第一篇：惠普首席執行官卡莉在清華大學演講英文實錄
carly fiorina remarks at tsinghua university
beijing, china
march 12, 2014
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, 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.
以下為現場問答：
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 (請你關注：)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.
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 now - what does the future hold? where will i go? how will i contribute? just take the first step, in spite of the fear. see opportunity when it approaches you. i said i obviously have not had a clear road map for my life, or my career. i went to jobs that were difficult purposefully. every job i ever took in my career was a job someone told me i shouldn't do. it was a job someone told me i couldn't do. it was a job someone told me it was not wise to try. i took hard jobs because they were challenging. i took hard jobs because i could prove something. not because i know the end point but because i wanted to be challenged and i wanted to make a difference in the here and now. but always i could see opportunity. so being flexible, acting even if you are afraid, taking the first step, even if we do not know the step that will come later. those are the most important things you can do. now, and 20 years from now.
q: good afternoon mrs. carly fiorina. i have a dream to be a ceo like you, that's why i came here today. now, i have two questions. first, it is said said that the it industry is a world for men. as a woman in the industry, whats your feeling with working with so many men? we have the same problems here in tsing hua university. you can find more boys than girls. hp now is a very success company in the world. you made it more successful that ever before. do you have a plan to start your own company? if so, would it be in the it industry or will it produce something else?
a: in answer to your question to what will i do next? consist with to my answer with the young man just a moment ago... i don't know. and it doesn't worry me that i don't know. what i know right now is that i have a wonderful privilege to lead this great company. and i know as well that i have a lot of work left to do here. what comes next will revel itself in time. i don't need to worry about that right now. we're not done by a long shot, we have a lot left to do. i have no idea if i would start my own company, or if it would be in it.
