演讲稿

I took, of course, operational research and learning about system's problems, is what helped me understand the systemic nature of transformation that was required at Hewlett Packard. When you learn about complex systems problems，you know that you cannot solve one of those problems by only acting on or understanding one or two parameters of the problems. You have to understand all parameters of the problems, and how they interact with one another. All transformation is a system's problem. And so for me, when I came to Hewlett Packard, a company that was iconic, mythic, but also a company that was deeply troubled; a company that was lagging further and further behind that no longer was even among the top 25 innovators in the world. A company that had missed nine quarters in the row and the middle of biggest technology up-turning history, and yet employees were receiving record bonuses. A company that was so in love with its past it could not envision its future. I realized when I came to that company that this was a system's problem of deep complexity. And if we were going to transform this company, it would not only take time, it would not only take the energy of tens of thousands of employees but it would also take us working on the strategy of the firm, the structure and processes of the firm. How we measured and rewarded performance and as well what I called the software of the company, the culture, the values and behavior. I call culture the software of the company because like a computer, the hardware won't work if the software isn't up to the task. And for all you, I am sorry quantitative types that things, values and organizational behavior and culture, all that is just soft stuff, it is the hardest stuff. And it is the software of the firm.
我学了运筹学的课程，学了系统的问题，这帮我在改造惠普时了解了系统性的本质。学习复杂的系统问题，就明白了要解决这些问题，不能单按照或了解问题的一两个变量，要了解问题的全部变量及其彼此之间如何互动。所有转换都关乎系统问题。对我来讲，我初到惠普的时候，惠普是一家具有象征意义，如神话传说般，却又面对重重困难的企业，是一家越来越落后的企业，不再属于全球领先的二十五名创新者之列。惠普正处在历史上最大的科技转型上升期，连续九个季度的业绩不如人意，但是员工却依然领着奖金。一家沉溺于往昔的公司是看不到未来的。我刚到任时就认识到这是 极为复杂的系统问题，要改造这家企业不单需要时间，也不仅需要数以万计员工投入精力，更需要改变企业的策略、结构、流程以及如何衡量和奖赏业绩，还有我称为企业软件的文化、价值观和行为。我把文化称为企业的软件是因为，正如计算机，如果软件不行，硬件也不能运作。而且像价值观、组织行为和文化这些不是最实质的东西，其实最实质的东西，是企业的软件。

重点讲解+名人简历

重点讲解：
1. act on
遵照…行动；奉行；
eg. A patient will usually listen to the doctor's advice and act on it.
患者通常都会遵照医嘱行事。
eg. Many people act on impulse without counting the cost.
很多人不考虑后果就莽撞行事。
2. interact with
交互作用，互动；
eg. The performers dress up as colorful statues and interact with the audience.
表演者打扮成色彩缤纷的雕像和观众互动。
eg. Above everything, it must be easy to interact with and get value from.
而更重要的是，它还必须能与我们轻松互动，从而轻松利用其价值。
3. lag behind
落后；赶不上；
eg. He now lags 10 points behind the champion...
他现在落后冠军10分。
eg. As conceit makes one lag behind,so modesty helps one make progress.
骄傲使人落后，谦虚使人进步。
4. in the row
连续地；接连不断地；不间断地；
eg. He worked for three days in a row without sleeping.
他连续干了3天，觉都没睡。
eg. Total car sales fell for the third month in a row.
汽车销售总数连续第三个月下跌。
5. be in love with
喜欢；喜爱；热爱；
eg. He's in love with his work.
他热爱自己的工作。
eg. If you are really in love with art, you should not mind hard work.
如果你真的热爱艺术，你就不在乎工作劳累了。
6. up to
胜任；有能力；
eg. I don't feel up to the task.
我不能胜任这工作。
eg. They could be the key and I think they're up to it.
他们会成为关键先生，我想他们可以胜任的。

名人简介：
人物简历
1954年9月出生，父亲是律师，母亲是艺术家。
毕业于斯坦福大学，原来是修读中世纪历史和哲学，1980年进入AT&T之前在马里兰大学获得MBA学位。
后开始由从事秘书工作到执教鞭，然后投身AT&T的销售电话服务。
1995年，菲奥莉纳参与AT&T分拆朗迅科技，其后便平步青云。
1998年升为朗迅科技的全球服务供应业务部行政总监，管理一个占公司总收入达6成的部门。

职业历程
朗讯科技职员
在加盟惠普之前，费奥瑞纳曾在AT&T和朗讯科技（Lucent Technologies）有过将近20年的工作经历，并曾担任过一些高级领导职务。在朗讯，她拓展了公司的国际业务，领导规划并指导完成了公司的首次上市，随后又负责了公司从AT&T的拆分工作。　费奥瑞纳拥有斯坦福大学的中世纪史和哲学学士学位，马里兰大学Robert H. Smith商业学院的工商管理硕士学位以及麻省理工大学Sloan学院的理科硕士学位。
2001年7月，她被授予伦敦商学院(London Business School）荣誉成员称号。费奥瑞纳现是思科系统董事会成员，之前还曾是Kellogg Company公司和Merck & Company公司的董事会成员之一。
惠普首席执行官
卡莉·费奥瑞纳曾任惠普公司的董事会主席兼首席执行官，惠普公司是计算和成像解决方案及服务的全球领先提供商，致力于以技术服务大众。
为加快惠普的战略实施，在日新月异的技术市场中高速发展并提高股东和客户的长期价值，费奥瑞纳和康柏计算机公司首席执行官麦克.卡普拉斯合力促成了惠普和康柏的合并，这一合并于2002年5月顺利完成。
在1999年7月加盟惠普之后，费奥瑞纳对公司进行了大刀阔斧的改造，将互联网成功地引入到公司的业务运营及客户服务中。在她的领导下，惠普重新回到了其改革和创新的优秀传统上，并将提供最佳的全面客户体验放在了工作的首位。