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Full text of Queen Elizabeth''s speech at D-day ceremony

Sun Jun 6, 9:19 AM ET


JUNO BEACH, France (AFP) - The full text of a speech given by Queen Elizabeth II (news - web sites) at a British-Canadian ceremony at the beach where troops from the two countries came ashore 60 years ago as part of the D-Day landings.

AFP/Pool Photo ​

 
"Your excellencies, ladies and gentlemen.

"The invasion of France in 1944 was one of the most dramatic military operations in history.

"It would have been difficult enough for a single nation to plan and execute such an enterprise. For a group of allies with little previous experience in co-operation, it was a major triumph.

"The operation itself was a resounding success but it was only achieved with the sacrifice of many courageous and determined Allied servicemen including a large number of your Canadian colleagues who landed here with you on Juno Beach.

"Britain had been directly threatened by the enemy but you came across from the relative security of your homeland to fight for the freedom of Europe.

"For Canadians involved in the fight from its earliest months, the raid on Dieppe was a tragedy, but in retrospect the lessons learned there proved to be lifesavers for many thousands when you came to land in Normandy.

"Normandy may be a long way from Canada but there is a close connection between Canadians and the people of France.

"Future generations of Canadians of every background will be able to look back with pride and admiration on the immense contribution which the Canadian Army, Navy and Air Force made to the liberation of Europe.

"The 60th anniversary of the Normandy landings is a moment of thanksgiving and a moment for commemoration.

"Today we honour all those who gave their lives in this campaign and all of you who fought in this great struggle.

"I know that present and future generations join me in thanking all Canadians who took part in this great venture.

"On this anniversary day I join all your countrymen and allies in saluting you, the heroes and veterans of a historic campaign."



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Commencement address given by Oracle''s CEO, Larry Ellison, to Yale''s Class of 2000.

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"Graduates of Yale University, I apologize if you have endured this type of prologue before, but I want you to do something for me. Please, take a good look around you. Look at the classmate on your left. Look at the classmate on your right. Now, consider this: five years from now, 10 years from now, even 30 thirty years from now, odds are the person on your left is going to be a loser. The person on your right, meanwhile, will also be a loser. And you, in the middle? What can you expect? Loser. Loserhood. Loser Cum Laude.
"In fact, as I look out before me today, I don''t see a thousand hopes for a bright tomorrow. I don''t see a thousand future leaders in a thousand industries. I see a thousand losers.
"You''re upset. That''s understandable. After all, how can I, Lawrence ''Larry'' Ellison, college dropout, have the audacity to spout such heresy to the graduating class of one of the nation''s most prestigious institutions? I''ll tell you why. Because I, Lawrence "Larry" Ellison, second richest man on the planet, am a college dropout, and you are not.
"Because Bill Gates, richest man on the planet -- for now, anyway -- is a college dropout, and you are not.
"Because Paul Allen, the third richest man on the planet, dropped out of college, and you did not.
"And for good measure, because Michael Dell, No. 9 on the list and moving up fast, is a college dropout, and you, yet again, are not.
"Hmm... you''re very upset. That''s understandable. So let me stroke your egos for a moment by pointing out, quite sincerely, that your diplomas were not attained in vain. Most of you, I imagine, have spent four to five years here, and in many ways what you''ve learned and endured will serve you well in the years ahead. You''ve established good work habits. You''ve established a network of people that will help you down the road. And you''ve established what will be lifelong relationships with the word ''therapy.'' All that of is good. For in truth, you will need that network. You will need those strong work habits. You will need that therapy.
"You will need them because you didn''t drop out, and so you will never be among the richest people in the world. Oh sure, you may, perhaps, work your way up to No. 10 or No. 11, like Steve Ballmer. But then, I don''t have to tell you who he really works for, do I? And for the record, he dropped out of grad school. Bit of a late bloomer.
"Finally, I realize that many of you, and hopefully by now most of you, are wondering, ''Is there anything I can do? Is there any hope for me at all?'' Actually, no. It''s too late. You''ve absorbed too much, think you know too much. You''re not 19 anymore. You have a built-in cap, and I''m not referring to the mortar boards on your heads.
"Hmm... you''re really very upset. That''s understandable. So perhaps this would be a good time to bring up the silver lining. Not for you, Class of ''00. You are a write-off, so I''ll let you slink off to your pathetic $200,000-a-year jobs, where your checks will be signed by former classmates who dropped out two years ago.
"Instead, I want to give hope to any underclassmen here today. I say to you, and I can''t stress this enough: leave. Pack your things and your ideas and don''t come back. Drop out. Start up.
"For I can tell you that a cap and gown will keep you down just as suredly as these security guards dragging me off this stage are keeping me dow..."
... and he was dragged off stage by the bodyguards

