2019年12月31日 星期二

Civil rights icon Rep. John Lewis. John Lewis (1930-2017 political scientist, a Renaissance scholar )



Robert Reich
God bless you, John Lewis, for who you are, for what you have done, and for what you have left to do.
He will fight this as he has fought so many other battles, and our hearts and souls will be with him as they have been so often before.

Civil rights icon and US Democratic Rep. John Lewis of Georgia has been diagnosed with stage 4 pancreatic cancer, his office announced Sunday.

CNN.COM
Civil rights icon Rep. John Lewis announces he has stage 4 pancreatic cancer





Stanford political scientist John Lewis dies at 86 | Stanford News

news.stanford.edu/2017/09/07/stanford-political-scientist-john-lewis-dies-86/

5 days ago - Stanford political scientist John W. Lewis was a pioneer in establishing some of the first university programs in contemporary Asian politics in ...

John Lewis, Stanford political scientist and groundbreaking Asian politics expert, dies at 86

Stanford political scientist John W. Lewis was a pioneer in establishing some of the first university programs in contemporary Asian politics in the United States, while also advocating peaceful resolutions to international conflicts.



A Renaissance scholar
Lewis was the Renaissance scholar who bridged the gap between the academic and policy worlds. In the 1970s, he was a major player in the restoration of academic exchanges with China and established ties between U.S. and Chinese academic and governmental institutions that continue today.

In the 1980s, he built enduring ties with the Institute for Far Eastern Studies in Moscow that enhanced understanding and collaboration among Americans, Russians, and Chinese.  He launched a project to gather medical expertise at Stanford to deal with North Korea’s severe drug-resistant tuberculosis problem, a project that took him twice to Mongolia to explore the possibility of a regional effort against TB.

Lewis was never satisfied with simply having a problem discussed, said Fingar. He ended every meeting with assembled experts on North Korean issues with a prodding, “A useful discussion. Now, what can we do?”

Lewis helped American business executives, academics, government officials and military officers establish contacts and networks in China. He also led two congressional delegations to Asia. In recognition of his impact, Lewis was invited to serve on the Committee on International Security and Arms Control of the National Academy of Sciences; the Joint Committee on Contemporary China of the Social Science Research Council; and the National Committee on U.S.-China Relations.

The Stanford scholar also did consulting work for the Los Alamos National Laboratory, Lawrence Livermore National Laboratory, the U.S. Department of Defense, the Senate Select Committee on Intelligence, and the Office of Technology Assessment of the U.S. Congress.

Born in King County, Washington, in 1930, Lewis gained his first exposure to international issues and institutions as a teenage page at the San Francisco meeting that established the United Nations. His interest in China was inspired by the stories and achievements of missionary relatives who built schools for Chinese girls. After graduating from Deep Springs College (California) in 1949, Lewis earned  his bachelor’s degree (1953), master’s degree (1958) and doctorate (1962) at UCLA. His service as a gunnery officer in the U.S. Navy (1954-1957) kindled his interest in security issues and Korea.

Lewis wrote and co-authored numerous influential books on Asia and international security, including Leadership in Communist China (1963); and  The United States in Vietnam (1967) (with George Kahin); and China Builds the Bomb (1988).




Center for International Security and Cooperation - Wikipedia

https://en.wikipedia.org/wiki/Center_for_International_Security_and_Cooperation

Formerly the Center for International Security and Arms Control, co-founded by physicist Sidney Drell and political scientist John Lewis, CISAC now stands for the Center for International Security and Cooperation. CISAC is a research center at Stanford University that studies a range of ...

2019年12月26日 星期四

白樺、巫寧坤、流沙河;貝聿銘和卡爾·拉格菲爾德Karl Lagerfeld, ...... Henry "Hank" Paulson Jr.


I.M. Pei outside the John F. Kennedy Presidential Library and Museum in Boston, which he designed

.M. Pei, 102. Dominant architect who designed the Louvre’s crystal pyramid and the angular East Building of Washington’s National Gallery of Art. Died May 16.

年末時分,我們盤點今年告別這個世界的一系列傳奇人物,他們的人生故事,以及他們折射的時代精神。在設計師篇中,我們回顧貝聿銘和卡爾·拉格菲爾德的人生,以及他們留下的無數引領時代審美的藝術傑作。

FT

年末時分,我們盤點今年告別這個世界的一系列傳奇人物,他們的人生故事,以及他們折射的時代精神。在文人篇中,我們回顧三位中國良知作家白樺、巫寧坤、流沙河不尋常的人生際遇。

2019•逝者 女性藝人篇


年末時分,我們盤點今年告別這個世界的一系列傳奇人物,他們的人生故事,以及他們折射的時代精神。在女性藝人篇中,我們選擇了韓國女藝人崔雪莉和具荷拉,關注她們在男權陰影下的悲劇人生。

2019•逝者 設計師篇






Karl Lagerfeld, Chanel’s creative director, in 1991
Photographer: Manuel Litran/Paris Match Archive
Karl Lagerfeld, 85. Acclaimed fashion designer who was creative director at Chanel for 35 years and produced outfits for celebrities such as Princess Diana and Nicole Kidman. Died Feb. 19.








Henry Paulson - Wikipedia




https://en.wikipedia.org › wiki › Henry_Paulson











Henry Merritt "Hank" Paulson Jr. (born March 28, 1946) is an American banker who served as the 74th Secretary of the Treasury. Prior to his role in the Department of the Treasury, Paulson was the chairman and chief executive officer (CEO) of ...




Henry Merritt "Hank" Paulson Jr. (born March 28, 1946) is an American banker who served as the 74th Secretary of the Treasury. Prior to his role in the Department of the Treasury, Paulson was the chairman and chief executive officer (CEO) of Goldman Sachs. He is now the chairman of the Paulson Institute, which he founded in 2011 to promote sustainable economic growth and a cleaner environment around the world, with an initial focus on the United States and China.


About the Founder - Paulson Institute

https://www.paulsoninstitute.org › about › about-the-fou...



Henry M. Paulson, Jr., is a businessman, China expert, conservationist and author. He is the founder and chairman of the Paulson Institute. Paulson served as the 74th Secretary of the Treasury under President George W. Bush, from July 2006 ...

Hank Paulson

Karl Lagerfeld, 85. Acclaimed fashion designer who was creative director at Chanel for 35 years and produced outfits for celebrities such as Princess Diana and Nicole Kidman. Died Feb. 19.











---

74th United States Secretary of the Treasury


In office

July 10, 2006 – January 20, 2009


President

George W. Bush


Hank Paulson on The David Rubenstein Show
Bloomberg Markets and Finance
YouTube - 7 日前

2019年12月23日 星期一

林良,筆名子敏,1924~2019;La mer et le soleil, 1926;Max Ernst; 詹宏志 PChome 將儘速締約;詹宏志針對中華郵政物流中心爭議再發聲明。第一屆的楊士琪卓越貢獻奬(李遠);失去之後的溫度─點滴追憶王宣一 。蕭珊

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Max Ernst
La mer et le soleil, 1926
oil and grattage on panel
Private collection
馬克斯·恩斯特
海洋和太陽, 1926年
面板和面板在面板上
私人收藏