with regards to your questions, being in a man's world. that isn't how you asked it, but that is how you meant it. actually i am very delighted to see so many young women here today. it is true that there are still mostly meetings that i go to where i am the only one. so i learned to love men and get along with men very well, but one thing i know. only you know inside, what you are capable of. i said in my speech, "know your own power, know your own potential, and do not let anyone take that away from you." that is not arrogance. it is not hubris, it is not pride. but you cannot unlock the potential in other, unless you know the potential and power in yourself.
i think leadership and success take the right balance between confidence, and humility. the confidence to know you can make a difference, the confidence to know you can make a contribution, the confidence to know that you have capability an power can and the humility to know that you can't do it all by yourself, you don't know every answer and you do need help. don't let anyone tell you you cannot do something. anyone can do something if they really want to do it. and so if someone says you can't do it, because you're a woman, because you don't have the right something. if someone says you can't do it - let 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.
第二篇：恆信金融租賃有限公司首席執行官李思明演講實錄
恆信金融租賃有限公司首席執行官李思明演講實錄 2014-06-26 22:15:00 來源: 東方網 跟貼 0 條 手機看新聞
東方網6月26日消息：6月25、26日陸家嘴論壇在上海舉行。恆信金融租賃有限公司首席執行官李思明在專題會場四“中小企業發展與金融服務”上發表講話，文字實錄如下。
[李思明]：主持人好。各位參加會議的嘉賓，大家好，我是恆信租賃的李思明。大家會覺得比較奇怪説，一般向tbg，私募基金，對於投入回報要求很高的，融資租賃在國內已經有30年的歷史，那目前還沒有看到説哪個融資租賃公司會做的非常好，或者是哪個銀行，問題在什麼地方？為什麼tbg願意投呢？跟咱們國內的金融環境不斷改善有關係的。第一個，在融資租賃行業，最近幾年可能比較注意，像銀行系出了一批租賃公司。為什麼在傳統的銀行，自己做貸款已經做的很舒服了，為什麼要進入到這個行業裏面來？
[李思明]：租賃行業裏面有什麼樣的動力，能夠使得有很多的資金會願意投入到這個裏面來？融資租賃業務的話，50年代初在美國二戰以後在中小企業融資多元化的情況下發展起來的業務。一個企業的發展，從它的快速發展和進入成熟期大概需要五年時間。一個企業有八年的時間是很穩定的企業了，再一個從成立階段到快速發展階段，基本上有一個很危險的時候，第三年到第五年很危險的。我這邊有一個數據，我跟蹤過這幾年國內的工信部所統計的數據，國內的小企業都保持在4000萬家左右，有的時候多幾百萬家，少幾百萬家。我們國內的小企業很難跨越第三年的坎，很難過的。問題出在什麼地方呢？管理的問題是一個，其實更多的是資金管理的問題。
[李思明]：一個企業從設立的時候，考慮到有一個股權融資，不管是通過vc，或者是創業板的方式。但是一個企業的融資三部分，一個是它的不動產方面需要融資，比如需要廠房、地皮需要這些不動產的。第二類的融資叫動產融資，動產融資就是這些機器、設備、車輛這些東西。第三類是流動資金方面的融資，流動資金融資一般期限比較短，從資金成本承受來講，我想重點講一下關於動產融資這方面，動產融資的話，動產是一個使用的，像地皮廠房買了會增值，設備買的話是不斷貶值的。給動產做融資是貶值融資，所以不太適合去擁有，所以才出現有租賃的方式來做。