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Bill spoke to over 100 international business leaders about how technology advances emerging today can help organizations use IT to drive business value through improved productivity and optimized business processes.
BILL GATES: Well, good morning. It''s fun for me every year to kind of give an update on some of the big things that have been happening, because in the world of software technology, the really big impacts are things that require about five years from their inception to where they''re really having mainstream impact. And we''re in the middle of a number of those right now that are super important and very, very exciting.
As Steve mentioned, we''ve refined the format. Steve will talk about how he takes business goals and how he happens to use technology to meet some of those goals. I''m sort of proceeding in the other direction, I''m talking about technology advances, and how they can impact business goals that people have.
It has been a fantastic year in terms of some of the key underlying technologies. You know, we look every year at the idea of are we getting extra processing power to allow us to be ambitious. This is the year that the so-called 64-bit processors started to come into the market in a substantial way. Both Intel and AMD are committed actually to providing compatible processors there, and this will be a transition that essentially eliminates memory limits. And it''s going to be a very smooth transition, unlike the transition from 8-bit to 16-bit, which was a long time ago, in the early ''80s. 16-bit to 32-bit was a bit painful in the late ''80s-early ''90s. This one, the chips run both the old stuff and the new stuff, so transitioning the software is very, very simple. And it really says the sky is the limit. That is, the amount of memory you can put on these systems, both the server systems and the desktop, will not be holding people back whatsoever. And a lot of these record benchmarks we''re seeing are partly because we''re getting that ad***ional memory capability. So, full speed ahead in that area.
Networking. I''m sure you are always reading about some of the new approaches, including these wireless approaches. In the short area today, so-called personal area networks, people talk about Bluetooth. That''s a very limited bandwidth type data exchange. It''s mostly used against the phone. We will, over the next several years, be moving to a new short area network, personal area network, called Ultra Wideband, and it has over 500 times the bandwidth. So even things like where today, you have to connect a computer up to a display, you won''t have to have that cable because the data rate is enough that if both sides are enabled with this, the connection takes place in a wireless fashion.
On the wider area, things like a standard called WiMAX that allows wireless to be done over many, many miles that''s been invested in very heavily, and should come along and bring connectivity costs down quite dramatically. We still have a dichotomy that businesses are very connected, and consumers are only somewhat connected to broadband networks. In the United States, it''s 31 percent of households. A good up tick from a year ago, but still not at the level we can assume that everybody has that. Korea, of course, is up over 70 percent. That''s the model that everyone aspires to, and we''ll get there for the U.S. over the next five years.
Storage. Again, phenomenal improvement that really have us able to take business data every transaction and do deep analysis, to think about photographic data, movie-type data, and have those things everywhere. Storage is not a limiting factor at all.
The extra peripherals that are connecting up to these systems - a lot of innovation there. In fact, if we think about it in terms of the trend, this was the year that the digital camera passed by the analog camera. That is, more people bought digital cameras in the United States than classic cameras. And the rate of improvement in those cameras is quite phenomenal. In fact, as we put things like that Ultra Wideband into the camera, you won''t even have to think about transferring your photos. Whenever you come within range of your PC, your movies, your photos will automatically be put down onto the PC, and then distributed out to whoever you set that up to happen to. So, making it really seamless, where today there''s a lot of steps and you have to worry about the storage limitations, even those things will be going away. And the quality, even up at the professional end, is now good enough that everyone says, yes, photography is going to be 100 percent digital given the next five years.
The wireless network we have, called Wi-Fi, the growth in that was more than a factor of two this year. Every portable machine sold had this Wi-Fi capability, and corporations now take it as common sense that you''re going to have a wireless network. You can bring your machine into the meeting room and be connected up. People who come and visit your premises have a way of securely being able to go out and connect to the Internet without having improper access to your local network. So, making Wi-Fi standard in hot spots around the world, in the home, in business, that''s well on its way.
(to be continued)

