目前，華為在北美采取的是何種策略？

????幾年前的華為經歷了一段順暢的發展期。公司超乎尋常的表現讓所有競爭對手都感受到了沖擊。但問題在于，如果表現這么出色，公司就不再是追隨者了，對創新的預期值也會提高——因此，必須扮演定義互聯網行業的角色。所以，公司的決策之一是，創新不能僅在中國國內進行。如果公司希望廣泛涉獵從云技術到光電技術的一切領域，就必須制定范圍更廣的創新策略。2010年，我加入公司時，大約只有300人，而今華為美國市場員工已達到1,000人，而且全都是資深技術人才。我們希望成為公司發展的急先鋒。我們不考慮公司之前的或現有的項目，我們只想知道行業未來的發展趨勢，比如是開發下一代網絡處理器，還是步入云時代。與此同時，公司把美國市場視為最后的新興市場。沒有一家公司會把總部設在一個無任何業務聯系的國家。另一方面，雖然華為仍在不斷摸索和努力適應美國市場，但公司已經在這一市場投入了大量的研發能力。

華為目前在美國市場的經營狀況如何？

????我之前將美國市場稱為“發展中”市場，曾引廣泛反響。思科或愛立信（Ericsson）等大部分公司，都將中國視為一個發展中市場，但我們卻認為美國市場正處于發展之中。當然，這并不是說美國市場不夠發達，而是說我們需要學會如何去適應這這個市場，這對我們來說是個新的課題。雖然公司從美國市場獲得的收入流并不顯著，但我們在研發方面卻取得了很大的進展。去年，單是華為對美國市場的研發投資一項便高達2億至3億美元。公司的終端業務表現不錯，在商店里也可以買到華為自有品牌的平板電腦和智能手機。公司的運營商業務也比較順利，不過，與美國四大運營商的合作目前還未能實現。但我們仍在不懈努力。如今，我們已經打入了美國的企業市場。這是一次全新的突破，但華為要想建立起關鍵的客戶群仍需耗費數年時間。

你們的研發中心目前的攻克重點是哪些技術？

????最重要的研發目標是云計算技術。數據中心虛擬化是個不錯的主意。但這并非我們研發云計算技術的真正目的。云計算技術的真正目標是，建立一個全互聯網規模的公用環境，而非僅限于數據中心。所以，我們的工作就是重新思考如何步入云時代。我們如何才能實現云技術不僅服務于傳統數據中心的虛擬化，而且廣泛應用于無線接入網絡、無線環境、網絡基礎架構、企業環境等。如果這些都能實現虛擬化，我們就可以開始考慮在互聯網上提供服務。此外，我們也在致力于其他技術的研發，諸如高速網絡、電子教育或電子醫療等。

????譯者：阿龍/汪皓

What's the current strategy in North America?

????A few years ago Huawei was going through a cathartic moment. They had done an exceptional job out-executing everybody. The problem is that if you do that very well eventually you are no longer a follower, and the expectation to innovate is significantly higher—you have to define the networking industry. So one of the decisions they made was that that innovation could not exclusively happen in China, because if we're going to do everything from cloud to photonics, we better figure out an innovation strategy that's going to be much broader. When I walked in the door [in 2010] we had roughly 300 people, now we're at about 1,000, and they're all senior-level technical staff. We want to be the tip of the arrow. We don't care about previous or existing projects, we want to know where the industry is going, whether it's developing the next network processor or navigating the cloud era. At the same time, we are in market that the company views as our last emerging market. Nobody would put their headquarters in a country they have no business in. We on the other hand have put a lot of our R&D capacity in the center of a market that we're still figuring out how to navigate.

How are you doing in the U.S.?

????I got a lot of reactions because I once called the U.S. a "developing" market. Most companies like Cisco or Ericsson look at China as a developing market, but for us we look at the U.S. as a developing market. It's not that it's an undeveloped market, it's just that learning how to navigate it is new to us. But even though the revenue stream is not significant from the U.S. you can see that we're fully engaged on the R&D side. Huawei spent between $200 million to $300 million in the U.S. just on R&D last year. We're doing very well in our terminal business and you can buy Huawei tablets and smartphones in stores. The carrier business has done okay for us but we're largely excluded from the top four operators. But we're persistent. We've now entered the enterprise market in the U.S. That's brand new and it will take a couple of years to build up our critical mass there.

What kind of technologies are your labs working on?

????The biggest thing is cloud. Like virtualizing the data center is a good idea but if that's cloud we have wildly undershot. The real objective of the cloud is to build this utility-based environment that is internet scale, that is not just the data center. So what we're doing here is we're rethinking how we can navigate that cloud era. How can we get to a point where the cloud is not just to a traditional data center virtualized but it's actually includes the radio access networks, the wireless environments, the internet infrastructure, the enterprise environments. If all of it is virtualized then you can start thinking very intelligently about placing services anywhere on the internet. There's lots of other things like faster networks. We're also rethinking things like e-education or e-healthcare.