Mark Hurd at Hp: Driving Strategic Execution

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Case 1 Write-up. Mark Hurd at HP: Driving Strategic Execution It was not easy decision for HP and candidacy of Mark Hurd might be seemed weak concerning of his personality as a CEO. However ex-post I would conclude, that it was a successful choice, made by HP board. I would like to mention the pros and cons of this choice, which are better to analyze in table below: pros | cons | * Hurd had experience of being CEO of NCR * He implemented serious of managing decisions: cost cutting, sales increase, etc., which improved busines * During his brief tenure as a CEO NCR’s stock gained more than 300% increase, company had sales growth and business increase | * NCR was quite smaller than HP * Hurd was CEO only about 2 years, when he was hired by HP * HP is integrated company with different directions, when NCR has simple business structure | Mark showed a good result at NCR. I suppose that was a key trigger, which helped him to take CEO position in HP were his previous results. If past performance we replicate for a future our purpose (while considering hiring of Mark Hurd) the decision concerning hiring has to be positive, because the key feature is person, what he is, but not a circumstances at which he was (I mean the difference in HP and NCR). In HP Hurd also cut costs, reorganized sales structure, optimized proses of decision making, enhanced business efficiency. Price of HP stock doubled in 2006 in comparison with 2004, its net income rose 158 percent in fiscal year 2006, annual revenue increased by 6% in 2006 and forecasted to be grown by 8% in 2007. Summarizing mentioned facts and looking back to past company performance, it is easy to see than company had sufficient growth, market share increase and qualitative improvements during Hurt’s times. Mark Hurd had aggressive strategy as a manager. 10% lay off of personal is not a good sign,

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