第一篇：比爾蓋茨英語演講稿

Unleashing Your Creativity

釋放你的創造力--比爾蓋茨

I've always been an optimist and I supposed that is rooted in my belief that the power of creativity and intelligence can make the world a better place.我天生樂觀，堅信人類憑創造力和聰明才智可以讓世界日益美妙，這一設想一直根植于我的內心深處。

For as long as I can remember, I've loved learning new things and solving problems.So when I sat down at a computer for the first time in seventh grade, I was hooked.It's was a clunky and teletype machine that barely do anything compared to the computer we have today.But it changed my life.自從記事起，我就熱衷于接觸新事物、挑戰難題。可想而知，我上七年級時第一次坐在計算機前是何等著迷，如入無我之境。那是一臺鏘鏘作響的舊牌機器，和我們今天擁有的計算機相比，它相當遜色幾乎一無所用，但正是它改變了我的生活。

When my friend Paul Allen and I stared Microsoft 30 years ago, we had a vision of “a computer on every desk and in every home,” which probably sounded a little too optimistic at a time when most computers were the size of refrigerators.But we believe that personal computer would change the world.And they have.年前，我和朋友保羅·艾倫創辦微軟時，我們幻想實現“在每個家庭、在每張辦公桌上都有一臺計算機”，這在大多數的計算機體積如同冰箱的尺寸的年代，聽起來有點異想天開。但是我們相信個人電腦將改變世界。今天看來果真如此。And after 30 years, I'm still as inspired by computers as I was back in seventh grade.30年后，我仍然象上七年級的時候那樣為計算機而狂熱著迷。

I believe that computers are the most incredible tool we can use to feed1

our curiosity and inventiveness-to help us solve problems that even the smartest people couldn't solve on their own.Computer have transformed how we learn, giving kids everywhere a window into all of the world's knowledge.They're helping us build communicates around the things we care about and to stay close to the people who are important to us, no matter where they are.我相信計算機是我們用來滿足好奇心及發明創造的最神奇的工具--有了它們的幫助，甚至是最聰明的人憑自身力量無法應對的難題都將迎刃而解。計算機已經改變了我們的學習方式，為全球各地的孩子們開啟了一扇通向大千世界知識的窗戶。它可以幫我們圍繞我們關注的事物建立“群”，讓我們和那些對自己重要的人保持密切聯系，不管他們身處何方。

Like my friend Warren Buffett, I feel particularly lucky to do something every day I love to do.He calls it “tap-dancing to work”.My job at Microsoft is as challenging as ever, but what makes me “tap-dancing to the work” is when we show people something new, like a computer that can recognize your handwriting or your speech, or one that can store a lifetime's worth of photos, and the say: “I didn't know you can do that with a pc!”

就像我的朋友沃倫·布非一樣，我為每天都能做自己熱愛的事情而感到無比幸運。他稱之為“踢踏舞工作”。我在微軟的工作永遠充滿挑戰，但使我一直堅持“踢踏舞工作”的是我們向人們展示某些新成果的那些時刻，當他們看到計算機能辨認筆跡、語音或者能存儲值得保留一輩子的照片時就會贊不絕口：“我不敢相信個人電腦竟如此萬能”。

But for all the cool things that a person can do with a pc, there are lots other ways we can put our creativity and intelligence to work to improve our world.There are still far too many people in the world whose most basic needs go unmet.Every year, for example, millions of people die from diseases that are easy to prevent or treat in the developed world.但是，除了能用電腦做出很酷的事情之外，我們還能通過許多別的方式在工作中

發揮自己的創造力和聰明才智，以改善我們的世界。全球仍有許許多多的人連最基本的生存需求都未能解決。舉例來說，每年仍有數以萬計的人死于那些在發達國家易于預防和治療的疾病。

I believe that my own good fortune brings with it a responsibility tp give back to the world.My wife, Melinda, and I have committed to improving health and education in a way that can help as many people as possible.我認為，我所擁有的大量財富也使我負有回饋社會的責任。我的妻子梅林達和我致力于為盡可能多的人改善健康和教育.As a father, I believe that the death of a child in Africa is no less poignant.or tragic than the death of a child anywhere else.And that doesn't take much to make an immense difference in these children's lives.作為一個父親，我認為，非洲孩子死去所引起的痛苦和悲傷絲毫不亞于任何其他的孩子的死亡;我認為，使這些孩子們的命運發生翻天地覆的變化并不費太大力氣。

