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So, what I see is the makings of a very healthy company with some extraordinarily talented people who are still just as passionate and committed to the dream of computing as they ever were. They need to come together and get a great plan and then start to execute it. That's exactly what's been happening over the last four weeks.
因此，我所看到的是，一个运营良好的公司和一群激情澎湃并一如既往执着于他们的计算机梦想的能人们。他们需要团结一心，共同制定一个伟大的方案，然后开始实施它。而以上这些就是过去四个星期内确切发生的事。
Now, what's the fundamental problem? I think the fundamental problem is a little more subtle, but I think this is a symptom: Apple sales in 1995 were $11.1 billion; in 1996 they were $9.5 billion; this year they'll be $7 billion plus or minus a little bit. That's the problem, or the symptom, depending on how you look at it. That needs to be stabilized and turned around. And people are working very hard to do that. So what are some beginning steps that we are going to take? One of the first ones has to be to start at the top. Apple's done a lot of change at the bottom and I think this change needs to start at the top, with the Board of Directors.
那么，根本的问题是什么？我想，这似乎让人有点捉摸不透，但是这是一个征兆：苹果1995年的销售额是111亿美元，1996年是95亿美元，而今年，销售额将是70亿美元上下。这就是问题，或者说症结，就取决于你怎么看它了。我们需要平稳地去扭亏为盈，大家一直都在非常努力地做这件事情。那么现在我们首先要采取的步骤是什么？首当其冲的是高层的改革。苹果在基层做过很多改变，而我觉得这次改变需要从高层开始，从董事会开始。
