Linked by Terry Shannon on Mon 7th Mar 2005 07:48 UTC
Editorial With HP's high-flying CEO Carly Fiorina departing, the company's woes are well known. 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?
Permalink for comment
To read all comments associated with this story, please click here.
Carly was symptom
by Mark on Mon 7th Mar 2005 16:23 UTC

As I see it, Carly was a symptom of a deeper problem. I'm not saying she's an angel by any means. She certainly ranked very high on the list of dishonest CEOs, but she was just the most visible culprit. The little incident with Deutche Bank and the merger vote was, at best, suspicious if not criminal. It's too bad the DoJ didn't look into it as hard as they looked into Martha Stewart.

HP's real problem was and is that they forgot what got them where they were. It started in the early '90s. They were a company that took real pride in building quality products. They took care of their people and their people (I was one of them) took care of them. They forgot their people are their greatest asset and treated them accordingly.

HP once made the best printers on the market and, for a short time, made some damned good computers. To some extent the competition improved, but for the most part HP has lowered themselves to meet the competition.

HP stopped focussing on being the best and instead instead decided to compete. They stopped being the best and starting being good enough.

HP's board and upper management needs to do some soul searching before bringing a CEO in. They need someone who will lead the company with the attitude, "This is what we do and we will be the best, period!" The last ten years have been, "What is everyone else doing? How to we compete with them?"