[李思明]：所以，動產融資目前在國內，我們這些小企業絕大部分的動產融資還是靠自有資金，要麼就是到親戚朋友那邊，或者説是一些非常小的金融機構那邊去借。短期資金來做中期融資，動產融資應該是在三年到五年比較合適。現在很多企業都借短期來做融資，所以企業在發展過程中間，有很多短期資金應該是做流動資金融資的，沒法有足夠的短期融資來做流動資金融資，所以在快速發展過程中間，很快就會死亡，因為資金鍊斷了。在動產融資這方面沒有很好的安排，或者説在市場上沒有這方面的金融產品提供。現在看的租賃公司，絕大部分還是在大企業方面做。這方面要非常注意。
[李思明]：關於固定利率方面的問題，現在銀行貸款大家知道，有一個東西大家並沒有太注意，央行利率要調整的話，比如説是現在是5.4要調，利率要上浮到6，第二年開始，必須要調到新的利率去。發達國家，借了多少，10年是4%的利率就是10年的利率，如果利率要是能夠固定下來的話，對小企業的流動資金的管理也是很好的辦法。
[提問]：我想問李思明先生，作為私募，又開展了金融租賃業務，這個盈利模式是怎樣的？還有一個比較最喜歡的客户是哪些類型的？
[李思明]：企業盈利的核心的祕密可能不太會説。一般的私募投進來的話，一般看到咱們講融資租賃行業，融資租賃行業其實是一個金融行業，雖然我們現在是歸商業部在管理。對於融資租賃盈利模式是資產規模要做大，現在商務部的監管是1：10，一塊錢的資本金可以做十倍的資產。跟管理的金融公司的情況差不多，他們好象是1：11，這個是通過利差的模式，還有其他的手續費，還要做其他收入方面，這個是一個盈利模式。喜歡的客户一般都是中小客户。中小客户他比較關心現金流，我們比較喜歡這樣的客户，不太喜歡跟關心資產規模的企業打交道。
[李思明]：剛才因為時間比較緊，還有一個話題。監管方面的問題，牽扯到不是説商務部還是銀監會監管的問題，剛才王鈞已經説了。關於税收方面的，自從去年初開始，營業税和增值税轉型之後，關於退税怎麼適用對於租賃公司是非常不公平的，已經有一年半了，還沒有解決這個問題。換句話説，現在缺錢，有錢或者自己貸款買的話，可以去做增值税退税，但是沒有錢買要租，租的話不能退税。所以這個問題仍然解決不了，不知道這個問題什麼時候能夠解決，我就提出來這個問題。
（來源：東方網）
(本文來源：東方網 )
第三篇：史蒂夫鮑爾默清華大學演講實錄
史蒂夫·鮑爾默清華大學演講實錄2014-1-30 台海網【字體：縮小 放大】
能夠在這裏跟大家交流，是我無比的榮幸。對我來説，學生幾乎是我最樂於為之作演講的聽眾。（掌聲）張亞勤介紹了我的學生時代，當時我和比爾·蓋茨一道在哈佛讀書。我可以向大家保證，我曾經當過學生，我也曾經有過頭髮。（大笑，掌聲）
與清華大學的關係對微軟公司來説是十分重要的，微軟中國研究院也和清華有着密切的聯繫。我最近接受了邀請，出任清華管理學院的顧問，我為此感到十分高興。目前，有100多名清華畢業的研究生在微軟位於西雅圖附近的雷德蒙總部工作，我本人也非常榮幸有這個機會初次拜訪清華。
微軟在中國發展業務，至今已有八個年頭。從信息技術的角度講，在這裏發生了許多令人難以置信的變化，包括研究、開發以及硬件等方面，所有這些變化都是令人欣喜的。實際上，中國是微軟除美國以外唯一同時設有銷售、支持、開發和研究機構的國家。因為在中國，有無數優秀的、富有創造力的技術天才。在座諸位有的來自其它賦有聲望的高等學府，但是有人告訴我，清華是強中之強，所以能夠來到這裏演講是我的榮幸。（掌聲）
在我開始進入正題之前，我想問你們幾個問題，只是希望對我的聽眾有個大概的瞭解。你們中間有多少人希望在日常工作中使用微軟的windows產品？有多少人在工作中使用linux？有多少人在過去24小時之內上過因特網？(steve笑了)我發現只有微軟的人舉手回答所有的問題。我發現今天的演講有一點與眾不同，就是由我來主講。這是系列講座的一部分，講座是關於如何成為一個優秀的研究人員，它與眾不同的地方就在於講座的第一課是由一個非研究人員主講。我從來就沒有研究過計算機科學。我相信，在第一次演講過後，這門課程將回到嚴謹的學術氛圍當中。但我還是希望利用這個機會告訴大家一些有意義的事情，一種不可思議的轉變，是我們預見今後幾年內將要發生在網絡領域裏的。這就是我今天希望跟大家談的主要內容。
在我開始之前，我想組織一場關於個人電腦方面的知識競賽。個人電腦的發明大約是19到20年以前的事情。你大概會説計算機的歷史可能更長，但是個人電腦的歷史大概就是20年左右。令人驚奇不已的是，個人電腦總是在根據市場上出現的新事物、新機會而不斷地變化和改造着自己。個人電腦剛剛出現的時候，它只是一個編寫程序的工具。當人們需要個人電腦時，它是處理工具、分析工具、教育工具，後來成為播放音樂、看錄象、發送電子郵件和連接網絡的工具。因為它是一種通用性的設備，人們在其中安裝了不同的應用程序，但是它的定義和靈魂並沒有改變。我提到這些，因為它對於幫助我們認識未來的因特網是很重要的。因特網將如何變化，保持它的靈活性？它需要什麼樣的新技術？因為從信息技術方面看，未來20年的革命，將圍繞“個人電腦+網絡+無數新穎而令人驚奇的設備”這個主題。個人電腦在很大程度上被一個稱為“摩爾定律”的法則驅動着。這個定律是以英特爾公司的奠基人高登·摩爾的名字命名的。高登·摩爾認為，處理器的能力每一年半的時間就會翻一倍。所以大家可以稍微想象一下十年以後這個曲線的走向。通過我們的分析、實驗室工作和英特爾的研究，我們發現摩爾定律在過去的十年裏並沒有放慢速度--摩爾定律的十年。有了摩爾定律，我們可以將處理能力轉換為令人眼花繚亂的電波，在過去的20年裏，個人電腦因此而變得越來越廉價、快捷和優秀。如果我們仍然沿用20年前的低速設備，我們就不可能創造圖形用户界面和其它令人驚異的東西，個人電腦也不會象今天這樣成功。然而，今天，摩爾定律將要運用到一個新的方向，它正在被運用到傳播領域中。因特網為什麼會存在？帶寬為什麼會被拓展來聯繫世界各地的人們？因為人們以新的方式將微處理器的能力應用到了電子通信領域，我們看到使用費用的降低和世界各地的聯通。這種處理器的能力將被應用到新的設備中：小型的手持設備。就
