【第一期阅读小分队（已结束）】【每日阅读练习贴——速度+越障】【一楼汇总】（另附CD首发花儿阅读教材PDF）

ccmoom · 发表于 2011-7-9 23:53:18

每天都在赶进度。。。今天才到1-13.纠结。  越障练习好像直到今天才有点点突破，之前感觉都是在扫视，没有读进去。越障文章挺长的呢，每次读到还差2、3段就读不进去了。  看来要严格按照抓抓前面写的建议来练习了~

daisyの小夢想 · 发表于 2011-7-10 00:09:45

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嘿嘿~好滴~daisy要一起来更新文章咩?<div style="text-align:right;">-- by 会员 抓抓sandra (2011/7/9 23:16:27)</div> 
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           嗯嗯~~ ^o^

抓抓sandra · 发表于 2011-7-10 00:54:50

<div class="maxcode-quote">
每天都在赶进度。。。今天才到1-13.纠结。  越障练习好像直到今天才有点点突破，之前感觉都是在扫视，没有读进去。越障文章挺长的呢，每次读到还差2、3段就读不进去了。  看来要严格按照抓抓前面写的建议来练习了~<div style="text-align:right;">-- by 会员 ccmoom (2011/7/9 23:53:18)</div> 
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要的就是这种感觉~嘿嘿~越障一开始会很晕的,坚持几天就会好很多了呢~~

fox0923 · 发表于 2011-7-10 03:26:54

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抓抓，我也加入阅读小分队啊，嘻嘻~~ 原来fox是女生呀，fox读的是设计吗?? 听起来很好玩~<div style="text-align:right;">-- by 会员 daisyの小夢想 (2011/7/9 23:07:05)</div> 
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 daisy，是阿。。我读的是建筑。。不过经济下滑，没人想要投资在building上了。。。所以得赶紧找活路，嘿嘿，不过其实我从读大三的时候就开始考虑读研了，觉得自己还是比较适合这个胜过于坐在电脑前面整天画图。。。

