第一篇：卡莉·菲奥莉娜如何评论她的职业生涯
正如阅读其他败走麦城后的自传一样，读者拿到《艰难的选择》（Tough Choices）也是先迅速浏览一遍，以找到有关菲奥莉娜担任惠普CEO最后的日子以及她去年被公司董事会随便解聘的叙述。
简简一阅，满眼都是卡莉·菲奥莉娜对惠普高级管理人员挖苦性的描述，如董事乔治·杰·肯沃斯（Jay Keyworth）的情绪化、康柏CEO迈克尔·堪培拉斯（Michael Capellas）的无礼和脏话连篇、惠普董事瓦尔特·休伊特（Walter Hewlett）缺乏主见等，同时她本人坚信自己在惠普的CEO生涯是成功的。
尽管如此，《艰难的选择》并不仅仅是揭露内幕、读者看过就扔到一边的书。拨开所有与新闻有关的重大事件后，读者们应当静下心来，就当他们从未听说过卡莉·菲奥莉娜其人其事一样，重新翻开这本书。认真阅读，一定会发现这本自传包含了菲奥莉娜对大公司内部运作颇为敏锐的观察。更重要的是，读者们会发现，该书同样体现了卡莉·菲奥莉娜对团队协作的一腔热忱、她的远见卓识以及在职业生涯中百分之百的努力和投入。但是，遗憾的是，在自传中，菲奥莉娜却没有利用自己优秀的洞察力将有关她本人在惠普富有争议的但几近成功的任职同外界所传说的灾难性后果进行心平气和的论述。
就菲奥莉娜的家庭背景而言，并没有任何迹象表明她日后会成为大公司顶级管理者。她的母亲是位艺术家，父亲是学者。在斯坦福大学，她主修哲学，接着从法学院辍学，后来申请马里兰大学的MBA课程，却被拒绝。
从最低层的职位——办公室临时职员作起，菲奥莉娜全心投入她的第一份工作。她当时的职责是在距离惠普总部一个街区的股票经纪公司做经纪人，整天忙着接打电话。如菲奥莉娜所述，她觉得这份工作充满乐趣，“我十分喜欢这份工作注重功效的本质，”她写到，“最重要的一点是，我喜欢和商业界的人打交道”。
对工作的激情和奉献使得菲奥莉娜在从商学院毕业，进入美国电话电报公司（AT&T）后，一路平步青云。这本自传提供了好几个精彩的商业案例。其中最引人入胜的是描述她本人在30岁时，升任经理，领导一个工程师团队的故事。在此过程中，本着根除管理弊病的目的，菲奥莉娜发现公司运作中存在开支过大的问题。通过仔细察看相关开支记录，菲奥莉娜向总部提出解决问题的有效办法，为公司节约了好几亿美元的资金。这件事充分说明，大公司的中层管理人员如何能够成功地影响变革。
在AT&T以及随后的朗讯公司（Lucent）任职的经历，使菲奥莉娜获得了更多的管理经验。在自传中，她对自己管理理念的讲述有时很平淡（“信任对企业至关重要”），但在大多数情形下，她能够将每个故事巧妙串联起来，使得原本平淡无味的叙述变得栩栩如生。
菲奥莉娜许多精辟的管理理念都是围绕着“商业与人息息相关”这一主题而展开。在麻省理工学院（MIT）的斯隆商学院（Sloan school）（在那里她获得AT&T公司资助，并获得理学硕士学位），她第一次有机会跟大公司的CEO有近距离的接触。“就象其他地方的人一样，有些CEO确实很能干，有些不过尔尔”，菲奥莉娜在书中写到，“有些人通过一生的努力终于到达事业的顶峰，其他人则对自己竟然能坐在那个位子上感到惊奇。有些人依靠胁迫他人来保住自己的职位，有些人则非常努力。在与CEO们打交道的过程中，许多有关他们的神秘光环一一褪去”。
这一清晰的洞察对于菲奥莉娜认识自我非常关键——她意识到自己将来也有可能成为一个CEO。此外，把一个庞大错综的商业机构视为个人的组合的观点，使她有能力将大问题化解为一个个小问题逐一加以解决。当AT&T的网络系统国际有限公司的高层自以为是地对菲奥莉娜的团队和公司的错误大喊大叫时，她以自己苛刻丰富的语言作出回应，并且正如她在书中写的一样，把他争取过来。
菲奥莉娜对于人的关注发展成为心理学和商业实践在实际中的紧密结合。在任职AT&T战略和事业发展部主管时，菲奥莉娜及其团队就以特定国际市场为核心的运营框架达成共识。“就理解上而言，大家都知道一个决定资源配置的框架是有意义的。大家甚至也理解这样做的话，我们的成功率将会提高。但是，在实际中，这样的方案在激励员工热情方面显得极为有限”，菲奥莉娜写到。紧紧围绕这一问题，菲奥莉娜可以作出这样的决策：在每一个市场占据领导地位，让竞争所带来的兴奋感超越对自身局限的担忧。她也确实是这样决策的。
同样地，菲奥莉娜的情商在AT&T与朗讯公司的谈判代表就后者的商业计划所进行的讨论陷入僵局并且反复无常的时候，发挥了重要作用，圆满地解决了双方分歧。朗讯的审计员向菲奥莉娜寻求帮助，后者将问题分解成若干组成部分：双方仔细阅读计划的每一页，有些问题当场解决；另有些问题提请高层做进一步决策。当计划的每一页被讨论之后，就不要再重新审视了。“计划书每翻过一页，就意味着又成功一步，是一次值得庆贺的胜利”，菲奥莉娜写到。
菲奥莉娜自传中的高潮部分当属她本人亲自参与成功创立朗讯公司的章节。她的多次经验使她认为，创立一家新的公司比让一家公司起死回生更为容易。而朗讯的分离也正好符合她一贯所追求的快速变革、紧密协作和雄心勃勃的远大理想。在朗讯上市之前，她曾经同其他高管一道，连续三周展开每天八场陈述、令人神经紧绷的的路演以便吸引有意向的投资者。“但是，我喜欢这个过程中的每一分钟——团队成员间紧密合作带来的快乐和享受、讨论你深信不疑的理念以及眼看着自己创立的公司成长起来”，菲奥莉娜写到。1996年，当印有朗讯公司标识的热气球缓缓升空，宣布其从AT&T独立的那一刻，菲奥莉娜深情地写到，“我爱朗讯”。
声色之娱
如此一腔热血的菲奥莉娜对于性别话题显得尤不耐烦。在解释自己在1998年被《福布斯》杂志评为“最有影响力的商界女性”后的不满时，她写到，“我不想谈论商界中的女性如何如何。我只想探讨与商业有关的话题。”
没有人可以指责菲奥莉娜对于男性至上主义的过敏反应。她的自传中不仅记述了自己参加华盛顿某脱衣舞俱乐部的商业会议的经历（“我表现得很兴奋并努力让自己看上去很放松”），而且还讲述了一些令人咋舌的故事。比如，有一次，一位韩国公司的总裁在一个传统的通宵酒席歌舞宴会上派了一名女伴来款待她（“我终于知道为什么男人都非常喜欢这样的招待了”）。还有一
次，在担任朗讯公司高管时，菲奥莉娜为了让那个傲慢的男性销售团队刮目相看，甚至走上舞台，将自己的丝袜塞进大腿根说到，“我们跟在座的各位一样厉害”。
在其早期职业生涯中，菲奥莉娜曾被人骚扰、侮辱或提出性暗示。这些经历使她有了新的领悟——你有20分钟来证明你知道你在说些什么——甚至获得了一种智慧：“生活并不总是公平的。对于男人和女人而言，生活是不一样的”。
具有讽刺意味的是，后来使她绊倒的并非性别歧视，而更多的是由于她本人作为女性名气太大的缘故。对菲奥莉娜而言，克服性别歧视只不过是再多一项挑战而已，她有能力解决的这个复杂的心理问题。然而，对于困扰她的名声问题，她却无能为力。在成为《财富》杂志的封面人物后，菲奥莉娜写到，“有些人认为，我现在是个名人了，和别人不一样了。大多数人看到的已经不再是我自己，而仅仅是„卡莉·菲奥莉娜，最有影响力的商界女性‟而已。”
尽管有着在情商方面的优势，菲奥莉娜却无法摆脱盛名的牢笼：她已成为众矢之的（《纽约时报》的亚莉珊德拉·斯坦利（Alessandra Stanley）将菲奥莉娜与希拉里·克林顿（Hillary Clinton）和玛莎·斯图尔特（Martha Stewart）联系在一起）。渐渐地，以前那个为自己能够在决策过程中不断提出疑问并引起激烈辩论而自豪的菲奥莉娜，被人们贴上冷酷无情、高高在上的标签。“企业领袖既要赢得人心，又要应对心智的较量”，菲奥莉娜在书中写到。但是，遗憾的是，在她的书中，菲奥莉娜并没有就她本人如何未能在惠普内外获得足够的人心这一话题展开讨论。
策略失误？
在自传的下半部分，即加入惠普以后，菲奥莉娜在写作中的那种活力似乎有所减弱。虽然她不时提到她热爱惠普的员工，但我们却在书中很少见到他们的影子。与前半部分她在AT&T和朗讯的那些活跃、有性格的故事相比，在后半部分，我们看到的则是对惠普毫不留情的评价：固步自封的心态、规避风险的企业文化、混乱到底的组织结构等等。在书中，菲奥莉娜试图通过生物进化和斗牛等的类比，提倡变革的必要性，从而打消听众心中的疑虑。读者们可以清楚地感觉到在菲奥莉娜的心中，变革的呼声如鲠在喉，使得她不吐不快。
最令人疑惑的是为何当初惠普董事会向菲奥莉娜发出邀请，而后者又为何会决定接受聘约。惠普董事会希望有人来促成大的公司变革。但是找了个精于销售的人掌管一个具有深厚技术背景的公司，让一个说话直来直去的女性来领导一个有着避免冲突的企业文化的大公司，这种策略是否可行？若正如菲奥莉娜所言，惠普董事会已经面临“功能障碍”，那么，也许惠普对菲奥莉娜的任命就是董事会无序的表现之一。
对菲奥莉娜来说，在签约成为惠普CEO之前，她已经对董事会的某些棘手问题有所耳闻。在正式任命前与惠普董事会成员迪克·汉可博恩（Dick Hackborn）的会面中，菲奥莉娜对董事会在一次重组中同时任命四位CEO的举动提出批评。汉可博恩对此表示非常认同，但却使菲奥莉娜产生了疑问“究竟是什么原因使一位持相反观点的董事如此被动的首肯了一项如此重大的动议？”
不过，菲奥莉娜并没有把这一插曲看作是某种警示，而是继续与惠普董事会继续进行商谈。难道她是被对权力地位的欲望所蒙蔽？在书中，她讲述了一个怪诞的有关自己宿命的故事：在她的母亲去世前（在惠普任职一事正式提出几个月前），她母亲带着恍惚的眼神对她说：“谁知道呢，也许将来你会当上惠普的CEO。” 这样的话让菲奥莉娜感觉脑后一阵发凉。
至于菲奥莉娜后来接受邀请，积极主张对康柏的收购，也许都与她本人对于决策过程的热衷有一定的关系。她与惠普签约的讨论持续了6个多月，包括了许多对细枝末节的探讨。菲奥莉娜告诉父亲说她不想草率与董事会达成协议：“惠普董事会不可能在事情进行到半路时改变想法。他们一直希望能够由我来出任CEO。而这一切都需要他们全面深入地了解，选择我究竟意味着怎样的争议和风险”。菲奥莉娜也许高估了董事会的作为。
同样地，在对康柏的并购中，菲奥莉娜事先对这一决定，包括对康柏CEO迈克尔·堪培拉斯（Michael Capellas）的保留并不持乐观态度。然而，当惠普管理层反复讨论了各种提升业绩的可行方案后，最终敲定了对康柏的收购。在此过程中，作为CEO，菲奥莉娜似乎一直被决策流程的这一逻辑所驱使：得有人负责收购工作，且董事会也希望成功收购，而她又有这个能力。然而她知道对康柏的收购将会非常“难看”，而且会引起轩然大波，“这场战斗将自始至终”。
当菲奥莉娜面对各种疑议，最终宣布对康柏的收购是“十分成功的整合”时，有人指出这件事没能得到有效的监控。菲奥莉娜后来也承认，要是管理层有足够的时间，对解雇员工的安排以及指导员工为合并做好准备等工作而进行有效执行，合并会更加顺利。
在自传结尾，当读者们期待着看到斧子的落下，整个故事终于进行到了它灰暗的结局。菲奥莉娜犯了她最后的错误：给了乔治·杰·肯沃斯（Keyworth）在董事会内外过多的权力并允许汤姆·帕金斯（Tom Perkins）成为董事会成员，然而这两位后来在对她的解聘决定中表现得相当活跃。
令菲奥莉娜骄傲的是，在2005年度惠普“在实施相关战略和计划且大家都齐协力努力工作的情况下，公司股价继续上扬”，这一业绩的反弹都是在她担任CEO后所实现的——这一说法在前几周遭到了几位评论员的反驳。
有评论人士指出，在本书中，菲奥莉娜把自己形容为一个受害者。而事实上是，她更认为自己是一位英雄，并未让混战夺去自己的灵魂。更确切的说，她愿意做一个完整的自我，一位能够闲坐在泳池旁，看孙女在池中嬉戏的祖母。
当然，有关惠普的故事远未结束。读者们也期待着究竟帕特丽霞·杜恩（Patricia Dunn）（编者注：杜恩为惠普公司董事会前董事长，近期因“电话门”事件而辞职）在类似艰难抉择的自传中会有怎样的自画像。
第二篇：惠普首席执行官卡莉在清华大学演讲英文实录
惠普首席执行官卡莉在清华大学演讲英文实录
Carly Fiorina Remarks at Tsinghua University
March 12, 2004 Xie, xie.Xia wu hao.Those are the only two words of Chinese I know.That's no true, I know a third–Ni hao.I want to thank all of you for taking time out of your what I know that is a very busy study schedule to be here today.I know this is valuable time for you that you could be using to work, or study, or maybe to play Sword on line.Thank you for having me here today.Coming from a company that has―invent‖创造as part of our brand, as part of our signature, I sometimes begin speeches by saying that invention and innovation创新 have been part the DNA of HP’s for more than sixty years.Our scientists and engineers today generate more than 11 patents 产生11余项专利every day.We spend more than 4 billion dollars a year on R&D研发.So invention is part of our future as well as part of our past.That all sounds pretty impressive 令人印象深刻until you think about China’s history, and you realize that―invent‖has been part of China’s DNA for more than 5,000 years.Every schoolchild in America learns about China’s many gifts to this world—from the invention of paper, to gunpowder, the wheelbarrow, the compass, acupuncture手推车，罗盘，针灸—right up to 直到the first blast furnace and the first use of iron casting第一高炉和铸铁技术的使用, back in the sixth century.早在公元6世纪
As a company, we actually at HP are especially indebted 感谢to a man named Bi Sheng, who had the vision先见之明 in 1045 A.D.to invent the world’s first movable type活字, which led to its first printer—a full 300 years before Gutenberg's 古腾堡invention of movable type changed the Western world.So today, I want to issue a belated thank 迟来的感谢you to Bi Sheng for having the foresight远见 to set in开始 motion a process that would eventually lead to a 20 billion business for HP.That great tradition of invention and innovation has certainly been carried on here at Tsinghua, where some of the finest instructors in the world today are working to train some of the finest scientists and engineers.It’s a bit ironic that this school was originally established nearly 100 years ago as a place where young Chinese could go to America and other western nations to learn from us.Today, the rest of the world, I think, has much to learn from China.It’s always struck me that the process of invention is a little bit like the process of being a college student.After all, as an inventor, you go into a lab and you have a strong but perhaps vague idea of what you want to achieve.By working hard, experimenting, learning along the way, and using as a guide the work of those who went before you–you advance down the road towards discovery沿着通向探索的道路.You may not end up where you started–or even where you expected, but if you are successful, then begins another difficult process of trying to make your invention work in the world around you.Like inventors, many of you have traveled the same road over the last four years here in university.The person you are today–the goals you have today, the dreams you have today–may be different from the ones you had when you first came here.And now, you are becoming prepared to take all that you’ve learned here and make it work in the world around you.I believe that young people are graduating today into a world filled with more hope and more promise than in any other time in our history.I know sometimes that might sound strange, because we think always of the dangers and challenges in the world around us.But I have studied history in my life.I do believe this is an era of great promise and great opportunity.For those of you who have seen our ads, you know that they end with the phrase, ―everything is possible.