象我手上剛巧拿到的東西一樣。這玩意兒比四年前我擁有的任何計算機的功能都要強大。我可以留下語音筆記（對機器説）“你好，我是史蒂夫，我正在清華大學，請留言給我。”我可以將錄音回放，可以將百科全書、我家人的照片、我的日程表、電子郵件放在裏面，甚至裝上完全版的因特網瀏覽器，而且屏幕尺寸剛好夠用。這就是摩爾定律的奇蹟。摩爾定律給了我們這樣令人不可思議的機會，以全新的方式運用處理器的能力。我們在談論下一代因特網，同時我們也在談論摩爾定律運用的新領域。以在座的各位為代表、遍及全球的一代人，將是第一代這樣的人。他們在成長的過程中始終認為因特網是工作和生活不可或缺的一部分。我猜，在這張幻燈片上的我就是人們所説的“baby ballmer”。我生於1956年，我長大之後個人電腦才出現。在我的印象中，電腦就是長長的紙條和捧着一沓卡片來回地跑。甚至在我的閲歷中，也看到了隨着無線電廣播和電視的發展成長起來的幾代人。我的孩子，他們年齡還小，屬於基本上認為個人電腦和因特網的存在是理所應當的一代人。我四歲的小兒子對我説：“爸爸，我想上“好吧，我們去！”我承認，我還是先審閲了一下這個網站。我是他的“私人內容顧問”，無論如何，也許不是你們這一代，而是我孩子這一代人，也許會認為下一代因特網是理所應當的。這一點是很重要的，我們在談論下一代因特網，其實使用者適應所使用工具的方式，恰恰改變了工具本身。當個人電腦還是少量生產、用途單一、並且只有技術專家才可以使用的機器時，它的定義並沒有得到擴展。成千上萬每天使用因特網的用户的介入，為技術的改進創造了某種條件。因特網在接下來的一段時間裏會發生怎樣的變化？在座的大都是技術人才，如果向你們提出這個問題，你們是否認為10年之後的因特網還會象現在這樣嗎？或者你們認為10年之後的因特網會發生巨大的變化？我猜，在座的人中有大多數會回答“不同”。不錯，這很有幫助。第二個問題是：與現在相比，10年後的因特網會有什麼樣的不同？瞭解這樣的不同，併為此投入你們的精力、了不起的創造力、最好的主意，幫助塑造未來的因特網，這就是下一代因特網為所有學生提供的機會，也是為微軟和全球眾多的企業提供的機會。我們思考未來10年將發生的轉變，我不知道它是否會在一年、三年或五年內發生，但我確信它會在10年內發生。我相信將要發生的一些基本的變化。為了更好地瞭解這些變化，我回顧了個人電腦在最初10年內的發展變化。目前的因特網，大家通常一次只能訪問一個站點，而且並沒有什麼範例説明若干網站之間的協同工作。如果我們回到個人電腦最初的年代，並沒有什麼範例能告訴我們不同的應用程序如何在機器裏面協同工作。我們一次只能執行一種程序，而且這些程序之間不能對話。我們現在也只能逐個地瀏覽網站。只要設想一下，你現在需要從四個不同網站上收集信息，並將它們放在一起閲讀；設想一下你可以創造能夠與其它網站實現交流的網站；設想一下你是用户，又不想記住20個不同的上網密碼。如果因特網變成用户的一個整合使用體驗，結果又會怎樣？這就是我們預言將要發生的事情。
設想一下，你要編寫一個應用程序，用於航班訂座。這是個很不錯的例子。你要設計這樣一個網站，當你訂了機票之後，它能在你遠方父母的日曆上標明你回家的日子。比如，你將於9月份一個星期天的中午12點回到家中，假如你的航班延誤了，能不能設法告知你的父母，你將稍後回家呢？是否有辦法讓你的父母告訴你：“如果在週日，請傳呼我或給我打手機，如果在週一，請到辦公室找我”？也許你可能會説，每個網站都可以做到這些，但是把這些網站整合起來的模式並不存在。所以，我們正構想一種稱做xml的標準，作為基礎，來整合所有的網站，建立一個嶄新的世界。 下面談我們認為的第二個不同點。今天的因特網，可以説是愚笨而瘦小的客户對機靈而有學問的服務器説話，明天的因特網應該是機靈的客户對機靈的服務器説話。我喜歡把聰明的客户端，而不是愚笨的客户端放在口袋裏，因為這樣我可以得到更多的利潤。目前的客户端有什麼問題呢？他們需
要有人照顧，要有人及時告知他們，為他們安裝最新的軟件--在座所有人都知道是什麼。關鍵是如何對下一代因特網上軟件的定義作出新的詮釋。軟件將演變成服務，軟件會自我維護，自我更新，在未來10年內將成為現實的寬帶因特網上，所有這一切都是自動的。今天，因特網應用的99%都是通過個人電腦實現的。個人電腦將繼續作為一種非常重要的設備，但是10之內，你的電視機也將成為接入因特網的工具，還有你的移動電話。我在設想這樣一種圖景：週末，我在家中觀看籃球比賽，當時正在進行一場精彩的比賽，有我喜歡的奧尼爾參加。我的塊頭和他差不多。我對電視機大聲叫喊道：“比爾，你在看比賽嗎？”我的電視機配有語音識別裝置，網絡迴應：“比爾？他指的是誰？--比爾·蓋茨！”網絡説：“查看好友名單，把他選為短信息的收件人。”“比爾·蓋茨”，於是比爾在家裏聽到了聲音。他容許我在週末打擾他。“比爾，你在看奧尼爾的比賽嗎？”10年內，所有這些都會在因特網上實現。一句話，這些都是在談對新型用户界面的需求。今天的因特網界面就是瀏覽器，它的功能還不象別的個人電腦應用程序那樣豐富，也沒有自然語言界面和語音識別。這種技術將使用户界面變得更加靈活，從移動電話到電視機和個人電腦。我們將有全新的用户體驗，全新的用户界面。我們剛剛把微軟中國研究院的創院院長李開復請到了西雅圖總部，他實際上將作為新型用户體驗部門的開發負責人，將各種元素集合起來。
