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关于本次演讲：
微软于 1998 年决定在中国设立一个研究实验室后，紧接著作家Robert Buderi和Gregory Huang发现，这个西方领导公司是如何处理与一个发展中之经济大国间的创新事宜和合伙关系。Buderi 表示：“我们试图透过关系人的观点说出这个故事。我们参加他们的聚会、与他们打篮球……我们希望用比任何管理论文还要有趣、还要值得回忆的方式，在与任何新兴国家进行交易的过程中吸取经验与教训。”

这两位作家表示，Microsoft采用背离大多数西方公司的方式，迎向在中国市场创业的问题。Bill Gates不着重于销售或廉价制造之可能性，他想招募中国广大的计算机科学学生人才，并且以对 Microsoft 和中国互利的方式运用他们的能力。他在过去数年中持续拜访中国高层领导人、建立关系和开启大门。他运用“关系”－ 一个传达信任和互利的中文名词。Huang表示：“最重要的原则是必须花时间培养关系。关系是无法买到，也急不来的。”

Microsoft找到了领导合资事业的最佳人选—李开复，他成为“关系”中的重要角色之一。李开复生于台湾且在美国受教育，他了解如何将Microsoft的概念销售给中国官员和学者。Huang说，他招募了菁英份子并雇用资深人员指导年轻人才。Buderi表示：“过程中遭遇了一些麻烦：聪明的年轻人才已习惯遵照特定指示，且不会想要脱离自己的路线。”这让实验室产生了危机，结果导致花费更多的训练时间。

数年之内，该实验室建立了五项核心专业领域，各为语音辨识、多媒体、绘图、无线和搜寻，且开始发表世界级的论文和专利。

作者注明，讽刺的是，Microsoft的成功激发了许多模仿者，最有名的就是Google 挖走李开复，开始在中国建立类似的实验室。撇开那场诉讼不论，作者依然相信“Microsoft过去做得不错，但许多事情目前会因竞争而变得更好”。

After Microsoft decided to set up a research lab in China in 1998, authors Bob Buderi and Gregory Huang tagged along to find out how one of the West's leading corporations tackled innovation and partnership with a developing economic giant. Says Buderi, "We tried to tell the story through the eyes of the people involved. We went to parties with them; played basketball with them...We hope in the process we've drawn out lessons of doing business with any emerging nation, in ways that are more fun and memorable than any management treatise."

Microsoft, say the authors, went at the problem of opening up the China market in a way that was a departure for most Western companies. Instead of focusing on sales or cheap manufacturing possibilities, Bill Gates imagined tapping into China's vast pool of talented computer science students and harnessing their energy in a way that would be mutually beneficial to Microsoft and China. He visited China's top leaders repeatedly over the years, building a relationship and opening doors. He practiced Guanxi, a Chinese term that conveys trust and mutuality. Says Huang, the "most important principle is that relationships must be nurtured over time. They can't be bought or rushed."

Microsoft found the perfect person to head the venture - Kai-Fu Lee, who became one of the key characters in Guanxi. Born in Taiwan and educated in the U.S., Kai-Fu understood how to sell Microsoft's idea to Chinese officials and academics. He recruited the cream of the crop, says Huang, and hired senior staff to mentor young talent. There were bumps along the way: Brilliant as they were, young recruits, says Buderi, "were used to following specific instructions and wouldn't dream of taking off on their own course." This sparked a crisis in the lab, leading to much longer training times.

Within a few years, the lab built up five core areas of expertise, in speech recognition, multimedia, graphics, wireless, and search, and began pumping out world-class papers and patents.

Paradoxically, note the authors, Microsoft's success has inspired imitators, most notably Google, which snapped up Kai-Fu Lee to launch a similar lab in China. Vicious lawsuits notwithstanding, the authors believe "Microsoft had a nice run, but things will get better now with competition."

关于影片（影片时间索引）：影片长度为 42:07.

麻省理工学院人文图书馆馆长(Head Librarian, MIT Humanities Library)Theresa Tobin介绍Robert Buderi。

1:44之时，Robert Buderi 与 Gregory Huang开始演讲。

（注∶声音不清楚，直到2:56）

34:07之时，讲者请听众提问。

关系的艺术(Guanxi (The Art of Relationships)) 关系(Guanxi)网站