????IBM公司（IBM）有了新掌門人。從明年1月起，長期擔任高管的吉尼?羅曼提將取代彭明盛出任公司總裁兼首席執行官。羅曼提已在IBM供職30年，20世紀90年代初曾與公司共同經歷過九死一生的處境，因此，她可謂血統純正的IBM人。在彭明盛長達9年、成就非凡的任期內，她曾與之緊密共事。IBM通過進入云計算領域和商業分析領域實現增長的戰略中，她是領軍人物，并因此贏得廣泛贊譽。本周二晚上，羅曼提與《財富》雜志（Fortune）的資深撰稿人杰西?亨佩爾開展了如下對話:

????《財富》雜志：您上任后的首要任務是什么？

????羅曼提：因為我一部分職責在于負責公司戰略，并且我已經與公司同仁們共同制定出了現行戰略的，所以，你應該不會對我的回答感到驚訝。我的首要任務就是要繼續執行我們一起制定的戰略以及公司2015年規劃。我是制定這一路線圖的主要成員。

????《財富》雜志：彭明盛先生還會繼續介入嗎？

????他將繼續擔任董事長。不管我請他幫什么忙，他都會伸出援手。

????《財富》雜志：您曾與彭明盛先生長期共事，從中您學到的最重要的東西是什么？

????這個問題問得很好。對這個問題我想過很多，我想，彭明盛先生教給我的最重要的教訓可以引用他的一句話來概況：“超越必然。”（Don't accept inevitable.）我認為這也是他任期內留給整個公司最重要的經驗。這句話的意思是，必須不斷再創新、再創造。我覺得，這是他送給IBM公司最好的禮物，也就是公司不斷再造自身的能力。我們這個行業必須不斷開拓新市場。我們目前推出的“智慧的地球”（Smarter Planet），商業分析和云計算服務，都是新開發的領域。它們都與開拓新市場有關。

????《財富》雜志：展望未來我們會發現，去年貴公司的競爭對手中出現了一些重大變化，對IBM來說，到明年，這些變化中有什么是特別重要的，或者這種變化會讓貴公司有所變化嗎？

????不會。我們的戰略很堅定，也很獨特。我們面向的是企業客戶，而不是消費者客戶。我們非常專注于高價值，致力于研發和創新。我們一直從長遠觀點看問題。而最重要的或許是，我們一直致力于為客戶創造價值。

????《財富》雜志：與同行相比，IBM總是更強調長遠觀點。您提到了2015年路線圖，您是否已經開始著手制定2015年以后的路線圖？

????還沒有。我們目前正在努力實現2015年的路線圖。對我們來說，要實現這個路線圖，也還有很多工作要做。我們不了解的情況還很多。目前我們正為此全力以赴。不過，真正深謀遠慮的是我們的研發。我們正在開發的項目都有更長遠的眼光，不管是海量數據、商業分析、還是超級計算機沃森（Watson）的商業化。我認為這些才是我們與其他對手最重要的區別所在。

????《財富》雜志：貴公司對研發的投入會繼延續原有的水平嗎？

????當然。十年來，我們始終毫不動搖地堅持這一投入水平。投入是一回事，到底投在什么項目上則是另一回事。我們堅持的是由業務推動的（business-driven）技術開發進程。

????《財富》雜志：您的意思是？

????這就是說，不是為技術而技術。而是要開發能對世界產生影響的技術。比如超級計算機沃森。我相信，在我們的有生之年，沃森將重塑全世界的醫療保健服務。

????《財富》雜志：“由業務推動”是不是意味著，以比過去數十年來更快的速度將科學應用到商業領域？

????這是其中一層意思。它還意味著，我們要贏得公司決策層以及以業務為導向的新客戶的認同。比如說，首席營銷官這個群體。我們剛剛宣布推出圍繞更智能的商務的新產品，這又是一個開拓新市場的例子。很顯然，這個新產品的一大目標客戶就是首席營銷官，目前市場面向這個群體的服務最為欠缺。

????《財富》雜志：非常感謝您接受采訪。

????謝謝。

????譯者：清遠

????FORTUNE -- IBM has a new chief. Longtime executive Ginni Rometty will replace Sam Palmisanoas president and CEO starting January 1. Having put in 30 years at the company and survived IBM's (IBM) near death experience in the early 1990s, Rometty literally bleeds blue. She has worked closely with Palmisano during his successful nine-year tenure, and she gets credit for heading up the company's growth strategy by getting IBM into cloud computing and the analytics business. Earlier this evening, Rometty spoke with Fortune senior writer Jessi Hempel:

????FORTUNE: What are your priorities going to be?

????Rometty: You're not going to be surprised given that part of my role is strategy and together with my colleagues we built the current strategy. My priorities are going to be to continue to execute the strategy we built and the 2015 roadmap. I was an integral part of building it.

????FORTUNE: Will Sam continue to be involved?

????Sam will continue as chairman. He'll continue to help me with, well, anything I ask him to.

????FORTUNE: Could you point to the most important thing you've learned from working with Sam?

????That's a good question. I've thought a lot about this and the biggest thing I think Sam taught me -- but I also think that he taught it to the whole company during this time -- can be summed up in a quote: "Don't accept inevitable." That means, you've got to keep reinventing. That, to me, is the greatest gift he's given IBM, this ability to continually reinvent itself. We're in an industry in which you constantly have to make new markets. That's what we are doing with Smarter Planet, analytics, the cloud. Those are all about making markets.

????FORTUNE: As you look forward, in the competitive landscape we've seen some big shifts among your competitors in the last year, is there anything that will be particularly important or does this change anything for IBM in the year to come?

????No. Our strategy is firm and is very different. We're enterprise, we're not consumer. We're very focused on high value. We're focused on research and development and innovation. We've taken a long view. And maybe above all, we are very focused on value for clients.

????FORTUNE: More than any other company in the field, IBM has always emphasized taking a long view. You talk about the 2015 roadmap; are you at work on a roadmap after that?

????Not yet. We're at work on delivering on that one. 2015 is still a long way out for us. There are a lot of things we don't know yet. We're hard at work at that. What does have a longer horizon, though, is research and development. We are absolutely working on things that are longer term there, whether that's big data, analytics, the commercialization of Watson. That to me is a very important differentiator between us and others.

????FORTUNE: You'll continue your same levels of investment in R&D?

????Absolutely. We've been unwavering on those for a decade. It's one thing to spend, the second thing is what you spend on. We're fixated on a business-driven technology agenda.

????FORTUNE: What do you mean by that?

????It means not just technology for technology's sake. It means technology that can have an effect on the world. Take, for example, Watson. I believe Watson will reshape healthcare around the world in our lifetime.

????FORTUNE:Does "business-driven" mean moving science -- more quickly than in decades past -- to commercialization?

????That is one manifestation. It also means that you're appealing to decision makers and new buyers who are business oriented. So, a chief marketing officer for example. We've just announced -- and this is another example of making a market -- a new category around smarter commerce, clearly one of the big target audiences is the chief marketing officer, one of the most underserved in the marketplace.

????FORTUNE:Thank you so much.

????Thanks.