‖A cynic 愤世嫉俗的人might say that just a marketing slogan营销口号–but I actually believe that.I don’t think every is easy, I don't think things happens right away.But I do think that everything is possible.For all the remarkable advancements we have seen in recent years, nothing has matched the power of information technology to change our world for the better.And in the next decade, it will take us to places we can only imagine today.China is the world’s fastest-growing economy;the world’s leader in direct foreign investment;one of the world’s largest trading nations--a leader on both the production and consumption of information technology.China is poised to play a huge part in that future–and the students who graduate from Tsinghua University are poised泰然自若的 to shape the future of technology like never before.Now like any university students, I know for you the road ahead has much uncertainty.But if there is one thing I have learned in the past 20 years in this industry, it is that the principle that you have learned inside the walls of Tsinghua, the principle is more true outside the university than inside.The principle I am speaking of is this: that great leaders–like great organizations, great companies, and great nations–great leaders are defined not simply by their capabilities, but by their character.Not just by the company they are, but by the company they keep.Not by success alone–but as Tsinghua teaches, with self-discipline and social concern in equal balance.To be honest, I wish I could say that the road to learning that lesson for me was easy.I wish I could tell you that the day I graduated from university I knew exactly how all the pieces would fit together, that I knew exactly what I wanted to do from day one and my life as been a nice strait line and careful plan ever since.The truth is, I didn’t begin my career as a technologist.I took to heart the wisdom of Confucius–who taught us that one should―study the past if you would define the future‖–and I majored in medieval history and philosophy at Stanford University.As perhaps you can appreciate, that of degree was not in great demand when I graduated from University.So I wasn’t sure what to do after collage, so I went to law school because that’s what my father wanted me to do.But found I didn't like law school;I didn't have any passion for it.I quit after one semester quit after a semester, and wandered off into the world to find myself.I did some strange things.I joined a commercial brokerage company 商业经济公司and there I typed, I answered the phones–I was what we call a secretary.Then I went off to Italy to teach English to Italian businessmen.Then, finally, I decided to apply to business school.And there I learned about marketing and operations and statistics and other skills necessary for business–but perhaps more importantly, I had professors–like the students here do--who challenged me, who taught me a different notion of what was possible, who forced me to see my life in new ways.And I think, in a very great measure--that is what leadership is about, that is what education is about, that is what character is all about.You see, I think one of most important qualities a leader can bring is the ability, the energy, the desire to unlock potential in others.I think leadership is ultimately about helping other people achieve more than they think is possible;it is about helping people see a different set of possibilities for themselves.I’ve been asked a lot since if there are any lessons I’ve learned about character and leadership.There are three lessons, I think that I have learned, that continue to instruct me to this day, that continue to guide me in both business and in life.The first lesson is that values matter and character counts and that.The first lesson is that values matter and character counts, and that no matter how much things change, fundamental values shouldn't.For those of you who are just starting out your career, you will find that in leadership—as perhaps in life—the most important decisions you make, and the toughest decisions you make are often the decisions you make alone.And when you make those decisions, there is an opportunity to be buffeted 受到冲击about by and confused by all kinds of things: conventional wisdom一般看法, and popular emotion…and maybe by cynicism 冷嘲热讽and doubt as well.I think leadership takes what I would call a strong internal compass.And I use the term compass because what does a compass do? When the winds are howling嚎叫, and the storms raging狂怒, and the sky is so cloudy that you have nothing to navigate 驾驶，操纵by, a compass tells you where true North is.And I think when a person is in a difficult situation, a lonely situation;you have to rely on that compass.Who am I? What do I believe? Do I believe I am doing the right things for the right reasons in the best way I can? Sometimes that’s all you have.The second lesson I’ve learned about character and leadership is that leadership, just like success, is not a journey, it is a destination.It is perhaps a clichéto say that leadership is a journey not a destination but it is a clichébecause it is true, leadership is a journey.The only constant in any of our lives, whether you're running a company or running a family, or perhaps running a country, is change.But change has never been as constant and as fast as it is today.To me, the dividing line 分界线between will increasingly separate the winners from the losers in the marketplace those individuals, the dividing line between those individuals who truly make a difference and a contribution in the 21st century from those who do not—is the line between those who embrace change and those who run away from it.It will be between those who seek to lead change, and those who find refuge in the status quo or in their comfort zones.And the third lesson I’ve learned about leadership and success is that real power comes in the connections between all kinds of things;but most importantly real power comes from the connections between people.Power comes not from those who stand alone, but from those who can work best with others, and reach out to others to achieve a desired outcome.And finding those connections and recognizing those connections is part of what leadership is all about.As leaders, you can never forget that people want to do a good job.They want to be treated with consideration and respect.They want to feel a real sense of accomplishment in their work, to have their ideas considered, and their achievements recognized.People want to feel like they’re part of something larger than themselves–to be a part of the larger vision, direction, to be part of worthy goals.Personally, I think anyone can lead from anywhere at any time.I think leadership has nothing to do with how many people work for you or how large your organization is, or what your title is, or how large your budget is.Anyone can lead from anywhere at any time, which is to say that I believe that character and leadership is a choice, and are about making a positive impact.And anyone can make a positive impact.Some acts of leadership are very large, and happen on a grand scale, and some acts of leadership are quite small.But like a stone you drop in a pond it ripples.Sometimes even very small acts of leadership can have a big consequences.And of course, it follows that if anyone can choose to lead at anywhere from anytime, then it is the role of leaders to find leaders other leaders and to unlock for them the possibility that they can make a positive impact.So those things are what I think character is all about–but what about capability? For the profession that many of you have chosen–for the profession of communication and information technology, as scientists or engineers–the heart of capability, the true potential of this field also lies in finding the potential unlocked inside things, whether they are organizations, or societies, machines–or people.I think the technology landscape today is changing in three fundamental ways.The first big shift we see going on in technology is that all processes, and that all content are being transformed from physical and analog to digital and mobile, and virtual.There are so many examples.Just think about the simple example of what is happening in photography.Photography is going from physical to digital and now from digital to mobile and all the content is about to become virtual and available, and accessible to anyone, anywhere in any form they want.And that transformation from physical to digital, virtual, mobile will happen to every process, every industry, and