MarsTOF · 发表于 2011-7-10 10:45:09

速度1-3 差5行。。 差4行。。 正好。。 差2行 正好。。 剩下的6min22s 越障1--3  5min49s

fox0923 · 发表于 2011-7-10 12:47:16

Translating innovation into US growth: An advanced-industries perspective The United States faces a future in which the elements of economicleadership are moving abroad. Reversing these trends will require the privateand public sectors to collaborate.MAY 2011 ? James Manyika, Daniel Pacthod, and Michael Park <a href="https://www.mckinseyquarterly.com/Translating_innovation_into_US_growth_An_advanced-industries_perspective_2810" target="_blank">https://www.mckinseyquarterly.com/Translating_innovation_into_US_growth_An_advanced-industries_perspective_2810</a> Is America losing its innovation edge? For decades,the country has debated this question in the halls of Washington, on thenightly news, and in corporate boardrooms. Pundits have looked abroad for signs—fromthe Soviets during the Cold War to the Japanese in the late 1980s to the AsianTigers<a href="https://www.mckinseyquarterly.com/Translating_innovation_into_US_growth_An_advanced-industries_perspective_2810#footnote1" target="_blank">1</a>in the early 2000s—that the United States was losing its economic advantage.Pessimists point to startling statistics, such as the rise in the number ofpatents filed by foreign inventors or the growing corps of engineers graduatingoverseas. These statistics are indeed alarming. Yet despite the historical challenges,the United States has remained the home of innovation. From the Internet tomainframe servers to pharmaceuticals, major innovations are still “Made in theUSA.” So what is the disconnect? Is America’s innovation advantage simply toolarge to overcome? Are numbers of patents and engineers no longer relevantmetrics in a digital world? Perhaps. However, we think that looking solely atinnovation and leadership in basic research is far too narrow. The key questionis whether the United States has been losing its ability to translateinnovation into economic leadership. To answer this question, building on recent McKinsey Global Institute (MGI)research on productivity and on the role of US multinationals, we conducted aseries of interviews with CEOs of advanced industrial companies. These CEOs,who lead R&D- and engineering-intensive companies ranging from automobileand energy-equipment manufacturers to aerospace and defense players, stand onthe front lines of this debate. From our conversations and original research,we see real cause for alarm. Innovation may create profits and headlines, but it is only part of theeconomic engine. Intel’s Andy Grove writes that the United States has“misplaced faith in the power of start-ups.” German research labs may havecreated the MP3, but it was the scale-up capabilities of American technologyfirms that took this innovation and unlocked its value, from Apple’s iPod tofile sharing to digital-media vendors like the iTunes store, and beyond. Thisability to take basic innovation, deliver it at scale, and refine it withsecond- and third-order innovations plays a critical role in driving growth andjobs. To do all this, a country must be at the center of cutting-edge technologies,market demand, talent, and entrepreneurial spirit. We see warning signs regarding each of these elements. The problems go wellbeyond jobs or patents—to the heart of US economic leadership. We do not haveall the answers, but we are convinced that a course correction is necessary.Incremental steps by the public sector, through one-off tax credits andpiecemeal government programs, won’t be sufficient. Neither will theshort-term, quarter-to-quarter mentality in America’s corporate boardrooms. A nationalcommitment and strategy are required. What are the facts?Is the United States truly behind? From one angle, it’s hard to see anythingbut positives. The country has a business culture and a legal and capitalmarket system that encourage and reward risk taking and entrepreneurship. Itcontinues to attract top students and teachers from around the globe andremains the dominant investor in research and development, with total spendingmore than that of the next four nations—Japan, China, Germany, and SouthKorea—combined. There are clear warning signs, however, across the facets of economicleadership. Cutting-edge technologyIn leading industrial technologies—such as advanced batteries, high-speedrail, hybrid automobiles, solar modules, offshore wind turbines, and machinetools—the United States finds itself competing against or even catching up withforeign companies and engineers. Historically, the country has been theundisputed leader of next-generation technology, from semiconductors to IT tospace. It pretty much owned these sectors. But today, even in anindustry such as space, the United States finds itself relying on Japan,Russia, and Western Europe to launch its satellites. This issue goes beyond thewell-publicized discussion around US jobs. It is at the heart of economicleadership. Without preeminence in cutting-edge technology (and the business,communications, and physical infrastructure to support it), the jobs questionis moot. DemandThe composition of global demand has changed dramatically over the past fewdecades. For the first time in recent history, more than 50 percent of theglobal middle class lives outside North America. Meanwhile, manynext-generation engineered products are in high demand not by US or Europeancustomers but by those in Asia, Latin America, and the Middle East. Fromairplanes to offshore wind turbines to nuclear technology, these foreigncustomers are creating markets and dictating preferences, often withlocal-content requirements. US companies can no longer build products just forthe US market and expect to export them readily without modification. Talent

artly as a result of the declining prestige of the US engineeringprofession and the lagging effectiveness of the education system, scientifictalent is building outside the United States. Almost one-third of USmanufacturing companies responding to a recent survey<a href="https://www.mckinseyquarterly.com/Translating_innovation_into_US_growth_An_advanced-industries_perspective_2810#footnote2" target="_blank">2</a>say they are suffering from some level of skill shortage. Foreign labs arebecoming more ambitious, leading cutting-edge research that used to be theexclusive domain of US companies and universities. Entrepreneurial spiritEntrepreneurship is the magic that binds all these elements, yet we see anincreasing risk aversion toward new ventures in the United States. Large UScorporations, the innovators of the previous generation, seem most affected.Part but not all of this behavior results from uncertainty about public policyand regulation, but some of it reflects past successes and a failure to thinkin the long term. Many of America’s leading advanced industrial companiesreport returns on capital well above 20 to 30 percent or more—the result ofdecades of productivity and ingenuity but also of a depreciated existing assetbase. Too often, decisions to finance and push into new product areas or toenter new geographical markets die because companies fear to dilute these highreturns. Worse yet, to meet short-term earnings objectives, companies deferpromising but risky plans. How should the United States respond?

ublic policy, private-sector shortsightedness, off shored manufacturing,unfair foreign subsidies, or any combination of these can all be blamed for thewarning signs above. Whatever the cause, the United States faces a future inwhich the key elements of economic leadership are moving abroad. Action isimperative. Revitalizing US innovation and growth will require a nationalcommitment in which the public and private sectors work together. Our researchsuggests a number of steps to start changing the trends. 1. Clear the way for the cutting-edge industrial technologies of thefuture To meet this goal, policy makers must ramp up public-sector procurementtargets and set standards for next-generation technologies. Examples of thenecessary policies include (1) clean power, through national standards forrenewable energy; (2) transport, through mandated improvements in the fuelefficiency of automobiles; and (3) advanced composites, through Department ofDefense procurement and airplane-efficiency standards. The private sector will have to ease its paranoia about intellectualproperty and collaboration. US leadership in semiconductors was in part enabledby projects such as Sematech, an industry consortium to share R&D. Otheradvanced industries have not followed suit; the number of such partnershipsoutside the IT sector has stagnated. 2. Rebuild infrastructure