I'm still very optimist, and I believe that progress on even the world's toughest problems is possible-and it's happening every day.We're seeing new drugs for deadly diseases, new diagnostic tools, and new attention paid to the health problems in the developing world.我仍是一個堅定的樂觀主義者，我堅信即使世界級難題取得進展都是有可能的--其實每天也都在發生著這種事情。我們看到治療致命疾病的新藥、新的診斷器械不斷出現，而且，發展中國家的健康問題進入了人們的視野并日益得到重視。I'm excited by the possibilities I see for medicine, for education and, of course, for technology.And I believe that through our natural inventiveness , creativity and willingness to solve tough problems, we're going to make some amazing achievements in all these areas in my lifetime.我為醫藥、教育，當然還有技術發展的諸多前景而歡欣鼓舞。我相信，憑借人類與生俱來的發明創造能力和不畏艱難、堅忍不拔的品格，在我的有生之年里我們將在所有這些領域都創造出可喜的成就。

第二篇：演講稿 喬布斯和比爾蓋茨

今天的演講，我以兩位偉大的科技巨人的對比，來講述一下時代與成功這個話題

首先我先告訴大家這兩位人物的名字，他們分別是微軟前總裁和蘋果前任ceo，比爾蓋茨以及史蒂夫喬布斯，他們是這個科技時代中翻波起浪的巨人，那么首先我想問一下，有誰知道這兩位最大的特點是什么？（回答中。。。。）那么我來發表一下我的觀點，喬布斯最大特點是創造力。

為什么不是創新力？創新只是更新事物形態，而創造是造就一個新生事物。因此，創造遠非創新可比。

喬布斯創造了APPLE文化，這是史無前例的，因為他就是這種人性化理念的締造者。無論是IPAD 還是IPHONE 都代表了一個簡約個性化的數碼理念，這不僅僅是產品的更新換代，是從根本上就改變了以往人們對于數碼文化的定義，這種創造由數碼產品為先導，而后以此為媒介傳播這種時尚文化，進而在思維上引領大眾文化。如果說一個強大的國家依靠數十年乃至數百年積淀的國力征服了另一個國家是不容易的，那么喬布斯依靠一個人對于時代理念的把握，依靠短短數年時間創造性地征服了近乎半數地球人，那簡直就是奇跡。

為什么秦始皇比康熙 朱元璋 更加偉大？ 不是因為他多么多么具有一個領導者的冷峻亦或是文治武功，而是他是第一個統一了中國的人，他開創了大一統，而這就是創造性的偉大！

比爾蓋茨最大的特點是善于把握時代的節奏。

如果說喬布斯是創造一個事物然后花費很多年去讓所有人喜歡和熱愛這個事物的話，比爾蓋茨就是發掘人們所喜歡的事物，然后將這種事物由他的方式叫所有人都發現。

WINDOWS的創造源于計算機，早在比爾蓋茨尚未進軍這一行業時，已有人提出這種面向個人及企業的操作系統，但那個時候沒有人意識到它的重要性。而比爾蓋茨敏銳地發現了，他是那種能把目光放大到全世界乃至未來的人，也就是俗稱的“世代之眼”。

二十一世紀成功的人必須具備很多優點，但想要成為一個比身邊人都要成功的人的關鍵是目光。

就如同漢武帝發現儒家文化對于國家統治的必要性，很多前人都會意識到，但到了他的手中他敏銳地發現這種文化對于帝王統治的重要性，然后很快的行動，于是我國被儒家文化統治了數千年。

比爾就是善于把握時代的脈搏，成為時代的引領者。至于說喬布斯的經營理念，管理理念和比爾蓋茨有何不同，在下認為那是他們的特點，卻夠不上“最大”二字，因為具備這些不同特點的人也可以達到相同的成就。

也就是說在不考慮“創造性”和“把握時代的目光”這兩點的話，喬布斯可以成為比爾蓋茨，比爾蓋茨也可以成為喬布斯。

但這是喬布斯何比爾蓋茨最大的特點，所以喬布斯依然是那個創造時代的人，而比爾蓋茨依然是那個順應時代的達人。

在時代發展逐漸加快的今天，創造一個新的時代和順應時代的發展都是條通向成功的大道喬布斯和蓋茨都很杰出，他們代表了IT業的兩種商業思想的極限，蓋茨是左腦模式，理性經濟，偏重技術，販賣標準，而喬布斯是右腦模式，感性經濟，偏重設計，販賣夢想。有人問誰更優秀，這可真不好說，要我選的話我會選喬布斯吧，畢竟，在這個過于理性的社會，我們時常會需要一些驚喜，一些夢想！