The challenge in the home is actually to take video and be able to send that around over the wireless network. Video requires more bandwidth than most other things, and so doing that, particularly as we''re moving to high definition video, is a challenge. The capacity is there with some of the newer techniques, and setting up the software to make that simple, and yet be able to use that wireless network at the same time for your Internet browsing - and even telephony type connections inside the house - that definitely will be achievable even though we''re at the beginning of that.
The move toward high definition displays is worth noting. It''s only high-end households today that are experiencing high definition, but the prices of those displays are coming down and down and down. And the wonderful thing about these displays is they are great PC displays. They''re great video game displays as well as movie or TV watching type of displays. And those are really driving the economics of LCD advances, plasma advances, and that will even have an effect on the workplace in terms of the typical display size that people have. And it will be very, very inexpensive.
There''s a new technology called RFID [Radio Frequency Identification]. You''ve probably all heard about it. Like all new technologies, it got hyped up a few years ago, overnight. Everything you brought would have one of these tags in it. People are now looking at the practical issues there, bringing those prices down. Definitely, this is a revolutionary technology. It''s not something that overnight will be used everywhere, but most businesses will have some application where the ability to track goods and how they''re moving about -- not having to scan things to see what''s going on. Really understanding that technology and its applications I think is very interesting. It''s just a simple little chip that, basically, when it''s polled will give a unique ID so you can see down to a very granular level exactly where something is and what it is. We actually in our name badges have an RFID tag, and we''ll show a little example of that in use here at the conference.
Devices. Let me just show you a couple of gadgets that are not yet on the markets that are about to be. The phones are, of course, coming more and more with a great color screen, and a camera capability. So taking a photo and making so it just moves up onto your PC, onto your Web site, we''re going to make that super, super simple. One of the questions has always been how can you create messages with phones. A lot of people just use the numeric keypad, but for most people that''s proven to be inadequate. So, what''s happening now is small keyboards are being put in. I''ll talk later about speech recognition. We think in the final analysis, you''ll have both small keyboards and speech recognition on these devices. The fact that now you can just carry this in your pocket like a normal phone, and yet be able to compose messages is fairly exciting.
There''s a lot of different form factor ways to doing it. Here''s one where it''s a normal phone, a large screen capability, but then you just slide it up and you actually get this small keyboard right there. So, pretty straightforward, use it this way, or have it that way in your pocket, slide it up, and there''s the keyboard.
So, clever work to preserve what people like about phones, what they like about the personal digital assistants, and get things like map location capabilities, GPS sensors into these, and allow you to create messages as well. So, you can see the phone is moving up in capabilities, the PC is moving down in size, and you''ll even see some overlap as they try and cover everybody''s different styles and communications needs.
This is a small PC. It''s actually Paul Allen''s Vulcan company that''s been doing this design. And they and others are really pushing the limit and saying, ''How can you take a full blown Windows PC and get it into a small form factor?'' And miniaturization is an amazing thing. This machine has a full hard disk, it runs Windows XP, it runs Microsoft Office, and so having full fidelity and richness is something that will actually fit into the pocket. As we get these data networks to be pervasive, you''ll see a lot more of that.