聯經賣場有招牌悼念林良,筆名子敏
然而台灣的大出版社只展一本兒童圖畫奢,書名類似 小白船。


(中央社記者陳政偉台北23日電)作家林良今天早上過世,出版的童書「小太陽」是許多人幼時閱讀的共同回憶。林良一生奉獻給兒童文學,年近百歲仍堅持創作,以播種者、領航人的身分,帶動台灣兒童文學發展。
林良的小女兒、國語日報主編林瑋接受中央社訪問時表示,今天早上照例要幫父親翻身、放鬆肌肉,發現父親已安詳地辭世,也感謝各界對父親的關心與致意。
生於1924年的林良,年近百歲仍堅持創作不輟,他自己在「肥胖季節」裡自述,「人一落座,輕易不再離席」。臉書粉絲專頁「林良爺爺」上,還留著林良16日發表在國語日報專欄上的童詩「小烏鴉過冬」。
林良去年以高齡拿下2018 Openbook最佳童書獎項,是台灣有史以來最年長的得獎作家。在小女兒林瑋的陪同下,也親自出席頒獎典禮領獎,盡顯他一生對於兒童文學的傾心傾力。
林良創作兒童文學作品無數,1972年出版童書「小太陽」,取自日常生活經驗,挖掘家庭瑣事的韻味。將近半個世紀過去了,林良是大人與小孩心中永遠的陪伴者,近百歲的林良已晉升為「國民爺爺」。
他以本名「林良」創作兒童文學,長期於國語日報「看圖.說話」專欄發表兒童詩,以活潑的文字運用,加上童趣的想像,帶來詩意的美感。
林良在1984年與文友一同發起、成立中華民國兒童文學學會,推動兒童文學界的交流。任職國語日報社期間,促成「兒童文學週刊」創刊、兒童文學牧笛獎成立等,以播種者、領航人的身份,帶動台灣兒童文學的發展,影響深遠。
林良創作文類以散文、兒童文學為主,兼及論述、翻譯。1964年以筆名「子敏」在「國語日報」專欄「茶話」發表散文,1991年專欄停刊後,繼續在寫「夜窗隨筆」專欄,數十年來筆耕不輟。
除了創作,林良長年譯介國外兒童文學經典名著,譯作已超過百本。數十年來,他「左手寫散文,右手寫兒童文學」,成為許多創作者敬佩的長者,也是兒童文學發展中的燈塔。
林良從淡江文理學院英國語文學系畢業,擔任小學老師、新聞記者,歷任國語日報編輯、編譯主任、出版部經理、社長。曾任中華民國兒童文學學會理事長,曾任國語日報社發行人等職位,2005年從國語日報社董事長一職退休,從事報業、出版工作長達56年。
林良曾獲信誼基金會幼兒文學獎特別貢獻獎,2012年獲得第16屆國家文藝獎,同一年,作品「純真的境界」獲文化部第36屆金鼎獎兒童及少年圖書獎人文類獎。
林良,筆名子敏,1924年10月10日生,1946年來台,淡江文理學院英國語文學系畢業。曾任中華民國兒童文學學會理事長,也曾任國語日報社發行人等職位,2005年退休,從事報業、出版工作長達56年。曾獲信誼基金會兒童文學特別貢獻獎等多座獎項和榮譽。
今年10月10日,書迷們曾於網路上發起「#1人1張林良爺爺」活動,祝福林良生日。(編輯:屈享平)1081223


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郵局物流中心招標爭議最新進度,在行政院公布將落實得標程序的情形下,PChome 表示將盡快完成締約。







針對中華郵政物流中心爭議再發聲明,詹宏志直接點名三位綠委:他們都欠我一個道歉



【為什麼我們要挑選這則新聞】外傳中華郵政百億物流中心由網路家庭國際資訊股份有限公司(PChome Online 網路家庭)全包,引發交通部及立法委員不滿,總經理陳憲着更因此被迫「提早退休」。
昨(14)日晚,PChome Online 網路家庭董事長詹宏志發表 聲明 ,強烈表達了他對媒體報導抹黑以及對政府的憤怒與失望。今(15)日,PChome Online 網路家庭再次向《科技報橘》(TechOrange)提供詹宏志聲明稿,標題:《他們都欠我一個道歉  駁斥沒常識又信口開河的立委發言》。
詹宏志在此聲明稿,對該案背景做更詳細的闡述。以下是他的第一人稱聲明。(責任編輯:郭家宏)
昨天「中華郵政物流園區物流中心公開招租案」傳出詭異新聞,連帶中華郵政的總經理也被行政院火速拔除,新聞涉及 PChome 的不實部分,我昨天已經發表了聲明;但我覺得此案的新聞背景還是有必要加以說明,增添各界的理解。而昨天新聞出現之後,還有一些出自於立委們胡說八道的評論,嚴重混淆視聽,我也要在這裡向他們表達我的憤怒和駁斥。

PChome 投標物流園區標案原因:大小符合需求,期望拓展物流能量

PChome 為什麼要投標這個物流園區的案子?過去十五年來,PChome 是台灣電商當中對物流與倉儲投入最力、用心最深的企業;但我們過去的物流能量只勉強夠自己使用,每年都對倉儲面積的成長需求都費盡心力。長期以來有許多中小型電商(包括我們自己交易平台上的商家)都希望 PChome 能夠把物流變成一個服務,解決他們困難的問題,我們也正在規劃把倉儲物流變成一個中小電商可用的服務;再加上我們目前策略上企圖構建一個串連東北亞與東南亞的跨境電商物流(記者朋友極可能是聽過我說過的大概念),我們覺得郵局這個物流園區大小符合我們的需求,地理位置也有優越性,雖然租金不便宜(每個月約 3000 萬元,15 年租期至少是 53 億的租金,還不包括郵局有調整租金的權利,請參見「投標須知」),我們覺得值得爭取這個標案。我們內部也評估,光是投入的設備與系統,我們也還要另外至少投入 30 億元。
和郵局的合作我們也看到綜效,目前 PChome 合作的物流商超過十三家,其中郵局是我們最大的合作夥伴;我們預期倉庫正式投入工作(2021)之後,2023 年物流中心的出貨件數應可達 710 萬件,全部可以委由郵局來交寄,這將是一個雙贏的局面,這也是我們覺得應該積極參與投標的緣故。


PChome 取得標案,郵局卻遭到施壓

我們希望使用全部的面積,也在投標企劃書中表明了這個意圖;事實上一開始,郵局擔心的是承租數不足,所以訂定的審查評分標準是最低承租數愈高者得分愈高。我們的企劃書經過評審委員會的審查,最後取得了最高分;中華郵政在 3 月 18 正式行文通知我們評選結果。如果這是民間的一個標案,這應當是一個令人興奮的美好結局。但我們面對的是台灣政治圈喬事分贜的文化,取得最高分的議約權卻是一切赤裸裸干預的開始……。後面的部分,我已經就我所知寫在昨天的 聲明 裡了。我當然也很想知道這位(些)「有力人士」是誰?他能夠給郵局施壓,要他們一再來與我們協商;他替第二名、第三名的競標者報不平,一再要求我們退讓;最後他揚言會撤換總經理,也真的有能力讓部長震怒,昨天真的讓一位堅持過程沒有錯的總經理「退休」了。這個人到底是誰?
我當然明白政府機構自保的能力,所有的標案裡也都寫明了招標者有依選配原則決標的權利,這是為什麼郵局昨天對媒體說「如果 PChome 不妥協,就不會有合約」的緣故。我明白這個遊戲規則,但也感受這個規則就是政治人物上下其手的空隙;我覺得不公,也覺得把一個物流中拆散經營完全不符經濟原則,更覺得我們打造大型電商物流中心的願景,沒有理由牽就這些奇奇怪怪的官場陋習。
PChome 過去二十年的發展不曾仰賴過政府,以後也不會,這個每天說要拼經濟的政府,真正做起事來,不看正當程序,任由一些躲在政府部門裡的蟑螂在各種案件中喬來喬去,你們真的令人失望透頂。我昨天內部開會就已經要求我的同事們自行尋找土地,如果這些標案都要搞成這種德性,別等他們了,我們就自己開發吧(只是繳稅繳得莫名其妙)。

三位立法委員發表評論,詹宏志一一駁斥

怪現狀不是只有政府部門,你再看看民意代表吧!在昨天一則「自由時報」的報導裡,三位民進黨立法委員對此案發表了意見,鄭寶清說他接獲陳情(誰陳情?請說清楚),「指 PChome 根本就沒有用這麼多」,還說 PChome 要做「二房東」;鄭委員沒有常識,他大概不知道 PChome 目前使用的七座倉庫總面積接近 7 萬坪,他以為郵局的 4 萬多坪很大嗎?他當然不知道,他從來沒有關心過台灣電商產業的發展,只是信口開河;而我們遞交的企劃書已經說明完全自營,說做二房東一語根本就是造謠。如果可以轉租,為什麼只有 PChome 敢於承租全部 15 個?其他人為什麼不敢呢(第三名的神腦只要 1 個單位)?這不是不要錢的呀!
另一位民進黨立委林俊憲說:「該案嚴重違反兩大政策目標,一個流通的共享平台,第二是國際電子商務。」這是什麼意思?評審委員評給了 PChome 就不國際了嗎?就不平台了嗎?回去看看我們投標的企劃書吧,我們提的就是電商物流服務和跨境交易;林委員覺得給外國公司才是國際,給本土公司就不國際,你是「寧予外人」嗎?你到底想偏袒誰?
第三位是政壇老將葉宜津委員,她說「就目前情況來看,確有獨厚 PChome 之嫌,」又說:「如果真的查到弊案,應廢標重來。」葉小姐顯然是不認識我的,但她如果有向同黨朋友打聽一下,她就該知道她說了多麼侮辱人的話(我已在社會上工作四十幾年了,你不會聽過任何這種風聲的);我當然希望交通部徹查此案,但答案恐怕在彼處不在此處,會落在你的同志而不是我的企業,葉女士和另外兩位委員都欠我(一個普通正當公民)一個道歉,不過葉委員可以等到「水落石出」再道歉。
好吧,一個本來正當正常的案子,執政黨也有能力把它變成這麼難看,還連累郵局一干人,我真覺得夠了。
(本文訊息由 PChome Online 網路家庭 提供,內文與標題經 TechOrange 修訂後刊登。新聞稿 / 產品訊息提供,可寄至:pr@fusionmedium.com,經編輯檯審核並評估合宜性後再行刊登。本文提供合作夥伴轉載。)



