发表于:2018.2.4来自:www.ttfanwen.com字数:18600 手机看范文


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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.

但是,我还要提醒大家,我使得Steve Ballmer(注:微软总经理)也从哈佛商学院退学了。因此,我是个有着恶劣影响力的人。这就是为什么我被邀请来在你们的毕业典礼上演讲。如果我在你们入学欢迎仪式上演讲,那么能够坚持到今天在这里毕业的人也许会少得多吧。

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. 在座的各位同学,你们是在与我不同的时代来到哈佛的。你们比以前的学生,更多地了解世界是怎样的不平等。在你们的哈佛求学过程中,我希望你们已经思考过一个问题,那就是在这个新技术加速发展的时代,我们怎样最终应对这种不平等,以及我们怎样来解决这个问题。

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 are

suffering 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. 如果我们能够找到这样一种方法,既可以帮到穷人,又可以为商人带来利润,为政治家带来选票,那么我们就找到了一种减少世界性不平等的可持续的发展道路。这个任务是无限的。它不可能被完全完成,但是任何自觉地解决这个问题的尝试,都将会改变这个世界。

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. 改变世界的阻碍,并非人类的冷漠,而是世界实在太复杂。

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 of

action 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.


应该资助疫苗研究。但是,这样研究工作很可能十年之内都无法完成。因此,与此同时,我们必须使用现有的技术,目前最有效的预防方法就是设法让人们避免那些危险的行为。 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 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.


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. 我们需要尽可能地让更多的人有机会使用新技术,因为这些新技术正在引发一场革命,人类将因此可以互相帮助。新技术正在创造一种可能,不仅是政府,还包括大学、公司、小机构、甚至个人,能够发现问题所在、能够找到解决办法、能够评估他们努力的效果,去改变那些马歇尔六十年前就说到过的问题——饥饿、贫穷和绝望。

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? 毫无疑问,哈佛的老师、校友、学生和资助者,已经用他们的能力改善了全世界各地人们的生活。但是,我们还能够再做什么呢?有没有可能,哈佛的人们可以将他们的智慧,用来帮助那些甚至从来没有听到过“哈佛”这个名字的人?

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?

我们最优秀的人才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. 这些问题并非语言上的修辞。你必须用自己的行动来回答它们。

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.



Good luck.



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