这是前惠普主席和执行长 Carly Fiorina于2006年10月18 在MIT 麻省理工学院做的演讲。
主题: Tough Choices
主讲: Carleton S. (Carly) Fiorina
Carleton S. (Carly) Fiorina was President and Chief Executive Officer of Hewlett-Packard Company from 1999 to 2005. She served as Chairman of the Board from 2000 to 2005.
Prior to joining HP, Fiorina spent nearly 20 years at AT&T and Lucent Technologies.
The Private Sector Council honored Fiorina with its 2004 Leadership Award for her contributions to improving the business of government. Also in 2004, the White House appointed her to the U.S. Space Commission.
Fiorina earned a bachelor’s degree in medieval history and philosophy from Stanford University. She holds a master’s degree in business administration from the Robert H. Smith School of Business at the University of Maryland at College Park, Maryland, and a Master's Degree from MIT Sloan in 1989.
As a receptionist, Carly Fiorina made an important observation: people in the mailroom were not “fundamentally different from people in the boardroom -- people are people wherever you find them.” She has made ample use of this insight throughout her life, and in her recent book, Tough Choices. Her talk offers samples of this memoir about her career, especially her beleaguered time at Hewlett-Packard.
菲奥莉娜在一场公开宣扬的洪洪烈火中被惠普辞退，但依然为她在公司的成就而骄傲。从1999 到2005年，她顶着重重困难，带领改革“图符、神话，但泥足深陷”，在“历史上最伟大的科技改变年代“沉沉睡着的惠普。她归功于麻省理工学院的几门课 程，帮助她迎接挑战一间“沉缅于昔日，未能预想未来”的企业。
Fiorina was fired from HP in a ferocious blaze of publicity, but demonstrates pride in her accomplishments at the company. From 1999 through 2005, she spearheaded a difficult transformation of an “iconic, mythic but also deeply troubled” HP, which had essentially slept through what Fiorina calls “the biggest tech upturn in history.” She credits several courses at MIT Sloan with helping prepare her to meet this challenge of a “company so in love with its past that it could not envision its future.”
她接掌惠普时，察觉到“极其复杂的制度问题”，不仅需要改变企业的策略、结构和流程，还要改变企业的“软件”：惠普的价值观和文化。菲奥莉娜说：“量化型 的人认为价值观和组织行为是软绵绵的东西；对不起，这是最硬帮帮的东西…。”菲奥莉娜是外来人，是一个十分男性组织的女性，她的概念遭到顽强扺抗，只能倚 靠她对“恐惧、人性动机和数据”的了解。
On arrival at HP, she perceived “a systems problem of great complexity,” requiring not only changes in the strategy, structures and processes of the firm, but in HP’s values and culture -- the firm’s “software.” Says Fiorina, “For all you -- sorry – quantitative types who think values and organizational behavior is soft stuff—it is the hardest stuff…” Fiorina, an outsider, and a woman in a very male organization, met stiff resistance to her ideas, and relied on her understanding of “fear, human motivation and yeah, the numbers.”
她与康柏的合并计划受到挑战：“科技工业可能要联合，被视为异端之说。”今天她感到被证明是对的。她辞退了三万六千员工，了解他们的反感。但她相信领袖的 工作是“看到（他人看不到）情况下的可能性”，以眼光锐利的现实主义接受改变，认清楚风险和利益。菲奥莉娜视乐观为领导才能的核心要素，相信“事物会变得 更好，而人们虽然有恐惧也会一同上路。”她的最后忠告：“不要注视那些你不能做到的；专注于你可以做到的。你做得到，机会随之而来。”
She was challenged on her merger plan with Compaq: “The fact that the tech industry might have to consolidate was viewed as heresy.” Today she feels vindicated. She laid off 36 thousand employees, and acknowledges their resentment. But she believes that a leader’s job “is to see possibilities in circumstances” that others don’t see, and to approach change with a clear-eyed realism that acknowledges both the risks and the benefits. Fiorina views optimism as a core quality in leadership, the belief “that things can get better and that people are willing to go along for the journey in spite of their fears.” She offers closing advice: “Don’t fixate on things you can’t do, but on things you can. If you do that, opportunity will knock.”
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