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馬世芳分享了李遠貼文

李遠

夢幻騎士-------懷念一個人和一個狂野的八十年代

已經不止一次了,她衝進位於西門町的中影製片企劃部,這個傳説中的台灣新電影的革命大本營,劈頭就説:「我覺得很糟呢!去年(1983)我們還有海灘的一天和兒子的大玩偶,今年呢?很沉悶呢?」她的口氣像是我們的老闆,其實她是跑我們新聞的記者,凡事衝動、熱情又越界。她叫做楊士琪。在兒子大玩偶慘遭國民黨文化工作會修理的關鍵時刻挺身而出,拯救了這部重要的電影。


但是她並不知道表面上年輕世代的大獲全勝,卻是私底下真正整肅的開始,我們的老闆明驥正要被撤換,我們也正考慮要辭職。這是1982年新電影運動從中影興起之後的1984年保守勢力最大的反撲。原本齊聚中影的年輕導演們紛紛鳥獸散各自在中影之外尋求拍片機會,像侯孝賢直接投資楊德昌拍青梅竹馬,並且擔任男主角。

那一天她又打電話來向我詢問目前電影界有那幾部由文學作品改编的電影,她要先讀完小説再根據自己的判斷做專題報導,她想向我借其中一本已經買不到的小説。她向來不受片商的賄賂和威脅,堅持媒體的批判精神。就在一個意志消沉的上班清晨,聽到了她的死訊,因為熬夜氣喘病發作,瞬間不告而别。她的英年早逝對我們而言真是晴天霹靂,頓失戰友的悲傷使大家思考如何面對,於是有了楊士琪電影紀念奬的誕生。年輕世代的電影工作者和有共同理念的媒體人组成了工作委員會,連續三年的得主分别是台灣新電影之父明驥、大陸第五代導演之父吳天明及協助許多缺少資金和資源的阿榮片廠創始人林添榮。其中吳天明在天安門事件後流亡海外,輾轉來到台灣領取王童設計的天使獎座,使得這個奬充滿了傳奇色彩。

從比較宏觀的台灣電影史角度看來,一個年輕記者之死意外的凝聚了原本快要潰散的興新革命力量,楊士琪纪念奬的意義在當時的重要性等同於三年後的1987年台灣新電影宣言。 在第一屆楊士琪纪念奬頒奬典禮上侯孝賢説了這樣一句話:這時代應該輪到我們了吧?而楊德昌也罕見的把青梅竹馬獻給了楊士琪,那一年兩位導演才三十七歲,我們大部分人才三十出頭。之後,這些年輕導演們紛紛又齊聚中影展開了二次革命,完成了更精彩的作品如「童年往前」、「戀戀風塵」、「恐怖份子」、「我們都是這樣長大的」、「我這樣過了一生」、「稻草人」等,直到1987年由政府發動的保守勢力再度反撲為止。

這個已經消失了三十年的楊士琪電影紀念獎,在一群以胡幼鳯為首的老朋友們花了近十年的時間奔走、遊説下,竟然奇蹟式的在第十九屆的台北電影節中的台北電影獎中復活了。它和原本的卓越貢獻奬合併,成為第一屆的楊士琪卓越貢獻奬。只因為時代又改變了,這一切水到渠成:柯文哲市長、鍾永豐局長、台北電影節新上任的沈可尚總監,和一群新組成的年輕諮詢委員們,缺一不可。之後,在激烈辯論後,詹宏志先生獲得四分之三的評審委員們的支持下成為第一屆的得主。一個消失了三十年的傳奇電影獎頒給了另一個幾乎被遺忘的電影傳奇人物,一切皆是實至名歸。

如果要用一句話來描述詹宏志的得獎理由,我會這樣描述:「他是引領台灣新電影浪潮第三次革命的人。」在為「台灣新電影宣言」(1987)執筆之後,才31歳的詹宏志乾脆從一個鼓吹者成為行動者,藉由「合作社」這樣一個虛擬的平台組織,陸續協助侯孝賢及楊德昌完成了「悲情城市」和「牯嶺街少年殺人事件」,也繼續參與其他影片的拍攝,使原本會結束在八十年代末期的新電影浪潮翻過了另一個更艱困的高峰,延續到九十年代,由李安、蔡明亮等人接棒,使得台灣電影在國際三大影展中出盡了風頭。做為一個義無反顧、挺身而出的跨界知識份子,詹宏志所代表的正是一種歷經殖民統治時代,知識份子引領思潮,引領大眾在黑暗中摸索向前的微光,是種永不放棄的志氣和希望。台灣社會能夠在強控制下一再蛻變成功,靠的正是這樣「夢幻騎士」般的精神。

「夢幻騎士」是怎樣的精神?是小蝦米對抗大鯨魚的精神, 是愛打抱不平的美國西部片中除暴安良的大鏢客的精神,也像是武俠片中神秘的武林高手對抗邪惡勢力的精神。他們在掏槍或揮劍的瞬間,大壞蛋和大魔頭應聲倒地,之後大鏢客或武林高手便又風塵僕僕的離開了。詹宏志跨界做過許多轟轟烈烈的事,從出版、音樂到網路報,他是從不畏失敗中不斷開創新天地。他也寫歌,有一首「夢的風暴」有一段歌詞是這樣寫的:「一隻劍能擊殺多少情仇?一隻手能擋多少洪流?孤單的你,怎樣才能夠渡過黃昏的決鬥?」從打抱不平出發到直接介入台灣新電影的製作,他本身的故事充滿了傳奇。

其實才十九歲的台北電影節本身也和楊士琪、詹宏志一樣,在台灣電影界一直是扮演著除暴安良、行俠仗義、扶植弱勢的角色。台北電影節誕生在1998年,正值台灣電影工業式微之際,我們決定把所有資源都給剛開起步的年輕電影工作者。十年(2008)後台灣電影終於在年輕世代手中復興。直到今年(2017),我們更從台北電影獎的報名及入圍名單中看到了下一波崛起的更年輕更勇猛的世代。

2017是特別的一年。正逢楊德昌導演逝世十週年,台灣新電影宣言三十週年,解除戒嚴三十年,香港回歸中國大陸二十年,二二八事件六十週年。時代巨輪不停前進,我們每個人彷佛只能隨波逐流。夢幻騎士的精神卻告訴我們,只要我們願意,在關鍵時刻挺身而出、相互扶持,小人物仍然可以在舊時代中創造全新的局面。

7月14日19:30光點華山2F多功能藝文㕔

對談人:詹宏志/小野

給下一輪太平盛世的電影工作者
在沙灘不遠的海岸公園,我遇見了蕭珊,全台最年輕的咖啡店老闆。蕭珊...
OPINION.CW.COM.TW


詹宏志專文:失去之後的溫度─點滴追憶王宣一
詹宏志 2015年04月12日

*****







2019年12月22日 星期日

【#People 人物國際週報】001:李安「我與電影」( 余光中人文講座)等、Itzhak Perlman,


 【#People 人物國際週報】001




余光中人文講座-李安「我與電影」
2013/11/25國立中山大學逸仙館 主講人:李安 主持人:余光中 國立中山大學盛情邀請到李安導演於十一月二十五日星期一蒞校,擔任第一場「余光中人文講座」主講人。講座全程將由余光中教授以「我與電影」為主題提問、李安.....
連結  


7 日前 - 第三屆「蔡萬才台灣貢獻」將於今(25)日舉行贈典禮,今年得奬者為門諾醫院、李安。(蔡萬才台灣貢獻,李安,門諾醫院)


2019/11/24 - 2019金馬順利落幕,不過在後台訪問時有個小插曲,金馬主席李安被外媒問到「中國禁止電影同業人員跟電影參加金馬,對金馬是否為一個損失」,面對這樣一個敏感尖銳的話題,李安的回答可是充滿溫暖,更讓在場的人紛紛 ...


李安- 维基百科,自由的百科全书

更新速度慢

*****

2019.12.02
Facebook 上 (History of Music)
Itzhak Perlman, Virtuoso Violinist
"I know I played every note" – A film by Christopher Nupen




1.2019.11.06  幾周前,某人初領"敬老乘車"卡,興奮。她搭半小時的捷運去看場Itzhak Perlman: Legend (2004,大概這片吧),很感動,散場時觀眾的離情依依:不像一般洋片,大家趕著出場。
她想"充分利用"每個月的480,點子多,我很訝異,480有時只是一張鈔票,有時竟然可以興起雄圖壯志。
2. The Economist 有篇日本近2百年興旺的"聲色"業,有些不一樣了,一百理由之一是,老年的主顧多了,他們只好"更無侵略性"........

