Most people don't know that when I went to high school in this country -- I applied for university at a time when I was convinced I was going to be an artist and be a sculptor. And I came from a very privileged background. I was very lucky. My family was wealthy, and my father believed in one thing, and that was to give us all as much education as we wanted. And I announced I wanted to be a sculptor in Paris. And he was a clever man. He sort of said, "Well, that's OK, but you've done very well in your math SATs." In fact, I'd got an 800. And he thought I did very well -- and I did, too -- in the arts: this was my passion. And he said "If you go to MIT," to which I had been given early admission, "I will pay for every year you're at MIT, in graduate or undergraduate -- as much as you want -- I will pay for an equal number of years for you to live in Paris." And I thought that was the best deal in town, so I accepted it immediately. And I decided that if I was good in art, and I was good in mathematics, I'd study architecture, which was the blending of the two.
ほとんどの方は知らないでしょうが 高校生の頃 大学に出願する時点では 将来は彫刻家になろうと 心に決めていました かなり恵まれた環境に育ち とても幸運でした 家庭は裕福で 父の教育方針は 私の望む教育を 全て受けさせようというものでした パリに行き 彫刻家になると伝えたとき 頭の切れる父はこう言いました 「いいけど SAT試験の数学も優秀だったじゃないか」 確かに 数学は800点満点でしたが 芸術も優秀でした 大好きだったのです 早期にMITの入学許可を得ていたので 父は言いました 「MITの学部や院に通う間は 毎年の授業料を払うから 好きなだけ通えばいい そうすれば それと同じ年数 パリでの生活費を払うよ」 この上ない条件なので すぐに受け入れました そこで 芸術も 数学も得意なのだから 2つの組み合わさった建築を専攻しようと決めて
I went and told my headmaster that, at prep school. And I said to him what I was doing, that I was going to go study architecture because it was art and mathematics put together. He said to me something that just went completely over my head. He said, "You know, I like grey suits, and I like pin-striped suits, but I don't like grey pin-striped suits." And I thought, "What a turkey this guy is," and I went off to MIT. I studied architecture, then did a second degree in architecture, and then actually quickly realized that it wasn't architecture. That really, the mixing of art and science was computers, and that that really was the place to bring both, and enjoyed a career doing that.
高校の校長に報告しに行きました 芸術と数学の融合は建築だから 大学で建築を学びたいと伝えると 校長は理解できない事を言ってきました 「灰色のスーツも 細縞のスーツも好きだけど 灰色で細縞のスーツは嫌いだな」 「バカじゃないか」と思いつつ MITに進学しました 建築を学んで2年が経つと すぐに 芸術と科学の融合が建築ではないことに気づきました 実は コンピューターだったのです これこそ まさに融合の場で 楽しみつつキャリアを積んできました
And probably, if I were to fill out Jim Citrin's scale, I'd put 100 percent on the side of the equation where you spend time making it possible for others to be creative. And after doing this for a long time, and the Media Lab passing the baton on, I thought, "Well, maybe it's time for me to do a project. Something that would be important, but also something that would take advantage of all of these privileges that one had." And in the case of the Media Lab, knowing a lot of people, knowing people who were either executives or wealthy, and also not having, in my own case, a career to worry about anymore. My career, I mean, I'd done my career. Didn't have to worry about earning money. Didn't have to worry about what people thought about me. And I said, "Boy, let's really do something that takes advantage of all these features," and thought that if we could address education, by leveraging the children, and bringing to the world the access of the computers, that that was really the thing we should do. Never shown this picture before, and probably going to be sued for it. It's taken at three o'clock in the morning, without the permission of the company. It's about two weeks old. There they are, folks.
