鲍尔默：我知道Mini-Microsoft。

　　Reporter: But is information from those blogs getting to you?

　　记者：但是您会了解到这些博客里的消息吗？

　　Ballmer: I have lots of sources of information about what’s going on at the company. I think I have a pretty good pulse on where we are and what people are thinking. I，m not sure blogs are necessarily the best place to get a pulse on anything. People want to blog for a variety of reasons, and that may or may not be representative. It’s important in my job that I understand broadly the pulse of the company. Over a third of my time, I’m spending with our people interacting with their work. We have a great culture that promotes criticism. I think that does fantastic things. We’re always looking for everything everyone says to make sure that Fm doing what I need to do, and our leaders are doing what they need to do to continue to push the company to new heights. And you see that in the results. Look at the product pipeline, look at the fantastic financial results we’ve had for the last five years. You only get that kind of performance on the innovation side, on the financial side, if you’re really listening and reacting to the best ideas of the people we have. And we’ve got great people.

　　鲍尔默：有关企业的进程情况，我有很多的消息来源。我想我能够很好地了解我们的情况和人们的想法。我认为博客不一定是获得这方面消息的最好途径。人们在博客上留言可能是由于很多原因，而且那可能具有代表性，也可能并不具有代表性。以我现在的职位，了解到公司的发展与进程是很重要的。我超过1/3的时间都花在与员工切磋他们的工作方面。我们企业有一种很伟大的文化，那就是鼓励批评，我觉得那会发挥很好的效果。我们总是在努力;实现每个人说的每件事，从而保证做我们需要做的事情，领导团队也是这样将公司推向一个新的高度。你从我们的成绩中能够看到这一点。看看我们的产品渠道，看看在过去5年中我们创造的财富。如果你真正地听从公司员工的意见，并且作出积极的反应，你就能够在创新方面和财务方面获得我们这样的成绩。在我们公司有这样优秀的人才。

　　Reporter: In interviews and on blogs, some employees say you’ve instituted bureaucracy that is hampering innovation so much so that they question whether you should be CEO. What’s your response?

　　记者：在一些采访和博客中，您的雇员说您建立了官僚主义，阻碍了公司创新的进展，所以他们质疑您是否应该做微软的首席执行官。您对此的回应是什么呢？

　　Ballmer: At the end of the day, the proof is in the output. Do we have the innovation output? Do we have the market share? Do we have the customer satisfaction? And do we have the talent? So you go through each one of those things and say, how are we doing? We’ve grown from 18% of the profits of the top 25 companies in our industry to 23% of the profits of the top 25 companies in our industry over the last five years. Profits are up over 70%, where the industry profit is up about 35%. Pretty good. How are we doing in terms of talent? We’ve brought on fantastic new talent. People like Ray Ozzie, I don’t think I need to say more. Gary Flake, who has joined us in the MSN area [and] is really the technical guru and genius behind everything that had happened at Overture, a fantastic addition to our team. Li Gong who has joined our MSN team in China, who was one of the leading architects at Sun Microsystems. These are all people who have joined us in the last six months. Look at our performance in campus recruiting. According to Universum, which is an organization that surveys these things, we’re the No. 1 choice among computer science students at US universities as a place to go work—90% of people who we make offers to accept our offers. We’re doing very well on the talent front.

　　鲍尔默：说到底，证据就是公司的产品。我们实现创新了吗？我们有市场占有率吗？顾客对我们的产品是否满意？我们是否有才能呢？所以你审查这其中的每一件事情，来看看公司的进展到底是怎样的。在过去的这5年时间里，我们创造的收益由占整个领域前25家企业所有收益的18%增长到了 23%。我们的收益增长了大约70%，而整个产业的收益仅增长了35%，这很好。那么有关于公司的人才方面呢？我们新引进 了很多优秀的人才。比如说雷.奥兹，我就不必多说了；再比如加里.弗莱 克，现在已经加入我们的MSN领域，他真的是一个技术领袖也是一个天才； 在Overture发生的一切都有他的参与， 他是我们团队一个极好的助力。还有李红，在中国地区加入我们的MSN领域，她是太阳微系统的一个主要的设计师。这些人都是在过去的这6个月的时间里加入我们公司的。再看一下我们的校园招聘。根据调查机构Universum的调查，我们是美国大学里计算机科学学生们就业的第一选择。我们提出邀请的人中，90%都会接受我们的邀请。所以在人才的选拔方面，我们做得也很好。