![]() Take marketing communications and message delivery: HP spends Where HP should be dynamic, it is static. The firm has also imposed rigid consistency where it is needed least. Reorganize at a moment’s notice, and has honed this skill to the sameĮxtent that Digital and Compaq once possessed. For all its talk about business agility and adaptiveĮnterprise technology, HP can make prudent midcourse corrections at the Uncanny ability to build a bureaucracy more rapidly than the United HP has succeeded admirably in one regard: the firm has demonstrated an ![]() HP resells iPods and is now a player in the plasma TVīusiness: a realm replete with well-entrenched rivals, while IBMĬontinues to dominate its carefully chosen and well-defended turf. IBM built servers, HP tried to build a home entertainmentįranchise. Concurrently, HP branched off intoīold new “ready, shoot, aim” ventures replete with daunting entryīarriers. HP pressed on with the Compaq strategy, which involved trying to duke ![]() Good job setting StorageWorks up for failure.) Things went from bad to HP let the StorageWorks franchise spin down (Eckhard Pfeiffer did a #Stratego game 98 iso PcJettisoning a flagging PC business and concentrating on emulating IBM, In this regard, but such expectations proved way off base. One would expect that HP would attempt to emulate IBM #Stratego game 98 iso softwareIBM sells servers, storage, software and services. She just wanted saleable stock to bring to Carly was a marketing person put inĬhange of engineers, a person who cared nothing about the art andīeauty of technology. The technology industry would never again be as exciting and profitableĪs it was in the ’90s - I knew from that moment that HP’s best days wereīehind us,” the engineer lamented. Said that our new company slogan was “Invent.” Then she told us that “I remember the first time walked into the HP labs. Request) who bailed out in 2003, competing with IBM slipped Carly’s According to one former HP Labs engineer (name withheld by Invested very little in R&D HP spends close to $4B USD on its HP Labs Instrumental to the consolidated firm’s long-term future. It also represented the initiation of anĬapellas and Fiorina agreed that achieving parity with IBM was Silicon Valley Soap Opera began, and the acquisition of Compaq was Merger agreement” that would create an $87 billion technology colossus - anĮntity capable of competing on a more equal footing with IBM. Teleconference the two companies announced what they termed a “definitive Negotiations took place in deep secrecy, and in a September 4 Only by combining forces could the firms create a corporationĮndowed with the size, scope, and clout to take on IBM. Two months later, Michael and Carly started talking seriously about a ![]() On commoditization, industry standards, focus, and agility. “reinvent” itself in a 180-day timeframe. She alsoīlithely ignored the rationale that led to HP’s acquisition of Compaq.īefore the “Alphacide,” then-Compaq-CEO Michael Capellas penned a three thousand word missiveĪdvising the entire Compaq workforce that in order to compete with IBMĪt the high end and Dell at the low end, Compaq would have to Stock options and severance pay on top of her regular salary and cashīonuses after five years at the company, an HP spokeswoman said.ĭuring her tenure at HP, Carly drove the share value of HP stock downīy ~58 percent, and failed to return the firm to growth mode. Rather than being officially terminated, she received $45M USD worth of Requested Fiorina’s immediate resignation, allegedly for her failure toĮxecute her corporate strategy in a timely manner. Six years later, the decision proved toīe a definite “backfire.” On 9 February 2005, HP’s Board of Directors The Coronation - and Abdication - of Queen CarlyĬarleton Sneed Fiorina took the helm at HP in 1999, having been deemed People inside HP may view things differently,īut here’s what this expert outsider opines about HP and its current I’ve also invested substantial time andĮffort in the process. On the firms, and have gone out of my way to be fair and objective whenĭealing with the companies. Of presentations at user group events worldwide, written reams of copy Have never worked for HP or for any of its acquisitees, but I’ve kept aĬlose eye on the firms for more than 20 years. ![]() But how did a firm with such a storied history and vast assets get headed down the wrong path, and what do they need to do to set their course straight?Īs the author of this piece, I’ll state that I With HP’s high-flying CEO Carly Fiorina departing, the company’s woes are well known. ![]()
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