惠普首席执行官卡莉在清华大学演讲英文实录

　　Carly Fiorina Remarks at Tsinghua University

　　Beijing, China

　　March 12, 2004

　　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, .but 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.

　　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.

篇2：首席执行官CEO的岗位职责

　　首席执行官CEO 的职位要求

　　1.企业管理、工商管理、行政管理等相关专业

　　2.接受过MBA职业培训，接受过领导能力开发、战略管理、组织变革管理、战略人力资源管理、经济法、财务管理等方面的

　　3.8年以上工作经验，5年以上本行业或相近行业管理经验，2年以上高层管理经验

　　4.具有卓越的领导能力、人际交往和社会活动能力

　　5.善于协调、沟通，责任心和事业心强

　　6.亲和力、判断能力、决策能力、计划能力、谈判能力强

　　7.有良好的敬业精神和职业道德

　　8.有很强的感召力和凝聚力

　　9.熟悉企业业务和运营流程 ,掌握先进企业管理模式及精要，具有先进的管理理念

　　10.善于制订企业发展的战略，具备把握企业发展全局的能力

　　11.熟悉企业全面运作，企业经营管理、各部门工作流程,具有敏锐的商业触觉、优异的工作业绩,具备基本的网络知识

　　首席执行官CEO 的工作内容

　　1.对公司的一切重大经营运作事项进行决策，包括对财务、经营方向、业务范围的增减等;

　　2.参与董事会的决策，执行董事会的决议;

　　3.主持公司的日常业务活动;

　　4.对外签订合同或处理业务;

　　5.任免公司的高层管理人员;

　　6.定期向董事会报告业务情况，提交年度报告。

　　CEO的其他职责还可以包括树立、巩固或变更企业文化，团队建设等等。

篇3：首席执行官（ceo)的主要职责

　　首席执行官为一种高级职务名称。在经济组织机构中，首席执行官(Chief Executive Officer，缩写CEO)是在一个企业中负责日常事务的最高行政官员，又称作行政总裁、总经理或最高执行长。下面是小编整理的ceo的主要职责。

　　制定企业战略和目标

　　高层管理队伍能够有助于去发展战略;投资商们可以批准一项商业计划;但最终还是要由CEO把握企业的发展方向。例如：这家公司的目标市场是哪些?要面临怎样的竞争对手?具体建立什么生产线?又怎样树立特有的企业形象呢?CEO来做出决策、制定预算、组织合作伙伴，当然还要聘用一支高水平的管理队伍去带领着全公司向着既定的战略目标前进。

　　创立企业文化

　　任何工作都要通过人去完成，而人又深受文化的影响。一个极差的工作环境能够使一些人才望而却步，别忘了，他们对于工作环境是有选择的。当然，一个好的工作环境也能够吸引也能留住最好的人才。

　　企业文化的构筑可以通过许多方法、途径，但CEO要定主基调。他的一举一动都传递着文化的信息，他的穿着，可以体现出此刻的工作场合是何等的正式。他与某人谈话，大家会认为此人是极其重要的或者相反。他怎样对待错误(无论是反馈回来的还是本身的失误)能够传递出关于承担风险方面的信息。他雇用谁，他忍耐什么，以及他鼓励什么都有力地塑造了企业文化。

　　再举个例子，某公司组建了一个项目小组，它的任务是要在规定的限期内完成建设多媒体网站的工作，团队的每个成员为此直到周末还在忙碌着。当网站发送完成时，他们的CEO正在度假，且CEO也没有致电团队成员表示祝贺。对于CEO来说，这不过是保证他的私生活的神圣不可侵犯的问题，而对于这个课题小组的每个成员来说，这一做法无疑传递了一个信息，相对于他们奋斗的日日夜夜来说，相对于他们所努力争取的最后期限来说，CEO的私生活则更为重要。那么，下一次他们就不会工作得如此卖力。

　　团队建设

　　CEO要负责雇用、解聘、领导高层管理团队，然后由他们：雇用、解聘、领导其余的员工。CEO必须有权雇用人才和解雇不利的执行者。必须能够解决高层管理团队成员之间的分歧，并使他们为了一个共同的目标同心协力。CEO通过传达企业将要实现的战略思想来确立工作的方向。战略思想组成了工作目标。由于目标明确，整个团队凝聚在一起，从而圆满地实现组织目标。

　　如果说战略目标指明了公司将要发展的方向，那么价值观念则告诉了怎样去实现这一目标。价值观概括了可以接受的行为举止。CEO通过他对其他人的一举一动传递出了她的价值观。临时取消了已定的行程去会见质量管理层，这表明她很重视质量问题。当一支团队共同避免了可能出现的问题时，也不要过分宣扬他们英雄般的挽救能力。这表明应该能预防和控制毁坏事故。人们能够从人与人之间的价值观中获得一些暗示，同样，他们也能从CEO的举动中获取同样的信息——真诚、信任、公开。

篇4：首席执行官专业大学生自我鉴定

　　为了适应现在社会的需求，我选择了首席执行官专业，即ceo。这一门专业相对来说会比较难，但是通过我自身的努力，我掌握了（物流与供应链管理）、（财务管理与公司理财）、（前沿营销学）、（企业信用管理与法律问题）、（公司理财与内部控制）等多门科目。我从xxxx年进入某学校就读以来，一直一严谨的态度和积极的热情投身于学习和工作中，虽然有成功的泪水，也有失败的辛酸，然而日益激烈的社会竟争也使我充分地认识到，成为一名德智体全面发展的优秀ceo人员的重要性。

　　通过自己的努力，使自己掌握了学习方法，变成了学习的主人，锻炼了自己的毅力，培养了自己吃苦耐劳的品质，为自己终身学习奠定了基础。经过这几年的学习使我在个人修养方面的素质得到了提高，本专业基础课程的学习为以后更深入地学习和研究本专业更深一层次的知识做好了准备。

　　在学习上，我圆满地完成本专业课程。并具备了较强的英语听读写能力。对office办公软件和其它流行软件能熟练操作，平时我还涉猎了大量文学、心理、营销等课外知识。相信在以后理论与实际结合当中，能有更大提高!

