In most Chinese cognitions, the most well-known Chinese associated with Microsoft is Zhang Yaqin, former dean of Microsoft Research Asia, and later went to Baidu for a sensation. Most people don't know that Microsoft's top-ranking Chinese executives have someone else - Shen Xiangyang, Microsoft's global executive vice president. Every Friday afternoon, Shen Xiangyang and 10 other Microsoft executives will appear in the conference room to open a four-hour meeting to discuss all the key issues of the global company's week and then report it to the CEO. Inside Microsoft, they are called the "Eleventh Standing Committee", grasping the pace and direction of this giant. The "Eleventh Standing Committee" has a division of labor, and Shen Xiangyang is responsible for the research and development of the world's most famous software company. This year, Shen Xiangyang has been working at Microsoft for 20 years. Since he graduated from Ph.D., he has been working at Microsoft, becoming the only mainland Chinese in his core management and the highest-ranking Chinese in the US technology industry. In the academic circle, his more well-known name is Harry Shum. As a world-class expert in computer vision and graphics research, Harry graduated from Carnegie Mellon University, the number one computer science major in the United States, and graduated from the Turing Award winner, the famous computer scientist Raj Reddy. His fellow brothers are Li Kaifu and Hong Xiaowen, the current dean of Microsoft Research Asia. Shen Xiangyang and Zhang Yaqin were born in the same year, a 13-year-old university, and a 12-year-old Shangke University. However, he denied to the "Financial World" reporter that he is a genius, "you and I are ordinary people", and even laughed that there are studies that the child's IQ is mainly inherited from the mother, so he does not have to bear the pressure. But he said that he has seen many geniuses who are clever enough to "unforget". In fact, during the years when he founded Microsoft Research Asia with Li Kaifu and Zhang Yaqin, he personally took a group of newly graduated college students to make scientific research a success. In 2002, he became famous with the graphic image group he led, and published four papers at SIGGRAPH, the most prestigious international graphics conference in the world of computer science research, which gave Microsoft Asia Research Institute a foothold in academic circles. In 2004, Microsoft Research Asia was named "the world's hottest laboratory." This is the result of their staying in the office and staying up late at night. One day, Shen Xiangyang and his colleagues were ridiculing themselves as "dogs". Wang Jian, the former vice president of Microsoft Research Asia, heard this and glanced at the group of unshaven science men. "I think it is a pig dog." Not as good as it is." Everyone burst into laughter. Later, Wang Jian left Microsoft Asia Research Institute to join Alibaba. Li Kaifu, Zhang Yaqin and others have become leaders in their respective fields after leaving Microsoft. As a left-behind, Shen Xiangyang returned to the United States in 2007 and was promoted to Executive Vice President in 2014. Shen Xiangyang used to let employees call his English name Harry, and anyone he had contacted thought he was "very nice." When speaking to the intern, he will start with the nickname "One-Handed Jordan" on his college basketball court. In the face of employee compliments, he will immediately interrupt, mentioning that he recently taught the American ambassador the word "Mapi-ology". A political party leader once taught him the word, saying that he had not done anything for a long time, only trained a group of people to Mapi-ology. After finishing the story, he laughed with the ridiculous employees, complimented the termination, and the topic continued. Easy-going is the way to sink into the ocean, and his actual work style is two other words: strong. He will be in work at 5 am, reply to the reporter's work WeChat; in the final round of the interview, the two interviewers will be indifferent to see who is eating more – because "this It’s very hard, it’s not strong enough to do it.†This year, Shen Xiangyang is 50 years old. One of his recent wishes is to set up the Microsoft Asia Research Institute Affiliate Association to bring together the people who have worked together as a "pig dog and dog" to provide a platform for everyone to communicate. Compared with the scattered friends around the world, there is also a group of equally intelligent brains closer to Shen Yang: he is in charge of seven Microsoft research institutes around the world. In the past 15 years, at the International Authoritative Computer International Conference, the number of award-winning papers by Microsoft Research Institute was the highest in the world, and it was the leading university, followed by universities such as MIT and Stanford. In 1991, the first Microsoft Research Institute, the Raymond Institute in Microsoft headquarters in the United States was established. Over the next 20 years, the software giant built a huge “inventory†of smart people with countless expenses, and it has more than 1,000 top scientists in the computer field, including a large number of Turing Awards, MacArthur Awards, and Fields Prize winners. "There are a lot of talents in the field of scientific research. I am fortunate to see some very intelligent people, and I am very clever and clever." Shen Xiangyang said that he is trying to "shallowly learn" as quickly and as widely