最後一點，但決不是最不重要的一點，我們建立網站的方式必須改變。建立網站的確是十分困難的事。要讓網站吸引更多的訪問者更加困難。我們需要提供工具，使新時代的網站和應用程序的創建、剝離和運行變得更加容易。讓我給大家舉幾個例子。我剛剛談到了旅行，現在説説醫療保健方面的例子。我並不知道中國的醫療系統是如何工作的，但是知道美國的醫療系統是非常難以理解的。如果我家住西雅圖，但是不幸在舊金山患病，當地的醫護人員是根本無法閲讀我的醫療記錄的。也許你們中國沒有這樣的問題，但是在美國，真是一團糟。如何去解決呢？答案當然是下一代因特網。我必須把我的醫療檔案放在網上，並且告訴醫生如何進入、查看。“但是，我今天只是摔斷了腿，所以你只能看有關我的腿的內容，而不是我的心臟或者我的腦袋，今天只看腿。”你對這些信息保留隱私權。在下一代因特網的新世界中，就是採用這種方法在保證適當的安全等的前提下分享共有信息。
在這個世界中，我注意到了許多方面正在發生變革的事例。如果你想一想我剛才描述的下一代因特網在工作中的能力，它可以做的事就更多了。現在，我們中的大多數人仍然使用紙張，台下在座的各位幾乎每個人都拿着紙，用來作記錄。我們不僅需要無紙辦公室，還需要無紙學校。10年之後，我們不是帶着這樣的筆記本，而是手裏一個類似寫字板、帶着計算機屏幕的東西，它看起來象個普通的筆記本，通過無線方式與高速因特網相連。你不僅能夠記筆記，而且能夠用我們稱之為寫字板電腦（tablet pc）的下一代設備瀏覽因特網，屏幕又大又清晰，誰還願意帶着紙到處走？我為所有的紙張製造商感到遺憾。我本人非常喜愛讀書，但是我的孫子們可能會認為屏幕就是書，因為他們無論在工作場所、學校還是在家，都是從那裏閲讀東西。
今天的因特網是瞭解消費者反饋的方法之一。全世界每天有大約2500萬人次訪問網站，我可以非常精確地告訴大家，他們在看什麼、他們關心什麼、對訂購什麼產品感興趣。如果我們把這些信息按照適當的形式排列，這就形成了一個巨大的數據庫，幫助我們更好地瞭解消費者。類似的數字反饋循環將繼續得到改善。其實這個問題不僅存在於企業內，甚至存在於高校裏。如果大家真正地花精力收集研究項目所需的資料，可以到因特網上搜索。但是如果為建立新一代因特網而搜尋所有的資料、信息和建議，你們想從包括微軟在內的大多數機構的行政部門的辦公桌上尋找資料的話就相當麻煩了。
再來看看我們的家裏將發生什麼變化呢？大家可能知道一些關於電視方面將出現的變化，但是還有
更多。我們甚至今年就能推出一種新技術：你在家裏看電視，覺得口渴，於是按下暫停鍵，休息五分鐘，取一些冷飲，然後再回來，接着看，而所有的節目都會從你離開的那一點重新開始。為什麼可以這樣呢？就是因為你的電視機連接了一個硬盤，在你離開期間所有的節目都被存儲到了硬盤上面，然後回放給你觀看。它能夠讓電視暫停五分鐘，讓你錄象和回放。這只是我們電視體驗方面變革的開始。我們在談論一種成為數碼存儲器的東西，實際上，10年之後，我們就可以把你一生所有的日常生活錄象資料通過連網，存儲在價格不超過150美元的裝置裏。你一生的情況都可以用一種可以查詢的格式存儲，你會發現很多一生只出現一次的畫面。你一生的圖象、喜愛的音樂，還有你的照片，都能以電子手段存儲和再現。
更重要的方面，就是教育如何改變。昨天晚上，我和來自教育部的副部長韋鈺女士共進晚餐。我們在談話中關心的首要問題就是如何改善遠程教育。你怎樣才能讓一個生活在中國農村的學生聽到清華校園裏最棒的講座，如何能讓一個因為工作繁忙而拉下課程的學生趕上進度，繼續從學習中得到益處，這還要花費大量的努力。如何才能讓學生之間相互合作？大家是否想到10年之後的情形？所有的這些幻燈片將以電子形式，通過大會堂無線設備傳送到大家的寫字板電腦上，大家可以坐在那裏，在幻燈片上作註解、記筆記，這就是大家通常的工作方式。大家收集資料、寫文章、與其他同學共同進行學術研究，將從根本上轉變到電子的方式上。微軟為這種轉變所開發的軟件平台，就是平台。平台跨越許多新型設備，具有新的用户體驗，它還有新型的編程指導功能，幫助大家創造可以相互協同工作的xml程序。將出現一系列新型服務，它們可以在客户端或服務器上運行，也可以在因特網上運行。大家可以在網上存儲信息，並不一定要在你們的校園網上或自己的筆記本電腦上，而是遍佈世界各地。
我還想重點説明用户體驗的幾點問題。首先是（應用程序）自如地跨越不同設備工作的重要性。有一個理念，我們稱之為信息助理，這個工具幫助大家管理來自下一代因特網的大量信息。你們每天要接收多少封電子郵件？我要收到大約100封，而且希望不要那麼多。現在連閲讀郵件都變得很困難，何況我還要接電話和即時訊息。我們需要這樣的工具來幫助我們管理通知和訊息，查找我們需要的信息。通過神奇的xml技術，我們就有這樣的機會，來重新設計用户界面，一個可以靈活處理呈現的信息的界面，幫助用户獲得更多的信息。當你使用文字處理軟件書寫今天的備忘錄時，為什麼不能讓界面有這樣的功能：當它發現有“清華大學”的字樣時，會詢問你是否希望到清華大學的網站上瀏覽一下？你希望到清華讀書嗎？你想看一看清華學生的照片嗎？這是因為界面要有智能，不僅對內容本身，而且要了解內容的背景含義。這就是我們正在研究的稱為“smart tags”（智能標記）的技術，是下一代因特網體驗的組成部分。關於這種設備，我前面已經談到了一些，而且相信這對微軟，對現在與未來的整個產業，都是自然的演進趨勢。如果大家從技術的角度思考這個問題，個人電腦是由硬件和可編程的界面構成，是存儲信息的地方，可以通過應用程序將信息剪貼在一處，呈現在用户界面上。如果大家思考一下下一代的因特網，它同樣建立在平台的基礎上，包括多種設備，裝有一系列可以在網絡上運行的服務程序，可以用我先前提到過的xml靈巧格式存儲信息。在界面風格嚮導的積極參與下，你可以從多個網站上組合所需的信息。
