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Hi Steve. So earlier in your presentation, you're talking about that it was a great time for innovation and all these ideas were happening and I'm sure you'd seen a lot of these ideas happened over your years at Microsoft.
你好史蒂夫。你之前讲了，你在谈的是现在是创业革新的好时期，各种想法都在萌芽，我想你在微软工作多年肯定见识过很多很棒的点子。
So I was wondering how you learnt to differentiate and characterize these great ideas when they come.
所以我很好奇你是怎么识别，和定性这些想法的呢?
Sometimes well, sometimes not very well.
有时很多，有时很少。
And I actually think it's probably important for anybody who wants to do a startup, anybody who wants to join a place like Microsoft and work on an established or a new product.
实际上我想这对任何想创业的人来说应该都很重要，任何想加入微软这样的公司，为新老产品工作的人都是这样。
I'm sort of like a mini Venture Capitalist in a weird way because I have to sort of be part of the process of picking which ideas our own people have that we should fund, which new products, which new ideas, and I think in the sense you got to have a clear sense of what your core competence and core strategy is.
在这点上我有点像个风险投资家，我会参与筛选出我们需要并注资的一些想法，新产品，新构想，我想这个意义上你们会对自身的竞争力和策略有个更清晰的了解。
And then you've got to be willing to do the things you must do.
然后你必须对要做的事情有兴趣。
There are some things we absolutely must invest in.
有些事情是必须为其投资的。
Natural language, speech, and voice are going to be fundamental to the changing UI, whether we make mistakes or not, we got to keep after it, and we have to invest.
自然语言，演说，声音对于改变用户界面来说是最基本的，必须得到投资和发展。不论会不会犯错 我们都必须支持。
We have to change the approach if things aren't working but we have to keep after it.
必须改变现有的方式不论是否会有成果。
We'll try some new products that are disaster.
我们试营过一些可称为灾难的新产品。
The one that everybody likes to tease me about from times gone by was a product we use to have called "Microsoft Bob."
这么多年来很多人都爱用"微软鲍勃"来取笑我。
Microsoft Bob was kind of like a low end Word processor and spreadsheet but the screen look like a house and this dog walked around and talked to you about writing your book reports or something.
那是一款类似于低端文档处理器和数据表的产品。但是屏幕看起来像个房子还有狗走来走去和你对话，写书或者报告。
I mean it wasn't terrible, it was sort of a precursor to what people are trying to do it flopped miserably, but I'm glad we did it.
其实也没那么糟糕，它就是个先兆，预示了现今人们，很悲惨它失败了，不过我很高兴我们做过。
We didn't lose so much money that I say to myself "Boy that was a real mistake." Because a few of those, it only takes a few of those to become something important to really make the company.
也没损失太多钱，我跟自己说“那就是个失误。”总会有一些失误存在，需要不断的探索才能真正的创业，这很重要。
So clear sense of your core competence and direction, intelligence and understanding not only with your own people are doing but what's going on in academia and in startups, and then the willingness to take some risk that would be what I'd say.
清楚的了解你的核心竞争力和方向，才干，并了解你的伙伴在做什么以及学术环境和创业环境的发展，然后要有冒险的动力这就是我要讲的。