留言
  • 林家成 我每個月都只用200至280點

    •  

2019年12月19日 星期四

FT Person of the Year 19 Satya Nadella 讓微軟股價創歷史新高、員工更團結。 業績差Marissa Mayer - Most Overpaid CEO in History,


‘From ancient Greece to modern Silicon Valley, the only thing that gets in the way of continued success and relevance, and impact, is hubris’. The FT’s Person of the Year is Microsoft CEO Satya Nadella. Read why here:




Microsoft was at risk of technological irrelevance but the chief executive has presided over an era of stunning wealth creation

FT.COM

FT Person of the Year: Satya Nadella



3年前的微軟,Windows 8採用率低、拒絕支援iOS、Android等競爭平台;現在的微軟,在兩大手機作業系統推出免費Office,與雲端對手亞馬遜整合AI助理。

這些轉換,都發生在執行長納德拉上任之後。






Marissa Mayer 的業績很差,花錢不手軟。


雅虎女CEO 砸2億開豪奢趴

花錢社交不手軟 股東怒提撤換


美國
【國際中心╱綜合外電報導】網路巨擘雅虎一名主要股東,上周向雅虎董事會提交改革簡報,提出撤換執行長(Chief Executive Officer,CEO)梅耶等建議。簡報中痛斥梅耶接掌雅虎3年來,奢侈浪費,上周還砸約2.3億元台幣(下同)辦年終派對,也曾花近億元贊助名流雲集的慈善晚宴,以維持自己在上流社交場合的一席之地。

財經網站《商業內幕》(Business Insider)報導,雅虎第15大股東SpringOwl避險基金創辦人傑克森(Eric Jackson)在長達99頁簡報中,詳列梅耶(Marissa Mayer)2012年7月執掌雅虎以來的誇張支出。 

坐「王位」與人合照

雅虎月初宣布考慮分拆核心網路事業,形同宣告梅耶重振公司效果不彰,但雅虎上周還在舊金山一處碼頭倉庫大手筆辦《大亨小傳》主題的華麗復古風年終派對,會場以水晶吊燈照明、餐桌皆為特製、提供高檔酒飲與餐點、還有特技舞孃吊絲帶為香檳塔倒酒,即將生產的梅耶坐在如「王位」的座椅上和員工合照。她日前已產下一對雙胞胎。
傑克森指出,梅耶還曾花約9840萬元贊助今年5月的紐約大都會博物館慈善晚宴(Met Ball),以維持她的Met Ball會員資格。Met Ball會員名流雲集,還包括《VOGUE》總編輯安娜溫圖(Anna Wintour)、女星珍妮佛勞倫斯(Jennifer Lawrence)、鞏俐、媒體大亨梅鐸前妻鄧文迪等人。
此外,梅耶曾在上任周年時支用公司經費約6560萬元送員工JawBone Up智慧手環,她也是JawBone Up的董事。傑克森指出,梅耶購併一些新創公司如時尚網站Polyvore,該公司並不被看好,但執行長和梅耶私交甚篤。 


復古風派對極盡奢華之能事,還停放勞斯萊斯。
翻攝instagram
派對以電影《大亨小傳》的華麗復古風作為主題。
資料照片
現場有豪華香檳塔及多種高檔酒飲。翻攝instagram

員工力挺讚「英雄」

但《紐約時報》指出,梅耶的支持者對傑克森的批評不以為然。有雅虎員工說,傑克森只是「小咖」股東,掌握的數據「不太對」,也有人認為梅耶接受挑戰挑起重振雅虎的擔子,「已經是英雄了。」 

梅耶(Marissa Mayer)小檔案

◎年齡:40歲(1975/05/30出生)
◎出生地:美國威斯康辛州
◎家庭:已婚,與先生波格育有1子和1對雙胞胎女兒
◎學歷:美國史丹福大學資工碩士
◎經歷:
•1999 成為Google首位女工程師
•2010 升任Google副總裁
•2012/06 成為雅虎執行長兼總裁
•2013《富比士》雜誌「全球百大最有權勢女性」排行榜第32名
◎爭議:近日遭股東指控濫用雅虎經費,包括花147.6億元台幣(下同),在過去4年提供員工免費餐點、送員工1人1支iPhone花3億元、上任1周年送員工JawBone Up智慧手環花6560萬元等
資料來源:《蘋果》資料室 

Bloomberg Business
"If she hadn't announced she was pregnant with twins, she'd be out of a job within six months."



Scott Galloway, professor of marketing at NYU Stern School of Business,...
BLOOMBERG.COM

Since Marissa Mayer took over the helm at Yahoo in 2012, she has been skating on some rather thin ice. The latest in a long line of bosses to try and revive the web firm’s fortunes, she has seen Yahoo’s share price soar thanks largely to its stake in Alibaba, a giant Chinese e-commerce outfit. But its core businesses in areas such as online advertising are still stuck in the doldrums http://econ.st/1BEOahY

微軟裁員1.8萬人 芬蘭大呼上當
英國《金融時報》 理查德•沃特斯 舊金山,倫敦,哥德堡報道

微軟正在將其諾基亞(Nokia)手機業務砍掉一半,擬在該部門裁撤1.25萬個工作崗位。首席執行官薩蒂亞•納德拉(Satya Nadella)拿出他對微軟在移動計算世界薄弱地位的第一個回應。

該部門的裁員是這家美國軟件公司1.8萬裁員的一部分。這1.8萬人總計相當於其全部員工的14%,是其39年歷史上力度最大的一次裁員。

這次大幅裁員標志著,在經受多年嚴重虧損後,微軟正收窄其在智能手機領域的雄心,降低了其對移動設備市場的註重,包括蘋果(Apple)主導的最有利可圖的智能手機板塊,以及曾使諾基亞成為移動通信代名詞的“功能手機”板塊。

這一消息在芬蘭引發不快——諾基亞的多輪裁員傷害了該國的民族自豪感。芬蘭聯合政府財政部長、社會民主黨(Social Democrats)領袖安蒂•林內(Antti Rinne)表示:“可以說我們遭遇了背叛。當微軟達成收購協議時,它留下了會致力於芬蘭及芬蘭專業技術的印象。如今,它看起來似乎不會這麽做。”


納德爾於今年2月執掌微軟帥印。他試圖將此輪裁員描繪為微軟對其移動業務重新聚焦,以求收復多年失地。他在寫給員工的信中表示:“重組我們的員工隊伍是為我們的遠大理想構建合適組織的第一步。”

分析師們表示,這位新任微軟老闆相信,微軟超越其智能手機領域跟班角色的最佳機遇,在於在發展中世界出售新的廉價手機系列。CCS Insight分析師本•伍德(Ben Wood)表示:“蘋果和三星(Samsung)已霸占高端手機領域。”

他補充說,微軟宣佈諾基亞功能手機業務將與智能手機部門合並,也表明該公司在最基本的手機市場減少投入,轉而集中於運行其Windows軟件的設備。

作為該計劃的一部分,微軟表示還將放棄諾基亞今年推出的、使用競爭對手谷歌(Google) Android軟件平臺的廉價智能手機,並讓它們轉而使用Windows操作系統。納德爾補充說,他打算通過“機構的扁平化”改革公司組織結構,減少管理層級。該公司表示,預計明年用於遣散費和其他相關成本的稅前支出介於11億至16億美元。

華爾街對這些意料之中的舉措表示歡迎,早盤時分微軟的股價上漲近1.5%。微軟曾承諾在收購諾基亞之後將每年削減6億美元成本。

就在上周,納德爾對微軟願景的首次闡述遭到某些人的批評,稱其不夠透明且充斥管理套話。不過,這一願景表明,納德爾打算改變戰略,更多地集中於雲服務和企業業務。

譯者/簡易




Commentary: Decrypting Satya Nadella’s CEO Welcome Letter

By
Photo From Microsoft
What is Satya Nadella really saying when he addressed MicrosoftMSFT -0.36%’s employees in a memo this morning? The Wall Street Journal’s Business Editor Dennis K. Berman decrypts his letter, offering commentary in [brackets].
From: Satya Nadella
To: All Employees
Date: Feb. 4, 2014
Subject: RE: Satya Nadella – Microsoft’s New CEO [Why make your welcome letter part of an e-mail chain? Is there anything more representative of big, lumbering companies than interminable email chains?]

Today is a very humbling day for me. It reminds me of my very first day at Microsoft, 22 years ago. Like you, I had a choice about where to come to work. I came here because I believed Microsoft was the best company in the world. I saw then how clearly we empower people to do magical things with our creations and ultimately make the world a better place. [Magical things? Creations? This is the language of Walt Disney and Steve Jobs. Somehow it doesn’t quite fit in the Microsoft context, but perhaps this is part of being a leader. Trying to get people to believe in such a vision.] I knew there was no better company to join if I wanted to make a difference. This is the very same inspiration that continues to drive me today. [Translated: We really value your tech talent. Please don’t decamp to Facebook or Oracle. We will keep the stock options coming, accordingly.]

