#isubb#我从不把笔记本放在大腿上，这是俺多年来的一贯习惯。不仅仅是安迪格鲁夫得前列腺癌的前车之鉴，也不仅仅是怕辐射，实在是对220v在腿上有点不放心。即便在没有桌面的机场候机大厅，俺也宁可席地而坐，把笔记本放座位上。为什么呢，看看吧。

倒霉dell笔记本在一次日本举行的会议上着了，dell至今还在调查。不过据说为了息事宁人，dell赔了台新的。
[IMG]http://www.theinquirer.net/images/articles/dell%20banger2.jpg[/IMG]

结果今天又看到一台dell出问题了，而且更夸张，炸了个洞洞。Vernon Hills 的 Henrik 当时拍下了残余，从图片上看，似乎不是电池问题。漏洞的地方估计是硬盘的区域，不知道类似的事情在中国发生，dell会不会也搞个调查团，或者大方的陪台新的，最好是xpc。
[IMG]http://www.blogsmithmedia.com/www.engadget.com/media/2006/07/burneddell.jpg[/IMG]
原文帖子在这里：http://community.tomshardware.com/dellpost.html?name=Forums&file=viewtopic&t=192887&ex=Dude-Dell-freaking-blew

总是有人让我推荐台笔记本的选择，其实每个人都有自己的判断尺度，如果从设计与质量综合看，俺对于当今笔记本电脑质量和设计综合评估，大致推敲出这样的一个不等式。
Think>>Apple>>Sony>>Toshiba>>HP>>Asus>>Dell>>Lenovo>>Acer>>神舟

#isubb#周一下午从广州车展提前开溜，可恶的国航耽误时间。唯一的收获是邻座，座了个卖渔具生意的老板，他名片上写的pure fishing中国公司总经理，后来飞机趴机场等起飞，此人索性拿出了一套海杆钓具给我过眼瘾。要知道上次用海杆在北京郊区鱼坑钓鱼，还是十几年前的事情，当年俺们老爷子每周都公款钓鱼，俺负责吃鱼。跟着去了几次鱼坑，学了一些土法，譬如炸弹钩、清晨打窝子、酸饵料加料酒。
[IMG http://www.nighthawkpublications.com/ima...[/IMG]
这哥们的产品和钓法明显美国，一律海杆飞轮，满足五大湖区和北欧的地理特点，而不像国内钓鱼方法和渔具都日本倾向。偶曾经在文章里面写过这种说法，穷玩车，富玩表，sb玩相机，并且一贯对穿摄影背心的人有偏见，认为这些家伙其实不是照相的，分明是钓鱼的。而把海钓这种概念放入视野，似乎又能得出一些新的结论。穷打高尔夫，富掉海里鱼，sb潜水去。

From:Otellini, Paul
Sent:Thursday, July 13, 2006 11:11 PM
Subject:An important and difficult step: Managerreductions

To: AllIntel employees

This weekwe’re taking an important and difficult step in our efficiencyproject: reducing the number of Intel managers by about 1,000people worldwide. Only managers, ranging from senior to first-line,are affected. This step is important because it addresses a keyproblem we’ve found in our efficiency analysis—slow andineffective decision-making, resulting, in part, from too manymanagement layers. It is difficult because the managers who willleave the company are our colleagues and friends, and since we havelimited internal job opportunities, redeploying their skills is nota viable option.

We arenotifying the majority of impacted employees on Thursday and Fridaythis week, and (except where a country’s laws require differentsteps and timelines) we plan to have all affected employeesinformed by Monday, July 17. In the U.S., most employees’ last dayof work will be July 28, and their benefits will include a minimumof about three months’ separation pay (and more for lengths ofservice over two years). In other regions the process and benefitswill differ. While we can’t eliminate the impact to theseemployees, we’re committed to offering them support during thisdifficult time.

Thismanager reduction is one of the first major actions coming out ofour structure and efficiency project, and I believe it’s anessential first step toward making us more competitive. Over thelast five years at Intel, the number of managers has grown fasterthan our overall employee population. Our efficiency analysis andindustry benchmarking have shown that we have too many managementlayers, top to bottom, to be effective.

Inaddition, this finding is consistent with what our organizationalhealth surveys have suggested: that the relative increase inmanagement has impaired decision-making and communication, reducingthe company’s efficiency and productivity. Many of you have madethe same point in your individual inputs to the efficiencyteam.

As I’vesaid in previous Webcasts, one of the outcomes of the structure andefficiency project is that we’ll be a leaner and more agilecompany. We’ll make quicker decisions, collaborate better acrossthe company, and enable a cost structure that allows us to continueto win in our extremely competitive industry as itevolves.

Thismanager action is one step along that path. Another was thedecision to sell our communications and applications processorbusiness to Marvell. We’ll continue to identify otheropportunities, act on each one as soon as we can, and tell youabout the changes as soon as possible. I’ll talk more about thisand our business priorities in my employee Webcast on July 19 at 4p.m. Pacific time.

In April Isaid that we had decided not to do an immediate “across theboard” layoff, because that would be reactionary – focused onlyon the current environment rather than the long term strategicneeds of our company. Instead, we chose toundertake a longer, more comprehensive project to analyze all ofour operations and make strategic, data-drivendecisions. That is still ourplan. This manager reduction was the result ofcareful assessments of the management and leadership roles we needfor our future success. We are in the process offundamentally changing our behaviors and our structure for whereour business and industry are going. You should expect that we willcontinue to take actions, including selective reductions, as wecomplete analyses and decisions about investments, expense levelsand organizational structures. You should also keep in mind that atthe end of this process we will still be the largest and mostprofitable semiconductor company on earth. Our actions are focusedon ensuring that is true well into the future.

I knowthis is hard for all of us to internalize and accept. We have doneextremely well over the past 25 years of the “PC era.” But weneed to adjust now for where our industry is going. Competitionwill intensify across our product lines. Pricing will beaggressive. We should not only accept that reality, but recognizethat it reflects the position we have earned in the industry andthe strength of our strategic direction. Weak companies pursuinglow-growth markets do not attract competition. Strong companiesthat have commanding positions and generate strong earnings growthare the onesthat attractcompetition.

Ourobjective, and our destiny, is to refashion Intel now while we havethe means and the time to do so, and ensure we continue to remainnumber one.

Paul