every kind of content.The second big shift we see in technology is that the demand for simplicity, for manageability, for adaptability简明，易处理，易适应.While it is true that while technology is core to everything, it is also true that technology is also still too complex, too hard to manage, and often that complexity is a barrier.The third big shift is that it’s becoming a horizontal, heterogeneous, connected world.Whether you’re a CEO trying to become more efficient, more effective and more agile;or a small and medium business trying to mobilize your workforce;or you're a consumer who wants a whole bunch of separate things that you have bought in your home to work better together, it is now about horizontal connections.It’s about making a heterogeneous异质的，非均匀的 world work together and speak a common language–and I am speaking not of just devices, but networking联网 and connecting businesses and companies, employees and suppliers to customers.As technology moves from the fringe to the core of people’s lives and businesses, the need for technology to deliver more becomes increasingly important.I think today our consumers are no longer willing to compromise.Now, all of our customers actually want everything from technology.They want affordability and innovation and reliability and security and simplicity and manageability and connection.Now if I were giving you a speech today on HP, I would tell you that that this is a future that we are trying to create.That we see our role to accelerate the transformation from physical to digital.That as the number one consumer IT company in the world;the number one technology company for small and medium-sized businesses, and one of the leading enterprise technology companies, we are a company, we believe, unlike any other, with market-leading positions in virtually every category in which we compete.Today we are a almost 84 billion company with 140,000 employees in 176 countries around the world.We are working hard to create the growth industries of the future and to find the connections between things.This school has prepared all of you for that same journey.As you work to take what you have learned here and apply it to the world around you, I hope that you will also strive to use your capabilities to create communities that are not just richer, but better;to judge success not just by the number of networks you connect, but by the number of people you connect;that you won’t just help make better companies, but better communities, and a better world.It’s that same kind of thinking that brought us to China in the first place.It was 22 years ago that HP opened our first office here in China, in an old municipal factory located in Beijing.A day before the opening, there was still sawdust on the floor, and two of our engineers worked so hard to get our systems ready that they slept overnight in the building on folding cots.When we opened that building , it was the first partnership of its kind to be sponsored by the government of the People’s Republic of China in conjunction联合 with a foreign company.In 1985 our first joint venture agreement was signed between our then chairman, Dave Packard, and the then Minister of Information Technologies, Jiang Ze Min.One newspaper recalled that the day there was ―much hand-shaking and drinking of green tea.‖ At the ceremonial dedication献辞, our representative at the time(Bill Doolittle)said that―it was our hope that by exchanging experiences, not only would we contribute to the progress of our industries and the growth of our economies, but to the friendship of our countries and the humanity of the world.‖
That’s the same wish I leave you with here today.This University, I believe, has prepared you well and taught you the lessons of character and capability.The leaders of tomorrow will be the people of your age with the drive and commitment to fulfill their own potential and to help others reach their potential.This is a world that in fact has always been driven by the young.Galileo published his first book on gravity at age 22.The founders of HP, Bill Hewlett and Dave Packard, were in their 20's when they began the company.Bill Gates after all started Microsoft when he was 22.Or think about a lesson of one of this school’s great founders--Zhao Yuanren, one of Tsinghua’s Great Four Tutors, who knew 10 European languages and dozens of Chinese dialects, who accompanied British philosopher Bertrand Russell around China and translated his English into the local dialect at each of their destinations.He was only 28 at the time.And let us not forget that the world’s very first computer programmer was a woman in her 20s named Ada Byron Lovelace.She lived more than 150 years ago.She greatly expanded on the work of her mentor, the renowned mathematician Charles Babbage, whose work on the analytical engine preceded the modern computer.Today, the computer language Ada is named for her.Your job, your great opportunity, is to harness the forces of change swirling all around you, in whatever field you decide to enter, and to take full advantage of the possibilities at your fingertips.Leadership can take place in acts large and small, it can come not just from CEOs and Prime Ministers, but can come as well from ordinary citizens who believe in the potential of others.I hope that whatever you do, you will remember your own power and dedicate yourself to the cause Tsinghua has prepared you so well for: to dedicate yourself to unlock the potential in others;to believe in the potential of yourself;to make this era the most exciting in all of human history–and to prove, beyond a shadow of a doubt, that everything is possible.Thank you.4
第三篇：卡梅伦就苏格兰公投结果发表评论
苏格兰独立公投结果已经于19日下午公布，最终计票结果为：反对独立55.3% VS 支持独立44.7%，苏格兰民众最终选择留在英国。英国首相卡梅伦在唐宁街10号首相官邸门前就苏格兰独立公投结果发表演讲说：我对国家有强烈的信仰——没有什么比我们国家团结在一起更重要了！苏格兰依旧是英国的一部分，与英格兰、北爱尔兰和威尔士组成英国的四部分，彼此不可分割。
In a statement delivered outside Downing Street on Friday morning David Cameron pledged to honour his promise to initiate substantial constitutional change in the UK.Here is his speech in full The people of Scotland have spoken.It is a clear result.They have kept our country of 4 nations together.Like millions of other people, I am delighted.As I said during the campaign, it would have broken my heart to see our United Kingdom come to an end.苏格兰人民做出了选择。这是一个清晰的结果。他们选择继续一起组成我们的国家。像数百万其他的人一样，我非常高兴。正如我在活动中所说，如果看到英国走到了尽头，我的心将会破碎。
And I know that sentiment was shared by people, not just across our country, but also around the world because of what we’ve achieved together in the past and what we can do together in the future.我知道，不仅是我们国家的人民，全世界的人民都在分享这份喜悦 – 这是因为我们在过去所取得的成就，以及我们能够共同创造的未来。
So now it is time for our United Kingdom to come together, and to move forward.A vital part of that will be a balanced settlement – fair to people in Scotland and importantly to everyone in England, Wales and Northern Ireland as well.所以，现在是英国团结起来、共同向前的时刻。我们将有一个更公平的体系——不但对苏格兰人民更公平，重要的是，将对英格兰、威尔士、北爱尔兰人民也同样公平。
Let us first remember why we had this debate – and why it was right to do so.让我们首先记住为什么我们会有这次的争论，以及为什么这样做是对的。
The Scottish National Party(SNP)was elected in Scotland in 2011 and promised a referendum on independence.We could have blocked that;we could have put it off, but just as with other big issues, it was right to takethe big decision.苏格兰民族党于2011年在苏格兰获选，并誓言独立公投。我们本可以阻止公投，也可以将其推迟，但这就像其他问题一样，接受重大的决定才是正确的，而不是进行躲避。
I am a passionate believer in our United Kingdom – I wanted more than anything for our United Kingdom to stay together.我对我们的国家拥有强烈的信任感——对我来说没有什么比我们国家团结在一起更重要了。
But I am also a democrat.And it was right that we respected the SNP’s majority in Holyrood and gave the Scottish people their right to have their say.但是我也是民主的坚定信仰者。我们做了正确的事——尊重苏格兰民族党在苏格兰议会的多数席位，并且给苏格兰人民表达自己意愿的权利。
Let us also remember why it was right to ask the definitive question, Yes or No.Because now the debate has been settled for a generation or as Alex Salmond has said, perhaps for a lifetime.让我们记住为什么提出决定性的问题―去‖或者―留‖是对的。因为这个争论已经存在了一代，或者像 Alex Salmond 所说的，也许是一生。
So there can be no disputes, no re-runs – we have heard the settled will of the Scottish people.因此结论无可争议，也不会重来，我们已经听到了苏格兰人民的坚定愿望。
Scotland voted for a stronger Scottish Parliament backed by the strength and security of the United Kingdom and I want to congratulate the No campaign for that – for showing people that our nations really are better together.苏格兰选出了一个由英国的强大和安全作为支持的苏格兰议会。我想对支持团结的人民表示感谢——感谢你们展示出我们国家团结起来才能更好的事实。
I also want to pay tribute to Yes Scotland for a well-fought campaign and to say to all those who did vote for independence: ―we hear you‖.我也要对支持独立的人们表示敬意——你们进行了一场很精彩的活动。我要对投票支持独立的人们说，―我们听到了你们的声音‖。
