【文章內(nèi)容簡介】 使用數(shù)字安全系統(tǒng)之處。當(dāng)它們被破壞，真正糟糕的事就會(huì)發(fā)生了，你的工廠會(huì)爆炸，無論你的操作員或安全系統(tǒng)都無法注意到這一點(diǎn)，這很可怕。但還會(huì)更糟。我要說的這些相當(dāng)重要，想想看，這種攻擊是一般性的，它沒什么特定性，對(duì)離心機(jī)來說，還有濃縮鈾，因此，它也會(huì)作用于，例如一座核電廠或一座汽車工廠，它是通用的，你不需要－身為攻擊者，你不需要藉由USB裝置傳遞這個(gè)病毒載體，如我們?cè)赟tuxnet例子中看到的，你也可以使用傳統(tǒng)的蠕蟲病毒技術(shù)的來散播，盡可能傳播四方。如果你這么做，最終它會(huì)變成具大規(guī)模破壞性的網(wǎng)絡(luò)武器，這是我們必然會(huì)面臨的后果。所以，不幸的是，這種攻擊最大量的目標(biāo)并不是在中東，而是在美國、歐洲和日本。因此，所有這些綠色區(qū)域就是遭受最多攻擊的目標(biāo)，我們必須面對(duì)這個(gè)后果，我們最好現(xiàn)在開始做準(zhǔn)備。謝謝。（掌聲）Chris Anderson：我有個(gè)問題，Ralph，這件事已廣為人知，人們認(rèn)為摩薩德（以色列情報(bào)機(jī)構(gòu)）是幕后的主要推手，你也這么認(rèn)為嗎？Ralph Langner：好，你真的想知道嗎？Chris Anderson：是啊!Ralph Langner：好，我的看法是，摩薩德有參與，但以色列并非領(lǐng)導(dǎo)勢力。因此，背后的主導(dǎo)力量是網(wǎng)絡(luò)超級(jí)大國，只有一個(gè)，就是美國。幸好、幸好，因?yàn)槿绻皇沁@樣，我們的問題可能更大。CA：謝謝你嚇壞了美國人，謝謝Ralph。第五篇：TED演講TED演講|激勵(lì)人心的領(lǐng)導(dǎo)力 西蒙斯涅克:偉大的領(lǐng)袖如何激勵(lì)行動(dòng)How do you explain when things don39。t go as we assume? Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they39。re more innovative than all their yet, they39。re just a puter 39。re just like everyone have the same access to the same talent, the same agencies, the same consultants, the same why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn39。t the only man who suffered in a precivil rights he certainly wasn39。t the only great orator of the him? And why is it that the Wright brothers were able to figure out controlpowered, manned flight when there were certainly other teams who were better qualified, better funded, and they didn39。t achieve powered man flight, and the Wright brothers beat them to 39。s something else at play ，當(dāng)事情不是我們料想的那樣時(shí)，你如何解釋？當(dāng)別人能夠成就的事實(shí)似乎推翻了過去所有的假設(shè)的時(shí)候，你如何解釋？舉個(gè)例子，為什么蘋果如此具有創(chuàng)新能力？一年又一年，一年又一年，他們比競爭對(duì)手更加創(chuàng)新。而且，他們只是一家電腦公司。就像每個(gè)電腦公司一樣，他們能招到的人才，獲得的資源，找到的顧問，采訪的媒體都和別人一樣。那為什么他們好像總是能夠拿出一些不同的東西來？同樣，為什么是馬丁路德金來領(lǐng)導(dǎo)民權(quán)運(yùn)動(dòng)？他不是唯一遭受運(yùn)動(dòng)前社會(huì)歧視的黑人，他也肯定不是那個(gè)時(shí)代唯一偉大的演說家。那為什么是他領(lǐng)導(dǎo)民權(quán)運(yùn)動(dòng)？還有，為什么是萊特兄弟能夠研制出動(dòng)力控制的載人飛機(jī)？當(dāng)時(shí)還有其他團(tuán)隊(duì)比他們兄弟倆更有能力，更多資金，他們卻沒能實(shí)現(xiàn)人力飛行，萊特兄弟打敗了他們。一定還有一些什么別的因素在起作用。About three and a half years ago I made a discovery, and this discovery profoundly changed my view on how I thought the world it even profoundly changed the way in which I operate in it turns outthere39。s a patternas it turns out, all the great and inspiring leaders and organizations in the world, whether it39。s Apple, or Martin Luther King or the Wright brothers, they all think, act and municate the exact same it39。s the plete opposite to everyone I did was codify it39。s probably the world39。s simplest call it the golden ，我有了一個(gè)發(fā)現(xiàn)，這個(gè)發(fā)現(xiàn)從根本上改變了我對(duì)世界是如何運(yùn)作的看法，甚至也根本改變了我運(yùn)作的方式。事實(shí)顯示，有這么一個(gè)模式，這個(gè)世界上所有偉大的激動(dòng)人心的領(lǐng)導(dǎo)者和組織，不管它是蘋果，或者馬丁路德金，或者萊特兄弟，他們思考，行動(dòng)和溝通的方式完全一樣！而對(duì)其他人，則正好反其道而行之。我所做的就是把它整理出來，這可能是世界上最簡單的一個(gè)觀念。我稱之為“黃金圓環(huán)”。（板上畫了三個(gè)圓環(huán)，中心是“為什么why”, 第二個(gè)環(huán)是“怎么做how”，最外面的環(huán)是“是什么what”）Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren39。 