Hewlett-Packard: Culture in Changing Times - 404087-PDF-ENG.pdf

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• strategic direction for the entire company difficult

• I had a lot of respect for all of my senior managers, but I always felt like she was closer to the customers and to people inside the company.

• Most of the internal candidates either lacked sufficient expertise, consistent results, or “sizzle.” By turning to an outside CEO, many board members felt they were more likely to regain the confidence of investors

• HP’s sales of highly profitable printer consumables such as ink cartridges skyrocketed

• elieving that the company’s highly committed workforce made everything about running a business much easier

• ome complained that Platt focused too much on “the trappings of the founders’ philosophy—the perks, the diversity, the community service—and not enough on the business end of the founders’ thinking.”

• Belluzzo became a leading voice for chang

• Colleagues described her as smart, confident, outspoken, ambitious, not easily rattled, iron willed, well-dressed (power suits), and popular with those who worked for her.

• some felt she was a self-promoter and that achieving her goals was more important to her than loyalty to friends and colleagues

• either positive or negative

• understanding the big picture

• working harder, bringing in outside expertise, or managing the press

• while becoming known as a top salesperson

• No one worked harder to understand the customer, the market, or the politics inherent in every big deal. She understood how all of the company’s products and services could be pulled together. She knew what price or financing package would be required to win the deal. She was the one person with the charisma, the contacts, and the determination to corral all of Network Systems’ capabilities to meet a customer’s needs. “She was the glue,” said a longtime colleagu

• good judgment

• “slow-moving” culture

• —two underperforming companies put together to try to revitalize them and gain efficiencies.

• Carly’s a great consensus builder so long as the consensus goes her way.

• She has no clue how resistant an organization can be to change

• But she has no idea what really goes on inside a company.”