We now have a chance – a great opportunity – to change the way the British people are governed, and change it for the better.我们现在有一个机会，一个很好的机会，来改变英国的管理方式，我们为了更好而改变。
Political leaders on all sides of the debate now bear a heavy responsibility to come together and work constructively to advance the interests of people in Scotland, as well as those in England, Wales and Northern Ireland, for each and every citizen of our United Kingdom.所有党派的政治领导人现在全部身负重任，我们要一起为苏格兰、英格兰、威尔士、北爱尔兰人民的利益而努力，为我们每一个英国公民而努力。
To those in Scotland sceptical of the constitutional promises made, let me say this we have delivered on devolution under this government, and we will do so again in the next Parliament.对这些承诺表示怀疑的苏格兰人民，请听我说：我们在本届政府进行了权力下放，我们还会在下届议会做同样的事。
The 3 pro-union parties have made commitments, clear commitments, on further powers for the Scottish Parliament.We will ensure that they are honoured in full.支持统一的三党联合做出承诺，给苏格兰议会更多的权力。我们保证兑现承诺。
And I can announce today that Lord Smith of Kelvin – who so successfully led Glasgow’s Commonwealth Games – has agreed to oversee the process to take forward the devolution commitments, with powers over tax, spending and welfare all agreed by November and draft legislation published by January.我今天也宣布，2014格拉斯哥英联邦运动会主席史密斯·凯尔文男爵已经同意监督权力下放的进程，包括在11月前在税务、支出、福利问题达成一致，并于来年1月公开草案。
Just as the people of Scotland will have more power over their affairs, so it follows that the people of England, Wales and Northern Ireland must have a bigger say over theirs.The rights of these voters need to be respected, preserved and enhanced as well.跟苏格兰人民将会拥有更多自治权一样，英格兰、威尔士和北爱尔兰的人民也将就他们所关心的事宜有更多话语权。投票者的权益需要被尊重、保护和加强。
It is absolutely right that a new and fair settlement for Scotland should be accompanied by a new and fair settlement that applies to all parts of our United Kingdom.In Wales, there are proposals to give the Welsh government and Assembly more powers.And I want Wales to be at the heart of the debate on how to make our United Kingdom work for all our nations.In Northern Ireland, we must work to ensure that the devolved institutions function effectively.在苏格兰拥有一个全新的、更公平的体系的同时，英国所有地区都应该有一个全新的、更公平的体系。在威尔士，也有给威尔士政府和大会更多权力的提案。我希望威尔士能够成为就―如何让所有地区对我们国家都满意‖展开的讨论的重点。在北爱尔兰，我们必须努力确保移交的机构有效运转。
I have long believed that a crucial part missing from this national discussion is England.We have heard the voice of Scotland-and now the millions of voices of England must also be heard.The question of English votes for English laws – the so-called West Lothian question – requires a decisive answer.很久以来我一直认为，这场全国范围的大讨论中缺失了一个关键部分，那就是英格兰。我们已经听到了苏格兰的声音——而现在，数百万英格兰人民的声音也需要倾听。有关英格兰人民为英格兰法律投票的问题——即所谓的―西洛锡安问题‖——需要得到一个决定性的回答。
So, just as Scotland will vote separately in the Scottish Parliament on their issues of tax, spending and welfare, so too England, as well as Wales and Northern Ireland, should be able to vote on these issues and all this must take place in tandem with, and at the same pace as, the settlement for Scotland.所以，正如苏格兰将单独在苏格兰议会中就自身的税务、开支和福利进行投票，英格兰、以及威尔士和北爱尔兰，也应当能够就这些事务进行投票——所有这些都应当与解决苏格兰问题同时、同步进行。
I hope that is going to take place on a cross-party basis.I have asked William Hague to draw up these plans.We will set up a Cabinet Committee right away and proposals will also be ready to the same timetable.I hope the Labour Party and other parties will contribute.我希望这将能够在跨党派的基础上进行。我已要求威廉·黑格起草这些方案。我们即将设立一个内阁委员会，而相关的提议也会按这一时间表准备完毕。我希望工党和其他政党也将做出贡献。
It is also important we have wider civic engagement about to improve governance in our United Kingdom, including how to empower our great cities.And we will say more about this in the coming days.同等重要的是，在如何改善我们国家的管理上，我们获得更广泛的公民参与，其中包括如何让我们的大城市获得更多的授权。我们将在未来几天就此做出更多阐述。
This referendum has been hard fought.It has stirred strong passions.It has electrified politics in Scotland, and caught the imagination of people across the whole of our United Kingdom.此次公投来之不易。它掀起了民众强烈的热情，激发了苏格兰的政治活力，同时也让整个大不列颠联合王国的所有人民都为之畅想。
It will be remembered as a powerful demonstration of the strength and vitality of our ancient democracy.Record numbers registered to vote and record numbers cast their vote.We can all be proud of that.It has reminded us how fortunate we are that we are able to settle these vital issues at the ballot box, peacefully and calmly.它有力地展现了我们古老民主制度的力量与活力，将会为世人所铭记。登记投票的选民人数创下历史新高；而实际投票人数同样刷新了纪录。我们所有人都为此感到骄傲。它提醒我们，我们是何等幸运，能够以和平和冷静的方式，通过投票箱来解决这些至关重要的问题。
―Now we must look forward, and turn this into the moment when everyone – whichever way they voted – comes together to build that better, brighter future for our entire United Kingdom.现在，我们必须向前看，并以此为契机，让所有人——无论他们曾投票支持哪一方——团结起来，为我们整个英国创建更美好、更光明的未来。
第四篇：惠普首席执行官卡莉在清华大学演讲英文实录
Carly Fiorina Remarks at Tsinghua University
Beijing, China
March 12, 2004
Xie, xie.Xia wu hao.Those are the only two words of Chinese I know.That's no true, I know a third–Ni hao.I want to thank all of you for taking time out of your what I know that is a very busy study schedule to be here today.I know this is valuable time for you that you could be using to work, or study, or maybe to play Sword on line.Thank you for having me here today.Coming from a company that has“invent”as part of our brand, as part of our signature, I sometimes begin speeches by saying that invention and innovation have been part the DNA of Hp’s for more than sixty years.Our scientists and engineers today generate more than 11 patents every day.We spend more than 4 billion dollars a year on R&D.So invention is part of our future as well as part of our past.That all sounds pretty impressive until you think about China’s history, and you realize that“invent”has been part of China’s DNA for more than 5,000 years.Every schoolchild in America learns about China’s many gifts to this world—from the invention of paper, to gunpowder, the wheelbarrow, the compass, acupuncture—right up to the first blast furnace and the first use of iron casting, back in the sixth century.As a company, we actually at Hp are especially indebted to a man named Bi Sheng, who had the vision in 1045 A.D.to invent the world’s first movable type, which led to its first printer—a full 300 years before Gutenberg's invention of movable type changed the Western world.So today, I want to issue a belated thank you to Bi Sheng for having the foresight to set in motion a process that would eventually lead to a 20 billion business for Hp.That great tradition of invention and innovation has certainly been carried on here at Tsinghua, where some of the finest instructors in the world today are working to train some of the finest scientists and engineers.It’s a bit ironic that this school was originally established nearly 100 years ago as a place where young Chinese could go to America and other western nations to learn from us.Today, the rest of the world, I think, has much to learn from China.It’s always struck me that the process of invention is a little bit like the process of being a college student.After all, as an inventor, you go into a lab and you have a strong but perhaps vague idea of what you want to achieve.By working hard, experimenting, learning along the way, and using as a guide the work of those who went before you–you advance down the road towards discovery.You may not end up where you started–or even where you expected, but if you are successful, then begins another difficult process of trying to make your invention work in the world around you.Like inventors, many of you have traveled the same road over the last four years here in university.The person you are today–the goals you have today, the dreams you have today–may be different from the ones you had when you first came here.And now, you are becoming prepared to take all that you’ve learned here and make it work in the world around you.I believe that young people are graduating today into a world filled with more hope and more promise than in any other time in our history.I know sometimes that might sound strange, because we think always of the dangers and challenges in the world around us.But I have studied history in my life.I do believe this is an era of great promise and great opportunity.For those of you who have seen our ads, you know that they end with the phrase,“everything is possible.”A cynic might say that just a marketing slogan–but I actually believe that.I don’t think every is easy, I don't think things happens right away.But I do think that everything is possible.For all the remarkable advancements we have seen in recent years, nothing has matched the power of information technology to change our world for the better.And in the next decade, it will take us to places