但是我想說的是，選擇哪種成功之道，是由于不同人的不同性格，環境決定的，同學們希望成為那種人那？從現在開始，思考一下吧，不管你選擇了那種，只要堅持走下去，你都會取得屬于自己的成功，我的演講到此結束，謝謝大家。

第三篇：比爾蓋茨哈佛演講稿

President Bok, former President Rudenstine, incoming President Faust, members of the Harvard Corporation and the Board of Overseers, members of the faculty, parents, and especially, the graduates: I've been waiting more than 30 years to say this: “Dad, I always told you I'd come back and get my degree.”

I want to thank Harvard for this timely honor.I'll be changing my job next year…and it will be nice to finally have a college degree on my resume.I applaud the graduates today for taking a much more direct route to your degrees.For my part, I'm just happy that the Crimson has called me “Harvard's most successful dropout.” I guess that makes me valedictorian of my own special class…I did the best of everyone who failed.But I also want to be recognized as the guy who got Steve Ballmer to drop out of business school.I'm a bad influence.That's why I was invited to speak at your graduation.If I had spoken at your orientation, fewer of you might be here today.Harvard was just a phenomenal experience for me.Academic life was fascinating.I used to sit in on lots of classes I hadn't even signed up for.And dorm life was terrific.I lived up at Radcliffe, in Currier House.There were always lots of people in my dorm room late at night discussing things, because everyone knew I didn't worry about getting up in the morning.That's how I came to be the leader of the anti-social group.We clung to each other as a way of validating our rejection of all those social people.Radcliffe was a great place to live.There were more women up there, and most of the guys were science-math types.That combination offered me the best odds, if you know what I mean.This is Where I learned the sad lesson that improving your odds doesn't guarantee success.One of my biggest memories of Harvard came in January 1975, when I made a call From Currier House to a company in Albuquerque that had begun making the world's first personal computers.I offered to sell them software.I worried that they would realize I was just a student in a dorm and hang up on me.Instead they said: “We're not quite ready, come see us in a month,” which was a good thing, because we hadn't written the software yet.From that moment, I worked day and night on this little extra credit project that marked the end of my college education and the beginning of a remarkable journey with Microsoft.What I remember above all about Harvard was being in the midst of so much energy and intelligence.It could be exhilarating, intimidating, sometimes even discouraging, but always challenging.It was an amazing privilege…and though I left early, I was transformed by my years at Harvard, the friendships I made, and the ideas I worked on.But taking a serious look back…I do have one big regret.I left Harvard with no real awareness of the awful inequities in the world--the appalling disparities of health, and wealth, and opportunity that condemn millions of people to lives of despair.I left campus knowing little about the millions of young people cheated out of educational opportunities here in this country.And I knew nothing about the millions of people living in unspeakable poverty and disease in developing countries.It took me decades to find out.You graduates came to Harvard at a different time.You know more about the world's inequities than the classes that came before.In your years here, I hope you've had a chance to think about how--in this age of accelerating technology--we can finally take on these inequities, and we can solve them.Imagine, just for the sake of discussion, that you had a few hours a week and a few dollars a month to donate to a cause--and you wanted to spend that time and money Where it would have the greatest impact in saving and improving lives.Where would you spend it?

For Melinda and for me, the challenge is the same: how can we do the most good for the greatest number with the resources we have.During our discussions on this question, Melinda and I read an article about the millions of children who were dying every year in poor countries From diseases that we had long ago made harmless in this country.Measles, malaria, pneumonia, hepatitis B, yellow fever.One disease I had never even heard of, rotavirus, was killing half a million kids each year ? none of them in the United States.We were shocked.We had just assumed that if millions of children were dying and they could be saved, the world would make it a priority to discover and deliver the medicines to save them.But it did not.For under a dollar, there were interventions that could save lives that just weren't being delivered.If you believe that every life has equal value, it's revolting to learn that some lives are seen as worth saving and others are not.We said to ourselves: “This can't be true.But if it is true, it deserves to be the priority of our giving.””So we began our work in the same way anyone here would begin it.We asked: “How could the world let these children die?”

