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05.03.2009 贫民窟的百万富翁 - Slumdog Millionaire最近补看了很多片子——经济危机时，看碟是一种很好的消遣。
今天看的是获得八项奥斯卡大奖的《贫民窟的百万富翁》，由于看之前期望过于高，看完了不得不来说两句。故事发生在印度，整个场景都是在印度，演员也都是印度演员，说的也都是印度英语。但是千万别以为这是一部印度电影了，这甚至不是一部讲述印度的电影，而是一部地地道道的传统美国好莱坞八股电影。为何这么说？ 1. 片子的主题是杰玛为了寻找他的真爱拉提卡，参加了百万富翁的电视节目，在这个过程中他坚持到了最后一刻，赢取了最终大奖。同时，穿插着对过往的回忆，对拉提卡的追求也是经过了十几年，曲曲折折不离不弃，最终抱得美人归。两条主线合并到一起，成为一个很俗的好莱坞式的happy ending。 我觉着还是不要这么完美的结局好。比如一种假设是杰玛回答最后一题答错了，哪里来的又回哪里去，如梦一场；他哥哥仍然是被打死在浴缸里；而拉提卡由于两次出逃也被黑社会老大的走狗们在孟买人潮汹涌的街头干掉。这样充分反应了现实的残酷。 2. 杰玛答题的过程和对拉提卡十多年的追求，都是坚持不放弃，不是求钱不求回报，怀着高尚的信念，最终获得了成功。熟悉吧？对，又一个阿甘，又一场典型的美国主流文化的宣讲会，An American dream comes true. 美国梦本身很好，激励人心。但是看多了难免会和看我们的和谐主旋律一样反胃。 3. 印度作为背景，和故事的主题思想并没有太深层次的关系，放到任何其他地方这样中心思想的故事都能上演。 有人说，从这部片子里看到了一个真实的印度，看到了印度最大城市里的贫民窟、森严的社会等级、印度城市的脏乱差、宗教冲突问题等等，不一而足。印度是不是真就是这样？这暂且不说，这根本不是片子要表达的中心思想，只是一个舞台背景，而片中又运用了美国导演拿手的美式妖魔化，呵呵谁叫印度比较不幸是第三世界国家呢，活该被妖魔化。同时还有美国式美化——作为龙套出现的唯一两个美国游客，在片中又一次塑造出了高尚的品德和人性，当然，是美国人的人性。 所以，在一系列的对美式文化的自我肯定，以及对非美（第三世界）社会的妖魔化之后，美国观众又一次得到了无比的自我满足。毕竟，在当前这种危机的形势下，美国人太需要一些精神了。 悲剧不适合他们，只有好莱坞式的happy ending才能受到欢迎。 那么最后，这还真是一部小众的独立制作电影么？如果真是，只能说是小独立制作对于主流大众娱乐的回归和妥协。 说了不少反面的话，主要是因为预期定位错误。就片子本身还是很不错的，如果带着看泰坦尼克的心情来看此片，应该是满载而归的。 鉴定完毕。 15.01.2009 How Insensitive很久没有细细听一首曲子，直到昨天忽然听到一首《How Insensitive》。稍微找了一下，发现版本众多，连Diana Krall也翻唱过，那张CD前一阵还在唱机里。。之前也没觉得太特别，不过昨天听到的版本有些特别，居然发现主题动机是肖邦的Op.28, No.4！伟大的Chopin，伟大的Jobim！
 找来n个版本对比着来听，很有意思：
1.首先当然是肖邦的Op. 28，No. 4，E小调前奏曲原版演绎（谁的版本我不知道）：
http://www.hkael.com.hk/~tommyko/mp3/chopin__prelude_in_e_minor.mp3 2.然后是Karrin Allyson的版本，很给肖邦面子，前一分钟都是古典演绎，之后很流畅的转为轻柔的Bossa Nova曲风，人声非常不错：
http://rv.uar.net/~citadelle/yu/11.%20Karrin%20Allyson%20-%20Chopin%20Prelude%20Op.28%20No%204%20-%20Insensatez%20(How%20Insensitive).mp3 3.接着Olivia Ong的版本，不是old fashion的那种，比较放松：
http://blog.sggo.cn/music/olivia/how_insensitive.mp3 这个Olivia居然是一个到日本的新加坡人，看来日本在Jazz特别是女生Vocal方面看来还是比较强的，从Mico、Mari Nakamoto到Lisa Ono，各有风格，但技术都很精湛。 4.Pat Metheny和Joe Diorio的现场版，绝对精彩的吉他Solo：
http://www.scottlernermusic.com/ftp/Pat%20Metheny%20&%20Joe%20Diorio%20Live%20at%20GIT-%20How%20Insensitive56.mp3 视频：http://www.youtube.com/watch?v=aXz424dlXlg&feature=related 5.Astrud Gilberto的版本，最纯的70年代Bossa Nova：
http://ilikedginger.net/lalairvine/Bossa%20Nova%20Brazil/06%20How%20Insensitive.mp3 6.Diana Krall，《From This Moment On》中的版本，比较pop了：
http://202.101.70.36:111/p0104p/song8/UUauth/vvpo/2006-10/Diana%20Krall/2006.From%20This%20Moment%20On/3.wma 7.Sylvia Telles的版本，有点swing，有点老派：
http://www.diferenza.com.br/ingles/Dindi.mp3 8.另外还有一些版本，各有特色，随便听听：
http://web.ticino.com/music2/mp3/12_How_Insensitive.mp3（推荐，有一点点Miles Davis的味道） http://www.hidaba.com/wp-content/uploads/2008/11/03-how-insensitive.mp3 http://www.davidpriestjazzpiano.com/06HowInsensitive1.mp3 http://harmonica.cc.ccu.edu.tw/features/download/music_files/how_insensitive_20041223.mp3 http://harry.latrique.free.fr/Leonard%20Nimoy%20&%20William%20Shatner/Spaced%20Out-%20The%20Best%20of%20Leonard%20Nimoy%20and%20William%20Shatner/15%20How%20Insensitive.mp3 还有这个比较好玩：
How insensitive
I must have seemed When she told me that she loved me How unmoved and cold I must have seemed When she told me so sincerely Why she must have asked Did I just turn and stare in icy silence What was I to say? What can you say? When a love affair is over? Now she's gone away And I'm alone With a memory of her last look Vague and drawn and sad I see it still All the heartbreak in her last look How she must have asked, Did I just turn and stare in icy silence What was I to say? What can you say? When a love affair is over? 31.03.2006 Pics in California, keep updating~ Have uploaded some pictures in California, now two albums available as follows:
1. San Francisco, California@March, 2006
2. Alpine Meadows Ski & Lake Tahoe@March, 2006 30.03.2006 Pics in Beijing uploaded: IT Pro Influential Summit, Beijing @ Feb, 2006Some pictures taken when I was in Beijing to attend the IT Pro Influential Summit last month:
28.03.2006 Pics for Chenghuang Temple, Shanghai & HangzhouTwo albums uploaded, check out from Photos: ChengHuang Temple, Shanghai@January, 2006 Hangzhou@Spring Festival, 2006 13.08.2005 Melody--Molly Johnson"Melody" from Molly Johnson, graceful! click the picture to see more.~
Melody It's so easy here with you You're like a melody And summer slips to fall, yes it does You're like a melody Got a feeling 'bout you 20.07.2005 Dr. Kai-Fu Lee joins Google from MicrosoftGoogle to Open Research and Development Center in China
Company Hires Dr. Kai-Fu Lee as Vice President, Engineering and President of Google China
MOUNTAIN VIEW, Calif. – July 19, 2005 – Google Inc. (NASDAQ: GOOG), developer of the award-winning search engine, today announced that it will open a product research and development center in China, and has hired respected computer scientist and industry pioneer, Dr. Kai-Fu Lee, to lead the operation and serve as President of the company's growing Chinese operations.
The Google China R&D center will open in the third quarter of 2005. China, with its thriving economy and excellent universities, is home to many outstanding computer scientists and engineers. By establishing an R&D center in China, Google is making a strong commitment to attracting and developing Chinese talent, as well as partnering with local universities and institutes. The selection of Dr. Kai-Fu Lee to lead this important operation underscores Google's commitment to building a successful Chinese product research and development center and to expanding its international business operations.
"The opening of an R&D center in China will strengthen Google's efforts in delivering the best search experience to our users and partners worldwide," said Alan Eustace, vice president of Engineering at Google. "Under the leadership of Dr. Lee, with his proven track record of innovation and his passion for technology and research, the Google China R&D center will enable us to develop more innovative products and technologies for millions of users in China and around the world."
"It has always been my goal to make advanced technologies accessible and useful to every user, as well as to be part of the vibrant growth and innovation in China today," said Dr. Kai-Fu Lee. "Joining Google uniquely enables me to pursue both of my passions and I look forward to returning to China to begin this exciting endeavor."
Dr. Lee, who is widely known for his pioneering work in the areas of speech recognition and artificial intelligence, joins Google from Microsoft, where he most recently held the position of corporate vice president, after founding Microsoft Research China in the late 1990s. Prior to joining Microsoft, Dr. Lee was a vice president and general manager at Silicon Graphics Inc. (SGI), responsible for Internet and multimedia software. Lee also spent six years at Apple, serving as vice president of the company's interactive media group, and before that was an assistant professor at Carnegie Mellon University.
"Google has emerged as a very successful leader in technology. Dr. Kai-Fu Lee possesses the perfect combination of technical brilliance, leadership excellence, and business savvy, and he cares deeply about the students and education in China," said Gu Binglin, President of Tsinghua University. "Dr. Lee is the ideal candidate to do great things for Google and for China."
