Stephen Lindsay
01413426564
e-mail: stephen.lindsay@hp..com
HP EMEA Business & Operations Campus
Erskine Ferry Road
BishoptonRenfrewshire
Erskine
PA7 5PP
The following sourced from The New York
Times
Executive Officers
|
Executive
|
Title
|
|
|
Chmn. since 2006
|
|
Catherine A.
Lesjak
|
CFO since 2007
|
|
Peter J. Bocian
|
Exec.VP since
2008
|
|
Randall D. Mott
|
Exec.VP since
2005
|
|
Shane V. Robison
|
Exec.VP since
2002
|
Notes:
Hewlett-Packard is
the world's largest technology company.
Primarily known as a
maker of personal computers, the company is the world's top maker
of PCs and has been tied with Dell for the lead in the United
States. In 2007 about $36 billion, or a third of its total revenue,
came from PC sales.
About 27 percent of
total revenue came from its printing division -- with the bulk of
its profits coming not from printers but from replacement ink
cartridges.
Another third of its
revenue came from selling servers and other computers, software and
information technology services to large corporations. The company
announced in May 2008 that it planned to buy Electronic Data
Services, a technology services company, for $13.9
billion.
After H.P. bought
E.D.S., it immediately began hacking the work force. Led by Mark V.
Hurd, H.P. laid off 25,000 E.D.S. workers, and cut the salaries of
some by more than 20 percent.
Despite the risk
that disgruntled employees and customers would walk out the door,
the acquisition has paid off big for H.P. -- so well, in fact, that
Dell has decided to strike a similar deal with Perot Systems, the
Texas computer services company started by H. Ross Perot after he
left E.D.S.
H.P. is taking
another big step toward full integration of E.D.S., extinguishing
the 47- year- old company's name. The new name, H.P. Enterprise
Services, reflects the union of the services operations at the two
companies.
According to
analysts, H.P. may have engineered the deal with E.D.S. at just the
right time. The down economy gave H.P. time to perform its painful
restructuring and the services revenue helped pad H.P.'s bottom
line when PC, printer and data center hardware sales were
struggling.
Mr. Hurd has served
as Hewlett-Packard's chief executive since February 2005. An
executive who tries to avoid the media spotlight, he has focused on
fostering growth in three areas: outfitting and managing
next-generation data centers, mobile technology, and printing in
its broadest applications.
Mr. Hurd's strategy
is to constantly find places to reduce costs, while investing in
the fastest- growing areas.
Wall Street rewarded
his performance with a surge in the company's stock. From January
2005 to June 2008, the share price climbed nearly 140 percent,
compared to 20-percent growth in the Standard & Poor's
500-stock index during the same period.
But H.P. has not
escaped the recession. In May 2009, the company reported
double-digit declines in sales across its major businesses in its
second quarter. H.P. also said that it would cut about 2 percent of
its 321,000-person work force, or close to 6,420 people, in an
effort to reduce costs.
Prior to Mr. Hurd's
leadership, H.P. went through a period of considerable turmoil. In
mid- 1999, the board selected Carleton S. Fiorina as its chief
executive. Her bold efforts to merge the company with Compaq led to
a proxy fight with the children of one of Hewlett- Packard's
founders. It also brought her into conflict with the board, which
fired her in February 2005.
The company was
rocked again in 2006 when it was revealed that Patricia Dunn, the
chairman, had instituted a program to plug leaks from the board by
using private detectives to spy on directors, employees and
journalists who covered the company. The scandal resulted in the
ouster of Ms. Dunn and the firing of several
employees.
H.P. was one of the
earliest technology companies in Silicon Valley, and its culture
helped to define the business culture of future start-ups. Its
founders, David Packard and William Hewlett, were Stanford
University graduates whose professor, Fredrick E. Terman, urged
them to start a business. They did so, in 1939, in a garage next to
Mr. Packard's rented home on Addison Avenue in Palo Alto,
Calif.
Later, as the
company added employees, the two founders insisted on an informal,
non- hierarchical culture. They famously allowed access to tools
and parts bins after hours so engineers could tinker on whatever
they wanted in their spare time.
The men codified
what they called the H.P. Way:
"A great company
entrusts all its people, from top to bottom, to do the work that
they were assigned, to take responsibility for their actions, and
to speak for and represent the company as if they are the owners
(which they are) and the founders themselves."
The company's first
product was an audio oscillator. The two men sold it to the Walt
Disney Company, which was working on the full-length animated film
"Fantasia."
In 2007, H.P.
displaced I.B.M. as the world's largest technology company by
recording annual revenue of $104.29 billion.
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