Another trend worth mentioning is what''s gone on in the advertising market. I''d say a lot of people would mark this year as the year that Internet advertising is becoming mainstream, that it''s not just this weird experiment that people are doing, but it is a part of the mix in any campaign you do to establish the awareness, to drive people to your Web site. You want to be up on the Web, whether it''s some of the new ad formats, or buying search keywords. And the growth in Internet advertising was over 20 percent, and not at all fueled just by technology companies buying from each other, which is what we saw in the late ''90s. Here, it''s really mainstream, Madison Avenue type buyers, and a lot of great experimentation there to make that work and make it attractive to the users, as well. So, full speed advances on the hardware, and lots of new adoption of these that are leading to experiences that would have been impossible before.
Now, we think of the work of Microsoft in building software that runs on these devices as delivering on a dream of seamless computing, where your information is there when you want it, and you don''t have information you don''t care about. Information is summarized in a meaningful way. All the systems are connected together without your having to do an manual effort, and we achieve a lot of the dreams that we''ve had for more than a decade, things like digital reading, where the magazine comes to you, you can annotate it, and share those annotations with other people.
So under this umbrella of seamless computing, we have these ambitious goals. To achieve those goals we''ve spend a substantial amount in R&D -- $6.8 billion -- in R&D. That, if you compare it to other companies, is actually second only to a pharmaceutical company like Pfizer. Within the technology industry, that would be the largest. And actually one of the most focused, as well, since we build just software, and just around the Windows architecture. So, it shows the optimism we have that over this decade we''ll achieve some of these dreams.
We have four pillars of these dreams. One is called redefining entertainment, the idea that you can get any show whenever you want, that you can chat with other people while you''re watching shows. That video games, through things like Xbox Live, will become a very social experience that goes to every age. And so, that entertainment pillar. We''re doing a lot there.
You''re going to see over the next two to three years a generation of videogames that you''ll think of as the high definition videogames. They''ll take advantage of these incredible screens, and the difference between reality and what you''re seeing through these games will be narrowed very, very dramatically. But, bringing in things, like talking to your friends, that we''ve done with Xbox Live -- spectators, contests and all sorts of game genres that are new and have broad appeal, a lot taking place there. TV will be completely different once that''s done.
Another pillar is the whole digital lifestyle, the idea that when you create and learn, that your memories can all be recorded so that the photos of your kids, the things that you did, the people you know, all of that is easily accessible. Those two pillars are much more consumer oriented. I''m not going to focus on those two today. Rather, I''m going to focus in on these other two, redefining business productivity and rewiring the economy.
Let me state clearly: these are not things that will happen in one or two years. These are things that over the rest of this decade, through the technical advances that have taken place this last year and will take place in the next couple of years, these things will move into the mainstream, and you''ll really see the impact there that we''re talking about. Very ambitious things, but if you think about it, over the course of the next six years we''ll spend over $40 billion in R&D, so that''s $10 billion per pillar. It seems like for $10 billion we ought to be able to achieve those things. At least that''s what I tell our programmers.
So what do we mean, redefining business productivity? There are some individual points here which I''m going to go into with particular slides. One thing that I think has been an interesting dilemma, in terms of business productivity, is this issue of centralization versus empowerment. When you think about empowerment, you think, ''Wow, let''s let people have the latest software, different PCs, let them update it, and let them organize information and share information in a very ad hoc fashion.'' And that''s got a great appeal to us, allowing the creativity of those people, getting the latest tools, coming up with insights, and organizing amongst themselves the way they see fit. You''d really like to have that.