我們無法預見到計算機科學的發展將面臨的所有問題，只是看到了一小部分。需要在基礎設施層面上解決的問題，在歷史上曾經出現過類似的現象，但我們將要處理的問題在複雜程度上是空前的。無論是對微軟，還是對於其它的企業，要解決未來因特網發展的問題，就必須與高校進行緊密而深入的合作。目前，我們在全球各地擁有大約6000位研究人員，這是世界上最大的計算機科學實驗室，但是我們明白，自己還是隻能做很小的一部分研究工作。我們需要與各地的大學建立聯繫和合作。我們在中國與包括清華在內的四所高校合作建立了研究實驗室，並且從中國20所高校取得支
持。我們的研究人員同時給學生們上課，就象在我的幫助下，在清華開始的這個系列講座一樣。我們為中國學生設立獎學金，並接收中國學生在微軟實習--目前在北京的機構裏大約有200名實習生。高校裏有微軟的員工擔任客座教授，微軟位於北京的研究機構裏有來自高校的訪問教授與我們並肩工作，我們在一些高校的學生中間組織了學生俱樂部。我們在中國開展這些方面的工作，要比在世界其它地區多得多。我們必須這樣做，因為未來大量富有創造力的工作，只有一小部分會在微軟完成，大量的要在高校完成，更多的要通過合作完成。這就是我為什麼如此高興，有機會在這裏講話。
我們於1998年成立了在華研究機構--微軟中國研究院，僅僅在北京的研究人員就發表了150多篇論文，提供了70多個研究範例。我們正在通過國家自然科學基金委員會資助一些基礎研究項目，我們正在致力研究對於下一代因特網至關重要的問題：多媒體、用户界面、自然語言等。有一些是全球各地通用的，但也有一些是特別針對中文語言的，而且必須由我們在中國的科研人員完成。下面，我打算請我的一些同事上台來演示一下他們的研究成果，（掌聲）
謝謝大家。我希望上面的演示能夠讓大家對微軟中國研究院正從事的研究項目有個大致的瞭解。但是，關於下一代因特網將會帶來什麼影響的研究，在世界各地都進行着。下一代因特網的真正的領袖，就是在座的諸位。今天的學生將成為明天的科研人員和工程師，去發掘下一代因特網的體驗。你們將改變世界的未來，改變商務模式，政府管理模式，做學問、研究的模式，還有其它的模式。你們將幫助推廣那些我們今天甚至無法想象的技術。如果讓我為大家提出一個如何當個優秀研究人員的建議，那就是先想想明天的技術可能是什麼樣的。受到明天可能出現的事物的鼓舞，做一些將來有所成就的事，這是一件了不起的事情。大家從今天能夠做到的事情入手，也許你們可以在明年、後年獲大後年讓夢想成為現實。我把自己關於下一代因特網的見解告訴大家，但你們必須作出決定。做一個研究人員，頭腦中有這種預見，把它表述出來，然後再非常非常非常努力地工作。我們還有足夠的時間讓大家和微軟中國研究院的人交流。我本人也希望能夠更多地與大家交流，共同工作。象我剛才説的那樣，在微軟西雅圖總部，有100多名清華畢業的研究生。可能我不該説這些。但是如果你們希望在北京工作，可以聯繫微軟中國研究院的人。我的電子郵件地址是
，如果大家希望在微軟西雅圖研究院得到一份的工作，可以與我聯繫。我期待大家的來信，哪怕就是對我今天講話的評論或微軟正在做的事情的看法。我感謝大家的時間和耐心，現在歡迎大家提問。謝謝大家。
第四篇：惠普之卡莉
卡莉?菲奧莉娜
美國東部時間2月9日上午9時許，惠普董事會宣佈該公司主席兼首席執行官卡莉·菲奧莉娜已經辭職，她的職位暫時由cfo韋曼接替。正如菲奧莉娜自己所講的，她顯然不知道自己在惠普的終點到來得這麼早。至於辭職的原因，菲奧莉娜在一個聲明中説，“在惠普的發展戰略問題上，我與董事會的意見衝突，我對此感到遺憾，但我尊重他們的決定。”但有分析人士認為菲奧莉娜被迫辭職是因為她使惠普失去創新力。在菲奧莉娜任職期間，實行了壓縮開支的策略，導致大量惠普老員工攜帶技術轉投其他公司。另一個原因是，菲奧莉娜無法明確描述惠普的市場戰略，而將它命名為“適應性企業（adaptive enterprise）計劃”。一位前任惠普高層表示，“菲奧莉娜擅長市場營銷。她是公司內的一位優秀演講者。但是這是一個公司，並不需要一位政治家，它所需要的是一位擅長經營的人。”在被解僱前的一個月，費奧利娜被三名董事會成員直言相告必須改變她的行事風格，但她毫不留情的拒絕了。 卡莉?費奧利娜擁有出色的口才和堅強的意志，對把握大方向與引領、駕馭變革有着駕輕就熟的才能。例如在at&t做業務員到韓國辦事時，面對男性同行必須應付的烈酒，應酬，阿諛奉承，卡莉.費奧利那應付得遊刃有餘。一開始還怕因為對其性別考慮不周而失之怠慢的韓方工作人員事後對其大加讚賞。同時卡莉還善於溝通，她認為溝通十分重要，最為一個成功的領導者，傾聽下屬的意見將會是下屬具有更大的動力進步。她常旅行到全球惠普去見她們的人、常親自寫電子郵件給員工。