we can only imagine today.China is the world’s fastest-growing economy;the world’s leader in direct foreign investment;one of the world’s largest trading nations--a leader on both the production and consumption of information technology.China is poised to play a huge part in that future–and the students who graduate from Tsinghua University are poised to shape the future of technology like never before.Now like any university students, I know for you the road ahead has much uncertainty.But if there is one thing I have learned in the past 20 years in this industry, it is that the principle that you have learned inside the walls of Tsinghua, the principle is more true outside the university than inside.The principle I am speaking of is this: that great leaders–like great organizations, great companies, and great nations–great leaders are defined not simply by their capabilities, but by their character.Not just by the company they are, but by the company they keep.Not by success alone–but as Tsinghua teaches, with self-discipline and social concern in equal balance.To be honest, I wish I could say that the road to learning that lesson for me was easy.I wish I could tell you that the day I graduated from university I knew exactly how all the pieces would fit together, that I knew exactly what I wanted to do from day one and my life as been a nice strait line and careful plan ever since.The truth is, I didn’t begin my career as a technologist.I took to heart the wisdom of Confucius–who taught us that one should“study the past if you would define the future”–and I majored in medieval history and philosophy at Stanford University.As perhaps you can appreciate, that of degree was not in great demand when I graduated from University.So I wasn’t sure what to do after collage, so I went to law school because that’s what my father wanted me to do.But found I didn't like law school;I didn't have any passion for it.I quit after one semester quit after a semester, and wandered off into the world to find myself.I did some strange things.I joined a commercial brokerage company and there I typed, I answered the phones–I was what we call a secretary.Then I went off to Italy to teach English to Italian businessmen.Then, finally, I decided to apply to business school.And there I learned about marketing and operations and statistics and other skills necessary for business–but perhaps more importantly, I had professors–like the students here do--who challenged me, who taught me a different notion of what was possible, who forced me to see my life in new ways.And I think, in a very great measure--that is what leadership is about, that is what education is about, that is what character is all about.You see, I think one of most important qualities a leader can bring is the ability, the energy, the desire to unlock potential in others.I think leadership is ultimately about helping other people achieve more than they think is possible;it is about helping people see a different set of possibilities for themselves.I’ve been asked a lot since if there are any lessons I’ve learned about character and leadership.There are three lessons, I think that I have learned, that continue to instruct me to this day, that continue to guide me in both business and in life.The first lesson is that values matter and character counts and that.The first lesson is that values matter and character counts, and that no matter how much things change, fundamental values shouldn't.For those of you who are just starting out your career, you will find that in leadership—as perhaps in life—the most important decisions you make, and the toughest decisions you make are often the decisions you make alone.And when you make those decisions, there is an opportunity to be buffeted about by and confused by all kinds of things: conventional wisdom, and popular emotion…and maybe by cynicism and doubt as well.I think leadership takes what I would call a strong internal compass.And I use the term compass because what does a compass do? When the winds are howling, and the storms raging, and the sky is so cloudy that you have nothing to navigate by, a compass tells you where true North is.And I think when a person is in a difficult situation, a lonely situation;you have to rely on that compass.Who am I? What do I believe? Do I believe I am doing the right things for the right reasons in the best way I can? Sometimes that’s all you have.The second lesson I’ve learned about character and leadership is that leadership, just like success, is not a journey, it is a destination.It is perhaps a clichéto say that leadership is a journey not a destination but it is a clichébecause it is true, leadership is a journey.The only constant in any of our lives, whether you're running a company or running a family, or perhaps running a country, is change.But change has never been as constant and as fast as it is today.To me, the dividing line between will increasingly separate the winners from the losers in the marketplace those individuals, the dividing line between those individuals who truly make a difference and a contribution in the 21st century from those who do not—is the line between those who embrace change and those who run away from it.It will be between those who seek to lead change, and those who find refuge in the status quo or in their comfort zones.And the third lesson I’ve learned about leadership and success is that real power comes in the connections between all kinds of things;but most importantly real power comes from the connections between people.power comes not from those who stand alone,.but from those who can work best with others, and reach out to others to achieve a desired outcome.And finding those connections and recognizing those connections is part of what leadership is all about.As leaders, you can never forget that people want to do a good job.They want to be treated with consideration and respect.They want to feel a real sense of accomplishment in their work, to have their ideas considered, and their achievements recognized.people want to feel like they’re part of something larger than themselves–to be a part of the larger vision, direction, to be part of worthy goals.personally, I think anyone can lead from anywhere at any time.I think leadership has nothing to do with how many people work for you or how large your organization is, or what your title is, or how large your budget is.Anyone can lead from anywhere at any time, which is to say that I believe that character and leadership is a choice, and are about making a positive impact.And anyone can make a positive impact.Some acts of leadership are very large, and happen on a grand scale, and some acts of leadership are quite small.But like a stone you drop in a pond it ripples.Sometimes even very small acts of leadership can have a big consequences.And of course, it follows that if anyone can choose to lead at anywhere from anytime, then it is the role of leaders to find leaders other leaders and to unlock for them the possibility that they can make a positive impact.So those things are what I think character is all about–but what about capability? For the profession that many of you have chosen–for the profession of communication and information technology, as scientists or engineers–the heart of capability, the true potential of this field also lies in finding the potential unlocked inside things, whether they are organizations, or societies, machines–or people.I think the technology landscape today is changing in three fundamental ways.The first big shift we see going on in technology is that all processes, and that all content are being transformed from physical and analog to digital and mobile, and virtual.There are so many examples.Just think about the simple example of what is happening in photography.photography is going from physical to digital and now from digital to mobile and all the content is about to become virtual and available, and accessible to anyone, anywhere in any form they want.And that transformation from physical to digital, virtual, mobile will happen to every process, every industry, and every kind of content.The second big shift we see in technology is that the demand for simplicity, for manageability, for adaptability.While it is true that while technology is core to everything, it is also true that technology is also still too complex, too hard to manage, and often that complexity is a barrier.The third big shift is that it’s becoming a horizontal, heterogeneous, connected world.Whether you’re a CEO trying to become more