The answer is simple, and harsh.The market did not reward saving the lives of these children, and governments did not subsidize it.So the children died because their mothers and their fathers had no power in the market and no voice in the system.But you and I have both.We can make market forces work better for the poor if we can develop a more creative capitalism ? if we can stretch the reach of market forces so that more people can make a profit, or at least make a living, serving people who aresuffering From the worst inequities.We also can press governments around the world to spend taxpayer money in ways that better reflect the values of the people who pay the taxes.If we can find approaches that meet the needs of the poor in ways that generate profits for business and votes for politicians, we will have found a sustainable way to reduce inequity in the world.This task is open-ended.It can never be finished.But a conscious effort to answer this challenge will change the world.I am optimistic that we can do this, but I talk to skeptics who claim there is no hope.They say: “Inequity has been with us since the beginning, and will be with us till the end ? because people just…don't…care.” I completely disagree.I believe we have more caring than we know what to do with.All of us here in this Yard, at one time or another, have seen human tragedies that broke our hearts, and yet we did nothing--not because we didn't care, but because we didn't know what to do.If we had known how to help, we would have acted.The barrier to change is not too little caring;it is too much complexity.To turn caring into action, we need to see a problem, see a solution, and see the impact.But complexity blocks all three steps.If we can really see a problem, which is the first step, we come to the second step: cutting through the complexity to find a solution.Finding solutions is essential if we want to make the most of our caring.If we have clear and proven answers anytime an organization or individual asks “How can I help?,” then we can get action--and we can make sure that none of the caring in the world is wasted.But complexity makes it hard to mark a path ofaction for everyone who cares--and that makes it hard for their caring to matter.Cutting through complexity to find a solution runs through four predictable stages: determine a goal, find the highest-leverage approach, discover the ideal technology for that approach, and in the meantime, make the smartest application of the technology that you already have--whether it's something sophisticated, like a drug, or something simpler, like a bednet.The AIDS epidemic offers an example.The broad goal, of course, is to end the disease.The highest-leverage approach is prevention.The ideal technology would be a vaccine that gives lifetime immunity with a single dose.So governments, drug companies, and foundations fund vaccine research.But their work is likely to take more than a decade, so in the meantime, we have to work with what we have in hand--and the best prevention approach we have now is getting people to avoid risky behavior.Pursuing that goal starts the four-step cycle again.This is the pattern.The crucial thing is to never stop thinking and working--and never do what we did with malaria and tuberculosis in the 20th century--which is to surrender to complexity and quit.The final step--after seeing the problem and finding an approach--is to measure the impact of your work and share your successes and failures so that others learn From your efforts.You have to have the statistics, of course.You have to be able to show that a program is vaccinating millions more children.You have to be able to show a decline in the number of children dying From these diseases.This is essential not just to improve the program, but also to help draw more investment From business and government.But if you want to inspire people to participate, you have to show more thannumbers;you have to convey the human impact of the work ? so people can feel what saving a life means to the families affected.The defining and ongoing innovations of this age--biotechnology, the computer, the Internet--give us a chance we've never had before to end extreme poverty and end death From preventable disease.The emergence of low-cost personal computers gave rise to a powerful network that has transformed

opportunities

for

learning

and communicating.The magical thing about this network is not just that it collapses distance and makes everyone your neighbor.It also dramatically increases the number of brilliant minds we can have working together on the same problem--and that scales up the rate of innovation to a staggering degree.At the same time, for every person in the world who has access to this technology, five people don't.That means many creative minds are left out of this discussion--smart people with practical intelligence and relevant experience who don't have the technology to hone their talents or contribute their ideas to the world.We need as many people as possible to have access to this technology, because these advances are triggering a revolution in what human beings can do for one another.They are making it possible not just for national governments, but for universities, corporations, smaller organizations, and even individuals to see problems, see approaches, and measure the impact of their efforts to address the hunger, poverty, and desperation George Marshall spoke of 60 years ago.Members of the Harvard Family: Here in the Yard is one of the great collections of intellectual talent in the world.What for? There is no question that the faculty, the alumni, the students, and the benefactors of Harvard have used their power to improve the lives of people here and around the world.But can we do more? Can Harvard dedicate its intellect to improving the lives of people who will never even hear its name?

