清扬婉兮之丽江游记(续)

By , 2006年4月27日 2:53 上午

嗯哪,又要交代一下背景啦。这个漂亮的地方叫做拉市海,就是拉市的海子的意思啦。海子就是
一个大湖,周围是美丽的大山和草甸。听导游的纳西族姐姐说,这里是鸟儿过冬的地方,到了12
月的时候有150 多种鸟儿飞来呢。可惜现在天气热了,鸟儿都飞回到北方老家去了。妈妈说,到
12月的时候,我们再回来看丹顶鹤和白天鹅。

我现在就坐在草甸中间 — 听纳西姐姐说,这里是不可以随意乱坐的啦,一不小心就会陷到沼泽
里面去爬不起来的。你们看,这里到处都是黄色的小花,紫色的小花,还有高过人头(小人也是
人,你们说是不是)的野草和芦苇。

嗯,妈妈让我挪一下,让大家看看这美丽的草甸。

泛舟在拉市海的湖面上,真是好好看哦。在海南的时候我和爸爸妈妈坐过大轮船,但是这么小的
木船还是第一次坐呢,摇摇晃晃的,真好玩。湖里的水很清,也不深,可以清晰地看见各种各样
的水草,还有摇着尾巴游来游去的鱼儿。

呀,你们看,那是什么?野鸭子!刚才纳西姐姐说还有一些野鸭子没有飞回到北方去,竟然被我
们看到了耶!

哈!我最爱的就是骑马了,到了这么漂亮的地方,如果不纵马飞驰一番的话,岂不是非常的没有
意思?吃中午饭的时候,我看着窗外走来走去的马儿,不停的跟爸爸说“骑马,骑马,骑马,爸
爸,爱你,骑马,骑马”。在一盘软硬兼施之后,爸爸终于把我抱到了马背上,爸爸真好,以后
一定要多拍拍爸爸的马屁。

妈妈吃完了午饭,也加入我们的行列。

昨天是谁问我们要全家福来着?这回你们该满足了吧。

牛!好多牛!有黄的,有黑的,还有花的。在这么漂亮的地方吃草,是多么幸福的一件事啊。要
是我不用回到北京这个天天下土的地方,就是变成牛天天在这里吃草我都愿意。

你们说,这条小溪漂不漂亮?要是敢说不漂亮的话,下回我就不贴照片给你们看了。

丽江古城,我都会使筷子了耶!

(且听下回分解啦,各位粉丝一定要stay tuned啊。)

清扬婉兮之丽江游记

By , 2006年4月26日 2:46 上午

首先交代一下背景啦。听爸爸妈妈说,我们这次来的地方四面环山,非常漂亮的一个
地方呢。在哪里有一座白色的圣山,叫做玉龙雪山。我喜欢看那白色的云彩,绕着白
色的山峰飞来飞去,可招人喜欢了。

在那白色的圣山底下,就是我们这次来的丽江城。丽江城跟北京城可不一样 — 在北
京到处都是高楼大厦,我拼命的扬起头都看不见天空,在丽江古城最高的楼就是照片
中的这一座啦。我喜欢那蓝蓝的天,清澈的水,白色的云,这是我在北京从来都没有
能够看到的。

我们住在丽江官方大酒店的别墅区,也都是跟古城里面一样风格的小房子。屋子外面
到处都是花儿,还有潺潺的流水。屋子里面什么都有,穿着我没有见过的衣服的阿姨
还给我们送水果和热牛奶。妈妈说,我这个样子坐在椅子上特别的好看,听得我心里
美滋滋的。


我喜欢在酒店的草坪上爬来爬去,终于找到小时候在工字厅那里到处乱爬的感觉啦。
自从我学会走路以来,爸爸妈妈就不再让我在工字厅那里爬了,说是太脏。我知道其
实他们是嫌给我洗衣服太麻烦,哼。现在好了,到了这么干净的地方,他们再也找不
到借口不让我爬了。你猜我在小溪里面发现了什么?好多蝌蚪耶!在草地里还有好多
虫子,有的唧唧地叫,有的呀呀地叫,我都不知道它们是什么。问爸爸,他竟然也不
知道,真笨!

你说,妈妈看起来象不象一个女侠士?听妈妈说,这是她第一次骑马呢,不过她一点
都不紧张。

其实,我也是第一次骑马啦。你们说,我是不是很勇敢?那天我和爸爸妈妈骑着马绕
着束河古镇走了一大圈,好多叔叔阿姨都指着我说:看,那个小不点竟然骑马呢!天
黑的时候我们在一家叫做“巷子口”的小饭馆吃饭,结果有个阿姨走进来非要和我合
影留念,你说我真的有那么值得崇拜么?

