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Poor Leadership Has Stifled Innovation at Hp.
By Sabrina Brumfield, San Jose, CA, US
Richard Waters’ Inside Business column “HP’s fate underlines need to make the most of the next big thing” (November 8) singles out the lack of a “next big thing” as being a key to HP’s downfall. I agree. However, I would add that revelation is more of a symptom than the problem.The main problem with HP was one of leadership — at both executive and boardroom level. All of the leaders mentioned (Carly Fiorina, Mark Hurd, Léo Apotheker) and one not mentioned (Meg Whitman) failed to either maintain or revive the innovative heartbeat of the company. The leadership team lacked innovative vision. They pursued business combinations (Compaq, EDS, Autonomy) and in some cases cost-cutting or divestitures that added no new value to the company. These actions did not support HP’s good ol’ homegrown “skunk works” approach to innovation.
The strategies and leadership of HP’s CEOs and board seem to lead to the destruction of the corporate culture of innovation that HP founders Bill Hewlett and Dave Packard cultivated from HP’s humble 1939 beginnings as a test and measurement company through its late 20th-century computing and services days. Poor leadership can stifle innovation.
https://www.ft.com/content/d4f13d3e-0257-11ea-be59-e49b2a136b8d
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