Let me make a request of the deans and the professors--the intellectual leaders here at Harvard: As you hire new faculty, award tenure, review curriculum, and determine degree requirements, please ask yourselves: Should our best minds be dedicated to solving our biggest problems? Should Harvard encourage its faculty to take on the world's worst inequities? Should Harvard students learn about the depth of global poverty…the prevalence of world hunger…the scarcity of clean water…the girls kept out of school…the children who die From diseases we can cure? Should the world's most privileged people learn about the lives of the world's least privileged?

These are not rhetorical questions--you will answer with your policies.When you consider what those of us here in this Yard have been given--in talent, privilege, and opportunity--there is almost no limit to what the world has a right to expect From us.In line with the promise of this age, I want to exhort each of the graduates here to take on an issue--a complex problem, a deep inequity, and become a specialist on it.If you make it the focus of your career, that would be phenomenal.But you don't have to do that to make an impact.For a few hours every week, you can use the growing power of the Internet to get informed, find others with the same interests, see the barriers, and find ways to cut through them.Don't let complexity stop you.Be activists.Take on the big inequities.It will be one of the great experiences of your lives.You graduates are coming of age in an amazing time.As you leave Harvard, you have technology that members of my class never had.You have awareness of global inequity, which we did not have.And with that awareness, you likely also have an informed conscience that will torment you if you abandon these people whose lives you could change with very little effort.You have more than we had;you must start sooner, and carry on longer.Knowing what you know, how could you not? And I hope you will come back here to Harvard 30 years From now and reflect on what you have done with your talent and your energy.I hope you will judge yourselves not on your professional accomplishments alone, but also on how well you have addressed the world's deepest inequities…on how well you treated people a world away who have nothing in common with you but their humanity.

第四篇：比爾蓋茨哈佛演講稿

idn’t care, but because we didn’t know what to do.if we had known how to help, we would have acted.此刻在這個院子里的所有人，生命中總有這樣或那樣的時刻，目睹人類的悲劇，感到萬分傷心。但是我們什么也沒做，并非我們無動于衷，而是因為我們不知道做什么和怎么做。如果我們知道如何做是有效的，那么我們就會采取行動。

the barrier to change is not too little caring;it is too much complexity.改變世界的阻礙，并非人類的冷漠，而是世界實在太復雜。

to turn caring into action, we need to see a problem, see a solution, and see the impact.but complexity blocks all three steps.為了將關心轉變為行動，我們需要找到問題，發現解決辦法的方法，評估后果。但是世界的復雜性使得所有這些步驟都難于做到。

even with the advent of the internet and 24-hour news, it is still a complex enterprise to get people to truly see the problems.when an airplane crashes, officials immediately call a press conference.they promise to investigate, determine the cause, and prevent similar crashes in the future.即使有了互聯網和24小時直播的新聞臺，讓人們真正發現問題所在，仍然十分困難。當一架飛機墜毀了，官員們會立刻召開新聞發布會，他們承諾進行調查、找到原因、防止將來再次發生類似事故。

but if the officials were brutally honest, they would say: “of all the people in the world who died today from preventable causes, one half of one percent of them were on this plane.we’re determined to do everything possible to solve the problem that took the lives of the one half of one percent.”

但是如果那些官員敢說真話，他們就會說：“在今天這一天，全世界所有可以避免的死亡之中，只有0.5%的死者來自于這次空難。我們決心盡一切努力，調查這個0.5%的死亡原因。”

the bigger problem is not the plane crash, but the millions of preventable deaths.顯然，更重要的問題不是這次空難，而是其他幾百萬可以預防的死亡事件。

we don’t read much about these deaths.the media covers what’s new – and millions of people dying is nothing new.so it stays in the background, where it’s easier to ignore.but even when we do see it or read about it, it’s difficult to keep our eyes on the problem.it’s hard to look at suffering if the situation is so complex that we don’t know how to help.and so we look away.我們并沒有很多機會了解那些死亡事件。媒體總是報告新聞，幾百萬人將要死去并非新聞。如果沒有人報道，那么這些事件就很容易被忽視。另一方面，即使 我們確實目睹了事件本身或者看到了相關報道，我們也很難持續關注這些事件。看著他人受苦是令人痛苦的，何況問題又如此復雜，我們根本不知道如何去幫助他 人。所以我們會將臉轉過去。

