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.
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