as possible - Microsoft Research has many directions. Shen Xiangyang, who is in a high position, has a good overall view of the development of computer science. To this end, he needs to read and exchange a lot of learning, such as sponge water absorption, and then stripping. This is a person who works at the forefront of technological innovation and is surrounded by genius. He is strong, friendly, logical, and fast. The schedule is full but still full of enthusiasm. You can often feel the passion of his inner youth. He said that for the company, young people are not only an age issue, but also a mentality problem. For him, this is also true. The following is the narration of Shen Xiangyang. Why am I staying at Microsoft? Tell you the excitement of my time. In 1996, I joined Microsoft Research in the United States. At that time, I was doing graphics. The most famous person in the field of graphics was MarTIn Newell. He made a teapot rendering, and the classic to any graphics lecture must have that teapot. After joining Microsoft Research, I found that he was only four quarters away from me. He was particularly excited. He rushed outside to call his wife: "MarTIn Newell has only 4 offices away from me!" Because I really admire him. He wears the same green sweater every day, just like the style of Zuckerberg, Jobs, etc. - maybe successful people are like this. MarTIn Newell is a super genius, and I am not a genius, you and I are ordinary people. Microsoft Research is of course a genius, and every generation has smart people out, so not one or two, but a considerable number of smart people. These people are very low-key, and each has its own clever way: one is on the bright side, that is, what questions can be answered quickly; the other is smart, he can see what can be made, and sink You can live and do it year after year. For example, Wang Jian, a very unique person, he originally studied industrial psychology, but he is very passionate about computers. He thought the problem was strange, and he could think of ideas that other people would not think about. I learned a lot with him. The younger generation is more, such as Zhou Kun, the youngest Changjiang scholar, the youngest director of the State Key Laboratory, and now a professor at Zhejiang University. He is only in his 30s and belongs to the killer of the younger generation of Chinese scientists. He is also the only one who has published more articles on SIGGRAPH than me. He is very strong, very powerful, very smart, because doing research is bitter and not strong enough. I really like Zhou Kun. I also have a very smart student named Liu Che, who is now at Google. When he came to the interview, his resume wrote: the first prize of the National Mathematics Competition, the first prize of the National Physics Competition, the first prize of the Chemistry Competition, and one of the thousands of small painters in the country. ? I asked him: Have you ever won the second prize in your life? He thought about it and said that he really did not win the second prize. I said that it was like my student. With him, I learned from him. There are a lot of smart people, but if you are just smart, there is nothing remarkable. I prefer a kind of cultivation that can be acquired. One of my favorite students is Wang Jiaping. His undergraduate degree is a very ordinary university, Ningbo University. Someone introduced him to me. He is really smart. The most powerful one is that the doctoral thesis was selected by SIGGRAPH. In the same year, he won the National Top 100 Doctoral Thesis Award, which was the only computer class of the year. After the award, the Chinese Academy of Sciences Computer Institute invited Wang Jiaping to share with the younger brothers and sisters. He then talked about why he can do such a good research at Microsoft Research Asia, how can he write such a good paper. So you see, how important a good platform is. Not long ago, I went back to China and told you that there are two things that our Asian Research Institute is very proud of. The first is the environment. Our treatment here is very good, but more importantly, there are many people in this environment who are smarter than themselves. The second is freedom, that is, everyone can choose what they want to do and what they don't want to do. As a research director of a company, I can provide these two points. I certainly hope that other institutions in China can do the same, even better than us. Recently, many people came to Microsoft Research Asia to dig people. Wang Jiaping also left Microsoft not long ago, and I think it is normal. If there is a good chance outside, everyone will go on a different path. We must understand the establishment of the institute: Why should this institution exist, why it can exist, and must have its own value system in it. Of course, we are not always in good shape. In 2014, we closed the Microsoft Research Institute in Silicon Valley. This is a very difficult decision. There are of course reasons why it is not easy to explain. This incident has had a great impact on me personally, because I have always been very proud of it. I feel that I have done research for so many years and it is still okay. As a result, I have to make such a decision that seems to run counter to the research. At the time, the Silicon Valley Research Institute, many of them were experts in theoretical computer research, and the circles of these scientists were very united. After the incident, they joined forces to write an open letter to