说老实话,“巷子口”的饭挺好吃的。爸爸妈妈也都这么说。

大雪山,俺到此一游乐。

听说东巴大师是纳西族最聪明的人了。你看,这满墙的奇奇怪怪的画儿,爸爸妈妈这
么聪明都不知道是什么意思,可是东巴大师就知道。和东巴大师合个影,沾点光儿,
看看能不能长大变聪明点。

(且听下回分解啦,各位粉丝一定要stay tuned啦。)

Jonathan Schwartz执掌帅印

By , 2006年4月25日 3:50 下午

It’s a very big day for Sun. And certainly a big day for me, and obviously for Scott.

I wanted to immediately reach out to the 37,900 employees inside Sun. To add a few thoughts on what to expect in the months (and years) ahead and, on a more personal note, to talk about the things I care about, my values (both personal and professional), and to open what I hope will be an on-going dialog to continue growing Sun Microsystems and SUNW.

I want to start with a few things I care most about.

First, I care about what this company stands for. All of us have our pick of job opportunities – I’ve chosen Sun for the past ten years, and am choosing Sun for the next ten based upon the values Scott has always promoted. Integrity. Innovation. Taking a stand for what’s right, and for what you really believe. Bridging the digital divide. Promoting participation. Changing the face of industry and society. That’s not corny to me, that’s why I come to work. That’s our business opportunity. And it’s growing.

I don’t want us simply to be a great company. I want us to be a good company, as well. One that governments invite into their countries and communities. That corporations invite into their data centers. That developers adore because of the commitments we keep. Everyone at Sun has a job that represents a competitive advantage – it’s up to every manager at Sun to know how to explain to his or her staff what that advantage is, and how Sun can leverage it to grow. Because that’s where I’m directing my attention, to growing Sun and SUNW. That’s where Mike Lehman is focusing and, critically, that’s where Scott is going to be focusing, as well – being a mentor and a coach to me, and an ambassador to our largest opportunities, which are planetary in scope.

In that spirit, I care deeply about the talent and leadership within Sun. I believe we have a responsibility to every one of you to create career and professional-development opportunities that help you grow. I’ve always had great opportunities, and you deserve the same. I’ve had five jobs at Sun over a ten-year span, so I feel as though I’ve seen every inch of our business – from the labs to product marketing, from corporate finance to product development, from mergers and acquisitions to operations. And we’re all members of Sun’s incredible salesforce, even if the org charts say otherwise.

I want and will promote leaders who know how to work together. I don’t just believe in teamwork, I require it. We are not competitive as a collection of individual businesses or functions – but we are an industry force when we break from convention and drive systems innovation – in technology and in business. Our best leaders know how to synchronize Sun in ways that let us “punch above our weight, ” as they say in boxing – who know how to present our competitive advantages in ways that confuse our competition and position us to write the rules, not abide by them. That isn’t about to change.

I care that we’re carefully aligned within Sun. Our competition is anywhere from twice to five times our size. They often sell based on how long they’ve been around rather than the innovation they represent. If we want the customer to buy from us, we have to differentiate in a few, carefully planned and, ultimately, systemic ways.

What do I mean by systemic? I mean all of Sun needs to synchronize around the flywheels of innovation that are winning in the marketplace. And if you look at our assets, we have some obvious flywheels, growth engines that represent breakaway opportunities. Not just in our installed base – winning isn’t just about serving your installed base, it’s about grabbing everyone else’s. Systems innovation is what built our installed base, and systems innovation, from mobile developer tools to the highest-end datacenters, is what’s going to double it. If we’re lined up as a team.

And finally, I don’t just care about our cause, I care about our share price, and the market opportunity in front of us. You’re going to hear me say this time and again: from storage to services, software to servers, for as long as we’re on this earth, demand for what we build will not decline. Not even the oil industry can bank on that kind of demand horizon. Our big challenge isn’t going to be demand, it’s going to be intercepting demand by all the means at our disposal – from discovering customers with free software and try-and-buy programs, to having a better trained salesforce and more efficient supply chain. Our marketplace will buy more next year than they did this year – our job is to make sure they buy from Sun, and to protect and build on the legacy Scott created. And that starts with truly exceeding expectations in Q4, in a big way.

I am deeply honored to be tapped for this role, to work alongside you, to join you as we empower the next wave of innovation across the globe, and drive growth and profits here at Sun. As many of you, I bleed Sun purple – I am profoundly committed to our success, personally and professionally. And I know I’m in great company in making that statement, starting with Scott, and extending throughout our global employee base.