efficient, more effective and more agile;or a small and medium business trying to mobilize your workforce;or you're a consumer who wants a whole bunch of separate things that you have bought in your home to work better together, it is now about horizontal connections.It’s about making a heterogeneous world work together and speak a common language–and I am speaking not of just devices, but networking and connecting businesses and companies, employees and suppliers to customers.As technology moves from the fringe to the core of people’s lives and businesses, the need for technology to deliver more becomes increasingly important.I think today our consumers are no longer willing to compromise.Now, all of our customers actually want everything from technology.They want affordability and innovation and reliability and security and simplicity and manageability and connection.Now if I were giving you a speech today on Hp, I would tell you that that this is a future that we are trying to create.That we see our role to accelerate the transformation from physical to digital.That as the number one consumer IT company in the world;the number one technology company for small and medium-sized businesses, and one of the leading enterprise technology companies, we are a company, we believe, unlike any other, with market-leading positions in virtually every category in which we compete.Today we are a almost 84 billion company with 140,000 employees in 176 countries around the world.We are working hard to create the growth industries of the future and to find the connections between things.This school has prepared all of you for that same journey.As you work to take what you have learned here and apply it to the world around you, I hope that you will also strive to use your capabilities to create communities that are not just richer, but better;to judge success not just by the number of networks you connect, but by the number of people you connect;that you won’t just help make better companies, but better communities, and a better world.It’s that same kind of thinking that brought us to China in the first place.It was 22 years ago that Hp opened our first office here in China, in an old municipal factory located in Beijing.A day before the opening, there was still sawdust on the floor, and two of our engineers worked so hard to get our systems ready that they slept overnight in the building on folding cots.When we opened that building , it was the first partnership of its kind to be sponsored by the government of the people’s Republic of China in conjunction with a foreign company.In 1985 our first joint venture agreement was signed between our then chairman, Dave packard, and the then Minister of Information Technologies, Jiang Ze Min.One newspaper recalled that the day there was“much hand-shaking and drinking of green tea.”At the ceremonial dedication, our representative at the time(Bill Doolittle)said that“it was our hope that by exchanging experiences, not only would we contribute to the progress of our industries and the growth of our economies, but to the friendship of our countries and the humanity of the world.”
That’s the same wish I leave you with here today.This University, I believe, has prepared you well and taught you the lessons of character and capability.The leaders of tomorrow will be the people of your age with the drive and commitment to fulfill their own potential and to help others reach their potential.This is a world that in fact has always been driven by the young.Galileo published his first book on gravity at age 22.The founders of Hp, Bill Hewlett and Dave packard, were in their 20's when they began the company.Bill Gates after all started Microsoft when he was 22.Or think about a lesson of one of this school’s great founders--Zhao Yuanren, one of Tsinghua’s Great Four Tutors, who knew 10 European languages and dozens of Chinese dialects, who accompanied British philosopher Bertrand Russell around China and translated his English into the local dialect at each of their destinations.He was only 28 at the time.And let us not forget that the world’s very first computer programmer was a woman in her 20s named Ada Byron Lovelace.She lived more than 150 years ago.She greatly expanded on the work of her mentor, the renowned mathematician Charles Babbage, whose work on the analytical engine preceded the modern computer.Today, the computer language Ada is named for her.Your job, your great opportunity, is to harness the forces of change swirling all around you, in whatever field you decide to enter, and to take full advantage of the possibilities at your fingertips.Leadership can take place in acts large and small, it can come not just from CEOs and prime Ministers, but can come as well from ordinary citizens who believe in the potential of others.I hope that whatever you do, you will remember your own power and dedicate yourself to the cause Tsinghua has prepared you so well for: to dedicate yourself to unlock the potential in others;to believe in the potential of yourself;to make this era the most exciting in all of human history–and to prove, beyond a shadow of a doubt, that everything is possible.Thank you.以下为现场问答：
Q: Hp has business all over the world and you use about 15 about languages.One of the most challenging things you face today must be cross of different cultures.I am We are now holding an educational exchange with Standford University.Would you please give me me some general advise on how to handle this problem?
A: So that subject is a thesis in its own own right.But, first let me begin with what we do inside our own company.Because, as you correctly point out--we have many different cultures, and many different nations that are part of the Hp world, and those present cultural differences.We also have different business divisions, and believe it or not, even different business devisions inside the same company still think there are differences between them.We also, when we brought together Compaq and Hp, we had different histories, different cultures.I think the challenge, whether it is in your exchange program, or whether it is in our company, is to find what must be in common and leverage what is different.And let me illustrate what I mean, in our company we know that certain things must be common and shared among all of our people: our objectives, our goals, our strategy, our vision of ourselves--these must be common across every nation, across every business division, and must be shared and understood by every employee.Likewise how we think about our business must be understood and shared by all of our employees.We use--inside Hp--something we call leadership framework.What we mean by leadership framework is we think about 4 dimensions of our business.We call it framework because we draw it as a square.Strategyeverything else is diversity that we leverage.Every other difference is power.When we brought...it is power in our company that we can share the best practices of our team here in China with best practices of our team in California.It was power when we brought the differences of Compaq and Hp together.Example: the tradition of Hp was very process intensive.We understood process very well.That is good because we build big complicated systems.And process is important for quality.But on the other hand, sometimes, Hp in its past, had processed forever and never acted.On the other hand, Compaq was a company that moved with a lot of speed.It was very decisive.Sometimes it had to make the same decision over and over because it had not fully thought it through.The power in that diversity, once we were united by a common purpose, to become the leading technology company in the world, the power in that diversity was to marry “thorough process” with “fast and decisive.”
That was a winning combination.And that combination of fast and thorough is how we accomplished our merger of great size and complexity is record time.You have the same opportunity in your exchange program.Find what is common, You are brought together by a common purpose.You are brought together by a common goal.Spend the time to find what you agree on.Then leverage everything else that is different.Because in that difference, in that connection--is great power.Q: Mrs.Fiorina.I admire you as a great woman.How did you make the journey from history student to becoming CEO of an IT company? And I have another question.When Chinese people think about Hp they think about imaging and printing.Do you think there is any need for Hp to discuss on its image in the consumer market?