ジム シトリンのスケールで考えれば 他者が独創的でいられる環境を作るために 100パーセントの時間を費やしたといえます これに長年打ち込んで メディアラボの所長職を譲ってから こう考えました 「この特権を生かして 何か重要なプロジェクトを すべき時なのではないだろうか」 メディアラボでは いろいろな人と知り合い 重役や金持ちとも知り合いになりました 私はもうキャリアのことを心配する必要はありません もう十分にキャリアをやり遂げました お金の心配もありません 他人にどう思われるか気にする必要もありませんから 「この特権を生かして何か実践しよう」と決意しました 子どもたちに力を貸し コンピューターを使う環境を作り 教育に活用させることができるならば それこそ私のやるべきことだと考えました これは初公開の写真ですから 訴えられるかもしれません 朝の3時に 会社の許可なしで撮りました 出来上がって2週間たったところです それがこちら
(Applause)
(拍手)
If you look at the picture, you'll see they're stacked up. Those are conveyor belts that go around. This is one of the conveyor belts with the thing going by, but then you'll see the ones up above. What happens is, they burn into flash memory the software, and then test them for a few hours. But you've got to have the thing moving on the assembly line, because it's constant. So they go around in this loop, which is why you see them up there. So this was great for us because it was a real turning point. But it goes back. This picture was taken in 1982, just before the IBM PC was even announced. Seymour Papert and I were bringing computers to schools and developing nations at a time when it was way ahead of itself. But one thing we learned was that these kids can absolutely jump into it just the same way as our kids do here.
写真で分かると思いますが 積み上げられていますね ぐるっと周回するコンベアーベルトがあります こちらはパソコンが流れるコンベアーベルトの一部です 上にもパソコンが流れていますね フラッシュメモリにソフトウエアを入れて 数時間テストにかけているのですが 止まらない製造ライン上を流しつづければいけません だから上にもパソコンが流れているのです この実現は最高の転換点でした さて昔の話ですが これは1982年にIBMがPCを発表する直前の写真です シーモア パパートと私は学校や途上国に まだ珍しかったコンピューターを持ち込みました すると 子どもたちがすぐにコンピューターにのめり込む ということが分かりました アメリカの子どもと同じです
And when people tell me, "Who's going to teach the teachers to teach the kids?" I say to myself, "What planet do you come from?" Okay, there's not a person in this room -- I don't care how techie you are -- there's not a person in this room that doesn't give their laptop or cell phone to a kid to help them debug it. OK? We all need help, even those of us who are very seasoned. This picture of Seymour -- 25 years ago. Seymour made a very simple observation in 1968, and then basically presented it in 1970 -- April 11 to be precise -- called "Teaching Children Thinking." What he observed was that kids who write computer programs understand things differently, and when they debug the programs, they come the closest to learning about learning. That was very important, and in some sense, we've lost that. Kids don't program enough and boy, if there's anything I hope this brings back, it's programming to kids.
「誰が先生を育成するんだ?」と尋ねてくる人がいると 「コイツどの星から来たんだ?」と思わざるを得ません 皆さんの知識がどれくらいか知りませんが 誰でも 若者にパソコンや携帯を渡して 直してもらったりするでしょう どんな年長者にも助けが必要です こちらは 25年前のシーモアです 彼は1968年に ある簡単な観察記録を取って 1970年に発表しました 4月11日 タイトルは 「考えることを子どもに教える」 この観察記録によれば プログラムを書く子どもは 書かない子とは 違った考え方をします デバック時には 「学習」を学習するような経験をします とても重要なのに最近では経験する機会がありません プログラミング経験が不足しています ぜひ 子どもたちにプログラミングをしてほしいのです
It's really important. Using applications is OK, but programming is absolutely fundamental. This is being launched with three languages in it: Squeak, Logo, and a third, that I've never even seen before. The point being, this is going to be very, very intensive on the programming side. This photograph is very important because it's much later. This is in the early 2000s. My son, Dimitri -- who's here, many of you know Dimitri -- went to Cambodia, set up this school that we had built, just as the school connected it to the Internet. And these kids had their laptops. But it was really what spirited this, plus the influence of Joe and others. We started One Laptop per Child. This is the same village in Cambodia, just a couple of months ago. These kids are real pros. There were just 7,000 machines out there being tested by kids. Being a nonprofit is absolutely fundamental.
とても重要です アプリケーションを使うのもいいですが プログラミングを教えることこそ必要です まず 3つの言語から始めました スクイークと ロゴと 3つ目は聞いたこともない言語です プログラミング機能を ぐっと強化しているのが特徴です こちらはずっと最近の 重要な意味のある写真です 2000年から2003年頃で 息子のディミトリーもいます カンボジアに建設した学校に ネットがつながった頃 ご存知のように ディミトリーが学校運営を始めて 子どもたちがラップトップを手にしたのです 夢見たこの光景や ジョーらの影響こそ「子供に1人1台ラップトップ」計画のきっかけでした こちらはこの村の2か月ほど前の写真です 子どもたちがプロ並みに 7000台をテストしています 非営利であることは間違いなく重要です
Everybody advised me not to be a nonprofit, but they were all wrong. And the reason being a nonprofit is important is actually twofold. There are many reasons, but the two that merit the little bit of time is: one, the clarity of purpose is there. The moral purpose is clear. I can see any head of state, any executive I want, at any time, because I'm not selling laptops. OK? I have no shareholders. Whether we sell, it doesn't make any difference whatsoever. The clarity of purpose is absolutely critical. And the second is very counterintuitive -- you can get the best people in the world. If you look at our professional services, including search firms, including communications, including legal services, including banking, they're all pro bono. And it's not to save money. We've got money in the bank. It's because you get the best people. You get the people who are doing it because they believe in the mission, and they're the best people.