Typically though, in the past, many of the IT goals of having uniformity, being able to lock down systems, make sure you have security really well juxtaposed, where you would say, ''No, we don''t want you to be able to create bottoms-up Web sites because we don''t know what sort of data you''re putting on those. We don''t want you to have different versions of the software, because we don''t know how to isolate that and make sure that''s not threatening or interfering with the things we''re doing on a centralized basis.'' And so, really having software advances that allow you to have the best of both worlds -- that is, let people build the individual Web sites, communicate on an ad hoc basis, and yet have the kind of control you want that information if you decide only a certain group of employees should see it, that it''s retained within that group, even if they''re e-mailing around, or building Web sites. We''ve got to have that as well, letting new applications come in that IT doesn''t have to spend a lot of time on, but know that they won''t cause a problem with the general applications that everybody is working with.
And so, that really takes software advances to give you the best of both. In a sense, we''ve really swung towards the centralization in the last years, as you''d expect, as these security issues have been a very big thing. What we''re showing people now is, even as they solve those issues, the kind of systems they put in place actually can advance the bottoms-up empowerment. And I would say, particularly from Microsoft, that''s an important message. Because as we go through and help companies take on productivity goals they have, whether it''s for a profession they have -- say, help their sales people be more effective -- or a process, like their review process, wanting to make that more effective, or project management more effective, allowing these bottoms-up communications and organization things is actually very key to that. And so, you have to have the ability to lock down certain things and allow certain freedom as well.
Now, security is important to bring up, not because it drives productivity, but it''s been a drain on productivity. And it has really crowded people in terms of saying, ''Well, what are we going to do, what is our liability here, should we even sleep at night knowing that there are malicious people trying to attack these systems?'' And they have had some success in propagating these various attacks. What is the key answer to this? Well, the reason we didn''t have this historically is that your computer systems, it wasn''t that the software was written better or anything like that. They were isolated. Their mainframe is not sitting there with any teenager in the world able to throw arbitrary attacks at it. It was only accessible to a small set of people. And so, as we got Internet connectivity, which is absolutely a great thing, we haven''t had the systems in place to make absolutely sure that the right isolation is taking place.
Some companies, by setting up the firewalls the right way, and doing perimeter properly, and actually did have isolation, and so didn''t run into these problems. But it was way, way too difficult, and most found that they had at least some places where they didn''t have that isolation. So, making that be built into the software so they''re easy to set up, really going through a company -- what do they have to do to achieve that? That''s been a big top priority for us, because that is the key technique. If there is one thing that is going to change this -- and it will change, I''m very optimistic about this -- it''s getting those isolation pieces in place.
There will be a few systems, only a few percentage of systems that of course you don''t want to isolate: your Web site, your mail server. And so, for those it is necessary to connect in to the ability to update the software, so when there are critical improvements that need to be made, those can be sent out with very little delay using the Internet as the tool to get the new stuff there well before there might be something that tries to take advantage of that. And we''ve made a lot of progress working with IT departments to say, ''OK, how can we have that structure in place?''