So strap yourself in, it’s going to be a wild ride – and I, for one, am honored to play a part, honored to have been chosen by Scott and the board, and honored to serve.

Jonathan

Scott McNealy辞去CEO职位

By , 2006年4月25日 3:49 下午

In February of 1982, I, along with Vinod Khosla, Andy Bechtolsheim
and Bill Joy, started a little venture called Sun Microsystems.  There
was no Solaris.  TCP/IP was virtually unknown.  Java, NFS, Sparc,
open interfaces were all yet to be born. Today, 24 years later, that
little venture employs 37,900 people in more than 100 countries, has
racked up almost $150 billion in revenue so far, and is responsible
for bringing the power of network computing to the planet.

Back then, I was a 27-year-old kid, single, totally focused on what
the network could do for the world.  Today, 24 years later — well,
do the math, gang — I’m 51 years old, a husband and the proud dad
of four sons, and I’m still totally focused on what the network can
do for the world.

This continues to be an incredible ride. The opportunities and
challenges are beyond huge and exciting.  Eliminating the Digital
Divide.  Powering the Participation Age.  Making money and
growing.  Kicking total butt and having fun.  There’s much more
work to be done.

So, with the full support of our world-class board, I am doubling down
on the leadership of this critically vital mission we are all on.  Please
join me in congratulating our president, Jonathan Schwartz, on his
added responsibilities of CEO.

As for me, I will be working here as hard as ever. I’m keeping my
role as Chairman of the Board, where I will be focusing my energy
on growing our business, keeping us in front of the right people
and providing support as a coach and mentor to our leaders.  I’m
also taking on a new role as chairman of SunFed, where I will focus
on the increasingly important issues of security, privacy, defense
and e-government.

Why now? Well, as a company founder, the timing had to be right,
both for the company and for me. I would never hand over the CEO
reins at a time when Sun’s position is deteriorating or not in
rock-solid shape. I just wouldn’t do that.

After the bubble burst, some major investments and strategic
rewiring were required.  Since then, the team has fixed quality,
and we now have the best product line in our history.  We are
generating cash and are financially set for the long run.  And we
are growing again.  While we have some important choices ahead
of us to ensure we return to profitability, we are now at a point
where the team can make them from a position of competitive
strength.  And when we do achieve sustained profitability, we will
be on our way to another couple dozen years of industry leadership.
All the ingredients are there for us to rock and roll. An important
aside: Folks often come to me saying it must be tough at Sun these
days.  I surprise them with a sincere response that the last four
years have been more satisfying than any in my career.  The
strange part of this decision is that I am finally figuring out this
job and really enjoying it.

So while it would be fun to run Sun forever as CEO, this is not
about me.  It is about building the best leadership team possible.
And being fair to the next boss.  That means not riding up the next
cycle and handing over the reins just before the next (inevitable)
downturn.  This is a perfect time in the natural cycle of business.

Another huge reason is that I believe in our team, starting with
Jonathan.  He has earned the chance to lead this mission.  He and
his team are directly responsible for the many good things that
are happening to our business and prospects.

I am thrilled that we have endowed the industry with CEOs from
Sun’s ranks. Now is the time to harvest from our own training
ground, for our own company. He, like me, has a consistent and
deep commitment to Sun and our mission. And with a committed
and aligned team, he has been delivering durable, long-term value
at every turn. Witness our renewed commitment to openness, our
edgy marketing, our strengthened role in eco-responsibility, our
revamped field structure, our game-changing acquisitions including
StorageTek and SeeBeyond, our blockbuster Solaris 10, the
UltraSPARC T1 … The list goes on.  Jonathan and his team have
their fingerprints all over the reemergence of this great company.
They have the vision, the discipline, and the courage to lead Sun
to its next stage of success.  With your help.

And having been there myself, I will be there full-time for him and
the rest of the team.  I am looking forward to my new role as coach,
industry-agenda setter and chief Sun evangelist.  I am committed
to opening every door out there that our folks need opening.
Heads of state, the biggest service providers, the hottest new
startup, a key ISV, a critical recruit, a big town hall?  You name it,
and I am there to help.  And a little change of responsibilities will
be good for me, for the leadership team, and for our shareholders,
freeing me up to do what I enjoy the most. This is going to be fun.  🙂

I know you have questions. I know you have thoughts. So please
join Jonathan and me tomorrow in a special live Global Town Hall
at 8:00 a.m. California/Pacific Time (15:00 Greenwich Mean Time).
In the meantime, Jonathan and I will hold a media conference call
this afternoon and will make it available to you, both live and in
playback mode,  through a special “Announcement in a Browser .”
You can use this browser to listen to the media call, attend
tomorrow’s town hall, submit questions for the town hall, and
learn more about this announcement. It’s all at:

http://empcomm.central.sun.com/announcement.html

I look forward to talking with all of you then.