誰もが 非営利はダメと言ってきたのですが 間違いです 非営利が重要だと考える本質的な理由は2つです たくさんありますが重要なのは2つです まず目的が明確なこと 道徳上の目的が明確なのです あらゆる国の首脳や高官に いつでも会えるのは ラップトップを売らないからです 株主もいませんから 売ろうが売るまいが全く関係ありません 目的の明確さは重要です 次の理由は直観に反しますが 世界有数の人材が集まることです 調査事業 通信事業 法務 銀行業といった 専門サービスを すべて無償で実現していますが お金を節約するためではありません 銀行にお金はあります 優秀な人材がいるからです 使命感をもって自ら適任と考えてこの仕事をする人材が いるのです
We couldn't afford to hire a CFO. We put out a job description for a CFO at zero salary, and we had a queue of people. It allows you to team up with people. The U.N.'s not going to be our partner if we're profit making. So announcing this with Kofi Annan was very important, and the U.N. allowed us to basically reach all the countries. And this was the machine we were showing before I met Yves Behar. And while this machine in some sense is silly, in retrospect, it actually served a very important purpose. That pencil-yellow crank was remembered by everybody. Everybody remembered the pencil-yellow crank. It's different. It was getting its power in a different way. It's kind of childlike. Even though this wasn't the direction we went because the crank -- it really is stupid to have it on board, by the way. In spite of what some people in the press don't get it, didn't understand it, we didn't take it off because we didn't want to do -- having it on the laptop itself is really not what you want. You want a separate thing, like the AC adaptor. I didn't bring one with me, but they really work much better off-board. And then, I could tell you lots about the laptop, but I decided on just four things.
財務担当役員の給料は払えないので 無給で募集したら 応募者が殺到しました 非営利であれば協力が得やすくなります 営利目的なら国連も協力しようとは考えなかったでしょう アナン事務総長とこれを共同発表できたのは貴重でした 国連のおかげで 概ねどんな国とも連絡がとれました デザイナーのイヴ べアールが手伝う前のデザインです おかしなデザインにも見えますが 振り返ってみると かなり貢献してくれました 細くて黄色いL字ハンドルを皆さん覚えているのです 特徴的なので このハンドルを誰も忘れたりしません 少し変わった電力供給手段です 子どもっぽいですね このハンドルが問題になって変えましたけど 付いていたら確かにおかしいですね 一部の報道陣には理解できないようでしたが 方向性が気に入らなくて取り外したわけではありません ハンドルは ラップトップ本体に無いほうがいいのです ACアダプターみたいに取り外せたほうがいいのです ここにはありませんが 本体から外すと使いやすいのです 言いたいことは山ほどあるのですが 四つに絞りましょう
Just keep in mind -- because there are other people, including Bill Gates, who said, "Gee, you've got a real computer." That computer is unlike anything you've had, and does things -- there are four of them -- that you don't come close to. And it's very important to be low power, and I hope that's picked up more by the industry. That the reason that you want to be below two watts is that's roughly what you can generate with your upper body. Dual-mode display -- that sunlight display's fantastic. We were using it at lunch today in the sunlight, and the more sunlight the better. And that was really critical. The mesh network, it'll become commonplace. And of course, "rugged" goes without saying. And the reason I think design matters isn't because I wanted to go to art school.
