孟晚舟投稿日媒回應牛津叫停華為捐款：將繼續資助基礎研究

據路透社 1 月 18 日報道，英國牛津年夜學于本地時候 1 月 17 日頒布發表暫停接管來自華為的捐錢，當天一名華為講話人暗示對此事不知情。

現在華為對此事有了進一步的回應。據日經中文網 1 月 25 日報道，華為副董事長兼 CFO 孟晚舟標的目的日本經濟新聞（中文版：日經中文網）投稿，題目為《為什么華為正視與年夜學的合作》（Why Huawei values collaboration with universities）。

報道稱該投稿內容改編自孟晚舟 2018 年在新加坡的一場未頒發的演講，并在牛津年夜學頒布發表暫停接管華為捐錢后交給日本經濟新聞。

對牛津年夜學遏制接管華為捐錢一事，孟晚舟在投稿中暗示華為并不是為了從合作伙伴那邊獲得專利和研究當作果，華為的方針是從研究人員的當作果和掉敗中進修。此外她還暗示此后華為還將繼續幫助可以或許鞭策科學和手藝成長的根本研究。

（圖片來歷：麻省理工科技評論）

附日經中文網登載孟晚舟投稿全文：

降生于中宿世紀歐洲的年夜學在數個宿世紀的時候里，本家兒如果為了將阿誰時代的常識傳布到下一代而存在。人類常識的成長，那時本家兒如果經由過程在同業公會制之下工作的人們來堆集。但財產層面的經驗堆集和年夜學研究很少發生交集。

可是，學術界和財產界的關系在工業革命的時代發生改變。年夜學從純真普及常識的“場合”變為了追求“常識”最火線的場合。詹姆斯·瓦特開辟出近代蒸汽機，是在格拉斯哥年夜學負責補綴效率低下的初期階段蒸汽機之時。蒸汽機隨后在制造業和交通東西等獲得普遍操縱。

到了 1940～1950 年月，平易近間企業和研究機構起頭在根本研究范疇闡揚必然的感化。美國德律風電報公司（AT＆T）的貝爾嘗試室開辟出晶體管、激光器和信息理論。跟著美國德州儀器（TI）開辟出集當作電路，“摩爾法例”的時代到來。

此刻，年夜學和企業前所未有地慎密連系。年夜學在人工智能（AI）范疇走在根本理論研究的最前端，而谷歌、Facebook、特斯拉和華為等手藝領先企業則正致力于理論的適用化。

18 萬名華為員工的近對折介入研發。比來 10 年的研發費用跨越 600 億美元，打算此后數年投入 150 億～200 億美元。

我們要作為 IT 企業取得當作功并保存下去，取決于研發部分可否精確地展望通信手藝的成長。為了看清將來，要培育開放的企業文化，我們一向鼓動勉勵員工，推崇“一杯咖啡接收宇宙能量”。這句話的寄義是不要只顧著工作，要偶然拿出時候，大師聚在一路，彼此讓各類思惟彼此碰撞，這一點也很是主要。

為了培育和外部的合作關系，啟動了“華為立異研究打算（HIRP）”，為全宿世界年夜學和研究機構構建了虛擬的咖啡吧，在這里，大師可以交流各類思惟。起首于 2010 年在歐洲啟動。經由過程這個打算為最具可能性的方案供給資金。經由過程 HIRP，與全球前 100 的年夜學和 30 多個國度的國度級研究機構的學者合作無懈。

為了更普遍地撐持根本研究偏向與華為營業相一致的科學家們，我們在 2014 年擴充了 HIRP。由 HIRP 撐持的項目數跨越 1200 個，很多都已經當作功實現貿易化。例如華為與德國慕尼黑工業年夜學結合研發的降噪手藝已經用到手機上。別的德國國度工程院院士 Josef Nossek 傳授提出將無線手藝應用于光通信的構思，年夜幅降低了光傳輸產物所用芯片的功耗。

有一部門人似乎心存疑慮，但華為從未想過從合作伙伴那邊獲取各類專利或研究當作果。英國牛津年夜學決議新的項目此后不再接管來自華為的資金援助，但我們的目標只是從研究人員的當作功與掉敗中進修。