Scott 

拿到了Solaris Internals第二版的书稿

By , 2006年4月22日 7:30 上午

早上爬起床,发现邮箱里有Pearson Press的一封邮件,里面有Solaris
Internals 第二版书稿的下载地址。立即欢天喜地的去下载了来,然后
丢在自己的服务器上。

我们等待这本书已经很久了。我们在校园里面的Solaris 推广计划,严
重依赖于这本书的中文版的出版。从去年年底开始,我们就在工程院内
部组织了翻译团队要翻译这本书,但是其英文版却一直迟迟没有定稿,
简直是让我们焦急坏了。

按照出版计划,这本书的英文版会在5 月份或者是6 月份出版,原先我
们是打算与英文版同步出版中文版的,不知道现在是不是还来得及,就
看我们翻译团队和出版社的效率了。

这本书的第一版是由机械工业出版社在国内出版的中文版,虽然翻译的
质量不怎么样,但是销量却很可观。这次第二版仍然由机械工业出版社
来出版中文版,同时也考虑出版英文版的影印版。因为是我们工程院的
工程师做的翻译,想来质量会比上一版要好很多。

在北京买房?

By , 2006年4月18日 10:50 下午

回到北京也快满三年了,经常有朋友问我,你怎么还不买房呢?昨天又有一个朋友
交了首付,听说是建筑面积130 平米左右,大概是1 万人民币一平米的样子,首付
30万,还欠银行100 万。

说老实话我还是考虑过要不要买房的,有住房公积金放在那里,不用也是烂着。然
而咪咪觉得不值得,说是像北京这种天天下土搬来的大树都种不活鸟儿都不爱过来
阿屎的地方,花一百多万买一个小盒子实在是太不划算了,更何况还要忍受自己家
装修的噪音和建筑材料的污染还有邻居家装修的噪音和建筑材料的污染,为收房到
处跑腿为建筑质量问题跟开发商上法庭还要跟小区物业吵架,这不明摆着是花钱给
自己找罪受么?再说了,还不知道再过几年我们会在哪个国家哪个城市呢。如果在
北京买个房子,就相当于把自己给套牢在这个世界上最不适宜人类居住的城市,要
搬走的时候如果卖不出去的话岂不是鸡飞蛋打了?

北京这几年的肺病的人数在不断上升,之前我只知道这跟空气质量的下降有一定的
关系,至于是什么样的关系,并不明了。最近晚上临睡前某个电视台老在播放《阿
信》,看到阿信在工厂工作的姐姐死于肺痨的时候,我对北京情况便有了更深的了
解,都是这漫天浮尘惹的祸啊。我并不指望自己长命百岁,但是看在我们家漂亮可
爱还特招人喜欢心疼的清扬婉兮的份上,能够多活几年总是好的。所以我想,北京
这个地方,再过几年是非要逃离不可的了。

逃到哪里呢?当然是南方了,再往北的话就太冷了,不干。再说了,我们家大小两
个水灵灵的美女,想来也只有山清水秀温泽湿润的南方才配得起她们吧。听说有一
些小城市,譬如说我们家那疙瘩什么的,房价才两三千一平米呢。如果我有钱在北
京买个100 平米的房子,还不如在我们家那疙瘩买个500 平米的呢 — 不,为了节
约起见,我决定买两个150 平米左右的就可以了,一个给自己住,一个给爸妈住,
剩下的钱还可以买个汽车每年出国旅游什么的,哈!小地方,消费也不贵,我也不
必在这个挨踢行业里面混着了,那里也不一定有这个行当的。看在我和咪咪都有青
蛙大学的文凭的份上,想来可以找一个中学教师 — 小学也行 — 的位置,挣一点
小钱能够吃饱饭就好啦。

这个主意听起来不错,看起来也很美。特记录在案,作为下一个五年计划目标,并
与诸位好友共勉。

北京离沙漠还有多远?