　　在生活上，我崇尚质朴的生活，并养成良好的生活习惯和正派的作风。此外，对时间观念性十分重视。由于平易近人待人友好，所以一直以来与人相处甚是融洽。敢于拼搏刻苦耐劳将伴随我迎接未来新挑战。

篇5：首席执行官专业大学生的自我鉴定范文

　　在学习上，我圆满地完成本专业课程。并具备了较强的英语听读写能力。对office办公软件和其它流行软件能熟练操作，平时我还涉猎了大量文学、心理、营销等课外知识。相信在以后理论与实际结合当中，能有更大提高。

篇6：大鹏证券董事长兼首席执行官致辞述职报告

　　在公司经营业绩大幅增长的背后到底有什么故事呢？您可以认为是XX年良好的市场环境造就了我们辉煌的业绩，就中国证券市场现有的发育程度和国内券商现实的竞争和生存技能来说，我们基本认同这一判断。但是，在经济全球化和中国经济正面临深刻而全面的结构调整背景下，我们认为还有一个最根本的因素促成了我们今天的成功，那就是客户对金融服务需求的增长以及我们不遗余力地为满足客户需求所作的努力。我们相信，大鹏的文化、有效的战略、出色的员工和公司治理创新等因素都是我们追求专业服务品牌化的力量源泉，从而实现了我们业绩的大幅增长。

　　从全球范围来看，金融服务业正在重组中增长。全球范围内金融管制的放松和主要产业的重组、投资者需求的增长、金融市场的高度透明化、金融市场之间的高度关联性和从不间断的创新和技术变化等长期因素，在过去的25年****同驱动着金融服务业的长期繁荣。在金融服务业的增长中，我们从全球排名前几位大投资银行的市场份额变化比较中看出，投资银行业正在走向集中，并且公司规模在确立竞争优势中的作用正变得愈来愈突出。我们认为，是客户的选择导致投资银行业走向高度集中。因为随着客户获取信息和市场进入渠道的增多，他们更容易找到在产品和服务上最优的投资银行，而这往往只有大型的投资银行才能做到。

　　投资银行业这种集中增长的特性，对我们理解当前大鹏所面临的竞争和生存环境是很有启发意义的。与国外著名的大券商摩根斯坦利、美林、高盛等公司相比，大鹏的资产规模、净收入、税后利润等指标尚无法与之相提并论，但我们的总资产收益率却远远高过他们。我们所能提供的产品或服务在广度和深度上与它们也有天壤之别，特别是为客户提供良好的财务顾问能力仍是大鹏的弱中之弱。它需要整合财务专家、投资银行家、证券分析师或交易专家等等的专业知识和技能，不是一夜之间就能建立的。在中国将加入wto，政府对国内金融服务业的保护逐渐放松的背景下，大鹏面临的国外大投资银行的竞争压力是非常沉重的。

　　回到中国资本市场现实，我们看到，中国经济近20年来一直维持全球最高的增长速度。中国的经济制度、金融体系也正在快速走向市场化、国际化。中国金融服务业长期以来一直处于"压制"状态，短期内市场化冲击所释放出来的增长动力和中国产业重组和升级需求，将为中国投资银行业提供前所未有的商业机会.我们认为，中国个人和机构客户不断增长的金融服务需求将成为大鹏追求长期发展的基础，而不断地为客户提供最优的产品和服务，则成为我们追求的长远理想。

　　随着中国资本市场市场化改革进程的推进，由证券经营特许权构筑起来的行业壁垒正在被打破，靠无差别的业务运作和竞争方式而坐享赢利的时代行将结束，中国投资银行业正迎来全面的竞争时代。大鹏证券要想在新一轮的竞争中脱颖而出，需要在公司的结构和战略上进行全面创新，以塑造出区别于其他证券公司的特质，而这种区别必须建立在客户关系、风险/收益管理的核心技能上。营造以客户关系、风险/收益管理技能为核心内容的竞争优势，将是大鹏证券制定和实施未来战略的关键。 XX年，我们将首先在投资银行业务、经纪业务和研究业务上作结构和战略上的重大调整，以适应变化的市场环境。我们还将在大鹏控股公司层面推行员工持股计划，以吸引并留住优秀的人才。

　　波动的市场环境决定了证券业永远也不可能取得其他行业的稳定性，甚至阶段性的滑坡也是可以接受的,然而这并不能改变我们追求长期增长的信念。

　　最后，要感谢我们的员工长期艰苦的工作和对客户的贡献；感谢各位股东对我们事业的支持；尤其要感谢各类客户对大鹏的贡献。我们的目标就是拓展业务和寻找增长的机会，我们将继续努力为客户增加价值,同时创造股东价值。我们坚信，大鹏证券的明天一定会更加美好。

来源: https://www.512406.cn/articles/bwi6.html