing some of the R&D away, it builds up the world's economy, but not your own," Hira says.
The one advantage the U.S. still maintains is its culture of innovation. "Most Indians in the IT industry are programmers," says B.R. Sheaker, a recruiter for outsourcing companies in Bangalore. "They are taught to follow the rules. They lack the analytical ability to think independently, to be bold." That creative thinking led the U.S. to its dominance in software, and India and China are looking for ways to re-create that spirit. It's a complicated puzzle, and one that probably will not be solved in a lab.

—With reporting by Matthew Forney/Beijing


From the Jan. 31, 2005 issue of TIME Asia Magazine

[davidlee0222]

疑? 這跟第一篇...

哇哈哈哈
好好笑ㄛ~

搞了半天這次跟第一篇解讀是同一篇說
居然給牠忘了~
原來上次只看了三段
難怪沒印象
這次是全部
感覺上次還好像要看粉久

ㄣ~
沒仔細看還看不出來
大衛的輕功又加速了
yayaya~

基本上水上飄的步法還真的幾乎都完全一樣
但是更精準了
也因此速度又加快了不少
省去了更多次要文句
果然是叔叔有練過~

嘿嘿嘿
平常有偷練還素有差滴~
爽爽爽~爽爽爽~
東飄飄~西飄飄~

[davidlee0222]

HP的總裁菲歐麗娜閃電下臺
HP的分裂與否將全球3C消費電子業大洗牌
唸MBA的一定要知道

Can Anyone Save HP?

BusinessWeek
FEBRUARY 21, 2005 COVER STORY



以句為單位
藍字為主軸結構
黑字為一般內容
紫色為次要結構補述插花

初學者先看藍字
到句點後回頭第二步重掃略過部分看補述重不重要
進階者可一次看主軸結構時同時帶次要補述

Despite the board's insistence that it will stay the Carly course, a breakup may be the only way to turn the company around.

Carleton S. Fiorina's last stand at Hewlett-Packard Co. (HPQ ) took place, aptly enough, at an airport hotel. For six years the jet-setting CEO had flown the globe, smiling and perfectly coiffed even as she stepped off of red-eye flights. Jet lag never slowed down her delivery or muddled her message, which described the sprawling HP as nothing less than the beating heart of the tech industry. Yet on a damp Sunday evening in Chicago, as much of the nation focused on the Super Bowl, the 50-year-old Fiorina was embroiled in urgent talks with her board at a conference room at the O'Hare Hyatt, says an HP insider. The next day, Feb. 7, she was fired.

Thus ends the stormy reign of the highest-ranking woman in Corporate America and one of the boldest gamblers in the tech world. Fiorina pulled out all the stops as she hitched her soaring ambition to Silicon Valley's most venerable icon.

Not content to battle just one tech giant or two, she took on a whole stable of them, from IBM (IBM ) and Dell (DELL ) to Sony (SNE ) and EMC (EMC ). In the end, she failed. Outside of its stellar printing business, the $80 billion HP she leaves behind is struggling in everything from PCs to software. The proud Fiorina departs as a humbled ex-CEO, but not a poor one: The board softened the blow with a $21 million severance package.

The board, which named Chief Financial Officer Robert P. Wayman, a 36-year veteran, as interim CEO, is now searching for an exec ready and able to rescue HP. The crucial question for the next leader: Should HP remain intact? For months a number of Wall Street analysts have pushed for a breakup, arguing that HP's pieces, from the dynamic printer division to the lagging computer businesses, would be worth far more apart.

Fiorina fiercely resisted the calls, and the board supported her. But following the Feb. 9 announcement of her departure, investors bid up HP stock by 7%, to $21.53, in part because of the possibility of a change in course. "We believe the long-term probability of a breakup of the company is rising despite indications from the board that no such move is currently planned," wrote analyst Steven Milunovich of Merrill Lynch & Co. (MER ) in a report that day.

The forces for a breakup may grow by the time Fiorina's successor takes over. The logic is straightforward: HP may simply be trying to do too much. The giant lacks both the resources and management skills to compete with the best of the best in nearly every industry in tech. And investors aren't likely to wait patiently for a gradual turnaround.

SHOCK, THEN A PARTY
The simplest choice would be to spin off the corporate computing businesses, which are struggling against Dell and IBM, and force them to make the tough choices necessary to survive as independent entities. Then a trimmed-down HP could plow ahead as the world's leading printing and imaging company. No doubt analysts inside the company and out will be slicing HP into countless permutations over the coming months and feeding them into their computer models. "You want to organize your business around your customers, or at least around your markets," says Ted Schadler, a vice-president at Forrester Research Inc. (FORR ). "To do that, you want to split up your business."