這種開放式的合作是消弭綿亙在科學與貿易應用之間鴻溝的獨一方式。為此，不僅僅需要資金，還要連結耐煩。因為有些根本性的理論投入到現實應用要花上數十年時候。

只有年夜學與企業起頭彼此合作，才能消弭這種時候性的阻隔。年夜學不進行根本研究，財產就沒有理論根本。若是沒有財產界、學術界的常識就只能封鎖在象牙塔里。

華為之所以標的目的各類各樣的年夜學供給幫助，就是因為熟悉到年夜學里追求的科學研究就像燈塔一樣照亮將來的成長偏向。科學家是燈塔的所有者，研究當作果可以按照研究者自身愛好的偏向實現貿易化。

華為此后將繼續幫助能帶來科學與手藝前進的根本研究。如許的合作勾當不僅僅有助于華為的營業勾當，還將給社會和整個財產做出進獻。

（注：投稿原文為英語，日經中文網登載的中文內容由日語原稿翻譯而當作。）

附日經中文網登載孟晚舟投稿英文全文：

Why Huawei values collaboration with universities

Meng Wanzhou

Universities originated in medieval Europe, where for centuries they existed mainly to pass existing knowledge on to subsequent generations. Advances in human knowledge were driven primarily by craftsmen working in guilds. Industrial craftsmanship and university research rarely crossed paths.

That changed during the Industrial Revolution, when universities went from simply disseminating knowledge to pushing back its frontiers. James Watt developed the modern steam engine while repairing an inefficient early model at the University of Glasgow. His refinements led to the widespread use of steam power for manufacturing and transport.

Private companies and institutes began playing a role in basic research in the 1940s and 1950s. AT&T's Bell Labs invented the transistor, the laser, and information theory while an engineer from Texas Instruments ushered in the era of Moore's Law by inventing the integrated circuit.

Today, universities and companies are collaborating more closely than ever. Universities are leading the charge in basic theoretical research on artificial intelligence while leading companies like Google, Facebook, Tesla and Huawei Technologies are putting scholars' theories to practical use.

Nearly half of Huawei's 180,000 employees are engaged in research and development. Over the past decade, we have invested $60 billion in R&D and plan to spend $15 billion to $20 billion annually over the coming years.

As a tech company, our success -- indeed, our survival -- depends on how accurately our R&D predicts the evolution of future communications technology. To get it right, we foster a culture of openness, encouraging employees to "absorb the energy of the universe over a cup of coffee." This is a way of saying they should take time out of the work day to get together and bounce around ideas.

To foster collaboration externally, the Huawei Innovation Research Program provides a virtual coffee shop where we can exchange ideas with universities and research institutes around the world. First launched in Europe in 2010, the program funds proposals that offer the greatest potential. Through HIRP, we work closely with most of the world's top 100 universities and with scholars at 50 national laboratories in more than 30 countries.

In 2014, we expanded HIRP to support a wider range of scientists whose basic research aligns with our business. To date, the program has funded 1,200 projects, many of which have successfully been commercialized. For example, the noise canceling technology that we developed together with the Technical University of Munich is used in mobile phones. We also work closely with Professor Josef Nossek, a member of the German Academy of Science and Engineering, whose application of wireless concepts to optical communications has reduced the power consumption of chips used in certain optical transmission products.

Contrary to what some have alleged, Huawei is not after our partners' patents or research results. While we have noted Oxford University's decision to decline further funding for new projects from Huawei, our goal is only to learn from researchers' successes and failures. This type of open collaboration is the only way to close the gap between basic science and its commercial application. It requires not only funding but patience, as the journey from a basic theory to its practical adaptation may take decades.

We can only bridge this divide when universities and companies collaborate. Without basic research by universities, industrial development would lack theoretical foundations; without industry, knowledge would remain cloistered in the ivory towers of academia.

Huawei supports universities so that scientific research can be a lighthouse that illuminates a path toward the future. Scientists own the lighthouse, allowing them to commercialize the fruits of their research however they like.

Huawei will continue funding basic research that leads to advances in science and technology. This collaboration will benefit not only our own commercial efforts, but industry and society as a whole.