if we can really see a problem, which is the first step, we come to the second step: cutting through the complexity to find a solution.就算我們真正發現了問題所在，也不過是邁出了第一步，接著還有第二步：那就是從復雜的事件中找到解決辦法。

finding solutions is essential if we want to make the most of our caring.if we have clear and proven answers anytime an organization or individual asks “how can i help?,” then we can get action – and we can make sure that none of the caring in the world is wasted.but complexity makes it hard to mark a path of action for everyone who cares — and that makes it hard for their caring to matter.如果我們要讓關心落到實處，我們就必須找到解決辦法。如果我們有一個清晰的和可靠的答案，那么當任何組織和個人發出疑問“如何我能提供幫助”的時 候，我們就能采取行動。我們就能夠保證不浪費一丁點全世界人類對他人的關心。但是，世界的復雜性使得很難找到對全世界每一個有愛心的人都有效的行動方法，因此人類對他人的關心往往很難產生實際效果。

cutting through complexity to find a solution runs through four predictable stages: determine a goal, find the highest-leverage approach, discover the ideal technology for that approach, and in the meantime, make the smartest application of the technology that you already have — whether it’s something sophisticated, like a drug, or something simpler, like a bednet.從這個復雜的世界中找到解決辦法，可以分為四個步驟：確定目標，找到最高效的方法，發現適用于這個方法的新技術，同時最聰明地利用現有的技術，不管它是復雜的藥物，還是最簡單的蚊帳。

the aids epidemic offers an example.the broad goal, of course, is to end the disease.the highest-leverage approach is prevention.the ideal technology would be a vaccine that gives lifetime immunity with a single dose.so governments, drug companies, and foundations fund vaccine research.but their work is likely to take more than a decade, so in the meantime, we have to work with what we have in hand – and the best prevention approach we have now is getting people to avoid risky behavior.艾滋病就是一個例子。總的目標，毫無疑問是消滅這種疾病。最高效的方法是預防。最理想的技術是發明一種疫苗，只要注射一次，就可以終生免疫。所以，政府、制藥公司、基金會應該資助疫苗研究。但是，這樣研究工作很可能十年之內都無法完成。因此，與此同時，我們必須使用現有的技術，目前最有效的預防方法 就是設法讓人們避免那些危險的行為。

pursuing that goal starts the four-step cycle again.this is the pattern.the crucial thing is to never stop thinking and working – and never do what we did with malaria and tuberculosis in the 20th century – which is to surrender to complexity and quit.要實現這個新的目標，又可以采用新的四步循環。這是一種模式。關鍵的東西是永遠不要停止思考和行動。我們千萬不能再犯上個世紀在瘧疾和肺結核上犯過的錯誤，那時我們因為它們太復雜，而放棄了采取行動。

the final step – after seeing the problem and finding an approach – is to measure the impact of your work and share your successes and failures so that others learn from your efforts.在發現問題和找到解決方法之后，就是最后一步——評估工作結果，將你的成功經驗或者失敗經驗傳播出去，這樣其他人就可以從你的努力中有所收獲。

you have to have the statistics, of course.you have to be able to show that a program is vaccinating millions more children.you have to be able to show a decline in the number of children dying from these diseases.this is essential not just to improve the program, but also to help draw more investment from business and government.當然，你必須有一些統計數字。你必須讓他人知道，你的項目為幾百萬兒童新接種了疫苗。你也必須讓他人知道，兒童死亡人數下降了多少。這些都是很關鍵的，不僅有利于改善項目效果，也有利于從商界和政府得到更多的幫助。

but if you want to inspire people to participate, you have to show more than numbers;you have to convey the human impact of the work – so people can feel what saving a life means to the families affected.但是，這些還不夠，如果你想激勵其他人參加你的項目，你就必須拿出更多的統計數字；你必須展示你的項目的人性因素，這樣其他人就會感到拯救一個生命，對那些處在困境中的家庭到底意味著什么。

i remember going to davos some years back and sitting on a global health panel that was discussing ways to save millions of lives.millions!think of the thrill of saving just one person’s life – then multiply that by millions.… yet this was the most boring panel i’ve ever been on – ever.so boring even i couldn’t bear it.幾年前，我去瑞士達沃斯旁聽一個全球健康問題論壇，會議的內容有關于如何拯救幾百萬條生命。天哪，是幾百萬！想一想吧，拯救一個人的生命已經讓人何等激動，現在你要把這種激動再乘上幾百萬倍……但是，不幸的是，這是我參加過的最最乏味的論壇，乏味到我無法強迫自己聽下去。

what made that experience especially striking was that i had just come from an event where we were introducing version 13 of some piece of software, and we had people jumping and shouting with excitement.i love getting people excited about software – but why can’t we generate even more excitement for saving lives?