At HP, where Fiorina was a deeply divisive figure, news of her departure brought starkly different responses. As the board stated its determination to stick with Fiorina's broad-based strategy, some employees felt sorrow at her departure. For others, " it was a shock, then it was a party," says one. Then an e-mail began making the rounds: "Dingdong, the witch is dead."

Now HP's board is on the hunt for a replacement. They're looking for a CEO who can rescue HP, much the way Louis V. Gerstner Jr. lifted a troubled IBM from the sick bay when he arrived in 1993. A leading candidate, say insiders, is MCI Inc. (MCIP ) CEO Michael A. Capellas, who sold Compaq Computer Corp. to Fiorina in a hotly contested $19 billion merger three years ago and briefly served as her No. 2.
Other possibilities include IBM's global-services chief, John Joyce, and Edward J. Zander, the former president of Sun Microsystems Inc. (SUNW ) who is now CEO of cell-phone giant Motorola Inc. (MOT ). But even the most talented exec will face an uphill battle trying to keep Fiorina's HP, with its sprawling array of products in dozens of different markets, in one piece. "It's a Herculean task," says Jay R. Galbraith, a management consultant and author of Building Organizations Around the Global Customer.

One question is whether the board's stated commitment to Fiorina's plan will hamper the headhunting effort. The high-powered execs being considered may be loath to take on what has proven to be such a difficult task, particularly if they can't set their own strategy. "If some executives get the sense that their hands are going to be somewhat tied in making significant changes, that will limit the pool of eligible candidates," says analyst Tony Ursillo of Loomis Sayles.

While a miracle turnaround can never be ruled out, the more likely scenario is an eventual breakup of HP. That would spell the end of an era. Ever since its founding in a Palo Alto garage 66 years ago, HP has represented the triumph of a special brand of entrepreneurialism that came to represent Silicon Valley. At its heart it's an engineering-driven culture that values teamwork and rewards ideas and inventions, not pedigrees.

In truth, Fiorina was battling HP's storied culture from the day she arrived. A dynamic sales exec from Lucent Technologies, she was the first outsider to head the company. And she didn't hesitate to take out her hacksaw. Immediately, she began to reel in HP's 80-plus autonomous business units into a more centralized, four-division giant. She eventually laid off tens of thousands of workers.

Battling decades-old inertia, Fiorina began to centrally manage tasks such as branding and advertising. Even her critics say that these steps were needed, and that she fought some important battles to streamline HP's organization. "Carly recognized the need to start leveraging the common strengths of the company," says Bojana Fazarinc, HP's former director of marketing services and branding, who is now an independent consultant.

She was decisive, no doubt about that, and a gifted communicator. But even early in her reign at HP, she began to demonstrate the weaknesses that would lead to her fall. First, she fired or scared away execs in droves, including such prominent figures as Antonio Perez, now president of Eastman Kodak, and Mary McDowell, now a senior executive at Nokia. She also resisted changing course -- a dangerous trait in an industry in which the most successful leaders have been those who don't fall in love with their strategies.

Throughout her tenure, say insiders, she continued to blame HP's woes on the company's culture -- not on severe management shortcomings, including her own. "She didn't develop enough effective lieutenants," says Stephen P. Mader, vice-chairman of Christian & Timbers, the headhunting firm that recruited Fiorina into HP. "Twice she passed up...opportunities to have a chief operating officer. Looks like it bit her."

The Compaq merger was the defining moment in Fiorina's reign. By buying Compaq, she created a giant with tremendous scale and all of the clout and economies that come with it. But she did not fundamentally change HP's ability to fend off Dell in the low end of computing or match IBM's sophistication in the enterprise. So HP has come up short against both of them. Equally important, the battle over the merger divided the once-collegial company into angry, partisan factions. Insiders say the contentiousness of the dispute was a key part of why Fiorina became so wedded to her plan for HP.

But Fiorina's soaring vision ran into a wall of opposition. Director and scion Walter Hewlett rose up against it, and huge swaths of employees and shareholders joined the cause. They feared that the deal would dilute HP's lucrative printing and imaging business and an influx of hard-charging Compaq execs would turn HP's hallowed culture upside down. The dispute spiraled into a bitter proxy battle and wound up in the courts. Hewlett was pushed off the board of the company his father founded.

While it's convenient for HP's leaders to blame poor execution for their problems, what ails the company runs much deeper than replacing a few top executives. In enterprise computing, HP has failed to improve its lot. While it is still narrowly the market share lead in storage and in key server markets, including Unix and PC servers, it's losing ground to EMC Corp. in storage and Dell Inc. and IBM in servers. In some cases, its technology just hasn't kept up. In others, it has made bad bets.

