Wednesday, November 08, 2006

How do you explain the HP mess? (Edward Yingling, Phoenix,Ariz.)

IIPM MANAGEMENT INSTITUTE
First, by observing that organizational crises often seem to make smart and sensible people do foolish things, like panic and point fingers. That said, who did what wrong at HP still remains unknown. Perhaps, as the fog of war lifts, people will eventually understand which individuals ultimately are responsible for this unfortunate episode.

Lost in the current intrigue, though, is the fact that the HP mess once again confirms (for us, that is!) that governance “experts” have it wrong in their argument for the separation of CEO & chairman. Indeed, some self-designated watchdog groups rating corporate boards assign multiple goodie points for such a split. And yet, HP proves how damaging this split can be. The reason is that all companies, no matter what their size or industry, operate best with managerial clarity – when people know which way the company’s going and who’s the leader. At HP, employees should have had one boss in CEO Mark Hurd. A respected industry veteran, Hurd had his strategic goals and a team motivated to deliver them.

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Source : IIPM Editorial, 2006

An IIPM and Management Guru Professor Arindam Chaudhuri's Initiative

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