me, asking how to make such a decision. The co-branded people are well-known scholars, and many of them are my friends. Of course, we must listen carefully. So I asked a lot of senior professors. After 10 days, I returned a letter. When I wrote the letter, I was under a lot of pressure. First, I just took over the research of Microsoft in less than a year, and a research institute was shut down. Second, the old professor I respected wrote to me that it was a complete mistake. In the end, I wrote a letter in a letter: First, explain how much of the company's research and development has been cut down, so our department is also not spared, nor should it be spared. Secondly, I admit that the decision to close is what I did, and of course I can make other decisions, but I finally made this painful choice and decided to turn off the Silicon Valley Institute - for various reasons, but I can't explain it. However, I strongly emphasize that shutting down this research institute does not mean that Microsoft has any doubts or shakes about the "doing research". At the end of the letter, I quoted Dr. Rick Rashid, founder of Microsoft Research, and reassured that our overall commitment to “doing research†was permanent. After the letter was issued, things basically subsided. Today, things have been going on for the past two years. At least I think that Microsoft Research is stronger in all aspects than it was two years ago. Whether it is scientific research or the influence of the company, our influence on the entire industry is more than ever. Big. Dr. Rick Rashid just announced his retirement a few days ago, and I think I can live up to his promise. Google is a great company in the Internet field, but in this regard, Microsoft's innovation ability is weaker than Google, I certainly do not agree. The reason is that I and most people don't know Google. Many times, only a small part of what people can observe is an impression of a company. And I know enough about Microsoft, we are always low-key. Google's search is of course the best in the world, but Microsoft also has a lot of good things, no need to put it together. Is the millet phone itself ok? It is very successful and sells a lot, so that's good. Others feel that Xiaomi and Huawei are nothing to say about success. The most remarkable are vivo and OPPO. In fact, the most remarkable thing is that they each take a different path. This is why it is great to do research: you don't have to worry about other people, just think about what you have to do, as long as you don't copy others, you will be able to walk out a different path. Be sure to be responsible for Bing from 2007. It is indeed my most painful experience since 2007. At that time, Microsoft made up its mind to do Bing, and spent a lot of money, the company's elite troops have gone in. In Microsoft's talent pool, I and Satya Nadella (the current CEO of Microsoft) are strategic reserve teams and are thrown into the battlefield. We were not doing search before. In 2007, Satya was appointed to be responsible for the Bing team. I was also transferred from Microsoft Research Asia and returned to the US headquarters to become Bing's chief scientist. Once we move from research to business, we have opened a business marathon: learning is only part of it, then we have to do products, markets, sales, and finally make enough money to do the next project. This is a long way. Don't submit a manuscript once a year after doing research. After you have finished the paper with a bite, you can take a breath and continue. Once the commercial marathon began, there was no chance to gasp. This year, it sold 50 million units, sold 80 million units next year, and sold only 70 million units in the following year. Everyone will think that this company has problems. How can it only sell 70 million units? In such a long-distance running, it is definitely not enough time, so we must be strong enough. Some of the students I like are also like this. Many people are smarter than them. Why are there no achievements? Because it is not enough. (To be successful) you have to bite your teeth and hold on to it. In the 7 years of Bing, I also relied on this, and all the way to chase the opponent like Google to run a marathon. About 2013, when I was about to withdraw from the Bing team, I saw Larry Page (founder of Google). Of course, I admire him very much, take the initiative to ask him to shake hands, and then introduce yourself. Then he smiled and said, Harry, you did a good job (not too bad) - "not too bad", these three words are the biggest praise I have won in Bing for 7 years, than Gates, Bao The affirmation given by Ermer is still important. Of course, this may be a sentence, but it suddenly gave me a courage to let me know that the search will continue. If you think about it negatively, when Google has completely suppressed the search market, you have to bite the bullet to compete with it from the beginning, and bear all the pressure for 7 years. This must be a painful and long process. But thinking positively, how many such opportunities can you learn in your life? How many people have the opportunity to take a few thousand brothers to play with Google? We have at least not fled. So many times it is like this: You have to take a trip, this is not what you said to fight, but it must be played, so someone has to go, then only bravely move forward. When I decided to invest so much resources in the search, it sounded a very big decision. In fact, it was not so complicated. Many people think