心に留めておいてください 皆さん ビル ゲイツでさえ 「すごいね まさに真のパソコンだ」と言うのですから このパソコンは従来品とは全く違っています その中の四つの違いをあげましょう 馴染みがないでしょう まず低消費電力が重要です 企業でも もっと取り組んでほしいですね 「2ワット以下」にしたい理由は 上半身で生み出せるのが そのぐらいの電力だからです 太陽光を利用する「2方式ディスプレー」も素晴らしい 今日の昼に使ってみましたが 日差しは強いほどいいです いずれ普及する「メッシュネットワーク」は必須です そして 「頑丈」なのは当然です 芸術志望だったからデザインを重要視するわけではなくて
And by the way, when I graduated from MIT, I thought the worst and silliest thing to do would be to go to Paris for six years. (Laughter) So, I didn't do that. But design matters for a number of reasons. The most important being that it is the best way to make an inexpensive product. Most people make inexpensive products by taking cheap design, cheap labor, cheap components, and making a cheap laptop. And, in English, the word "cheap" has a double meaning, which is really appropriate, because it's cheap, in the pejorative sense, as well as inexpensive. But if you take a different approach, and you think of very large-scale integration, very advanced materials, very advanced manufacturing -- so you're pouring chemicals in one end, iPods are spewing out the other -- and really cool design, that's what we wanted to do.
ちなみにMIT卒業時には パリに6年住むなんて 最悪で ばかげた選択に思えたので 止めましたが いくつかの理由からデザインは重要です 一番の理由は 製品を安く作るための最善策だからです たいてい 製造費を抑えようと デザイン料を安くして 安い労働力や部品を調達して 安いラップトップを作ります 英語では「安い」という言葉には 裏の意味があって これがぴったり当てはまります つまり安いだけでなく 安っぽいのです ですが 見方を変えて 大規模な意味での統合を図って 最先端の材料や 最先端の製造設備を使うことにしたら 材料を投入すれば iPodが出てきます 格好いい製品が手に入ります これをやりたかったのです
And I can race through these and save a lot of time because Yves and I obviously didn't compare notes. These are his slides, and so I don't have to talk about them. But it was really, to us, very important as a strategy. It wasn't just to kind of make it cute, because somebody -- you know, good design is very important. Yves showed one of the power-generating devices. The mesh network, the reason I -- and I won't go into it in great detail -- but when we deliver laptops to kids in the remotest and poorest parts of the world, they're connected. There's not just laptops. And so, we have to drop in satellite dishes. We put in generators. It's a lot of stuff that goes behind these. These can talk to each other. If you're in a desert, they can talk to each other about two kilometers apart. If you're in the jungle, it's about 500 meters. So if a kid bicycles home, or walks a few miles, they're going to be off the grid, so to speak. They're not going to be near another laptop, so you have to nail these onto a tree, and sort of, get it.
このスライドは飛ばしましょう イヴと発表内容を突き合わせていなかったのですが 彼が発表しますので 私が説明しなくてもいいでしょう いずれにしろデザインは戦略的にとても重要です 単にかわいく見せたいからではなく 良いデザインが重要だからです これは発電装置の一つです メッシュネットワークについて 簡単に説明しますと 世界一辺ぴな貧困地域で ラップトップ同士が通信します ラップトップが複数おいてあるだけではないのです パラボラアンテナや発電機を設置する必要もありました 舞台裏で稼働しているこれらは 相互に通信できます 砂漠では 2キロ離れていても通信できますが ジャングルでは約500メートルですから 子どもたちが 自転車で出かけたり数キロ歩くとメッシュから外れます つまり別のラップトップが近くに存在しないので これを木に設置して中継させます
You don't call Verizon or Sprint. You build your own network. And that's very important, the user interface. We are launching with 18 keyboards. English is by far the minority. Latin is relatively rare, too. You just look at some of the languages. I'm willing to suspect some of you hadn't even heard of them before. Is there anybody in the room, one person, unless you work with OLPC, is there anybody in the room that can tell me what language the keyboard is that's on the screen? There's only one hand -- so you get it. Yes, you're right. He's right. It's Amharic, it's Ethiopian. In Ethiopia, there's never been a keyboard. There is no keyboard standard because there's no market. And this is the big difference.
