Tough Choices: A Memoir
Format: PDF / Kindle (mobi) / ePub
The New York Times bestseller by the most talked about woman in American business.
For five and a half years, Carly Fiorina led Hewlett-Packard through major internal changes, the worst technology slump in decades, and the most controversial merger in high-tech history. Yet just as things were about to turn around, she was abruptly fired, making front-page news around the world.
Fiorina has been the subject of endless debate and speculation. But she has never spoken publicly about crucial details of her time at HP, about the mysterious circumstances of her firing, or about many other aspects of her landmark career. Until now.
In this extraordinarily candid memoir, she reveals the private person behind the public persona. She shares her triumphs and failures, her deepest fears and most painful confrontations. She shows us what it was like to be an ambitious young woman at stodgy old AT&T and then a fast- track executive during the spin-off of Lucent Technologies. Above all, she describes how she drove the transformation of legendary but deeply troubled HP, in the face of fierce opposition.
One of Fiorina's big themes is that in the end business isn't just about numbers; it's about people.This book goes beyond the caricature of the powerful woman executive to show who she really is and what the rest of us male or female, in business or not can learn from the tough choices she made along the way.
love the slower, natural cadence of my life. I love to fall asleep at night and awake when I choose. I love to do something on the spur of the moment. I love to spend an hour watching the hawk or the woodpecker or the hummingbird. I love to spend a day, as I am today, in the company of children with nothing particular to do and nowhere particular to go. I believe I have been blessed all my life. I feel blessed today—blessed to have had the opportunities and the experiences. Blessed to have met
confrontation, 64, 232–33 on corporate politics, 42–44 on decision-making styles, 139, 220, 233–34 early jobs of, 17–20 on execution, 298–300 on fear of change, 120–21 first management job, 38–45 at HP, see Hewlett-Packard on leadership, 101, 102, 132–35, 167–68, 185, 198–99, 200, 220–22, 236–37, 271, 284 on letting go, 55–56, 62 marriage to Frank, 36–37 marriage to Todd, 21–22, 35–36 MBA studies of, 22–24 media attention to, 144–46, 171–73, 206, 222, 235, 249, 251, 266, 276, 303,
Government Communications, was adamant that we should sue and that we could win. At the end of the day, John, a trial lawyer by trade, could smell a good fight and recommended we file the lawsuit. Thus would begin one of the most extraordinary periods of my career. It was my first experience in a courtroom, although it would not be my last. It was my first experience with the media. It was my first experience watching people lie under oath. Stanley and his lawyers wanted my full participation
another six hours. Then the plane had mechanical trouble, and we sat for three more hours. It really was like one of those terrible dreams where you’re running and running but you just can’t get anywhere. Throughout those endless hours of waiting and flying, I kept asking myself: “Why wouldn’t she talk to me? Why didn’t she tell me? Did I say or do something that made her give up?” Perhaps she could not bear to hear me cry. Perhaps she could not bear to listen when I would try to persuade her to
resources. There would be a lot of arguments, particularly over intellectual property. Someone needed to adjudicate, and that someone couldn’t be the new HP CEO or the Agilent CEO. It needed to be someone everyone could trust to be objective and neutral. I thought that person was Lew Platt. Dick’s disdain for Lew suddenly was apparent. He thought it was a terrible idea. He couldn’t dismiss the logic of my arguments, though; so now he threw a curveball. Rick Belluzzo had been the head of the