too much, but if they think too much, they will be finished. In fact, for so many years, one of the most correct things Microsoft has done in the overall product layout is to make up its mind to be Bing. Not only because it is now standing still, Bing has made money since last year, and is expected to maintain a 30% annual growth rate every year. We have more than $4 billion in revenue. These numbers are only part of the success. The most amazing thing about Bing is that you must look at the trend of the world. What happened in the past few years is very simple. The first is the emergence of the Internet, then the emergence of the mobile Internet, followed by the birth of the cloud. Companies must be able to see the essence of these things: the emergence of the Internet has changed the process of knowledge accumulation, the most critical of knowledge accumulation is the search engine. The importance of a search engine for Microsoft's strategy lies in connecting all the artificial intelligence things in the future, just as every new version of Office is linked. Everything that is related to productivity can't be connected without a search engine. For example, if you want to know about the world, you might go to Wikipedia. If you don't have a search engine, this is very difficult. Not to mention that there are a lot of new things coming out every day. Many things are dynamic and need to be connected to each other. We are very fortunate that Bing can do "not bad" and insist on it to this day. A lot of things are invisible at the beginning, such as Microsoft doing mobile phones, and Windows is free for tablets. It will be more successful in the early two years. These are all post-mortem guns. At the time, faced with so many existing businesses, you could hardly see through. Shen Xiangyang, Executive Vice President of Microsoft I am very convinced that there is a saying, "Done line, love one line, one line." People often say that my interest is this, but I am wasting my time doing other things. In my opinion, these are all pretexts. No one knows what it is for in this life, so many careers can't do it all. The most important thing is that no matter which line you make, you must have positive feedback (for yourself), that is, small praise, small encouragement, or it is difficult to continue. Many of my students did not participate in SIGGRAPH later because the papers were always missing. The last students who came out were all boasted. I have a very good student named Sun Jian. He is casting two of two articles a year. In the last year, he has no interest in one of the two articles. He has not participated since then. I have rarely done a front line now, but I still insist on watching some of my favorite topics. Standing in my position, the main problem is to learn quickly and learn widely. Because Microsoft Research has many directions, I must have a good overall view of the entire computer research and development. For example, two and a half years ago, I didn't know what quantum computing is. Now, my personal judgment is that after 10 to 15 years, quantum computing will definitely be applied. So last week, we announced the establishment of Microsoft's quantum computing department, and also transferred a company vice president to take charge of this matter. We are determined to enter this line, which is the conclusion that I have learned and thought during this period of time. From the perspective of the entire industry, we must pay full attention to the issue of quantum computing. It's not that quantum computers can come out right away, nor does it mean that it can solve many problems right away, but the big trend is very clear, and this is something that must be done. How to learn and make decisions? You have to learn a lot and understand quickly. There is nothing else in the lieutenant, it is hard work! You have to read more, so a very important ability is the ability to read quickly. In this regard, what I admire most is Gates. He has a sentence called ferocious reader, which is very fierce. A year and a half ago, when I was having lunch with Gates, I asked him how many books he read a year? He said 70 books, usually read one book a week, and during the summer and the New Year, there is a reading week for reading. During that time, he will read ten books, so he can read 70 books a year. He can read 70 books, and we must be able to read at least 7 books and 10 books. In fact, I can read about 10 books a year, and as for the papers, I see a lot. I am now in charge of the Institute, responsible for the company's technical work, so there are many opportunities to learn quickly. There are a lot of groups that have done a lot in their field, but to explain it to me in a simple way, so I am fortunate enough to learn a lot. Every week, I have two hours to do the Technology Review to learn about different topics. Recently I decided to focus on artificial intelligence, so I spent two hours a week to look at all aspects of artificial intelligence. Therefore, the most important thing is the cultivation of quick reading comprehension. Even if you are not interested in the matter, you have to do it. That is, I must say "do a line, love a line, and a line." People like to talk about "deep learning," which is about the machine. It’s all about people, and few people can really do it. What we should do more is shallow learning. You can't have a deep understanding of everything. It's great to be able to do a good job. The ability to learn quickly and shallowly is the