Comment by msgodel
Comment by msgodel 6 days ago
The absolute lack of vision in post millennium HP leadership is so toxic to innovation. It's a good case study in the pointlessness of obsessing over tech company financials.
Comment by msgodel 6 days ago
The absolute lack of vision in post millennium HP leadership is so toxic to innovation. It's a good case study in the pointlessness of obsessing over tech company financials.
Worth pointing out that HPE also acquired Aruba Networks and Juniper Networks – not sure how both those networking portfolios look like post-acquisition.
HPE wants to buy Juniper. The DOJ has blocked the deal and that lawsuit is expected to play out next month.
Simple. The execs steal all the innovative IP, start new ventures, drain HP dry with its encredible decision making; completely fuck the Linux devs, use their works and contributions to OSS in the new ventures and then new waves of innovation/competition came about and what was settled upon was whatever looked profitable on quarterlies so servers, and printers.
I'm not saying that's what happened. But, it's a capitalistic type world.
Hey buddy, would you like to try Google Gemini AI? You can easily find it using the same button on your android phone you used to use for quick access to emergency services.
We have AI. WE HAVE AI. Why aren't you using our AI?
What if we replaced our stagnating search with AI? Would you use it then? Please? It's AI, which is the future! We're so focused on AI we fired everybody that wasn't working on AI.
AI.
A lot of companies get this process and ideology about how things work ... and that's it, no matter what the business conditions they can't do anything different. Every department and every possible person who would approve or deny something is set in their ways.
It is not specific to HP, but to the top management style of that era; I know multiple companies that went through similar things, some from inside (can't give names), it was a similar story: moving from deep technical expertise to soft "software and services" mantra that fits weak CxO. At the same time other companies that had more technical CxO did much better, these are the companies that are on top today.
There is no much differentiation in the IT services space, lately they provide worm bodies to clients and not much more, or nothing at all. There is no competition, there is no differentiation, it is the place where old elephants go to die. And the CEO of HP at that time had the vision to go there.
It is amazing how con men make it. Leo has an atrocious track record, yet he is still getting into advisory roles because he was CEO of HP (despite being fired and losing BILLIONS in his short tenure). A girl scout would have made better CEO and cut losses. All it takes is for someone to be propped up by an establishment; they make a career out of it, despite lacking the technical skills to run a brothel. He was worse than Carly by miles. I do not agree with the author: HP is a dying company. While its current technical leadership is savvy, it is not the company Hewlett built. Disruption from the inside cannot fix a company that has been plagued (similar to Boeing).
HP had everything, hardware business, multiple CPU designs, operating system (quite a few actually), they where hiring Linux developers pretty early on, an extensive software portfolio (mostly enterprise stuff that I can do without, but companies bought it) and had I'd say fairly good working relationship with software partners, like Oracle and Microsoft.
Now you have two HPs:
- HPE, pretty much a shell of a company. Maintainers of HP-UX, (former) maker of Itanium servers and caretaker of Cray (but also the company that seems to have misplaced the Irix source code).
- HP, Maker of shitty printer products and expensive toner.
How do you go from having everything to be a joke of a company/companies?