????5月15日，正值國家風險投資協(xié)會（National Venture Capital Association）40周年大會，作為議題之一，《財富》（Fortune）資深作者杰西?亨佩爾對IBM首席執(zhí)行官羅睿蘭進行了專訪。以下是本次采訪內(nèi)容的部分節(jié)選。

????《財富》：IBM曾一度以大型機、PC和打印機為主要業(yè)務(wù)。現(xiàn)在的IBM致力于服務(wù)、軟件和沃森超級計算機。你如何看待公司現(xiàn)狀？

????羅睿蘭：兩年前，IBM舉辦了100周年慶典，當時也有許多人問相同的問題。在過去的工作中，我總結(jié)了一條非常寶貴的經(jīng)驗——千萬不要用某個產(chǎn)品束縛了自己。我希望IBM被看作是一家創(chuàng)新性公司。一家公司要想長遠發(fā)展，關(guān)鍵在于不停地適應(yīng)時代。隨時代而轉(zhuǎn)變，這就是創(chuàng)新型公司的含義。

????創(chuàng)新型公司是任何人都夢寐以求的。你正在帶領(lǐng)40多萬員工完成這一目標。對如此規(guī)模的一家大公司來說創(chuàng)新意味著什么？

????我對持續(xù)創(chuàng)新頗有心得，這對于其它企業(yè)家或許能有幫助。我總結(jié)了以下5點。

????第一，你必須時刻銘記在心，保證公司能瞄準高收益的業(yè)務(wù)。這在高新技術(shù)領(lǐng)域格外重要。技術(shù)界充斥著顛覆性創(chuàng)新和隨之而來的商業(yè)化，創(chuàng)新/商業(yè)化的周期在不停運轉(zhuǎn)。

????你們【風險投資家】在其中扮演著重要角色。因為你們在不停地收購、剝離、然后再按自己的想法進行整合發(fā)展。不過，收購和剝離本身非常重要。要知道，IBM已經(jīng)剝離了150億美元的資產(chǎn)，收購了140家公司。而指導(dǎo)原則就是，促使公司轉(zhuǎn)向更高收益的業(yè)務(wù)。

????第二，保持對市場的敏感。你可以從購買者、產(chǎn)品分類、地域等多個方面考慮如何拓展市場。

????第三，你可以假設(shè)自己的年紀有點大，對改造自己的核心業(yè)務(wù)有一種緊迫感。難道不是嗎？例如中間件這種軟件就可以向移動中間件演進。這樣一來你就能保持創(chuàng)新。

????第四，你要記住，從人的層面上來說，創(chuàng)新意味著技能。在這一點上你別無選擇。有人能自我創(chuàng)新，也有人不能。所以你可以通過改進技能來創(chuàng)新。最后，我們都必須不斷審視自身、審視公司，并改造公司，這與我們前面談到的公司如何改變多少有些關(guān)系。

????On May 15, Fortune senior writer Jessi Hempel interviewed IBM (IBM) CEO Ginni Rometty as a keynote for the National Venture Capital Association's 40th anniversary conference, Venturescape. What follows is an edited version of their conversation.

????Fortune: IBM was once about mainframes, and then PCs and printers. Now IBM is about services, software, Watson. How do you think about the company?

????Rometty: Two years ago, IBM had its 100th anniversary, which is when people asked that question the most. And I think one of my biggest learnings has been, never define yourself by a product. I would like us to be thought of as an innovation company. The only way you survive is you continuously transform into something else. It's this idea of continuous transformation that makes you an innovation company.

????Now, an innovation company is something that we all aspire to be. You are aspiring to be that with more than 400,000 employees. What does it even mean to be an innovation company especially at that scale?

????I've got a formula in my head about this idea of continuous transformation, and maybe it's helpful for people as you build out these businesses, because I break it into five different pieces.

????I think the first thing you always have to do is keep reinventing yourself for high value. I think particularly in our tech industry, this is an industry that has violent innovation and then commoditization, and it's a cycle of innovation/commoditization.

????You guys [venture capitalists] play a big role for us in that because you acquire, you divest, and then you remix your own development. But that acquire and divest is a really important piece. You know, for us, we have divested $15 billion. But then, we have acquired 140 companies. So, the formula is, in part, move to higher value.

????The second thing you've got to always do is keep thinking about how to make a market, and I think you can do that by buyer, by category, by geography.

????Then the third thing I think about is, you know, assuming you live to be a little bit older, you've got to reinvent your core franchises. Right? Things like middleware will get reinvented to mobile middleware, as an example. So, you reinvent.

????And then I think the fourth you can't forget, when you said about all the people, it's the skills. So, you absolutely, you have no choice. And many people can reinvent themselves and some people can't, right? So, you reinvent skills, and then at the end of the day, I think what we all end up doing is you've got to keep looking at yourself, the company, and reinventing the company, which is a bit of when we were talking about how does the company change.