We''ve been on a learning curve ourselves, of having to really identify which improvements to software are just new features and very optional, and which ones are the very critical things that need to be put out quickly, and have been very well tested to make sure that when those go into place, they, themselves, don''t cause any problems. And that dialogue has been very rich over these last few years. In fact, in these last few months, we''ve gotten the percentage of customers who are isolated up very, very dramatically. We need to get that to 100 percent. Over the next year we think we can get very, very close to that.
A third piece of this, which will become the weak link, is the authentication and access control. That''s just a fancy way of saying if somebody can guess at a password and impersonate someone else, or if you haven''t set the access controls on the various information in your company to say who should have the ability to get at it, then no matter what happens on the software quality and isolation front, you''ve got the vulnerability. And, in fact, there will be a shift -- historically, the visible attacks have been people seeking publicity and trying to propagate these things, in a sense, that''s really driven the maturity of the software they''ve gone after, driven that forward and really gotten some structural changes to take place there that are fantastic. Because it means if somebody is doing a targeted attack, you''ve got the resiliency to avoid that.
The software that wasn''t on that learning curve actually is more vulnerable to these types of targeted attacks. And one place that will be targeted is passwords, if that''s what people are relying on for very critical information. We''re showing people how to move to smart card and biometrics for very critical things. That''s definitely part of the road map that we have in the security dialogue with IT departments.
We also are coupling this message with a message about continuous improvement. What we''ve been able to do in terms of using the Internet to monitor -- where we have permission to monitor -- where systems are pinging, or if they''re slow or they''re not working, and then use that feedback to understand what in our software, what in third party software can be improved, that''s been a fantastic thing. In fact, today in Microsoft Office, whenever you go to a help topic, it''s actually coming back to our servers to deliver up that information. And so, we see which topics people are going to a lot, and we get about 10 percent of the people to give us feedback about whether we solved their problem. And then, every month, we take every topic that didn''t get fantastic ratings, and we go in and we understand it, we improve that. And then immediately, as soon as we put that up, everybody who is getting Office help gets the benefit of that improvement. And so, having software be more agile, more up-to-date, getting more transparency into what''s going on with it, that''s a very big trend.
What we''re doing now is we''re taking these tools that we''ve used to track reliability and track satisfaction, and putting them in a form where they can be used by IT departments, so you can have a sense of, ''OK, which of the hardware we have is more or less reliable, where do we have user frustration? If we have a corporate application is it hanging, is it interfering with something else? Is somebody having a compatibility problem?'' And you get very rich, centralized data that lets you track those things down.
Very often, if you look at help desk data, you''ll see it''s a very small percentage of users that have a lot of the problems. Well, that often goes back to something about the way their system is configured. And really gathering that information, getting the live data off of that system, can make such a difference not only in bringing the cost of support down, but also the effectiveness of those people involved. And so, these continuous improvement systems and getting those out into the hands of your people, that''s a big goal for us.
We also think it''s very important to make it easy to move up to the latest software. We''re going to a lot of companies now in pilot programs saying, ''What if you were wanting to get the latest and greatest software every two-and-a-half years, what do you think about in terms of why that''s hard for you? How can we make that super easy? If you were going to let the new software come in every time you got new hardware, and have a mix of the old and the new, what is complicated about that, and how can we make that very simple?'' And so, that the agility is there without the overhead, without any security risk, or complexity, and yet the improved software is going in. So having that agility is a shared goal we have, and there will be a lot of best practices that come out along that.