那次經歷之所以讓我難忘，是因為之前我們剛剛發布了一個軟件的第13個版本，我們讓觀眾激動得跳了起來，喊出了聲。我喜歡人們因為軟件而感到激動，那么我們為什么不能夠讓人們因為能夠拯救生命而感到更加激動呢？

you can’t get people excited unless you can help them see and feel the impact.and how you do that – is a complex question.除非你能夠讓人們看到或者感受到行動的影響力，否則你無法讓人們激動。如何做到這一點，并不是一件簡單的事。

still, i’m optimistic.yes, inequity has been with us forever, but the new tools we have to cut through complexity have not been with us forever.they are new – they can help us make the most of our caring – and that’s why the future can be different from the past.同前面一樣，在這個問題上，我依然是樂觀的。不錯，人類的不平等有史以來一直存在，但是那些能夠化繁為簡的新工具，卻是最近才出現的。這些新工具可以幫助我們，將人類的同情心發揮最大的作用，這就是為什么將來同過去是不一樣的。

the defining and ongoing innovations of this age – biotechnology, the computer, the internet – give us a chance we’ve never had before to end extreme poverty and end death from preventable disease.這個時代無時無刻不在涌現出新的革新——生物技術，計算機，互聯網——它們給了我們一個從未有過的機會，去終結那些極端的貧窮和非惡性疾病的死亡。

sixty years ago, george marshall came to this commencement and announced a plan to assist the nations of post-war europe.he said: “i think one difficulty is that the problem is one of such enormous complexity that the very mass of facts presented to the public by press and radio make it exceedingly difficult for the man in the street to reach a clear appraisement of the situation.it is virtually impossible at this distance to grasp at all the real significance of the situation.”

六十年前，喬治?馬歇爾也是在這個地方的畢業典禮上，宣布了一個計劃，幫助那些歐洲國家的戰后建設。他說：“我認為，困難的一點是這個問題太復雜，報紙和電臺向公眾源源不斷地提供各種事實，使得大街上的普通人極端難于清晰地判斷形勢。事實上，經過層層傳播，想要真正地把握形勢，是根本不可能的。”

thirty years after marshall made his address, as my class graduated without me, technology was emerging that would make the world smaller, more open, more visible, less distant.馬歇爾發表這個演講之后的三十年，我那一屆學生畢業，當然我不在其中。那時，新技術剛剛開始萌芽，它們將使得這個世界變得更小、更開放、更容易看到、距離更近。

the emergence of low-cost personal computers gave rise to a powerful network that has transformed opportunities for learning and communicating.低成本的個人電腦的出現，使得一個強大的互聯網有機會誕生，它為學習和交流提供了巨大的機會。

the magical thing about this network is not just that it collapses distance and makes everyone your neighbor.it also dramatically increases the number of brilliant minds we can have working together on the same problem – and that scales up the rate of innovation to a staggering degree.網絡的神奇之處，不僅僅是它縮短了物理距離，使得天涯若比鄰。它還極大地增加了懷有共同想法的人們聚集在一起的機會，我們可以為了解決同一個問題，一起共同工作。這就大大加快了革新的進程，發展速度簡直快得讓人震驚。

at the same time, for every person in the world who has access to this technology, five people don’t.that means many creative minds are left out of this discussion---smart people with practical intelligence and relevant experience who don’t have the technology to hone their talents or contribute their ideas to the world.與此同時，世界上有條件上網的人，只是全部人口的六分之一。這意味著，還有許多具有創造性的人們，沒有加入到我們的討論中來。那些有著實際的操作經驗和相關經歷的聰明人，卻沒有技術來幫助他們，將他們的天賦或者想法與全世界分享。