art of this national strategy calls for infrastructure upgrades to supportUS production and engineering and to cut through well-meaning but burdensomered tape and regulations that add costs and time to construction. The necessaryactions include the following: <ul><li>Fast track     the approval process and standards setting for selected high-priority     technology areas (for example, accelerated LED-bulb-technology review,     clarification of unconventional gas and waste water standards). </li><li>Create manufacturing-development     zones with fast-track site approval. </li><li>Develop     investment incentives—for example, by allowing the tax-free repatriation     of capital to finance US investment, thus tying R&D tax credits to US     production. </li><li>Emphasize     efforts to build “smart infrastructure,” such as fiber-optic cable. </li></ul>To help public policy coalesce and support these initiatives forinfrastructure and production upgrades, private-sector leaders must worktogether to communicate a comprehensive social value proposition—for example,energy efficiency, reduced pollution, and an improved traffic flow—not justjobs. 3. Attract and retain talent After foreign students study at US universities, the country pushes themaway with restrictive H1-B<a href="https://www.mckinseyquarterly.com/Translating_innovation_into_US_growth_An_advanced-industries_perspective_2810#footnote3" target="_blank">3</a>policies. Later they work for (or start up) future competitors while UScompanies struggle with an aging engineering workforce. The necessary moves includethe following: <ul><li>Streamline     green card application processes and increase the number of H1-B visas—now     capped at 65,000 but in 2003 as high as 195,000. </li><li>Expand     efforts such as the US Department of Labor’s High Growth Job Training     Initiative, which targets 14 key sectors for investments in workforce     development.<a href="https://www.mckinseyquarterly.com/Translating_innovation_into_US_growth_An_advanced-industries_perspective_2810#footnote4" target="_blank">4</a> </li><li>Renew     private-sector efforts to train, develop, and retain current engineers. </li></ul>4. Reenergize the entrepreneurial spirit in large US companies The rapid expansion of small, inventive companies that grow up to becomelarge ones innovating at scale is one of the hallmarks of US leadership. Thecountry should continue to encourage this model, and more executives of largecompanies should embrace it. Many of our largest, most successful industrialclients are far too wary of long-term investments, which they often measurewith short-term financial-performance metrics. Executives must reshape WallStreet’s quarter-to-quarter mentality and help these companies make the samekinds of bold but prudent decisions that made them great in the past. We are confident that the United States can realize itsinnovation and growth potential. Its natural advantages are undeniable. Butother countries are building up cutting-edge technology, demand, talent, andentrepreneurism, while the United States seems to be in retreat. The public andprivate sectors must work together to reverse that trend.