By , 2006年4月17日 10:49 下午

昨天晚上下了一晚上的土,没错,是土,不是雨。早上起来的时候,从高二楼的窗户里
看出去,底下那些楼房的顶上都覆盖着厚厚的一层黄沙,就在昨天还可以看见黑褐色的
混凝土层呢。

然而我们的媒体还在说北京治理沙尘暴卓有成效。的确,自从我们2003年回国以来,北
京就再也没有出现过沙尘暴,因为气象台,电台还有报纸都把类似的天气叫做浮尘天气
了。这跟我国解决就业问题的措施有异曲同工之妙 — 自从我们把被开除的员工都叫做下
岗而不是失业之后,我国的失业问题一夜之间就得到解决。

沙尘暴究竟从哪里而来?官方的媒体通常会指向蒙古的沙漠,甚至西亚的沙漠。言下之意
就是那些坏东西来自很远的地方,甚至不是来自我们自己的国家,虽然让我们很烦恼,但
是跟我们一点关系都没有。很少有人提起,早在2000年05月08日的时候,中国科学院地
学所发布了一份名为《关于我国华北沙尘天气的成因与治理对策》的报告,指出屡屡肆虐
我国华北地区的沙尘主要来自京西北的面积约25万平方公里的退化和撂荒耕地。而离北京
最近的一处尘源,就是北京人经常去观光的坝上草原!由于过度的开垦与放牧,这些地方
正在慢慢的成为沙漠,而沙漠边缘与北京之间的最短距离仅有70公里!

自从我1994年第一次来到北京以来,北京城里的树是越来越少了。然而北京的绿化覆盖
率还在不断提高,据官方的报道说到2005年底的时候已经达到了前所未有的50.5%。我
想,这来之不易的50.5%里面,肯定有各大学、中学、小学、甚至是幼儿园那些刷成绿色
的塑胶操场的不少功劳,虽然这些材料后来被证明对人体有毒。

我们的国家,我们的政府,干的这些都是些什么事呢?

丽江~~~~~

By , 2006年4月16日 10:48 下午

去丽江,一直是我们的一个心愿。只是最近看了电影《千里走单骑》之后,这个愿望
变得愈加强烈了。现在,这个愿望马上就要变为现实啦。

因为带着清扬婉兮的缘故,必须找一家吃喝玩乐一条龙的旅店,在携程网逛了一圈,
发现大部分人都抱怨住在古城里面比较闹,怕影响小人的休息,就订了官房大酒店的
别墅区 — 其实也不是很贵,每晚就比古城里面的客栈多100 元左右。没有通过携程
网预定客房,而是自己打了酒店的电话,发现跟携程网的所谓优惠价一模一样。那携
程网上还列出了一个比实际价格高三倍左右的价钱,然后打了一个大大的红叉后面跟
上实际的价格,似乎是它帮你占了不少便宜似的,呵呵。

紧张打包中,过两天就要fly away啦,//happying… 清扬婉兮图文并茂的游记,过
些时间一定会post上来。

在丽江要呆一个星期左右,然后飞往海南过五一,哈!

A1200的一个BUG?

By , 2006年4月15日 7:23 上午

前段时间新换了台Motorola A1200,整体感觉挺好的。我比较喜欢的是它与PC机
的数据同步功能,可以将PC机(包括Windows和Linux)上的地址本和日历同步到
手机上,非常的方便。

有一个可能的BUG ,就是每次我在手机上新添加一个联系人的时候,该联系人会
在手机上出现三遍,我只好手工将多余的两个删除。

A1200的名片识别功能不错,省掉了手工输入的功夫。

装了个OpenSuse 10.1

By , 2006年4月14日 7:18 上午

今天在我的笔记本上装了个OpenSuse,体验了一把。安装的过程非常的流畅,没
有碰到需要google的情况。安装完毕成功检测到显卡,显示器,声卡,网卡
,无
线网卡,蓝牙等等一大堆外设,感觉不错。更让人眼睛一亮的是,安装完毕后竟
然不需要重新启动就可以直接登陆使用,太神奇啦!

美中不足的是,我的宽屏LCD 的分辨率最大可以调到1366×768的,但是系统自动
给我调到1024×768就无能为力了。不过,没有关系,我可以自己来调。

晚上把笔记本抱回家,接上ADSL,在网络设备管理那里按照图形用户界面的提示
输入用户名和密码,立马就能够上网了。点击鼠标的总数似乎比在晕倒死里面建
立一个ADSL连接要少,挺方便的。

美中不足之处,如果选择中文locale登陆的话,所有窗口的标题栏那里都是方框
框,窗口里面的内容倒是正确显示了,看来中文化做的还是不够好。另外,用起
来感觉比Windows XP要慢,不知道为什么。

机器配置:

SONY VGN-TX17C
HD: 60 G
hda1: 15 G, NTFS, Windows XP
hda2: 14 G, Raiser FS, /
hda3:  1 G, swap
hda4: 30 G, FAT32, /user
MEM: 1 G

以后有什么新的体验再慢慢的发上来吧。

 

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