me define the terms really single person, every single organization on the planet knows what they do, 100 know how they do it, whether you call it your differentiated value proposition or your proprietary process or your very, very few people or organizations know why they do what they by “why” I don39。t mean “to make a profit.” That39。s a 39。s always a “why” I mean: what39。s your purpose? What39。s your cause? What39。s your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we municate is from the outside 39。s go from the clearest thing to the fuzziest the inspired leaders and the inspired organizations, regardless of their size, regardless of their industry, all think, act and municate from the inside ？怎么做？是什么？這個(gè)黃金圓環(huán)解釋了為什么有的組織和領(lǐng)導(dǎo)者能夠激發(fā)行動(dòng)，而其他的不能。讓我很快地給這些詞下個(gè)定義。這個(gè)地球上每個(gè)人，每個(gè)組織都知道自己在做什么，百分之百的。其中有的知道他們?cè)撛趺醋?，不管你稱作差異價(jià)值定位，或是你的獨(dú)有工藝，或是你的獨(dú)特賣點(diǎn)都行。但是非常非常少的人和組織才知道他們?yōu)槭裁醋鍪诸^的事情。這里我說的“為什么“不是什么“贏利”。那只是結(jié)果，一直都是結(jié)果而已。說“為什么”我的意思是：你的目標(biāo)目的是什么？你的原因是什么？你的信念是什么？你的機(jī)構(gòu)為什么存在？你每天早上為什么起床？你起不起床對(duì)別人有什么不同，別人為什么要在乎？作為結(jié)果，我們思考的方式，我們行動(dòng)的方式，和我們溝通的方式，在這個(gè)黃金圓環(huán)上都是從外到內(nèi)的。我們從最清楚的再到最模糊的。但是激勵(lì)型的領(lǐng)導(dǎo)者和組織，不管他們大小規(guī)模，不管他們所在行業(yè)，都從內(nèi)到外地思考，行動(dòng)，和溝通。Let me give you an use Apple because they39。re easy to understand and everybody gets Apple were like everyone else, a marketing message from them might sound like this.”We make great 39。re beautifully designed, simple to use and user to buy one?“ that39。s how most of us 39。s how most marketing is 39。s how most sales are that39。s how most of us municate say what we do, we say how we39。re different or how we39。re better and we expect some sort of a behavior, a purchase, a vote, something like 39。s our new law have the best lawyers with the biggest always perform for our clients who do business with 39。s our new gets great gas has leather our it39。s 。我用蘋果電腦，因?yàn)樗子诶斫猓總€(gè)人都能上手。如果蘋果和其他競爭對(duì)手一樣，他們的廣告語可能就會(huì)這樣寫：“我們制造出色的電腦，它們?cè)O(shè)計(jì)精美，使用簡單，界面友好。想要買一臺(tái)嗎？”不想！這就是我們大部分人溝通的方式。這也是大部分公司的市場推廣方式。這也是大部分銷售完成的方式。我們說我們要做什么，我們是怎樣與眾不同或者更好，然后我們就等著別人被打動(dòng)或者掏腰包，投票，諸如此類。比如，你對(duì)客戶說，這是我們新的律師事務(wù)所，我們有最好的律師，最大的客戶，我們總是為我們的客戶竭盡全力。再比如，這是我們推出的新車型，非常省油，又有皮座墊，快來買我們的車吧──這些都無法激勵(lì)我們。Here39。s how Apple actually municates.”Everything we do, we believe in challenging the status believe in thinking way we challenge the status quo is by making our products beautifully designed, simple to use and user just happen to make great to buy one?“ Totally different right? You39。re ready to buy a puter from I did was reverse the order of it proves to us is that people don39。t buy what you do。people buy why you do don39。t buy what you do。they buy why you do ，“我們所做的每件事情，我們都相信要打破現(xiàn)狀，以不同的角度思考。我們打破現(xiàn)狀的方式就是讓我們的產(chǎn)品設(shè)計(jì)精美，使用簡單，界面友好。我們只是碰巧制造電腦而已。想要買一臺(tái)嗎？”味道完全不同，對(duì)吧！你已經(jīng)準(zhǔn)備要向我訂購了。我所做的就是反轉(zhuǎn)信息的順序。事實(shí)已經(jīng)向我們證明，顧客不是購買你所做的產(chǎn)品；顧客購買你制作它的理由。This explains why every single person in this room is perfectly fortable buying a puter from we39。re also perfectly fortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from , as I said before, Apple39。s just a puter 39。s nothing that distinguishes them structurally from any of their petitors are all equally qualified to make all of these fact, they few yea