????RIM（Research in Motion）首席執行官托爾斯滕?海因斯希望人們能忘記黑莓（BlackBerry）的一切往事。因為這家加拿大智能手機制造商已經煥然一新了。今日發布的采用黑莓10系統的兩款新手機比以往的產品更加輕薄炫酷。整個軟件系統完全重新編寫。而公司也換了個新名字：RIM公司現在更名為黑莓公司，并很快將以BBRY的代碼在納斯達克（NASDAQ）進行交易。

????這兩款新手機的設計并非易事。Q10采用了經典的物理鍵盤，而配備觸摸屏的Z10更像是典型的iPhone和安卓（Android）手機。觸摸屏鍵盤下有熱感應技術，用戶使用時，按鍵位置會隨點擊而進行調整，以減少拼寫錯誤。根據零星發布的細節，可以看出這款軟件引入了新功能，比如“peek”手勢，可以讓用戶暫停手中的任務，看一眼通知，再迅速轉回來。另一項稱作“flow”的功能可以讓用戶同時運行多個應用，并且在不同的應用間滑動切換。

????去年12月，我前往加拿大?安大略省的滑鐵盧，專程探訪導致公司現狀的一系列決策的幕后故事。我與海因斯坐到了一張灰色的會議桌前。在公司的輝煌上升期，我曾在同一張桌子旁專訪過他的前任吉姆?貝爾斯利和共同創始人邁克?拉扎里迪斯。這位和藹可親的德裔首席執行官身高6英尺6英寸，即便是坐著，也顯得非常高大。他的手指在我面前滑過全新的黑莓10觸摸屏手機時，情不自禁地露出笑容。他得意地說：“從今天的移動通訊技術到未來的移動計算技術，我們有著巨大的增長潛力。這就是可以放進人們口袋里的計算能力。”

????海因斯就任黑莓CEO職位已近一年。當時，RIM公司深陷危機。它的黑莓7——當時的最新產品——銷售低迷，與iPad競爭的Playbook平板電腦同樣運氣不佳。同時公司還在努力從3G技術向更快的長期演進技術（LTE）過渡。它曾經在很長一段時間內保持超高速增長——還在2009年登上了《財富》增速最快公司榜單——卻為復雜的管理層所困，該管理層中有2名首席執行官和3名首席運營官。2008年夏天，這家公司曾統治了方興未艾的北美智能手機市場，股價攀至144美元的高峰，之后卻一路狂跌至15美元。有傳言稱該，公司已經沒有了現金儲備。投資者聲嘶力竭地呼吁更換領導層。更糟的是，公司當時不愿聘用一位轉型專家，而是選擇了從內部提拔海因斯擔任首席執行官。結果，市場反應相當悲觀。在首次電話會議上，海因斯暗示公司并不需要轉型專家，讓許多觀察家大跌眼鏡。

????盡管海因斯的初次亮相不夠順利，但他迅速行動，止住了公司的頹勢。他削減了10億美元的支出，同時裁掉了5,000名員工。他建立了新的管理團隊，籠絡了全球資深的業界人士，許多人曾任職于威瑞森（Verizon）和Orange等公司，在無線革命中發揮過關鍵作用。他推遲了黑莓10原定的發布日期，以確保公司交付的軟件足以與蘋果（Apple）和谷歌（Google）抗衡。他還成為了公司內外的黑莓新方案的形象大使。他說：“我們需要一個個地贏回顧客。”

????一年后，公司發生了翻天覆地的變化，它正在竭盡全力從新贏得用戶。就像蘋果當初發布iMac一樣，或者說像百視通（Blockbuster）當初發布On Demand點播服務卻未能在技術變革中挽救自身一樣，如今，黑莓的命運很可能也維系于這次的新品發布。

????Here's what Research in Motion CEO Thorsten Heins wants you to do: forget everything you know about BlackBerry. Just about everything at the Canadian smartphone maker is new. The twin BlackBerry 10 devices unveiled today are thinner and sleeker than previous models. The underlying software has been entirely rebuilt. And the company itself has a new name. Research in Motion is now called BlackBerry and will soon begin to trade as BBRY on the NASDAQ.

????The design of the phones have been labored over. The Q10 sports a classical physical keyboard and the Z10 is more like a typical iPhone or Android with a touchscreen. The touchscreen keyboard has a heat map beneath it so that, as customers use it, the position of keys adjusts to their keystrokes—leading to fewer spelling mistakes. The software, details of which have come out in dribs and drabs, introduces new features like "peek," which allows users to move aside the task they're working on to glance at notifications and then quickly come back. Another feature dubbed "flow" allows users to swipe between applications, keeping many open simultaneously.

????Last December I traveled to Waterloo, Ontario for an exclusive behind-the-scenes look at the decisions that have led the company to this moment. I joined Heins at the same gray conference table where I'd spoken to his predecessors, Jim Balsillie and co-founder Mike Lazaridis during the company's spectacular rise. At 6-feet, 6-inches tall, the affable German CEO has a towering presence even when he is seated. He couldn't contain a grin as he slid his new touchscreen BlackBerry 10 phone in my direction. "There's a huge growth curve ahead of us from mobile communications where we are today to mobile computing," he crowed. "This is computing power at your hip."

????It has been almost a year since Heins took over as BlackBerry's (RIMM) CEO. Back then, the company was in deep crisis. Its BlackBerry 7—then its latest phone—wasn't selling, nor was its ill-starred iPad competitor, the Playbook tablet. The company was still working to transition from 3G technology to faster LTE technology. Having been in a state of breakneck hyper-growth for so long—it topped Fortune's Fastest Growing Companies list in 2009—the firm suffered from convoluted layers of management, including two CEOs and three COOs. The stock, which had peaked at $144 when the company dominated the nascent North American smartphone market in the summer of 2008, was languishing at $15. Rumors surfaced that the company had no cash. Investors were hoarse from calling for new leadership. Worse, the market shuddered when the company eschewed hiring a turnaround specialist in favor of Heins, an insider, as CEO. In his first conference call, he suggested that RIM did not need a turnaround per se, sending some observers into fits.

????Despite Heins's bumpy public debut, he acted quickly to staunch the company's bleeding. He eliminated a billion dollars in expenses, cutting 5,000 employees in the process. He put in a new management team of industry veterans from around the world, many of whom had played pivotal roles in the wireless revolution at companies such as Verizon (VZ) and Orange. He postponed BlackBerry 10's original launch date to ensure the company would deliver software capable of competing with Apple (AAPL) and Google (GOOG). And he became a personal ambassador for BlackBerry's new approach both inside and outside the company. "We have to win back our customers one by one by one," he says.

????A year later, nothing is business as usual at BlackBerry as it attempts to make its best attempt at winning back users. Like Apple when it launched the iMac—or like Blockbuster when it launched the On Demand service that could not rescue it from changing technology—RIM will likely see its fate sealed by this launch.