惠普首席执行官卡莉在清华大学演讲英文实录(3)

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. Strategy - which is purpose and goals. Structure and process -- which is how we organize. Results and rewards and and metrics-- which is how we measure our progress, how track our results and how me motivate our employees. And finally what I call the software of the system: values and behavior. When we say "values" these also by be common. We must all believe, that for example; passion for consumers, this is one of our most important values, is commonly understood and shared. Or, highest standards of integrity, or contribution to community. These are three example of values we must share.
But if we have a common purpose, if we have a common set of values, if we have a common objective - everything 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.

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