survival skill that one really needs to master. Not only for executives, but for everyone else. It’s like a student can’t have all the subjects well. He has two classes that are very good. It’s great. If the third door is also good, it’s amazing. But this will be able to stay in high school at most, and it will be impossible to go to college. God is fair, your time and energy are limited, you can't concentrate on too many things at the same time, but at least you can keep a good understanding of many things. In the end, what choices are made, it is possible to see how the wind is blowing at the time. We are mostly pigs on the wind. For example, when I chose a computer professionally, it was entirely accidental. When the college entrance examination was filled out, my father returned home and took a copy of the "Reference News" saying that you should report to the computer. The newspaper said that there is something called a computer. That was in 1980, when most people didn't know what the computer was. As a result, I didn't learn computer science before, but I went to Carnegie Mellon Computer College and went to Microsoft. There are very few people who can create trends and lead the trend. Most people should learn the ability to discover trends and catch up with the trend. This is very important. You ask those who really lead the trend, why can they lead, and he can't tell, often people are going to cooperate with the environment. From small to large, I have always wanted to be a university professor. Now in the enterprise, maybe older, you should be a primary school principal after retirement. Because at that time, doing research has been done, staying in the company, decision-making is wrong, and there are many bugs in the program. Then you have to think about how much experience can you pass on to the next generation? I feel that I still have a lot to contribute. Perhaps because I grew up in a teacher's family, I am full of respect for the profession of teachers. The evolutionary development of mankind is actually passed down from generation to generation. Inheritance is also our obligation to the next generation. Some people, like me, can influence a large number of students in one place. I feel very fortunate and proud to bring a lot of excellent students all my life. How to bring out outstanding students? Specific to the company, is the so-called talent concept. Once, I did have some ideas, such as the so-called "three good students" - good mathematics, good programming, good attitude, or the first two good enough, attitude can be cultivated. Later, I think every student is still different. To do first-class scientific research, to a large extent depends on whether there is savvy. Some people suddenly realize that some people have not realized for a long time, and suddenly they are very strong. Later, I joked with people, saying that receiving students is like having children. If they are collected, they have to be cultivated and cannot be returned. Once I talked to my wife about how to train my children. It was very big. I didn’t think I had any ideas. We are relatively wealthy families. Children have no chance to suffer hardships. Unlike when we grew up in the countryside, we grew up in a completely different environment. In the end, we feel that there may be only two things that are more important: the first is integrity and honesty, and the first thing is to teach children the correct values. The second is diligence. If you want your child to understand anything, you must work hard on your own. The same is true for people. You look at a person, he can pass three rounds of interviews at Microsoft, IQ is definitely not a big problem, you have to see if this person has a spirit that he wants to work hard. I like that students and employees maintain a sense of hunger, which is important so that he can continue to move forward. One year, I had a lot of articles on SIGGRAPH. A friend who was a professor in the United States called me and joked that I had so many articles and others would hate me. Put down the phone, I think, why are we still working hard? Maybe because we are the last generation of China who can't eat enough, there is always a sense of crisis and hunger, and one can never lose the sense of crisis. At that time, I thought, maybe Microsoft is really such an environment: if you don't work hard to do research, you may not have you in two days. The result was really the same. After a few days of receiving the call, I was driven out of the institute to make products (enter the Bing team). After returning to the United States to make products, I found that one thing in the world is very simple, that is, people bring people. The attraction between people is the only way to gather talents. An industry bull is here, and you can learn a few tricks with him. Especially for young people, they are still in a fast-growing period. They are very eager to learn and absorb a lot of things from people around them. Everyone wants to have such an environment when they are looking for a job. Therefore, the most remarkable thing is to create such an environment, so that everyone feels that they can learn more things here, take them to the next level, and even some people work with you to provide sufficient resources to let you do bigger things. Any unit will always need to replenish fresh blood, which is why I like college very much. The average age in the university is a constant. Once a person grows up, he changes again. The newcomer is in this average age, which