It is an incredible honor for me to lead and serve this great company of ours. Steve and Bill have taken it from an idea to one of the greatest and most universally admired companies in the world. I’ve been fortunate to work closely with both Bill and Steve in my different roles at Microsoft, and as I step in as CEO, I’ve asked Bill to devote additional time to the company, focused on technology and products. [This is the most intriguing part of the letter. Just how much power and influence is he still going to exert on the company? Who really is in charge of Microsoft? Nominally, and perhaps in fact, it is Nadella. But what happens when the two clash on the course going forward? How will people in the trenches respond to something that “Bill wants” versus something that “Satya wants.”] I’m also looking forward to working with John Thompson as our new Chairman of the Board. [This feels obligatory. It makes it sound like Gates is the Boss, while Thompson is simply the nominal chairman.]

While we have seen great success, we are hungry to do more. Our industry does not respect tradition — it only respects innovation. This is a critical time for the industry and for Microsoft. Make no mistake, we are headed for greater places — as technology evolves and we evolve with and ahead of it. Our job is to ensure that Microsoft thrives in a mobile and cloud-first world. [This seems like an important marker in the ground. He is right about this. And at least for the cloud, Microsoft does have some strengths there. Mobile, however, is a persistent and money-losing conundrum. What is Nadella going to do with Nokia, for instance? No clues yet.]

As we start a new phase of our journey together, I wanted to share some background on myself and what inspires and motivates me.

Who am I?
I am 46. I’ve been married for 22 years and we have 3 kids. And like anyone else, a lot of what I do and how I think has been shaped by my family and my overall life experiences. Many who know me say I am also defined by my curiosity and thirst for learning. I buy more books than I can finish. I sign up for more online courses than I can complete. I fundamentally believe that if you are not learning new things, you stop doing great and useful things. So family, curiosity and hunger for knowledge all define me. [Have to respect his self-description. It seems sincere and honest.]

Why am I here?
I am here for the same reason I think most people join Microsoft — to change the world through technology that empowers people to do amazing things. I know it can sound hyperbolic — and yet it’s true. We have done it, we’re doing it today, and we are the team that will do it again. [Another admirable way of looking at the world. But its insistence shows a kind of self doubt. Can Microsoft really do it again? The answer is uncertain.]

I believe over the next decade computing will become even more ubiquitous and intelligence will become ambient. The coevolution of software and new hardware form factors will intermediate and digitize — many of the things we do and experience in business, life and our world. [Translated: Microsoft is not getting out of the device business, no matter its many failures there. It will probably be doubling down.] This will be made possible by an ever-growing network of connected devices, incredible computing capacity from the cloud, insights from big data, and intelligence from machine learning.

This is a software-powered world. [Not a new insight, but sounds about right. Still, the tone of Nadella’s note suggests this will be a company with a significant consumer focus. In other words, this does not seem like a big strategic shift is on the way.]
It will better connect us to our friends and families and help us see, express, and share our world in ways never before possible. It will enable businesses to engage customers in more meaningful ways. [Again, more consumer focus. Interesting that he puts end-consumers first and not businesses.]

I am here because we have unparalleled capability to make an impact.

Why are we here?
In our early history, our mission was about the PC on every desk and home, a goal we have mostly achieved in the developed world. Today we’re focused on a broader range of devices. While the deal is not yet complete, we will welcome to our family Nokia devices and services and the new mobile capabilities they bring us.
As we look forward, we must zero in on what Microsoft can uniquely contribute to the world. The opportunity ahead will require us to reimagine a lot of what we have done in the past for a mobile and cloud-first world, and do new things.
We are the only ones who can harness the power of software and deliver it through devices and services that truly empower every individual and every organization. We are the only company with history and continued focus in building platforms and ecosystems that create broad opportunity. [A nice sound bite, but this does not seem quite accurate, especially with the iOS and Android ecosystems so ubiquitous and profitable. More open software standards at both the consumer and enterprise level are deeply changing this equation. This sounds like an aspiration at the moment, but not quite the reality.]

Qi Lu captured it well in a recent meeting when he said that Microsoft uniquely empowers people to “do more.” This doesn’t mean that we need to do more things, but that the work we do empowers the world to do more of what they care about — get stuff done, have fun, communicate and accomplish great things. This is the core of who we are, and driving this core value in all that we do — be it the cloud or device experiences — is why we are here. [This sounds like a nice re-summation of the old “productivity” approach to computing. It does not answer why Microsoft helps people do more, compared with the likes of Apple, Oracle, Salesforce, Google, Splunk and hundreds of other companies harnessing the wonders of computational improvement.]

What do we do next?
To paraphrase a quote from Oscar Wilde — we need to believe in the impossible and remove the improbable. [Sounds like he’s getting impatient with Microsoft bureaucracy and structure. Might it be time to re-organize the company again after the recent Ballmer restructuring in August, 2013 that turned Microsoft into a “devices and services” company?]

This starts with clarity of purpose and sense of mission that will lead us to imagine the impossible and deliver it. We need to prioritize innovation that is centered on our core value of empowering users and organizations to “do more.” We have picked a set of high-value activities as part of our One Microsoft strategy. [Sounds like the overall strategy is not going to change.] And with every service and device launch going forward we need to bring more innovation to bear around these scenarios.

Next, every one of us needs to do our best work, lead and help drive cultural change. We sometimes underestimate what we each can do to make things happen and overestimate what others need to do to move us forward. We must change this. [Translated: “We have lost confidence in ourselves. We are bogged down in bureaucracy.”]

Finally, I truly believe that each of us must find meaning in our work. The best work happens when you know that it’s not just work, but something that will improve other people’s lives. This is the opportunity that drives each of us at this company.

Many companies aspire to change the world. But very few have all the elements required: talent, resources, and perseverance. [Translated: Microsoft has a lot of money to play with. Give the new CEO time to experiment and get things right.] Microsoft has proven that it has all three in abundance. And as the new CEO, I can’t ask for a better foundation.
Let’s build on this foundation together.
Satya
Microsoft Names Satya Nadella as CEO
Bill Gates Leaves Chairman Post to Become Technology Adviser

 

Updated Feb. 4, 2014 2:23 p.m. ET
Satya Nadella is seen in this undated Microsoft photograph released Feb. 4, 2014. Reuters
Microsoft Corp. MSFT +0.03% named company veteran Satya Nadella as its next chief executive, a widely expected choice that also returns co-founder Bill Gates to a high-profile role in helping the company confront its challenges.
Mr. Gates, who had been serving as chairman, will become a technology adviser and devote more time to the company, supporting Mr. Nadella in shaping technology and product direction, the company said. John Thompson, who was formerly the lead director, will become chairman.
Both Mr. Gates and Steve Ballmer, who is giving up the CEO role, will remain on the board of directors. Mr. Gates, who for years has mainly focused on philanthropic activities, said he was thrilled that Mr. Nadella asked him to become more involved at Microsoft.
"I'll have over a third of my time available to meet with product groups, and it will be fun to define this next round of products working together," Mr. Gates said in a video message posted Tuesday.
Microsoft has named company veteran Satya Nadella as its next chief executive, and said founder Bill Gates will leave the chairman post to become technology adviser. Rob Enderle of Enderle Group joins MoneyBeat to discuss what the changes mean for the software giant. Photo: AP.

Ballmer on His Exit

Getty Images
In a series of exclusive interviews, Microsoft's CEO told The Wall Street Journal how he came to believe he wasn't the best person to remake the technology giant for its next act.
More on Microsoft's Future
Mr. Nadella, who takes his new position immediately, becomes the third CEO since the Redmond, Wash., company was founded in 1975. Mr. Ballmer, who announced plans to retire in August was originally handed the reins in 2000 when Mr. Gates stepped aside after 25 years.
The appointment of Mr. Nadella, who is 46 years old and leads the Microsoft division that makes technology to run corporate computer servers and other back-end technology, is considered a safe choice. It comes after a lengthy search during which the company considered a long list of external and internal candidates.
Mr. Nadella, who will also join the company's board, said his selection marked a "humbling day" and vowed to reinvigorate Microsoft's role as a leader despite stiff competition in markets such as mobile devices and what the industry calls cloud services.
"Our industry does not respect tradition—it only respects innovation," he said in a letter to employees. "The opportunity ahead will require us to reimagine a lot of what we have done in the past for a mobile and cloud-first world, and do new things."
Little in Mr. Nadella's public history at Microsoft, however, suggests he will break from the company's pattern as a fast follower, rather than a trend setter.
"As Microsoft continues down the right lane of the highway at 55 mph with its new CEO in hand, the fear among many investors is that other tech vendors from social, enterprise, mobile, and the tablet segments continue to easily speed by the company in the left lane of innovation and growth," wrote analysts at FBR Capital Markets.