ネットワークは 通信会社に依頼せず 自分で構築します そして重要なのが ユーザーインターフェースです キーボードは18言語を用意します 英語は少数派ですし ラテン語も比較的少数派なのです 中には皆さんの知らない言語もきっとあると思います OLPCプロジェクトの関係者以外で どなたか このキーボードの言語が分かりますか? 一人だけのようですので どうぞ その通り アムハラ語です エチオピアの言葉です これまでエチオピアにはキーボードが存在しませんでした 市場がないので キーボードの規格もありませんでした ですからこれは大きな変化もたらします
Again, when you're a nonprofit, you look at children as a mission, not as a market. So we went to Ethiopia, and we helped them make a keyboard. And this will become the standard Ethiopian keyboard. So what I want to end with is sort of what we're doing to roll it out. And we changed strategy completely. I decided at the beginning -- it was a pretty good thing to decide in the beginning, it's not what we're doing now -- is to go to six countries. Big countries, one of them is not so big, but it's rich. Here's the six. We went to the six, and in each case the head of state said he would do it, he'd do a million. In the case of Gaddafi, he'd do 1.2 million, and that they would launch it. We thought, this is exactly the right strategy, get it out, and then the little countries could sort of piggyback on these big countries.
非営利なので子どもは市場ではなく使命の対象となります ですから エチオピアでキーボード製作を手伝ったのです これがエチオピアの標準的なキーボードになるはずです 最後に プロジェクト拡大に向けて何をしているか話します 実は 当初と戦略が全く変わっています 当初の決定としてはかなり良いものだったのですが 今とは違って 6か国を訪問していました 大きな国々です 一か国は大きくはないが裕福です この6か国です この国々を訪れると どの首脳も協力的で 100万台買うと言ってくれました リビアのカダフィー大佐は120万台を約束してくれました 私たちはこれが正しい戦略だと考え これをやれば 小国も追随すると思っていました
And so I went to each of those countries at least six times, met with the head of state probably two or three times. In each case, got the ministers, went through a lot of the stuff. This was a period in my life where I was traveling 330 days per year. Not something you'd envy or want to do. In the case of Libya, it was a lot of fun meeting Gaddafi in his tent. The camel smells were unbelievable. And it was 45 degrees C. I mean, this was not what you'd call a cool experience. And former countries -- I say former, because none of them really came through this summer -- there was a big difference between getting a head of state to have a photo opportunity, make a press release. So we went to smaller ones. Uruguay, bless their hearts. Small country, not so rich. President said he'd do it, and guess what? He did do it. The tender had nothing in it that related to us, nothing specific about sunlight-readable, mesh-network, low-power, but just a vanilla laptop proposal. And guess what? We won it hands down. When it was announced that they were going to do every child in Uruguay, the first 100,000, boom, went to OLPC. The next day -- the next day, not even 24 hours had passed -- in Peru, the president of Peru said, "We'll do 250." And boom, a little domino effect.
ですから この6か国を最低6回は訪問して 首脳たちにも2回か3回は会いました いつも大臣に会って 検討もいろいろとしました この時は 1年の330日 世界を飛び回っていました うらやましくもないでしょうし やってみたくもないでしょう カダフィー大佐とテントで話したときはとても楽しくて でも ラクダの臭いはきつかったですね 摂氏45度でしたから 決してクールな経験とは言えません 以前相手していた国々は いずれも この夏が終わっても購入してもらえませんでした 首脳に会って写真を撮ることと 報道発表に至ることとは 大きく違うのです そこで 小さい国々を回ることにました ウルグアイもそう 小国でさほど裕福でないのに 大統領はやると言い 本当にやってくれました 太陽光の下で見えることや メッシュネットワークや 低消費電力の説明をしなくても 単にラップトップについて提案しただけで あっさりと引き受けてくれたのです ウルグアイの子ども全員に支給すると発表して いきなり10万個の注文がOLPCに来ました その翌日というか 24時間もたたないうちに ペルーから 大統領が「25万台」と言ってきました 連鎖反応です
The president of Rwanda stepped in and said he would do it. The president of Ethiopia said he would do it. And boom, boom, boom. The president of Mongolia. And so what happens is, these things start to happen with these countries -- still not enough. Add up all those countries, it didn't quite get to thing, so we said, "Let's start a program in the United States." So, end of August, early September, we decide to do this. We announced it near the middle, end -- just when the Clinton Initiative was taking place. We thought that was a good time to announce it. Launched it on the 12 of November. We said it would be just for a short period until the 26. We've extended it until the 31. And the "Give One, Get One" program is really important because it got a lot of people absolutely interested.
