You have all of our commitment to making HP an easier company to deal with,
It could be an issue for us, ... The message we get from customers is we like the company, we like the people, it's just that you're a tough company to do business with.
The better you perform, the more money you make. I won't tell you everybody's loved it.
He was a natural leader who was enormously well-liked and made an enduring impression on those he encountered. The way he treated people and how he ran the company set an exceptionally high standard of personal decency.
I'm aware of competition and have seen questions about strategy, structure and consistency. But I also see the potential with these businesses,
Lew cared deeply about HP and its people, and his loss is being felt widely across our company,
You talk about problems but there are a bunch of opportunities at the same time, ... I want to get underneath every piece of the business and will be focused on doing my best to optimize each part.
To make HP a great company once again, we need more than competitive costs and operational efficiency. We're in the process of assessing and refining our growth strategy, and the same concepts that were behind our operational changes will be at work here simplicity, focus, alignment, and execution.
After a thorough review of our business, we have formulated a plan that will enable HP to begin delivering its full potential. We can perform better, for our customers and partners, our employees and our shareholders, and we will.
We are continuing to deliver on our plan to strengthen HP and better serve our customers. Growth was balanced across most of our businesses and geographies, cash flow was strong and we were disciplined in controlling costs. While hard work remains ahead of us, our efforts are starting to show results.
I do believe these market trends are going to happen, regardless of Hewlett Packard. Time will tell whether we're capable of executing on the opportunity.
For us, we have a tremendous asset in the customer base, ... We haven't done as good a job as I think we can at understanding the aggregate customer business.
We have to make sure that we can show up with products that are deliverable against that framework, and I think we can do a better job with that.
It wasn't what I would like it to be. I think we were spending a lot of money. We were building an architecture that was complicated. We had fragmented information.
We're not working on spinning off any part of the business. They give good leverage points across the company, which are of value.
Lew cared deeply for H-P and its people, and his loss is being felt widely across our company. He was a natural leader who was enormously well liked and made an enduring impression on those he encountered.
We have to grow our company, invest and deal with competitive forces at the same time we need to be efficient on the cost side,
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