we need as many people as possible to have access to this technology, because these advances are triggering a revolution in what human beings can do for one another.they are making it possible not just for national governments, but for universities, corporations, smaller organizations, and even individuals to see problems, see approaches, and measure the impact of their efforts to address the hunger, poverty, and desperation george marshall spoke of 60 years ago.我們需要盡可能地讓更多的人有機會使用新技術，因為這些新技術正在引發一場革命，人類將因此可以互相幫助。新技術正在創造一種可能，不僅是政府，還 包括大學、公司、小機構、甚至個人，能夠發現問題所在、能夠找到解決辦法、能夠評估他們努力的效果，去改變那些馬歇爾六十年前就說到過的問題——饑餓、貧 窮和絕望。

members of the harvard family: here in the yard is one of the great collections of intellectual talent in the world.

第五篇：比爾蓋茨清華演講稿[模版]

獲得清華大學這所世界一流大學的名譽博士學位，讓我感到非常榮幸。清華是一所有著百年歷史的名校，這里誕生了很多杰出的科學家、商業和政治領袖。

我上一次訪問清華是在1997年。當時，中國學生的才華、熱情和創造性給我留下了很深的印象。之后，我決定在中國設立微軟亞洲研究院。在沈向洋博士的領導下，在清華等大學優秀畢業生的協助下，微軟亞洲研究院取得了成功，為微軟公司作出了巨大貢獻。在各種國際會議上都可以見到他們的身影。他們也為微軟的新產品如 windows vista的誕生，付出了辛勤的努力。在計算機科學迅速發展的今天，身為清華的學生是件激動人心的事。

我們才剛剛開始接觸到軟件魔法帶來的奇妙體驗。全世界有十億計算機用戶，他們才剛剛開始分享信息。隨著 半導體、光纖技術的發展，軟件可以做更多的事情：

今天的電視還是被動的，在未來，你可以從因特網下載節目，電視將能和人交流、互動；

昨天我參觀了中國農科院稻米研究所，看到那里的技術人員開始用軟件來區分不同的稻米，為其排序，以后還可以通過軟件的分析計算，用較少的農藥培育出高產量的優良品種；

醫學界已經開始用軟件來管理數據庫；

今天的手機已經成為我們的“數字錢包”，可以顯示地圖，上網查找信息，未來它還將可以和人交流；

平板電腦的出現，使得在教室可以無線上網，用電腦錄音、識別手寫的文字。這樣，學生無需課本就能實現更有效的學習，老師也可以看到世界各地的優秀教案。

當然，軟件的未來還面臨很多挑戰，比如：如何使得用戶更容易掌握？如何實現人工智能？但不管怎樣，就計算機科學而言，我們所處的都是最激動人心的時代。

中國正在快速發展，對世界經濟、科技創新正在做出越來越大的貢獻。微軟公司愿意幫助中國公司的成長，幫助所有的中國公民享受到計算機科學進步所帶來的成果：

微軟已經開展項目，幫助中國的進城務工人員、殘疾人尤其是盲人享受科技成果；

微軟已經捐資設立了五所希望小學和五所網上希望小學；

微軟也同中國政府及大學合作，設立了很多學術交流項目，鼓勵優秀外國專家來華講學；

有來自39所亞太地區大學的超過XX名學生曾在微軟亞洲研究院實習，并有120人獲得了研究資助，其中清華所占學生人數最多；

本學年，微軟亞洲研究院的研究人員將在清華開設一門課程：“計算機研究的熱門領域”。

我還想借此機會宣布，微軟公司將在清華設立“杰出訪問學者”項目。在該項目下，微軟亞洲研究院每年將邀請一位世界知名的計算機專家到姚期智教授領導的理論計算機科學研究所講學。第一位獲邀來訪的是美國麻省理工大學的弗朗斯·凱斯霍德教授。

總之，我今天非常高興來到貴校，并在接受我的母校 哈佛大學頒給我名譽博士學位之前就成為清華的名譽博士。

剛才，我和大家分享了軟件領域在未來可能出現的一些突破，以及它們會給企業帶來的機會、為殘疾人和學生提供的幫助。我希望大家都能像我一樣樂觀：只要可以上網，就能獲得平等的受教育機會。

微軟公司對于中國市場的專注是長期的。我們對于以學術嚴謹聞名的 清華大學有著很高的期望。讓我們攜手努力，共創信息技術未來的輝煌！