IN DELL'S SHADOW
The biggest of those was forming a partnership with Intel Corp. (INTC ) to co-develop the Itanium processor as the brains for high-end servers. After half a decade of trying, Itanium has gained little ground. Meanwhile, HP stopped developing its own high-end processor, called PA-RISC. Now it's stuck slugging it out for share in the market for commodity servers that run on Microsoft's Windows -- where Dell excels.

HP struggles just as much in software and services. Its tiny software unit lost $125 million last year on just $922 million in sales. It's highly unusual not to make money in enterprise software. In services it has a sizable but slow-growing maintenance and repair business, yet it has squeezed profits in an attempt to gain market share in managed services such as running corporations' IT operations. Acting CEO Wayman said during the company's press conference on Feb. 9 that while the unit's revenues have been growing strongly, the company has to focus more on profits now.

Even HP's gilded $24 billion printing business, viewed by many as the company's savior, faces a rising number of challenges. Since Dell jumped into the market in early 2003, it has quickly picked up market share in inkjet models, the low end of the business. During the first three quarters of 2004, Dell accounted for 13% of inkjet sales in the U.S., according to IDC. While still a fraction of HP's market share, it presents a troubling trend. A growing base of Dell printers means it could eat into HP's lucrative business of selling ink refills to existing customers. "Dell is on the radar. It's a big long-term issue for Hewlett-Packard," says Ken Smith, a portfolio manager at institutional investor Munder Capital.
HP is betting that it can stay ahead on printers by pouring resources into its labs -- and innovating constantly. In time the company expects state-of-the-art printing technology to spread into new domains, with printers even being harnessed to spray out billions of precision-engineered semiconductors. Though HP spends more than $1 billion on printer R&D, analysts question whether it can keep its edge. "They have the ability to carry it off, but not indefinitely," says Joe D'Elia of researcher iSuppli Corp.

The management ouster at HP gives the company a chance to rebuild trust with investors. During Fiorina's 21 quarters atop HP, the company missed profit expectations eight times. Sure, that's better than the 21 quarters before Fiorina arrived. But it's also more than double the combined misses of IBM and Dell over the same period. "Investor credibility is a huge issue with HP" says analyst Laura Conigliaro of Goldman Sachs & Co. Indeed, in 2004, HP's stock plunged 8%, underperforming virtually every one of its competitors.

The good news for HP? Even if the board clings to Fiorina's vision, the next CEO is sure to have a bold mandate for change within the divisions. That's surely needed. Take the PC business. Before the merger, Compaq was making significant strides following Dell's efficient model of direct sales to customers. Yet when the companies merged, this initiative never won broad support. Why? HP couldn't aggressively push PCs and bypass retailers, when it needed their help to sell printers. The result: HP has stuck to the old industry model as it battles super-efficient Dell. HP's market share is eroding in PCs, and the division struggles to eke out a profit.

If the new CEO hangs on to the $24.6 billion PC business, the boss is likely to move quickly toward the Dell model -- even at the risk of angering retailers. Should the direct-sales model sputter, the choices grow starker. IBM finally resolved the same issue in December, selling its PC division to China's Lenovo for $1.25 billion.

More bold moves are needed in HP's enterprise business. While the company acquired more than a half-dozen small software companies in the past 18 months, it has balked at a bigger acquisition. Insiders say that some board members were upset that Fiorina didn't more aggressively pursue Veritas Software Corp., a profitable maker of storage software that was acquired by Symantec Corp. in December. The bottom line is that HP lost money in software last year, despite it being one of the most profitable markets for most corporate computing rivals. "The software business is way behind what you'd expect from a company this size," says Goldman's Conigliaro.

As HP embarks on a difficult transition, execs will be working hard to put forth an image of calm and stability. The company's business depends on it. Indeed, competitors from IBM to Dell to Sun will be highlighting HP's management turmoil as they compete on large corporate-computing deals. Even with longtime HP veterans, from Wayman to printers chief Vyomesh Joshi, sticking around, this promises to be a difficult task. "If somebody has a pen poised over a purchase order, HP doesn't want there to be a moment of hesitation," says Andy Butler, a vice-president at researcher Gartner. "The company will go to great pains to show the world that nothing is changing right away."

While execs press forward with gritted teeth, the drama at HP seems to come full circle. Six years ago, it was at another airport hotel in Chicago that directors hired Fiorina. But things aren't going back to where they started. Not a chance. She may be gone, but HP now carries the indelible stamp of Carly Fiorina.



By Ben Elgin with Steve Hamm and Spencer Ante in New York and Robert D. Hof, Cliff Edwards, and Peter Burrows in San Mateo