A: Let me start with your second question.Because its easier maybe.First, I certainly agree with you,.Hp here in China has been, up until this point and time, has really been, mostly a company focused in the business sector.We have been very successful with our computing business here in China.But mostly in state-owned enterprises and large companies.We are increasingly successful in the small and medium business sector.Where today we have perhaps about 6,000 Chinese partners who help us reach small and medium businesses, and we have about 500 Solutions Centers around China for small and medium businesses.By as a matter of fact, one of my purposes for coming to China this time, and I have been visiting here for 15 years, one of the reasons I came on this trip, is that we recently approved, inside Hp, a 3 year plan for Hp in China.Three years not because everything is finished in 3 years, but because we want to achieve a lot in 3 years.As part of that plan, we have decided that we will enter, in a big way, the consumer market in China.We entered the market about 8 months ago, both with pC's and with printers.We have been very successful in the first 8 months and now we will continue to accelerate our growth.In fact 2 days ago I gave a press conference in Shanghai where I talked about our digital entertainment strategy.Bringing digital content and process to consumer's homes.And we will build our foundation in pC's and printers and go to the next step in digital entertainment.So I agree with you, we have much more work to do in building our image here in China and entering the consumer market.In terms of your first question, 'how did I go from being a history student to a CEO?'
It beats the heck out of me, as we would say in English.I did not plan to become a CEO.Up until fairly recently I never would have dreamed I could become a CEO.How do I manage a lot of technologist when I am not trained in technology myself? First, I have worked around technology my business career, so I know what technology can do.And one of the things I have learned about leadership and management is to know what you know and equally important to know what you do not know.I do not know how to program a computer.But I do know the power that a computer can unlock.So one of my great contributions, I think, as been, not to understand how to make technology, but to understand how to use technology.And I know that there are many many people around me at Hp who understand how to make technology.So I don't need to make that particular contribution, my contribution is to unlock the potential of Hp.And also to unlock the potential of people with technology.So knowing what you and knowing what you don't know are very important.And I think as well, successful people, great leaders, just like successful companies--they know their strengths, they leverage their strengths, but also know how to balance what they don't know, what they are not strong at with other people and other partners.Q: Good afternoon Carly, its my great honor and privilege to attend you speech.I would like to ask you a question which many girls would be interested in.My question is, as a successful female CEO how do you balance your family life? Thank you very much.A: The truth is, since I have become the CEO of Hp, balance is very hard.And my family would tell you that.I have the great fortune to have a family that is very supportive.The truth is my life today is work and family, I have nothing else.people ask me do I have hobbies? No.Do I play golf? No.I work, and I spend time with my family.Over the years I have learned that you have different needs at different times in your life.You have different balance points at different in different times of your life.Different people have different balance requirements.The goal of a company, I think, is to accommodate all kinds of people with all kinds of work-life balance requirements.All of which is to say there is no easy answer to your question.There is no silver bullet, you will have to find your own balance point for yourself.You will have to make your choices about what your balance should be.But you should also know, that only you can make those choices.No one else can tell you how to make them.Only you can make those choices.And whatever choice you make there will be consequences.So, some of the consequence will be very good, some of the consequences will be frustrating.But you can make your own choices.Q: Mrs.Fiorina.Its my honor to the.How did you get started? I mean, what's your first step to sail in the ocean of business? I want to know what's your first step.A: The first step is to start, even if you are afraid.The first step is to start, even if you are afraid.Do not believe that your whole life must be mapped out.Do not believe that every job must be the greatest ever.I have learned from everything I have ever done.I said that I had a job as a secretary.I typed.I answered the phones.I learned a lot from that job.And I remember to this day, lessons I learned in that job.For example, one of the lessons I learned in that job was how much difference someone low in the organization can make.I think that it is also true that everybody is afraid at some time.I have been afraid in my career, I have been afraid in in my life.Sometimes people call me brave, I heard some newspapers call me fearless.You know, courage is not the absence of fear, courage is acting in spite of fear.You will be afraid at times in you life.Maybe you are afraid nowlet that be their problem, not yours.Don't take it inside, you know what you can do.Do what you want to do.Q: Thank you.My question is about my problem.I am not very interested in my major.I will have more problems if I stay in my major.But to make a change is very difficult.It is very difficult to give up what we have now, I have studied in my major for more than two years.And my parents don't want me to quit.So what I learned from your speech that you have changed your major 2 twice and you have studied 3 majors.So would you give me the suggestion that I should quit? I want to listen to your opinion.A: Do you mean that so when you go home and tell your mother and father you changed majors you can say that Carly Fiorina told me to?