卡莉取得史斯坦福大學中世紀史和哲學學士學位，她也擁有馬里蘭大學企管碩士以及麻省理工學院史隆學院理學碩士學位。 在加入惠普公司之前，菲奧莉娜女士在at&t和朗訊公司工作了近20年，擔任過不同高階管理職務，協助朗訊從其母公司at&t分割獨立出來，並主導朗訊公司的股票上市計劃。具有豐富的經驗。這些都成為她能取得成功的關鍵因素。從卡莉的個人特質來説，她自身興趣廣泛、樂觀開朗，沒有因為身處領導層而變得強悍不易親近，與她實際接觸的人，都會被她親切的微笑、問候與令人舒服的人性溝通方式所折服。菲奧莉娜改造惠普的另一個本事是溝通。快速變動的新經濟競爭中，幾乎所有的人都對前景缺乏明確的認知，特別是對企圖從傳統科技典範轉變成新經濟明星的惠普來説，改造領導者必須有能力清楚描繪出變革後的願景，才能讓員工在面對改變的恐懼之外，仍有意願參與改造。
在男性世界的摸爬滾打中，卡莉?費奧利那格外引人注目。每當遇到跟性別有關的話題時，她總是儘量保持低調。“我希望每個人都能明白，在公司的管理機制中並沒有什麼所謂的‘玻璃屋頂’去限制你的發展。我的性別是很有趣，但是與公司的整個發展來看，那不是最重要的。”儘管有很多人願意把卡莉?費奧利那的成功看成是女性與男性擁有平等機會的勝利，卡莉?費奧利那自己卻寧願將性別問題淡化。她説：“我首先是管理者，然後才是女人，只要你行，就沒有什麼能掣肘你的發展。”她會主動承認員工的進步與成就，並激勵員工不斷進步。
從領導風格上來看，去惠普之前，費奧利娜效力於朗訊科技，被稱讚為一位變革的推動者和有遠見的領導者。她有辦法讓人們產生熱情和激情，有人把她稱為“搖滾明星”式的ceo。卡莉説過，“我首先是管理者，然後才是女人，只要你行，就沒有什麼能掣肘你的發展。”
從卡莉的簡介和語錄中不難看出這是一個具有精力、熱情、魅力、遠見、堅韌、進取心的女性ceo，同時我們也在整理材料的過程中看到男女雙重標準的一個例子，具有進取心及決斷力對男性來説是個優勢，對女性來説則是一種劣勢。
pdp領導特質識別的只是個人第一特質的性格特徵，看一個人的領導風格，還要綜合他的第二特質、自信心和企圖心等12項指標的組合全面分析。例如一個純老虎型風格的領
導者和一個老虎+孔雀型(即老虎第一特質，孔雀為第二特質)的領導者在風格上就呈現出相當大的差異：同為老虎型，他們的共同之處在於以目標為導向、現場推動的魄力，不同之處則在於如果用自己的魄力難以達到目標時，純老虎型的領導者就容易變得強勢和獨斷，“別廢話，按我説的去做！”；而老虎帶孔雀型的領導者此時則可能發揮他的第二武器：用溝通、激勵的方式引導下屬，從內心深處調動他們的積極性。根據語錄（5）、（6）我們可以看到，卡莉正是前面所説的純老虎型：胸懷大志，勇於冒險，看問題能夠直指核心、對目標全力以赴、在領導風格及決策上強調權威與果斷、一切均以目標和實質性的成果為導向；而缺乏孔雀型的宣揚理念、塑造願景、鼓舞性和帶動性。
在漫長的男權時代過去後，人們總是熱衷於討論當今世界的男女平等程度，為着出現了女性領導者（包括精神領袖）而感到高興，然而現實是女性在追求平等的路上還有很長的路要走。以卡莉為例，作為一個女性ceo進入富有傳奇色彩而又深陷困境的惠普公司，人們對於其持有了穩步改革的期望可是最終期望成為了失望。在導致卡莉與惠普分道揚鑣的根本原因中領導風格相對於失敗的併購案而言所佔比重更大。拘於傳統的思維定勢，無論中西方，無論男女性，在內心深處對於女性領導者的定位還是停留於花瓶的層面的，這裏的花瓶並不是指在容貌方面的狀況，而是相對於男性的果斷衝勁女性特質中所能緩和或者説中和的性格特徵：温潤、平易近人、善解人意。惠普的管理層在期望中加入了這些成分，可是當一個具有老虎型特質的卡莉開始強勢推行改革，管理層感到了期望和現實的差距，矛盾產生並持續激化，最終導致了雙方的不歡而散。從pdp領導特質的層面來看，大多數人對於理想的女性領導者的期望基本和考拉性領導者相同: 敦厚可靠、強調和諧合作、避免衝突與不具批判性。在行為上，表現出不慌不忙、冷靜自持的態度。他們注重穩定與中長程規劃，現實生活中，常會反思自省並以和諧為中心，即使面對困境，亦能泰然自若，從容應付。在決策上，他們需要較充足的時間做規劃，意志堅定、步調穩健。在職場中的確不乏考拉性女性領導者的存在，但是當有一天一個老虎型的女性領導者沒有受到區別對待的時候，才是男女平等真正實現的時候。
卡莉之所以能在商場上取得不同凡響的效果是因為她自身的能力。卡莉的經驗告訴我們：儘管你是一個女人，只要你有能力與特點，就能夠楷傳出屬於自己的一片天。卡莉説過，“希望每個人都能明白，在公司的管理機制中並沒有什麼所謂的“玻璃屋頂”（glass ceiling）去限制你的發展。我的性別是很有趣，但是與公司的整個發展來看，那不是最重要的。”她對自己很是自信，認為自己的能力可以與男性相匹配。儘管有很多人願意把卡莉.費奧利那的成功看成是女性與男性擁有平等機會的勝利，卡莉.費奧利那自己卻寧願將性別淡化。她想告訴所有的女性，儘管通往理想國的道路有重重障礙和偏見，但是並不存在看不見又難以逾越的障礙。但從第一天開始，卡莉?費奧利娜就難以逃脱別人給她扣上“女首席執行官”的帽子，也從來沒能逃脱媒體無情的冷嘲熱諷，這就要求你能夠正視這一點，相信障礙將會促使你前進。
祁白麗人力一班
090701047
第五篇：首席執行官
《首席執行官》這部電影主要講述的是海爾從起步到發展然後再到突破的一部記錄片，非常具有意義，給計劃創業的朋友會有一個很好的啟發和激勵！