Meet Microsoft's Board

Matthew Hedberg, an analyst at RBC Capital Markets, wrote that a bigger positive for investors may be the renewed involvement of Mr. Gates in product strategy. He also praised the decision to give the position of chairman to Mr. Thompson, an industry veteran whospent more than 25 years at International Business Machines Corp. IBM +0.03% andled the Microsoft CEO search.
Microsoft's shares were largely unchanged after the announcement Tuesday, which confirmed reports about the CEO change that emerged Thursday and Friday. The stock was up two cents at $36.50 in midafternoon trading in New York.
Mr. Nadella inherits a big, profitable company that has missed some potential growth areas, as people and businesses shift more computing chores to the Web, tablets and smartphones.
Microsoft is heavily dependent on a trio of products—Windows, Microsoft Office and related software to run companies' back-end computing gear—that are deeply tied to the sales of Windows-powered PCs. Other well-known products, like the Bing search engine and the Xbox videogame system, don't contribute as much to results.
The company kicked off the current fiscal year by announcing first- and second-quarter results that easily topped Wall Street's expectations. Analysts surveyed by Thomson Reuters are projecting full-year revenue to rise 7% for the period ended June 30, but the bottom line is expected to be roughly flat.
Meanwhile, Microsoft has faced pressure from activist investor ValueAct Capital Management LP to make better use of its assets. The company and hedge fund reached a deal in August to meet regularly to discuss the business and agreed to potentially add a representative from ValueAct to the board at a later date.
"As an active contributor to the CEO search process, I have spent a lot of time with Satya and he is clearly the best choice to lead the company," ValueAct President G. Mason Morfit said in a statement. "I look forward to working with Satya, Chairman John Thompson and the rest of the board of directors to create value for all shareholders."
People who have worked with Mr. Nadella credit him with repairing technical glitches at Microsoft's Web-search service and fostering collaboration in a turf-conscious workplace.
Most of Mr. Nadella's experience is in serving corporate customers—the source of two-thirds of Microsoft profit—which suggests the company may want to double down in that area. He has been an internal champion of Microsoft's efforts to rent computing power to other companies, even though that business competes with some of Microsoft's most-profitable products.
Mr. Ballmer, in an email to Microsoft employees, called Mr. Nadella a proven leader. "He has a remarkable ability to see what's going on in the market, to sense opportunity, and to really understand how we come together at Microsoft to execute against those opportunities in a collaborative way," he said.
Some of Microsoft's biggest corporate customers are eager for the new CEO to make progress in mobile devices and cloud-related offerings. Stuart Kippelman, chief information officer of Covanta Energy, says he'd like Microsoft to make its bedrock Office applications available on non-Microsoft smartphones and tablets, such as Apple's AAPL -0.16% iPad.
Mr. Kippelman, among a group of chief information officers attending a Wall Street Journal's conference near San Diego, also said he'd like Microsoft to make its software cheaper and easier to manage. "It costs a fortune to own," he said.
Microsoft had previously indicated it would look both inside and outside the company for a replacement for Mr. Ballmer.
A handful of well-known candidates were rumored to be in the running for the post. Ford Motor Co. F -0.55% 's CEO Alan Mulally in early January said he wasn't taking the job.
Others who at one time discussed the CEO job with Microsoft directors have included Nokia Corp. NOK1V.HE +0.40% executive Stephen Elop, Oracle Corp. ORCL +0.33% President Mark Hurd, Pivotal Software Inc. CEO Paul Maritz and Microsoft executive Tony Bates. Ericsson CEO Hans Vestberg was also a rumored candidate.
—Scott Thurm contributed
to this article.
Write to John Kell at john.kell@wsj.com and Shira Ovide at shira.ovide@wsj.com

梅耶爾承認拯救雅虎不容易

科技 2014年01月17日
本月,雅虎的瑪麗莎·梅耶爾在拉斯維加斯的一場行業展上介紹公司即將做出的調整。
本月,雅虎的瑪麗莎·梅耶爾在拉斯維加斯的一場行業展上介紹公司即將做出的調整。
Julie Jacobson/Associated Press
舊金山——看起來,谷歌(Google)的魔法並沒有那麼容易推而廣之。
一年半以前,瑪麗莎·梅耶爾(Marissa Mayer)來到雅虎(Yahoo),各界廣泛認為對這家困境中的互聯網先鋒來說,這是一次機會,會為它帶來那種曾幫助梅耶爾在谷歌成為成功高管的智慧與威望。她是谷歌最早的員工之一,以富有創意和對細節精益求精聞名。人們相信,如果有任何人能拯救雅虎,那就是梅耶爾。
然而雅虎週三宣布,梅耶爾已放棄了她的主要副手恩里克·德·卡斯特羅(Henrique de Castro)。這是梅耶爾首次公開承認,扭轉雅虎的命運遠沒有那麼簡單,而不是像有些針對她的媒體報導所說的那樣。
“這是瑪麗莎第一位重金招來的人,”SunTrust Robinson Humphrey的分析師羅伯特·佩克(Robert Peck)說。“你可以想像,要承認錯誤會有多不容易。”
德·卡斯特羅也曾長期擔任谷歌的高管,邀請他加入只是梅耶爾高調做出的眾多舉措中的一個。她還以11億美元(約合67億元人民幣)收購了博客網站Tumblr,雇了電視主播凱蒂·庫瑞克(Katie Couric)來主持一檔在線新聞節目,並啟動了一本在線的美食雜誌。
恩里克·德卡斯特羅
恩里克·德卡斯特羅
Tobias Hase/Picture-Alliance, via Deutsche Presse-Agentur, via Associated Press Images
梅耶爾成了公眾的焦點——例如,這個月,她親自在拉斯維加斯的一個行業展會上推出了雅虎新的消費類科技站點——而德卡斯特羅則擔負著不那麼引人矚目卻同樣至關重要的任務:提振雅虎的廣告業務。雅虎過去10年的運勢每況愈下,對於這家公司的任何人來說,要提振其廣告業務都將是無比艱難的。而廣告行業高管、分析師和曾在谷歌和雅虎與德卡斯特羅共事的人都說,他是尤其不適合這份工作的。當梅耶爾僱他的時候,這一選擇讓公司內外的人都深感迷惑。公司內部的人說,這兩位公司領導人之間的關係很快就變得緊張起來。這些人中的大多數因為擔心會影響商業合作關係,不願具名。
一位曾與德·卡斯特羅在谷歌共事的人說,德·卡斯特羅曾在麥肯錫(McKinsey)擔任顧問,他愛用會計表格,但是對谷歌的產品卻不甚了解。
另外,他並非一位魅力十足的推銷員,不願意與麥迪遜大道上的市場營銷人士們拉關係,說服他們把廣告費投給雅虎,而不是Facebook和谷歌等競爭對手。
美國星網公司(Starcom USA)投資與拓展總裁阿曼達·里奇曼(Amanda Richman)說,“恩里克不像他的前任或競爭對手那樣積極面對市場。”美國星網公司每年會代表卡夫(Kraft)和家樂氏(Kellogg)等大的消費品品牌採購數十億美元的廣告。
為了提升雅虎在數字新聞領域的影響力,梅耶爾(右)雇了凱蒂·庫瑞克。
為了提升雅虎在數字新聞領域的影響力,梅耶爾(右)雇了凱蒂·庫瑞克。
Robyn Beck/Agence France-Presse — Getty Images
週四,德·卡斯特羅沒有回復電話和電子郵件。梅耶爾也拒絕了採訪的要求。
雖然同事們普遍認為德·卡斯特羅十分聰明,他們也說他舉止傲慢、粗魯,且不善溝通。德卡斯特羅的母語為葡萄牙語,說英語時有很重的口音,有時候很難聽懂。據一位曾與德·卡斯特羅在谷歌共事的人說,員工對他有許多負面的評價,以至於人力資源部門不得不出馬進行評估。
谷歌拒絕對人事問題發表評論。
說到底,除非梅耶爾能夠徹底改變公司的運作方向,脫離其低迷的核心業務——銷售顯示廣告——這整個不幸事件可能並不重要。
“如果有內部紛爭,肯定對公司不好,但這可能也沒什麼太大的關係了,”Pivotal Research Group的分析師布賴恩·威澤(Brian Wieser)說道。“你沒法克服結構性問題。”
在互聯網發展的初期,雅虎正是憑藉了那種炫目的主頁橫幅廣告發了家,但這種廣告形式如今已逐漸失去吸引力,人們紛紛轉向谷歌的搜索廣告、Facebook的定向社交媒體廣告,以及那些在小型網站上接觸消費者的自動化系統,它的收費相對來說微不足道。在移動廣告領域——廣告行業的最熱增長領域——雅虎幾乎沒有任何影響力。
近幾個月,雅虎已經採取了一系列行動,來增加它站點的訪問量,包括推出新的移動引用、改進它的Flickr照片服務、增加視頻新聞的供應,並拓展其消費類科技站點。這一站點的主持人是戴維·波格(David Pogue)——前《紐約時報》的專欄作家。
“有內容就有眼球,有眼球就有廣告,”佩克說道。
此外,雅虎也為自己的廣告購買平台改頭換面,增加了新的模式,如所謂的原生廣告(native advertising)。廣告商會提供一些與網站上其他文章和視頻看起來相似的內容。
里奇曼說,雅虎一直在聯繫更多的廣告商,比起它的競爭對手們,雅虎會與它們分享更多用戶數據和廣告效果,幫助品牌改進它們的營銷。
到目前為止,投資人基本無視了所有這些努力。
“有趣的是,這些事對股市並沒有多少影響,”威澤說道。
華爾街對雅虎的評價極高,這從很大程度上是因為它所持有的部分阿里巴巴股份和雅虎日本,但其核心業務卻遠沒有那麼值錢。阿里巴巴是一家成功的中國電子商務企業,計劃今年上市。週四,雅虎收盤報40.34美元。
第三季度,雅虎總收入為11.4億美元,較上一年同期下降5%。淨利潤為2.97億美元,而上一年的則是31.6億美元。去年,雅虎從出售阿里巴巴的股份上賺得了28億美元。
目前尚不清楚梅耶爾是否會選擇另一位首席運營官來接替德·卡斯特羅的工作。她已將他的職責分攤給了其他幾位高管,其中由美國在線(AOL)的前高管內德·布羅迪(Ned Brody)負責北美的廣告業務。
佩克說,各界對阿里巴巴上市計劃的關注,讓梅耶爾有更多時間來修整雅虎的核心業務。
他還讚揚梅耶爾有勇氣捨棄德·卡斯特羅,儘管公司要為他的離開支付數以千萬計的遣散費和向他所承諾的股權賠償。
“這是對她能力的證明,”他說。“她公開承認自己犯下了一個昂貴的錯誤。”