ルワンダの大統領がやってきて やろうと言ってくれました エチオピアの大統領もやろうと言ってくれました どんどん拡大して モンゴルの大統領もそう これらの国々でそんなことが起き始めたのです でもまだ不十分です この成果を合わせても まだやり足りないと感じて 「アメリカで何か立ち上げよう」と思い こちらの計画を 8月末から9月頭に決定し 9月中ばに発表しました ちょうどCGI総会が開催されていた時期だったので 発表にはうってつけでした 11月12日から始まりました 26日までの短い予定でしたが 31日まで延長しています この「一つ贈って一つ得る」というイベントは かなり注目を浴びて いい成果を上げました
The first day it was just wild. And then we said, "Well, let's get people to give many. Not just one, and get one, but maybe give 100, give 1,000." And that's where you come in. And that's where I think it's very important. I don't want you all to go out and buy 400 dollars worth of laptops. Okay? Do it, but that's not going to help. Okay? If everybody in this room goes out tonight and orders one of these things for 400 dollars, whatever it is, 300 people in the room doing it -- yeah, great. I want you do something else. And it's not to go out and buy 100 or 1,000, though, I invite you to do that, and 10,000 would be even better.
初日はもう大盛況でした そこでこんな案がでました 「たくさん贈ってもらおう "一つ贈って一つ得る"のでなく 100台や1000台贈ってもらおう」 これは重要です 皆さんには 400ドル出して買って欲しくはないのです もちろんいいですけど 役には立ちません この会場の全員が一つずつ注文してもだめなのです 300人だろうが役に立たないのです みなさんには もっと違うことをやっていただきたい 100台や1000台買ってくれというのではありません 歓迎はしますが どうせなら1万台のほうがいいですね
Tell people about it! It's got to become viral, OK? Use your mailing lists. People in this room have extraordinary mailing lists. Get your friends to give one, get one. And if each one of you sends it to 300 or 400 people, that would be fantastic. I won't dwell on the pricing at all. Just to say that when you do the "Give One, Get One," a lot of press is a bit about, "They didn't make it, it's 188 dollars, it's not 100." It will be 100 in two years. It will go below 100. We've pledged not to add features, but to bring that price down. But it was the countries that wanted it to go up, and we let them push it up for all sorts of reasons. So what you can do -- I've just said it. Don't just give one, get one.
宣伝してください! ブームを起こす必要があるのです みなさんの素晴らしいメーリングリストを活用しましょう 「一つ贈って一つ得る」プロジェクトに招待しましょう 一人一人が300人や400人に知らせてくれたら最高です 価格については こだわっていません 「一つ贈って一つ得る」をやっていると 多くの報道陣に 「100ドルは無理だったな 188ドルか」と言われますが 2年後には100ドルになって さらに下がります 機能を追加せずに 価格を下げていきますが いろいろと理由があって 購入する国々が 高くなる方向を希望したので その通りにしました 「一つ贈って一つ得る」だけに終わらせないでください
I just want to end with one last one. This one is not even 24-hours old, or maybe it's 24-hours. The first kids got their laptops. They got them by ship, and I'm talking now about 7,000, 8,000 at a time went out this week. They went to Uruguay, Peru, Mexico. And it's been slow coming, and we're only making about 5,000 a week, but we hope, we hope, sometime in next year, maybe by the middle of the year, to hit a million a month. Now put that number, and a million isn't so much. It's not a big number. We're selling a billion cell phones worldwide this year. But a million a month in laptop-land is a big number. And the world production today, everybody combined, making laptops, is five million a month. So I'm standing here telling you that sometime next year, we're going to make 20 percent of the world production. And if we do that, there are going to be a lot of lucky kids out there. And we hope if you have EG two years from now, or whenever you have it again, I won't have bad breath, and I will be invited back, and will have, hopefully by then, maybe 100 million out there to children. Thank you.
最後になりますが この写真は 24時間もたたないか 24時間ぐらい前のものです 初めて子どもたちにラップトップが届きました 船便です 今週は 7000台から8000台を一度に送りました ウルグアイや ペルーや メキシコに届けたのです 緩やかな幕開けで 一週間に5000台だけですが できれば 来年のいつか 半ばぐらいには 月産100万台になるでしょう 今 そう宣言します 100万は数字としてはさほど大きくありません 今年の携帯電話の販売台数は 10億台ですからね でも ラップトップで月産100万台は 多いといえます 現在 全世界のラップトップ製造台数は 月産500万台です 今 ここで言っておきますが 来年のいつか 世界の20パーセントを生産するようになります 実現すれば子どもたちの笑顔が世界に広がるはずです 2年後かどうかわかりませんが このEGが開催されたら まだ生きていて きっと招待されるでしょう それまでには 1億台のラップトップを子どもたちに届けたいものです ありがとうございました
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