我们都退避在想到施乐如何完全的失败再帕洛·阿尔托研究中心的发明，允许苹果和微软从他们这儿逃走。
We all wince at the thought of how Xerox utterly failed to innovate on PARC's inventions, allowing Apple and Microsoft to run away with most of them.
好些替微软视窗卖命的年轻人原先都效命于施乐公司帕洛阿尔托研究中心。
Some of the guys who wrote Microsoft Windows had previous worked on window systems at Xerox PAPC.
“不能让研究人员孤军作战，这是一条教训，”谷歌首席执行官埃里克·施密特说。施密特在事业初期曾是贝尔实验室的一名计算机科学家，之后在施乐帕洛·阿尔托研究中心工作。
"The lesson learnt is that you don't isolate researchers," says Eric Schmidt, the boss of Google, who started his career as a computer scientist at Bell Labs and later at Xerox PARC.
“不能让研究人员孤军作战，这是一条教训，”谷歌首席执行官埃里克•施密特说。 施密特在事业初期曾是贝尔实验室的一名计算机科学家，之后在施乐帕洛阿尔托研究中心工作。
“The lesson learnt is that you don't isolate researchers, ” says Eric Schmidt, the boss of Google, who started his career as a computer scientist at Bell Labs and later at Xerox PARC.
近来的一个故事，关于施乐帕洛·阿尔托研究中心创立四十周年纪念激起了我的对于创造力如何在哪个，那个时候。
A recent story about the 40th anniversary of Xerox PARC stirred my memories of how the creativity ingredients overflowed at that place, in that time.
时任施乐公司帕洛·阿尔托(PaloAlto)研究中心工程师的AlanKay挺身而出，给他们上了一课。
It took Alan Kay, an engineer working at Xerox's Palo Alto Research Center, to show them.
现代人迁移得更多了,但伟大的作品仍然不成比例地来自几个热点地区:鲍豪斯 (Bauhaus),曼哈顿计划,纽约客,洛克希德的Skunk Works,施乐的帕洛阿尔托研究中心(Xerox Parc).
Today we move around more, but great work still comes disproportionately from a few hotspots: the Bauhaus, the Manhattan Project, the New Yorker, Lockheed's Skunk Works, Xerox Parc.
美国电报电话公司的贝尔实验室和施乐帕洛阿尔托研究中心（Xerox PARC）的辉煌历史已经过去了，但是不知怎的IBM的研究文化却幸存下来。
AT&T’s Bell Labs and Xerox PARC have left their glorious histories behind them, yet somehow IBM’s research culture has survived.
美国电报电话公司的贝尔实验室和施乐帕洛阿尔托研究中心（Xerox PARC）的辉煌历史已经过去了，但是不知怎的IBM的研究文化却幸存下来。
AT&T’s Bell Labs and Xerox PARC have left their glorious histories behind them, yet somehow IBM’s research culture has survived.
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