Yahoo Seeks to Regain Its Touch

January 17, 2014


SAN FRANCISCO — It looks as if the Google pixie dust isn’t so easy to spread around.

Marissa Mayer’s arrival at Yahoo as chief executive a year and a half ago was widely hailed as an opportunity to infuse the struggling Internet pioneer with the smarts and cachet that had helped her succeed as a top executive at Google. She was one of the earliest employees at Google, with a reputation for inventiveness and attention to detail. If anyone could fix Yahoo, it was believed, it was Ms. Mayer.

But the announcement on Wednesday that she had tossed out her top lieutenant, Henrique de Castro, was her first public acknowledgment that turning around Yahoo would be far more difficult than has sometimes been suggested by the media attention she has received.

“That was Marissa’s first big hire,” said Robert Peck, an analyst at SunTrust Robinson Humphrey. “You can imagine how difficult it would be to admit a mea culpa.”

Bringing on Mr. de Castro, who was also a longtime Google executive, was just one of many prominent moves Ms. Mayer has made, including buying the blog site Tumblr for $1.1 billion, hiring the television host Katie Couric to be the anchor to a new online news operation and starting an online food magazine.

While Ms. Mayer took the public spotlight — for example, she personally introduced Yahoo’s new consumer technology site at a trade show in Las Vegas this month — Mr. de Castro was charged with the less sexy but equally vital task of reviving Yahoo’s advertising business. While that would be a herculean task for anyone at a company whose fortunes have been declining for a decade, Mr. de Castro was particularly ill-suited for the job, according to ad-industry executives, analysts and people who worked with him at Google and Yahoo. When Ms. Mayer hired him, the choice mystified people both inside and outside the company. And tension quickly developed between the two leaders, according to the company insiders, most of whom spoke on the condition of anonymity to not upset business relationships.

Mr. de Castro, a former consultant at McKinsey, was fond of using spreadsheets but was weak in his knowledge of Google’s products, said a person who worked with him at Google.
Additionally, he was not a charismatic salesman willing to schmooze with Madison Avenue marketers to persuade them to spend their ad dollars on Yahoo instead of on rivals like Facebook and Google.
“Henrique wasn’t as market-facing as his predecessors or competitors,” said Amanda Richman, president of investment and activation at Starcom USA, which buys billions of dollars of ads a year on behalf of big consumer brands like Kraft and Kellogg.
Mr. de Castro did not respond to phone and email messages on Thursday. Ms. Mayer declined a request for an interview.
Although colleagues universally described Mr. de Castro as very smart, they also said he was a poor communicator with an arrogant, abrasive manner. A native Portuguese speaker, his strongly accented English was sometimes hard to understand. At Google, Mr. de Castro had so many negative reviews from employees that the human resources department had been called in to review the situation, according to a person who worked with him there.
Google declined to comment on personnel matters.
In the end, the whole misadventure might not matter unless Ms. Mayer is able to redirect the company away from its failing core business of selling display ads.
“It certainly didn’t help that there may have been internal conflict, but it probably didn’t make a big difference, either,” said Brian Wieser, an analyst with the Pivotal Research Group. “You can’t overcome the structural issues.”
The splashy home-page banner ads that Yahoo rode to riches in the early days of the web are fading away in favor of Google’s search ads, Facebook’s targeted social ads and automated systems that reach consumers on smaller sites that charge a relative pittance. In mobile advertising, the hottest area of growth for the industry, Yahoo has virtually no presence.
In recent months, Yahoo has begun a series of initiatives to increase traffic to its sites, including new mobile apps, an overhaul of its Flickr photo service, expanded video news offerings and the consumer tech site, which is anchored by David Pogue, a former columnist for The New York Times.
“With content, there’s eyeballs, and with eyeballs, there’s advertising,” Mr. Peck said.
In addition, Yahoo has overhauled its ad-buying platform and added new formats like so-called native advertising, in which advertisers provide content that looks similar to other articles and videos on the site.
Ms. Richman said Yahoo has also been contacting more to advertisers, sharing more data about users and ad performance than its rivals, helping brands refine their marketing.
For now, investors are basically ignoring all of it.
“The funny thing is how little any of this matters to the stock,” Mr. Wieser said.
Wall Street values Yahoo, which closed on Thursday at $40.34, mostly for its partial ownership stakes in Alibaba, a successful Chinese e-commerce company that plans to sell stock to the public this year, and Yahoo Japan. The core business is not nearly as valuable.
In the third quarter, Yahoo reported revenue of $1.14 billion, down 5 percent from the previous year. Net income was $297 million, compared with $3.16 billion in the previous year, in which Yahoo had a gain of $2.8 billion from a sale of Alibaba shares.
It is not clear whether Ms. Mayer will choose another chief operating officer to succeed Mr. de Castro. She has divided his responsibilities among a number of other executives, with Ned Brody, a former AOL executive, overseeing the North American advertising business.
Mr. Peck said the attention on Alibaba’s expected initial public stock offering gives Ms. Mayer more time to fix Yahoo’s core business.
He also praised Ms. Mayer for having the courage to cut her losses on Mr. de Castro, even though his departure will cost the company tens of millions of dollars in severance and stock compensation that he was promised.
“It’s a testament to her,” he said. “She made a public acknowledgment of an expensive mistake.”

*****

Yahoo CEO Marissa Mayer has said multiple times that advertisements, if done well, can actually improve the user experience