The Google China R&D center is the latest addition to Google's growing number of global engineering offices, which include Tokyo, Japan, Zurich, Switzerland, Bangalore, India, New York, New York, Santa Monica, Calif., Kirkland, Wash. and Mountain View, Calif. As with all of its R&D centers, Google will continue to look for the best talent in China and across Asia to join the Google team. 26.04.2005 Earn Access to Senior-Level ExecutivesWhen I address IT consulting firms, one of the most common questions I hear is "How do I break out of the mold of commodity provider?" I often hear a story like the following: "We began our relationship with client X by calling on the IT director, and everything went well for a while. We got the project to install their network and their productivity software, but we can’t gain access to their higher-value projects. We know that they’re considering some of our competitors for their more strategic projects, like security or mobility, but we can’t gain admission to the senior decision makers. Maybe winning the network project wasn’t such a coup after all, as it seems to have pigeonholed us in the client’s mind." My response to this question is simple: Have you earned access to the top officers of the firm? Some IT service firms think that there is a natural progression that will automatically move them from commodity provider to strategic partner simply because they successfully delivered on a project or two. Others think that only a lengthy partnership with years of investment can ever gain them entrée to the top levels of a client’s organization. But I view these as mistaken perceptions. Although successful delivery of smaller projects is often a prerequisite for gaining deeper penetration into an account, there’s nothing automatic about it. Become a Valuable Business Partner Consulting firms that want to end their dependence on lower-level purchasing agents or IT managers need to take a series of active steps to move up the value chain in their targeted accounts. Years of patient relationship-building has obvious value in deepening a client association, but most small IT firms don’t have years to wait or thousands of dollars (in the form of billable hours) to invest in moving a relationship forward. In these and all other cases, the answer is clear: Earn senior-level access by becoming a valuable business partner instead of a vendor. Target the Correct Level in the Organization Many salespeople take the path of least resistance into an organization. They believe it’s impossible to get past the gatekeepers that surround the senior staff, and that any entrance is similarly productive if it results in an engagement. Both of these assumptions are false. Every senior executive talks to vendors and business partners all the time, but they only talk to those who can make a compelling case for their offerings. And one entry is not as good as another. In fact, starting your relationship at the wrong level can often get you boxed in, while you watch competitors leapfrog over you to the higher-value engagements because they worked at the right level from the beginning. Successful IT services firms invest significant time in researching and gathering intelligence on their prospects, understanding the power structure of their target firms, planning the right message, and delivering it in a way that will be meaningful to the senior executive rather than the IT manager. These messages are rarely constructed around technical features and are much more effective when they address specific and unique business problems. Become a Businessperson Instead of a Technician It’s critical to get out of the IT salesperson mentality and start to think like a businessperson. If you use the language of technology in your sales conversations rather than the language of business results such as enhanced productivity, increased revenue, or improved stock performance, you’re demonstrating that you’re not ready to earn senior-level access. If you use the same demonstrations and the same presentations to pitch your technical solutions to different prospects in different industries, you’re demonstrating that you’re not ready to be a business partner. By talking in the language of the senior decision maker, and by refining your pitch so that it fits the unique needs and circumstances of each prospect and each vertical industry, you start to make the migration from salesperson to businessperson and from vendor to partner. Plan Your Communication When you do gain access to your targeted decision maker, use that access wisely. Thoroughly plan every conversation, email message, voice mail, and presentation to be quick, crisp, articulate, and strategic. Senior executives most highly value the commodity of time, and the vendors who have the advantage are those that can deliver the most value, with the most strategic content, in the most efficient manner. Make sure your communication is totally focused on the strategic and competitive benefits of your solutions rather than their technical attributes, and that your message is tightly coupled with the specific client’s specific business problems and opportunities. Respect the access you’ve gained by delivering your message as concisely and directly as possible. Add Value in Every Interaction The best salespeople in the IT services field are always figuring out how to make their client conversations into "value exchanges" rather than sales calls. They research a client's industry and company, and then do a little more homework to find some nugget of information, some white paper or case study, some article or piece of competitive intelligence, that will convince the client that they’re interested in giving as well as getting, in educating as well as selling. In short, they demonstrate that they’re prepared to give value to get access. The "speeds and feeds" technology demo that you might show to an IT manager will not impress the top officers that you hope to influence. They are best courted and persuaded by a concerted effort to help them understand their options, see what their competitors and partners are doing, and realize the business value of your solutions. Different levels require different selling styles and different levels of commitment. Getting access to the senior executives in your target accounts isn’t easy. Each of your competitors is knocking at that same door, and many of them are time-wasters, making it that much more difficult for you to gain access. You’ll need to research, plan, and then knock and knock again. If you can frame a compelling, strategic, and targeted message that adds value to a client’s business, you will eventually get the opportunity to elevate your selling level and become a value-adding business partner instead of a vendor. By Rick Freedman, who has been an IT consultant for more than 20 years and is the author of three books, including "Building the IT Consulting Practice." He currently works for Intel Solution Services as a project management practice consultant. |
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