My father wanted me to go to law school.You know what I would really say to you, and I would say it to all of you.I would say it to any one.Find what you love.Find what you love.If you do not have interest and excitement and passion for what you are doing, you cannot be successful.Success takes commitment, commitment takes devotion, devotion takes passion.And how terrible, I thought, for me, it would be to lead a life as a lawyer when I had no passion for it.I cannot tell you what to do.I cannot advise you.All of my life tells me that you should find what you love.Even if that takes a little longer.I hope I don't get you into trouble.
第五篇：卡莉在HP中小企业论坛的演讲全文实录
卡莉在HP中小企业论坛的演讲全文实录(全文)
2004年03月15日 16:29 新浪科技
卡莉.费奥瑞纳
2004年3月10日
谢谢！大家早上好！很高兴今天来到这里。对于在座的许多人来说，这是自公司合并后我们第一次欢聚一堂。我想有关惠普，大家一定有很多问题，我会留出15至20分钟的时间来回答你们的问题。
在谈论惠普之前，首先我想向大家真诚地道一声“谢谢”。惠普始终坚信，要成就一家成功的企业，仅仅靠自己的力量是远远不够的，公司的发展离不开大家的支持。
我们在中国拼搏了近二十年，一直努力赢得客户的信任，成为客户理想的合作伙伴，并与客户紧密合作不断开发新技术。因为我们知道，公司的发展以及目标的实现，都有赖于客户的支持。在此，我衷心地感谢大家在业务方面给予惠普的全面支持和友好合作，以及你们对惠普的信任和信心。
此外，我还要特别感谢今天来到这里的渠道合作伙伴。我们知道，要在中国乃至全世界取得成功，离不开渠道合作伙伴的支持。我深切地感受到，是你们的鼎力支持成就了今天的惠普，而对于惠普未来的成功发展，你们依然是重要的伙伴。感谢你们的对惠普的支持以及与惠普的密切合作。
我们的合作伙伴和客户与惠普公司员工共同努力，将惠普打造成为当今全球首屈一指的消费科技公司、面向中小企业的科技公司和面向大企业的科技公司。今天，惠普拥有约142，000名员工，遍及全球178个国家。我们已发展成为一家拥有750亿美元资产的美国公司。而且我们还开创了独一无二的组合。世界上其他任何科技公司都无法在整个消费市场、中小企业市场和企业与公共部门市场获得如此辉煌的成功。而且，惠普在成像与打印解决方案、信息产品、企业系统、服务器、存储、管理软件，以及专业服务与支持等诸多领域处于领先地位，这也是世界上其他任何科技公司无法相匹敌的。
举例来说，今天我们在中国的外包业务取得了突出的业绩，现在外包业务日常中心管理的客户以每季度40%以上的速度增长。
惠普建立的这一独一无二的组合，进一步巩固了惠普独有的领先地位。组合的目的是将惠普打造成为全球领先的高科技公司。我们制定了宏伟的目标，就如同中国拥有宏伟的发展蓝图一样，因此我们在中国取得的成就最令我们感到骄
傲。
下面，我想谈谈惠普的远景和战略，之后再重点谈一下我们针对中小企业市场所采取的策略。
我前面说过，我们的目标是成为全球领先的高科技公司。这不是一个唾手可及的小目标，而是一个值得所有惠普人为之奋斗的宏伟目标，要实现这一目标就需要我们充分满足客户和合作伙伴的各种需求和要求。
我们相信，凭借提供世界独一无二的价值定位，我们一定可以占据领先地位。在惠普，价值定位的涵义就是：高科技、低成本、最佳全面客户体验。换言之，就是以客户可接受的价格提供可靠的创新科技以及从销售到专业支持的全面客户体验。
让我先分别谈一下所有这些方面。高科技、低成本、最佳全面客户体验，之后再探讨如何将其应用到中小企业市场。
高科技。我们是一家科技公司。因此，创新和发明是我们的命脉。目前，我们投入40亿美元的资金用于研发；我们一天就要产生11项专利。四年半以前，当我刚来到惠普时，我们没有对我们创造的专利进行计算。两年前我们每天产生3项专利，一年前我们每天产生5项专利，而今天我们每天产生11项专利。
我们所做的一切都紧紧围绕创新、让技术更易于使用和管理，而且倍加关注安全性、移动性以及数字多媒体；我们相信，创新对客户和合作伙伴而言都至关重要，因为借助技术，您的业务将会更加迅速地向前发展。
我们为每天能够产生11项专利而自豪；我们每年将投入大量资源，因为我们不仅关注创新，而更是全心致力于创新。在惠普内部当我们谈及创新之时，我们实际上采用了“专注创新”一词，我们将“专注创新”定义为“关注我们的人、我们的能力、资金、时间，我们如何做出独有贡献和实现领先，以及如何与他人合作”。
获得领先并非轻而易举，我们必须全力以赴、充满自信、有的放矢，力争做到与众不同。但同时我们也要和其他人进行合作。这意味着我们将是一个有战略、首选的、倡导人性化的出色合作伙伴。成功的合作伙伴关系也与我们的成功密不可分。因此，我们没有选择自己包揽一切，我们深知合作伙伴对我们自身发展和实现领先具有非凡价值。因此高科技和专注将是我们要予以考虑的重要问题。
低成本。我们知道，我们在中国乃至全球的客户都在寻求能够为其带来更高性价比的技术。我们还知道，客户希望获得具有更低总体拥有成本的技术。我们十分清楚，成本结构对我们而言，既是一把竞争利器也可能是对手攻击的弱点所
在。因此我们投入了大量时间来促使自身变得更高效率，更有效果。我们付出的努力在于以更具吸引力的价位实现可靠的创新。当然，我们得益于在中国网罗的精英人才和员工的努力，也得益于我们遍布中国的合作伙伴的大力帮助。高科技和低成本的完美结合将会令人瞩目。我认为当今世界上的一些科技公司属于“低成本低科技”的企业；还有一些公司属于“高科技高成本”的企业。我坚信，我们拥有独一无二的优势，可带来真正的高科技低成本。而这也正是客户所迫切需要的完美组合。
最后，我们价值定位的最后一部分-最佳全面客户体验。我们提供可靠的创新技术，但经济实惠，而客户的这种体验可以使我们脱颖而出。全面客户体验是我们一直所认真关注的一件事情。我们要对它进行衡量、进行管理。更为它进行相当的资金投入。事实上，作为惠普的首席执行官，我的奖金酬劳中有20%都取决于我们能否实现某些全面客户体验改进的目标，而我们所有的高层管理人员也是如此。全面客户体验，就是我们的客户在与惠普进行业务往来时所获得的体验和感受。
那么，现在请让我将我们独树一帜的价值定位-高科技、低成本、最佳全面客户体验-应用到中小企业业务模式上，我认为它是对这一价值组合迫切需求的一个重要市场。
现在我们知道中小型企业市场是经济增长的重要一部分。事实上，中小型企业为全球提供了超过一半的就业机会，并带来了数十亿美元的收入。可以确定的是，这也正是中国的实际情况。19年前，惠普在中国成立了第一家合资公司，位于北京一座古老的市政工厂建筑中。这是中美电子领域中的第一家合资企业。从那时起，我们就一直凭借独有的优势为中国的蓬勃发展注入动力。当然，中小型企业也是中国经济成功的至关重要的一部分。在中国，中小型企业的收入占据着整个国家收入的43%。中小型企业的产品和服务占据了中国GDP的50%，以及产品、技术和服务的总出口额的60%。
现在我们知道，中小型企业需要更充分地利用技术的优势。同时我们也深知，正如中小型企业是中国经济发展的命脉一样，技术对于中小型企业的发展也是至关重要。
技术通常是成功的企业与失败的企业的分水岭。技术使小型企业将有机会与大型企业竞争。但同时我们也知道的是，中小型企业需要充分利用技术，他们没有大量的时间、资金或专业技术来维护技术和确保技术能够正常使用，同时也不希望为是否购买了合适的技术而整天忧心忡忡。
现在我们认为中小型企业急需的是智能技术。这意味着中小型企业需要一个
对提供最佳客户体验的每个环节都了如指掌的合作伙伴。在该合作伙伴的帮助下，不仅技术购买将变得非常简单智能，同时技术的安装、运行、修改和维护服务也将同样如此。换言之，就像惠普一样的合作伙伴帮助中小型企业充分利用技术的优势以提供出色全面客户体验。
我们认为这需要一家能够像我们一样提供完整产品线与解决方案的公司。正如我刚才提到的，我们是世界上最大的中小型企业技术提供商，但这也正是许多人不甚了解的地方。在全球的中小型企业中，大部分的中小企业都在使用惠普的产品。在我们当前750亿美元的收入中，有210亿美元来自中小型企业市场。台式机、打印机、笔记本电脑、服务器和服务等所有这一切使我们成为了当今世界的领先厂商。在中国，我们拥有6，000多家合作伙伴和经销商，覆盖范围超过200个城市；我们拥有500多家惠普专卖店，成立了4个解决方案中心，与我们的合作伙伴一起为中小型企业客户提供了100多种解决方案。
换句话说，中国惠普将与我们的合作伙伴继续紧密合作，为全中国的中小企业提供卓越的专家和专业技术。这意味着我们相信，我们了解这一市场，了解中小企业客户面临着什么挑战。例如，我们知道，专业技术和本地合作伙伴将继续在价值链中占据极其重要的位置。我们知道，数据备份和灾难恢复非常重要。我们知道，客户迫切需要网络连接能力。我们知道，移动设备(特别是笔记本电脑)市场发生了巨大增长。我们知道，许多以前部署在大型企业中的应用此时此刻开始向中小企业市场渗透。例如客户资源管理应用。
现在我将用一点时间来高度概括我们的“灵动商务”策略，最后将回答大家的问题。
我们利用中小企业市场的所有知识以及在产品和服务组合、市场地位、合作伙伴等方面的一切优势为后盾，在去年秋天推出了“灵动商务”策略。“灵动商务”计划的根本目标是为中小企业客户提供惠普广泛和深入的专家指导，下面我来概括介绍一下该计划。首先，我们为中小企业客户提供的专业技术就是全天24小时的可用性。
任何地方，只要您需要，惠普都能使您轻松获得专家指导-无论是通过惠普支持、大型合作关系网络，还是通过互联网，或电话来获得帮助。最适合的专家指导和专业技术是始终可以通过一个电话，点一下鼠标，或者走几步路来获得。这种无论您在哪里或无论您的要求是什么，都可以全天24小时获得专业技术和专家指导，是中小企业计划中最有价值的部分之一。
其次，是我们提供的技术。当然，我们拥有的技术涵盖了中小企业可能需求的所有方面的要求。从打印和成像解决方案到灾难恢复解决方案，再到桌面解决
方案，尽在其中。我们目前的工作之一就是确定所有这些解决方案都能完美地配合工作。事实上，我们现在正在充分利用我们以往所打造的产品和服务组合来确保它们都能良好地协调工作。因为实际情况是，仍然有许多产品用户向我们抱怨，技术太复杂而且不能像预计的那样良好地配合工作。
最后，除了专家指导之外，除了出色的解决方案组合之外。我们的“灵动商务”策略的第三个要素是确保我们的解决方案能够轻松拥有。轻松拥有，除了其它含义之外，还指能够为我们的中小企业客户提供灵活的财务支持。
因此，我们将与合作伙伴携手提供一系列灵活的财务支持。因此，作为“灵动商务”策略的一部分，我们拥有了能够轻松获得的专家指导，能够轻松配合工作的技术和解决方案，还有让客户能够轻松拥有这些解决方案的灵活财务支持。
现在，在我开始回答诸位的问题之前，让我们回到开头所谈到的。
我们坚信，惠普与众不同。我们雄心勃勃，我们要成为全球领先的技术公司。我们知道要想实现这一雄心，我们必须坚持以客户为中心。我们知道要想实现这一雄心，我们必须坚持与合作伙伴紧密合作。合作伙伴是保证我们目前成功以及未来发展的关键支柱。我们知道，如果不能在中国大获成功，我们就无法实现自己的伟大目标。
但是我们也知道，我们提供的产品和服务组合与众不同，我们的市场地位与众不同，而我们真正相信的是我们可以提供可靠的创新、高科技但却经济实惠、低成本，以及使我们脱颖而出的全面客户体验；我们还相信我们的“灵动商务”策略是一种双赢的计划，他将把出色的价值带给中小型企业。
我的演讲就到这里，我将回答大家的提问。非常感谢！
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