跪求大神翻译这段文字

Question

1. The Future Is Now—Philips’Vision of the Future( Part 1 )
“ In this era of short - term thinking, it’s refreshing to see a company allocatefunds for long term envisioning. " —Tom Hardy, IDSA.
What will life be like in 2005? What will people want to do? What willinterest them and make their lives more fulfilled? As a worldwide producer ofconsumer electronics, Philips is in a position to propose ways to use newtechnology to improve the quality of people’s lives.
It is difficult to predict the future because people’s perspectives changeand technologies develop and merge. Traditionally, technological innovation hasbeen responsible for most new products. However, to make products and servicescome closer to meeting human needs and desires, we need to redress the balanceand look more carefully at the increasingly complex relationship between peopleand technology.
Philips initiated the Vision of the Future project to investigatedevelopments over the next ten years, because we have to look far enough intothe future to see the steps we need to undertake next.
The project’s broad aim was to explore what people will perceive asuseful, desirable and beneficial in the future and to create a technologicalroad map to realize this goal. This goal required a new approach to discern thelatent needs and aspirations of people, in particular what qualities they wouldvalue in future products and services.
Our first step toward such a vision was extensive research in socio -cultural trends and developments in technology. Trend - forecasting institutes,such as the Risc Institute for Social Change, provided information on emergingattitudes, preoccupations and concerns within society, and research intoemerging technologies came from both within the Philips organization and withreference to global forecasting done in Japan and Germany.
Our next step was to set up multidisciplinary teams of culturalanthropologists, ergonomists, sociologists, engineers, industrial designers,interaction designers, exhibition designers, graphic designers and video andfilm experts. In a series of creative workshops, these teams developed more than300 scenarios based on the findings from our socio - cultural and technologicalresearch.
We based these scenarios ( short stories describing a product concept andits use) on five basic parameters: people, time, space, objects andcircumstances, then refined and filtered the scenarios using four criteria:Would they clearly provide people with genuine benefits? Did they fit with Philips’majorareas of competence and interest? Would they be technically feasible? And wouldthey be applicable to the social and cultural area we had defined?

Answer 1

1。未来就是现在飞利浦的未来愿景（1）“在这个时代的短长期思考，看到一个公司的所有资金长期主张想象它的清新。”汤姆哈迪，IDSA。2005的生活会是什么样的？人们会怎么想呢？什么会吸引他们、使他们的生活更充实吗？作为一个世界性的生产消费电子，飞利浦是在一个位置，提出了利用新技术来提高人们的生活质量的途径。因为人的视角变化和技术的发展，将其预测未来是很困难的。传统上，技术创新是最负责的新产品。然而，使产品和服务来满足人类的需要和愿望，我们需要纠正的平衡，更仔细的查看和技术之间的关系也日益复杂。飞利浦引发未来项目研究的发展在未来十年的愿景，因为我们已经看的足够远至未来看我们需要进行下一个步骤。该项目的广泛的目的是探索人们会认为有用，在未来，创造一个技术路线图，实现这一目标的理想和有益的。这个目标需要辨别潜在的需要和愿望的人的一种新的方法，特别是他们将在未来的产品和服务的价值，什么样的素质。我们的第一步，这样的视觉被广泛的研究在社会文化的发展趋势和技术的发展。趋势预测机构，如RISC的社会变化所提供的信息，对新兴的态度，在社会的关注和担忧，并研究电子合并的技术来自于在飞利浦组织关于全球预报在日本和德国所做的。我们下一步是建立多学科团队的文化硝酸ROPO逻辑学家，生物工程学家，社会学家，工程师，设计师，交互设计师，展览设计师，平面设计师和视频提高专家。在一系列的工作坊，这些团队开发的300多方案的结果的基础上从我们的社会文化和技术的研究。我们根据这些情况（短篇故事描述一个产品的概念及其使用）对五个基本参数：人，时间，空间，物体和环境，然后细化和过滤的情况下使用四个标准：他们会清楚地提供真正的好处的人吗？他们适应飞利浦的主要能力和兴趣？他们是技术上可行吗？然后他们会被适用于社会和文化领域我们已经定义了吗？