《當幸福來敲門》這部電影是由一個真實故事改編的，主要講述克里斯·加德納的成長過程並沒有父親的陪伴，28歲才第一次見到父親。於是當他也做了父親的時候，他發誓要做一個稱職的好爸爸。然而天不遂願，這位單身父親屢遇不順，遭遇失業等不幸，和年幼的兒子相依為命、流離失所。為了兒子的幸福，加德納咬緊牙關重新振作，處處向機會敲門，並毛遂自薦進入一家證券公司工作，從最底層的員工做起。終於皇天不負苦心人，他最後成為知名的金融投資家。之後，他慷慨解囊，熱心捐助公益活動，成為全美知名的慈善人物。而過程中支持他咬緊牙關的最大動力，除了寶貝兒子外，就是他始終相信：只要今天夠努力，幸福明天就會來臨。 這部電影非常經典，我相信看了這部電影的朋友絕對是等於對自己的一個生命的洗禮，你會真正發現幸福到底是什麼，你會找到幸福的來源！
《阿甘正傳》,教給你的不是與世無爭、息事寧人，而是默默奮鬥、樂天知命。看了《阿甘正傳》，內心能多一份平靜，少一份浮躁，就已經足夠了。
《百萬美元寶貝》(million dollar baby)，正如導演伊斯特伍德所説的，"這不是一個關於拳擊的故事，是關於希望、夢想和愛的故事"，看過這部電影，相信大家就會知道創業勵志是什麼意思。
《穿普拉達的女王》(the devil wears prada)安德麗婭剛剛離開校園便找到了一份萬千女孩夢寐以求的工作--時尚雜誌主編助理。雖能近距離接觸名流和時尚，但被老闆壓迫的滋味同樣讓其飽受折磨。一個女孩的事業的大起大落，看看她是怎麼去創業，怎麼去迎接變幻多段的世界的。
1、《肖申克的救贖》
很喜歡安迪放mozart的《費加羅的婚禮》那段，聖潔高亢的女高音穿雲裂帛久被牢 牢禁錮的人們呆住了。他們可能不知這是什麼音樂，可是對美的感覺，對自由的渴望 ，每個人都是一樣。人們抬頭望着碧藍無垠的天空，美好的情愫隨美妙的音韻四處飄蕩，鏡頭緩緩升起，搖過，芸芸眾生就在廣場上抬頭仰望，那麼專注，那麼深情，沒
有十惡不赦的罪犯，沒有暴虐無行的獄警，人們復歸平等與和睦，人們找到生命的生存的極至和本源。雖然好萊塢化，我喜歡對人性的探究，人性的張揚。安迪沉醉了,安迪忘記了自己私放音樂的危險。他幸福地在典獄長的椅子上閉目靜聽。後來，他被關了兩個星期的獨囚。可是這感覺，永留囚徒與觀者的心中。jimrobins，可愛的大孩子形象.現代版本的《基督山伯爵》，曾經一度成為我最大的精神支柱。這部1995年拍攝的片子，無論從各方面講都
是經典中的經典，情節的緊湊，主題的深刻，演員的陣容，音樂的配合，所以獲得了8項奧斯卡提名，更成為影迷心中的勵志經典。當安迪在雷電風雨交加的夜晚爬出監獄下水道和排泄管後，脱去衣衫，伸出雙臂去擁抱自由的風雨的時候，相信觀眾都有些熱血沸騰吧。
7.肖申克的救贖 課程:信念
“有一種鳥兒是永遠也關不住的，因為它的每片羽翼上都沾滿了自由的光輝。”一個人能夠在十五年痛苦的牢獄生活裏，不放棄對自由的嚮往，這是一種怎樣的精神力量?所以他成功了，成功奪回了自由。《肖申克的救贖》中有這樣一句話:體制化是這樣一種東西，一開始你排斥它，後來你習慣它，直到最後你離不開它。想想看，我們的身體已經有多大一部分被體制化了?
《勇敢的心》
史詩般的片子，主題深沉凝重卻又不失輕快，場面宏大，視覺和音樂效果一流，優美流暢。雖然最後結局令人遺憾，但其悲壯程度足可以感染所有的觀眾。 "自由！"梅爾吉普森林行刑前的吶喊，至今響徹在耳邊。
4、《美麗心靈》
影評人説"2014年的奧斯卡最佳影片給了《美麗心靈》而不是《指環王》，證明奧斯卡還沒有墮落。"
學過經濟學的人都知道，什麼叫做"那什均衡"。該劇就是根據經濟學家那什的真人真事改編，一個80歲時憑自己20歲的理論獲得諾貝爾經濟學獎的人。一個偉大的學者，一個生活的強者，一輩子都在和自己嚴重的幻想症做鬥爭。
5、《百萬美元寶貝》
對於整個電影，正如導演伊斯特伍德所説，"這不是一個關於拳擊的故事，而是關於希望、夢想和愛的故事"，看過這部電影，相信大家就會知道今年奧斯卡典禮上的大獲全勝真的是實至名歸。
6、《心靈捕手》
一部好的電影總是能在不經意間將你打動，或者説，一部好的電影是需要慢慢欣賞和體味的，《驕陽似我》並沒有花費太多時間在展示威爾如何天資聰穎上，而是把筆墨主要放在了桑恩教授與威爾從最初的略顯敵對到慢慢了解，直至幫助他找尋到了自己人生目標的過程。影片牽涉甚廣，愛情、友情、均有提及，正如一杯濃郁的黑咖啡，只有細細品嚐，方能享受到其中的濃濃香味!
7、《黑暗中的舞者》
一部震撼心靈的影片，具有深淵一般的穿透力，歌舞片中少有的經典。現實與理想，執著與信念，主題深刻的讓人窒息。dancerinthedark！唯美而質樸的偉大讚美詩！
8、《喜劇之王》
所有周星馳的影片中，最喜歡的一部。小人物的辛酸歷程，周星馳自己的真實的寫照。"如果人活着沒有理想，那麼和鹹魚有什麼分別？"
9、《千鈞一髮》
儘管有人評價《千鈞一髮》的結局最終落了俗套，但這絲毫沒有影響其成為一部優秀的主流勵志電影。這部電影告訴了我們這樣一個道理，你可以不瞭解你自己，但你必須相信他（她），因為一切皆有可能。
10、《飛躍顛峯》
加上史泰龍的這部片子好像有些奇怪，其實我一直十分偏愛史泰龍這個演員，總覺得他與一
般的好萊塢動作明星不同，片子裏總有些讓人奮進的東西，像《第一滴血》、《洛奇》等。《飛躍顛峯》是比較容易被忽略的一部，在這部影片中，史泰龍飾演一位長途貨車司機，為了重新得到兒子而拼盡全力，並且意外地獲得扳手腕冠軍。覺得這是他個人表演最為成功的一部電影，不但是一部勵志動作片，同時也是一部感人至深的親情片，遠遠超出了動作片的慣定範疇，尤其是他與小演員亨利配合默契，父子感情的真摯讓無數影迷流下了眼淚。
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