在美國,今年3月初的 Yahoo的一紙行政命令,更觸及企業員工/團隊的"創新vs 生產力"之吊詭。

紐約時報的大作家開始發雌威

Op-Ed Columnist

Get Off of Your Cloud

When Marissa Mayer became queen of the Yahoos last summer, she was hailed as a role model for women.
The 37-year-old supergeek with the supermodel looks was the youngest Fortune 500 chief executive. And she was in the third trimester of her first pregnancy. Many women were thrilled at the thought that biases against hiring women who were expecting, or planning to be, might be melting.
A couple months later, it gave her female fans pause when the Yahoo C.E.O. took a mere two-week maternity pause. She built a nursery next to her office at her own expense, to make working almost straight through easier.
The fear that this might set an impossible standard for other women — especially women who had consigned “having it all” to unicorn status — reverberated. Even the German family minister, Kristina Schröder, chimed in: “I regard it with major concern when prominent women give the public impression that maternity leave is something that is not important.”
Almost two months after her son, Macallister, was born, Mayer irritated some women again when she bubbled at a Fortune event that “the baby’s been way easier than everyone made it out to be.”
“Putting ‘baby’ and ‘easy’ in the same sentence turns you into one of those mothers we don’t like very much,” Lisa Belkin chided in The Huffington Post.
Now Mayer has caused another fem-quake with a decision that has a special significance to working mothers. She has banned Yahoos, as her employees are known, from working at home (which some of us call “working” at home).
It flies in the face of tech companies’ success in creating a cloud office rather than a conventional one. Mayer’s friend Sheryl Sandberg of Facebook wrote in her new feminist manifesto, “Lean In: Women, Work, and the Will to Lead,” that technology could revolutionize women’s lives by “changing the emphasis on strict office hours since so much work can be conducted online.”
She added that “the traditional practice of judging employees by face time rather than results unfortunately persists” when it would be more efficient to focus on results.
Many women were appalled at the Yahoo news, noting that Mayer, with her penthouse atop the San Francisco Four Seasons, her Oscar de la Rentas and her $117 million five-year contract, seems oblivious to the fact that for many of her less-privileged sisters with young children, telecommuting is a lifeline to a manageable life.
The dictatorial decree to work “side by side” had some dubbing Mayer not “the Steinem of Silicon Valley” but “the Stalin of Silicon Valley.”
Mayer and Sandberg are in an elite cocoon and in USA Today, Joanne Bamberger fretted that they are “setting back the cause of working mothers.” She wrote that Sandberg’s exhortation for “women to pull themselves up by the Louboutin straps” is damaging, as is “Mayer’s office-only work proclamation that sends us back to the pre-Internet era of power suits with floppy bow ties.”
Men accustomed to telecommuting were miffed, too. Richard Branson tweeted: “Give people the freedom of where to work & they will excel.”
While it is true that women have looked to technology as a leveling force in the marketplace, it is also true that tech innovators — even as far back as Bell Labs scientists — have designed their campuses around the management philosophy that intellectual ferment happens when you force smart people to collaborate in person and constantly bounce creative ideas off each other.
Mayer has shown that she is willing to do what it takes, with no coddling. She has a huge challenge in turning around Yahoo — she was the third of three C.E.O.’s at the company in 2012 alone. She had success brainstorming face to face during her years at Google, where she was the 20th employee, the first female engineer and the shepherd of more than 100 products. The Times’s Laura Holson wrote that when meeting with Google subordinates, Mayer came across like a “meticulous art teacher correcting first-semester students.”
Mayer’s bold move looks retro and politically incorrect, but she may feel the need to reboot the company culture, harness creativity, cut deadwood and discipline slackers before resuming flexibility.
Coming into the office, Yahoo H.R. chief Jackie Reses wrote in a memo, ensures that “some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings,” adding tartly that if “Yahoos” “have to stay home for the cable guy, please use your best judgment in the spirit of collaboration.”
Maybe as Mayer rejuvenates “the grandfather” of Internet companies, as she calls Yahoo, she needs the energy and synergy of a start-up mentality.
She seems to believe that enough employees are goofing off at home that she should bring them off the cloud and into the cubicle. But she should also be sympathetic to the very different situation of women — and men — struggling without luxurious layers of help.
Mayer has a nursery next to the executive suite. But not everyone has it so sweet.

雅虎女老闆和雲辦公技術唱對台


華盛頓
去年夏天,瑪麗莎·梅耶爾(Marissa Mayer)成了雅虎的女王,被譽為女性楷模。
當時她37歲,既是超級電腦天才,又有超級模特般的美貌,還是財富500強公司最年輕的首席執行官。而且,彼時她正懷着自己的第一個孩子,懷胎七個月左右。許多女性歡欣鼓舞地想,對僱傭孕期女性或計劃懷孕的女性的偏見可能正在消失。
兩個月後,她的女性崇拜者們就高興不起來了,因為這位雅虎首席執行官只休了兩周產假。她還自掏腰包,在辦公室旁邊建了一個育嬰室,好讓自己可以基本不間斷地工作。
梅耶爾此舉可能為其他女性樹立了一個無法企及的標杆,特別是那些已經認為“兼顧家庭和工作”是童話的女性。人們普遍有此擔憂。就連德國聯邦家庭事務 部部長克里斯蒂娜·施羅德(Kristina Schröder)也說,“高職位的女性給公眾造成這樣一種印象,認為產假並不重要。我對此非常擔心。”
梅耶爾生下兒子麥卡利斯特(Macallister)約兩個月之後,她再次惹惱了一些女性,因為她在一次《財富》雜誌(Fortune)活動中脫口而出,“生養孩子其實很容易,是大家把這事看的太嚴重了。”
麗薩·貝爾金(Lisa Belkin)在《赫芬頓郵報》(The Huffington Post)上斥責道:“把‘孩子’和‘容易’這兩個詞放在同一句話里,你就變成了我們不喜歡的那種媽媽。”
現在,梅耶爾又一次引發了女權地震,因為她做出了一個決定,將嚴重影響需要照顧孩子的職業女性。她禁止了雅虎僱員在家辦公。(我們中的一些人把這叫做在家“工作”。)
此舉直接挑戰了技術公司成功打造雲辦公而非傳統辦公模式的做法。梅耶爾的朋友、Facebook的謝莉爾‧桑德伯格(Sheryl Sandberg)在自己新的女性主義宣言之作《進取:女性、工作及領導意願》(Lean In: Women, Work, and the Will to Lead)一書中寫道,“由於許多工作可以在線進行,嚴格的上下班時間變得不再那麼重要了,”科技能讓女性生活發生變革。
她補充道,“不幸的是,根據辦公室出勤率而非工作成果評判僱員的傳統做法仍然根深蒂固,”儘管專註於成果更加有效率。
雅虎此舉讓許多女性震驚。她們認為,梅耶爾住在舊金山四季酒店(San Francisco Four Seasons)頂層的豪宅里,穿着奧斯卡·德拉倫塔服裝,拿着1.17億美元(約合7.02億元人民幣)的五年期合同,她似乎忘了,對她那些享受不到這 麼多優越條件,卻有孩子要照顧的姐妹們來說,遠程辦公是她們的生命線,不然生活就會一團糟。
這種大家必須“肩並肩”工作的獨裁式命令,使得一些人謔稱梅耶爾為“硅谷的斯大林”,而不是“硅谷的史丹能”(Gloria  Steinem,美國女權運動先鋒。——譯註)。
梅耶爾和桑德伯格都屬於精英階層。喬安妮·班伯格(Joanne Bamberger)在《今日美國》(USA Today)上憤怒地寫道,她們“讓需要照顧孩子的職業女性的處境發生了倒退。”她寫道,桑德伯格鼓勵“女性穿上高跟鞋去戰鬥”的論調是毀滅性的;正如梅 耶爾的辦公室宣言,“她宣布,只能在辦公室工作,讓我們回到了前互聯網時代,所有人都必須西裝革履的。”
習慣遠程辦公的男性也因此惱火。理乍得·布蘭森在Twitter上寫道,“讓人們自由選擇在哪裡上班,他們才會做的更好。”
儘管女性視技術為一種增進職場平等的力量,但是技術發明者們在設計工作模式時,依據的還是這樣的管理理念:只有讓聰明人面對面的合作,在接觸中不斷探討有創意的點子時,才會產生智力發酵效果。早在當年貝爾實驗室的科學家們那個時代,就是這麼做的。
梅耶爾已經表明,自己願意做一切必要的事,毫不心軟。她執掌雅虎時,面臨巨大挑戰:僅在2012年,雅虎就三易首席執行官,她是第三位。她在谷歌工 作時,有成功的面對面集體研討經驗。她是谷歌的第20名員工,首位女工程師,並負責過100多種產品的研發。《紐約時報》的羅拉·豪森(Laura Holson)曾寫道,在谷歌,梅耶爾跟下屬開會時“像一個一絲不苟的美術老師在糾正一年級學生的錯誤”。
梅耶爾的大膽之舉似乎是倒退的,政治不正確的。但是她可能認為,在恢復靈活性之前,需要重整公司文化,發揮員工創造力,裁汰冗員,整頓一下懶散的人。
雅虎人力資源總監雅姬·雷塞斯(Jackie Reses)在一份備忘錄中寫道,到辦公室上班,“雅虎僱員就可以在餐廳里、過道中討論問題,可以認識不同的人,可以即興進行小組會議,由此確保雅虎能做 出最佳決定,想出最棒的點子。”她尖刻地補充道,如果“雅虎僱員需要在家等有線電視公司的人,請本着團隊合作的精神自己好好判斷一下。”
梅耶爾把雅虎稱作互聯網公司中的“老爺爺”。可能她在讓這位“老爺爺”重獲青春的過程中,需要一點創業公司的那種活力與合力。
她似乎認為,許多僱員其實是在家裡遊手好閒,她得把他們從雲端拽下來,放到格子間里。但是,她也應該考慮到,那些女性,還有那些男性,他們跟她的情況並不一樣。他們沒有她那麼優厚的條件,只能自己辛苦努力。
在她的行政套間旁邊,梅耶爾有個育嬰室。但並非人人都享有如此美好的特權。
翻譯:梁英