fox0923 · 发表于 2011-7-10 12:51:44

Column:Evolve (Again) by <a href="http://hbr.org/search/Rosabeth+Moss+Kanter/0/author" target="_blank">Rosabeth Moss Kanter</a> 计时1 （294 words） My latest digital vision is Giiiggle, asocial network. Giiiggle’s smartphone app creates bubbly laughs. Its searchengine puts joyous results first. It mines postings to find smileys, autoeditsentries to remove gloom and negativity, and rates people by their laughterquotient. In a troubled world, Giiiggle will get big everywhere fast. You knowit’s good because it’s being created in a dorm room. If you want to invest,I’ll scribble some numbers on the back of an envelope... Despite claims by digital evangelists thatthe internet had rewritten the rules about business cycles, the dot-com bubbleburst a decade ago. Back then, companies and investors sometimes allowedexuberance or panicked bandwagon-jumping to drive out business sense. Now it’sdéjà vu all over again. Frenzy over social networks and interactive media canproduce equally overhyped predictions that everything will change, not tomention money-losing investments in silly ventures. Separating enduring strategic lessons fromthe hype can help avoid a new crash. Hint: The lessons don’t include rushing tofund start-ups on the basis of back-of-the-envelope calculations. The tools arechanging, but not the rules about change. Empowering young people continues to beimportant. Fresh thinking comes from fresh sources. High-potential venturesstarted on college campuses include custom-built personal computers in the1980s (Michael Dell, the University of Texas, Austin), internet portals in the1990s (Jerry Yang and David Filo, Stanford), and social networks in the 2000s(Mark Zuckerberg, Harvard). Within companies, young employees are enthusiasticexplorers. Encouraging self-organizing networks to let them investigatewhatever they want to through company channels can produce new business ideas,as IBM found in the early days of virtualization. When talented employees leaveto start ventures, smart companies keep them in the family through seed-capitalinvestments or alumni groups. 计时2 （319 words） Continuous evolution protects against bloodyrevolution. New technologies don’t disrupt all at once. Radio evolved tocoexist with television. The death of newspapers has been proclaimed for 20years; while some chains have died, others have become multimedia informationproviders, shedding or converting legacy assets such as printing plants.Without abandoning the old, companies can play with the new. IBM was fasterthan HP or Dell to emphasize services; it sold its PC business, yet stayed withmainframes and continued investing in supercomputing, eventually creatingWatson, the Jeopardy-winning “thinking” computer. Innovation-seekingcompanies that miss one bandwagon can improve their offerings and lead thenext. Verizon lost the first Apple iPhone deal to AT&T but now sells itsversion of the iPhone, along with Google’s Android, and has superior LTEtechnology. Companies that don’t evolve have believedtheir press, clinging to the business models that got them to the top. The headof a technology company that dominates its market confessed to me thatengineers and managers are so enamored of their success that they shut outideas incompatible with the current model. But experiments with other models,whether internal or with partners, provide experience and readiness for futurechange. Learning from partners, or from corporate venture capital investments,is a strategic capability. Each technology wave produces tools that aremore accessible, user-friendly, and democratizing than their predecessors,blurring the line between amateurs and professionals; think of real-time streetvideos of news events. But history shows that commercial interests soon takeover tools of the people. And some establishments can be remarkably imperviousto bottom-up disruption because of their organizational structures orgovernment regulation. In education and health care, numerous demonstrationsshow the transformational power of technology, but the overall systems changeslowly and haven’t reached a tipping point. Maybe change resisters need Giiiggle. It’s ajoke, of course. But if you want to invest, I’ll send you an envelope... Media Lab maverick Joi Ito takes his Silicon Valley venture-capital savvy to MIT’sMedia Lab. By Andrew Clark

hotography by Sam Ogden <a href="http://magazine.uchicago.edu/1108/arts_sciences/media-lab-maverick.shtml" target="_blank">http://magazine.uchicago.edu/1108/arts_sciences/media-lab-maverick.shtml</a> 计时3 （243 words） While his peers were learning algebra, <a href="http://magazine.uchicago.edu/1108/arts_sciences/joi.ito.com/weblog" target="_blank">Joichi “Joi” Ito</a> was the kid in junior high school alreadyworking on his career. “By the time I was 13, I was learning how to operate BBSand X.25 networks,” says Ito, X’90, who was born in Japan and grew up in theDetroit suburbs before moving back to Tokyo during his middle-school years.Fast-forward 30 years to Cambridge, Massachusetts, where in April Ito was namedthe new director of the Massachusetts Institute of Technology’s <a href="http://www.media.mit.edu/" target="_blank">Media Lab</a>. It’s a job well suited to Ito, even if he’s an unusual hire for MIT.Enrolling first at Tufts (computer science) and then spending a year as aphysics major at Chicago, he left college before completing his degree. "Ionce asked a professor to explain the solution to a problem so I couldunderstand it more intuitively," Ito later wrote. "He said, ‘Youcan’t understand it intuitively. Just learn the formula so you’ll get the rightanswer.’ That was it for me.” He taught himself computer science when it “wasn’t formalized in education,”says Ito. “I immersed myself in different projects where I had to learn thetechnology. Basically it was like learning the stuff off the street.” It may have been nontraditional, but Ito’s self-education worked. He hasbecome a pop star in the world of digital technology, earning a nod as one ofthe 25 Most Influential People on the Web by Business Week in 2008. 计时4 （244 words） A strong believer in the "open" web, that the Internet should be aplace where users share content, Ito was an early blogger, publishing onjoi.ito.com/weblog since 1993. He also has been an adviser at Twitter, anearly-stage investor in Flickr, and cofounder of Digital Garage. “His CV readslike a history of the web,” writes Dave Lee in a July 2010 BBC story. Until this past March, Ito was CEO of Creative Commons, a company thatprovides copyright licenses and tools to promote sharing in the digital community.“I came on with the company early on, with the goal of helping their academicidea become more global,” says Ito, who joined Creative Commons as a boardmember in 2003, becoming its CEO in 2008. He now chairs the company, whichprovides “a ‘some rights reserved’ approach to copyright,” as its websiteexplains. Ito promoted and expanded Creative Commons across the globe duringhis time as CEO. Now Al Jazeera, the White House, Wikipedia, and Google allrelease material under the company’s licenses. This year’s Creative CommonsGlobal Summit will be held in Warsaw, Poland, in September. Also in September, Ito will become the MIT Media Lab’s fourth director. Thelab—which is host to scientists, engineers, and designers working on some 350different projects—is "incredibly interdisciplinary,” he says. “There’s agreat impact on the world with the work that’s being done there. We come upwith solutions to a lot of problems.” 计时5 （251 words） Ito is excited about the potential for combining university research “withthe agility and risk-taking approach of Silicon Valley start-ups," he toldthe New York Times in April. The Media Lab’s mission is to apply“unorthodox” research methods to imagine how technology might affect everydaylife. One group, for example, is developing an interface that lets childrenwrite and choreograph stories acted out by robots. Many of the lab’s projectshave seen large-scale success; the lab produced the technology that led toGoogle Street View and the “e-ink” that’s used in e-readers. Commercialproducts such as LEGO’s MindStorms—programmable robotic toys built fromkits—also emerged there. Moving to Boston for his new appointment will be a transition for the45-year-old Ito, who has lived in Dubai since 2008. He’d moved there to betterunderstand Middle Eastern culture and to gain traction for Creative Commons inthe region. Ito plans to keep his home in Dubai, where he can keep up his scubadiving. In the Middle East, he says, “rather than play golf, people go scubadiving to bond with one another." Ito learned diving quickly, becoming aninstructor in less than a year. It’s that perpetual desire to keep learning, Ito says, that has gotten himwhere he is. “It’s funny: My sister and I have the same parents, yet she wasvery into formal education and has two PhDs” he says . “And I found that it waseasier to teach myself computers without the formal classroom education.”