is very remarkable. For the company, young people are not only an age issue, but also a mentality problem. I really like the Growth Mindset that our CEO is talking about. He said that you don't feel that you know everything, but that I can learn anything, the former is called kower, the latter is called learner. The so-called old is the human mind. A company with this kind of mentality has a problem. In this position, I have to "fudge" everyone to innovate. I have been talking to the company's leadership, especially the senior leadership, about the concept that you will be overturned, and that whatever a successful company or product, everything will be subverted, subverted by others, or by yourself. Just as all records are used to be broken, the same is true. Specific to the company level, we always have to think that Windows is so successful, Office is still very successful, but if we do not innovate, it will be subverted. Competitors have a lot of great products. Where we really hope to succeed, maybe the other side is not innovative enough, or has taken a wrong path; the second is that our own things must be done very well. This kind of thinking is of course easier for me to stand in the current position, but those who are specific to the product line, they are very good at making the product well, there is no energy, time to think so much. Therefore, we must do more exchanges between us. The benefits of the company's research institutes are also reflected here: there are a group of people who constantly think about such problems and then lead others. At Microsoft, especially related to the Institute, we have very smooth communication channels with different product departments, especially some important product departments. At Microsoft, almost all of the product design process, will actively invite Microsoft Research colleagues to participate, let them think about where the subversion can be. For example, if you want to use voice, the people in the institute can tell the product department what the voice can do in 3 years. These people need to know the technology to help you answer. We have also set up mechanisms to ensure that the leadership knows what new things have been made. For example, every year, there is a report to the "Eleventh Standing Committee", pointing out the things that are most likely to be subverted, let the leaders understand the situation, and then make decisions. We are also often seen with Bill (Gates), who talked to us about technical issues. He is 60 years old, his body is very good, his mind is very clear, he is still repairing us, and he often talks about the direction and route of the product. He felt that many things we did not do well enough and the requirements were relatively high. I also feel that I am not embarrassed enough, and the brothers under the opponent are not very strict. Many times, subversion is not just about technology, but also business models. Microsoft's chief economist is very famous. He went to Yahoo as the chief economist, then went to Google, and finally I was dug. I told him that you are completely wasting time at Google, they don't need you at all, the business model is clear enough to be clear, you still come to Microsoft, because we are not clear. We are in transition and have changed to a new CEO, you should come. Now, his various modeling works very well and has a lot of contributions to the company. Such subversion and innovation are about life and death for us. Everyone knows that if they don't innovate, they will be finished, or if the product is not profitable, it will be shut down; or if the product makes money, it will not be innovative. The biggest advantage of capitalism is that someone must compete with you. Some people say that Microsoft Research has been doing research that does not count output, which is a misunderstanding. In fact, from the beginning of the establishment of the institute, we have always stressed that two things are very important to the company: one is to achieve the ultimate in computer science research; the other is to transform technology into Microsoft products as soon as possible. Recently, in addition to the above two points, we have a very important mission: the company is undergoing transformation, and the entire high-tech industry such as software and the Internet are in a new wave. This is the time for the Institute to make greater contributions to the company and to the industry. So I added the third point: subverting technology and creating new business – because we have done quite well in the first two points, so in the last two or three years, I encourage everyone to pay attention to this third point. In the end, what kind of disruptive technology is something that others have not thought of, and what a great business model is a great challenge for many of our colleagues who do research. But I am very confident, because Microsoft Research also has a lot of people who feel very good about products and markets, and close contact with many product departments. Therefore, Microsoft's biggest and most recent change may come from the Institute. Wang Jian said that the Microsoft Research Institute is like a kindergarten, but it is useless, but it represents the future. This is only reasonable, because at the beginning of the establishment, no one knows how big we can grow up, really like a child. But today, more than 20 years have passed, and to this point, there are already some good harvests.
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