Fundamentally, a lot of software is about new ways of people communicating, and you find in various companies the use of e-mail varies very dramatically, but certainly e-mail in general is moving more and more into the mainstream.
E-mail is not without its problems. Certainly, spam is the most visible of those, and we have a very active program now that will make sure that e-mail is authenticated, never appear to come from somebody it doesn''t. Because that''s a risk not only in just wasting your time, but also can create confusion and even become a form of security risk if mail is fraudulent. And so, getting agreements amongst all the mail people on what we call mail caller ID, we''ve made a lot of progress on that.
What that means is that mail from people you typically correspond with can be passed into your inbox automatically, and only the e-mail from strangers has to go through a filter to see if it''s some piece of spam. And if it is looking like spam, then we can give the strangers trying to contact you ways of proving that they''re not a spammer, either by doing something on their software side that spammers would find too expensive or some manual thing that again the spammers could not be able to duplicate.
So spam is another case where there''s really quite a lot of progress, and that''s something that we ought to be able to reduce to a pretty minor phenomenon.
Likewise, e-mail suffers when you have lots of people collaborating and different attachments that are going back and forth. And the creation of this idea that, whenever you want to work with somebody, you just create a Web site -- called a SharePoint Web site -- that''s been very explosive in the last year as we''ve built that more into Office. Office, even if you have the latest, will make a hint that when you send an e-mailed attachment that, do you really just want to click here and we''ll just make a Web site that everybody can go to and see what''s going on there?
What happens very quickly when a company adopts that is you get all different templates for these shared Web sites for starting a project, for doing a meeting, for discussing what''s going on with a customer. It''s phenomenal to see how quickly that takes place. So, the next generation of collaboration really is about bottoms-up creation of Web sites where the IT department doesn''t have to get involved. In fact, you can just have a few people administering 50,000 different sites and those sites get staged out and everything in a simple way.
Another new phenomenon that connects into this is one that started outside of the business space, more in the corporate or technical enthusiast space, a thing called blogging. And a standard around that that notifies you that something has changed called RSS.
This is a very interesting thing, because whenever you want to send e-mail you always have to sit there and think who do I copy on this. There might be people who might be interested in it or might feel like if it gets forwarded to them they''ll wonder why I didn''t put their name on it. But, then again, I don''t want to interrupt them or make them think this is some deeply profound thing that I''m saying, but they might want to know. And so, you have a tough time deciding how broadly to send it out.
Then again, if you just put information on a Web site, then people don''t know to come visit that Web site, and it''s very painful to keep visiting somebody''s Web site and it never changes. It''s very typical that a lot of the Web sites you go to that are personal in nature just eventually go completely stale and you waste time looking at it.
And so, what blogging and these notifications are about is that you make it very easy to write something that you can think of, like an e-mail, but it goes up onto a Web site. And then people who care about that get a little notification. And so, for example, if you care about dozens of people whenever they write about a certain topic, you can have that notification come into your Inbox and it will be in a different folder and so only when you''re interested in browsing about that topic do you go in and follow those, and it doesn''t interfere with your normal Inbox.
And so if I do a trip report, say, and put that in a blog format, then all the employees at Microsoft who really want to look at that and who have keywords that connect to it or even people outside, they can find the information.
And so, getting away from the drawbacks of e-mail -- that it''s too imposing -- and yet the drawbacks of the Web site -- that you don''t know if there''s something new and interesting there -- this is about solving that.
The ultimate idea is that you should get the information you want when you want it, and we''re progressively getting better and better at that by watching your behavior, ranking things in different ways.
Another big phenomenon is building communities around Web sites, around products. And virtually every company ought to have on their Web site the ability for their customers, their suppliers, various people, to interact and their employees to see the dialogue taking place there and jump in and talk to them and help them.
The idea of these communities making these things fun, how you make sure nobody dominates the community or invades the community, a lot of progress there that make those things important. Built into every one of our products now are connections back to the community, a thing called Office Online, or Visual Studio, our development tools have the developers online, that''s called MSDN. And we learn so much about what people are doing or what they want from that and we literally require our employees to engage in those communities so they''re up there and visible and getting that direct exposure not through statistics but through particular customer dialogue.
Information visibility. This is one that we often talk about, because our view is what''s being done in terms of insight in information is so small compared to what can be done and what should be done -- seeing trends in customers, seeing quality type issues, tracking those, even the most basic things around budgeting, forecasting, sales analysis -- getting it so somebody can take from the back-end systems that have the information in a very complex form necessarily and navigate that and bring that into their ad hoc tools, typically Microsoft Excel, and play around with it and yet still be connected to the updates and not run any issues about is it secure enough that they''ll let you get at that information, that''s been a big challenge. Steve will talk about a few cases where I think we''ve really got some best practices here in terms of insight into the information.
I wanted to show you one example of this. This is a new product we call InfoPath that we''re using in a number of ways. And so I''d like to ask Jacob Jaffe to come up and show this example of information visibility here at Microsoft. Welcome.

Em thấy topic này rất hay! nhưng tình hình học "chay" không hiệu quả lắm!! Nếu bác post bài nói của Bill hay Bush or someone mà có cả file âm thanh chắc học hiệu quả hơn nhìu bác ah! Em cũng muốn nghe intonation của mấy vị to to này!