抓抓sandra · 发表于 2011-7-10 13:00:24

撒花庆祝FOX第一天上班~嘿嘿~ 顺便占位，晚上来写阅读记录。

fox0923 · 发表于 2011-7-10 13:02:34

今天的越障有点长，大家尽量读完把，不过自我感觉整篇文章还是很organized的。。 我读了差不多有13分钟，的确很慢。。不要见笑，因为想尽量记住每段的内容。。。 以下是一些大意内容： 1．    美国改革创新正在走下坡路，和日本的专利产品相比逐渐递减。 2．    数据为美国敲响了警钟，但是实际上大部分的专利产品还是“美国制造”。 3．    美国改革创新导致经济下滑，我们要主要看美国是否逐渐失去了改革创新到经济领导的地位？ 4．    MGI公司以研究发现造成敲响警钟的原因。 5．    改革创新可以帮助增加利润，但这只是经济机体里其中一部分而已。其中以德国的创新和apple为例来解释技术含量，需求量，人才培训以及竞争精神的重要性。 6．    记不清了，说了一些警示和美国政府需要制定一系列的措施来保证对其不足之处的实行。 7．    提出为何美国的内部资源和为何还是处于落后状态的现状，例如美国的教育还是对外国人很有吸引力的。 8．    工业技术落后甚至赶不上其他国家，例如其对日本的依赖。 9．    需求量减少，美国已经不能再像以前一样只满足美国本土的需求，也不能期待外国公司不会对其产品作修改和调整。 10.    美国一些公司对于人才缺失的影响正在增加，由于绿卡和工作签证的限制，外国人才都留在其他国家工作，这对美国经济改革创新不利，所以他们急于找到有优先教育背景和经验的人才。 11.    提出政府公众和私人企业联手的计划： - 建立完善的基准达到效率优先化 - 重新对公共建筑设施加以建设 - 对于外国人才增加绿卡和工作签证的机会 12．重新唤起竞争的精神，促进私人企业和政府公共企业的合作。

fox0923 · 发表于 2011-7-10 13:07:29

<div class="maxcode-quote">
撒花庆祝FOX第一天上班~嘿嘿~ 顺便占位，晚上来写阅读记录。<div style="text-align:right;">-- by 会员 抓抓sandra (2011/7/10 13:00:24)</div> 
</div>
 哈哈，多些捧场。。。有什么意见要踊跃提出来，这样我也好上载更贴切GMAT方面的文章。。。

【第一期阅读小分队（已结束）】【每日阅读练习贴——速度+越障】【一楼汇总】（另附CD首发花儿阅读教材PDF）

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