Hewlett-Packard CEO Meg Whitman in her debut yesterday talked about better execution, harnessing a talented workforce, hitting metrics, strategy, and innovation, but the one thing that matters most for the company--continuity--wasn't mentioned.
Continuity frames HP's challenges well. Simply put, HP has little to no continuity. Strategies, product lines, research and development spending, and CEOs--seven of them since 1999--all change regularly at HP. As a result, HP never quite seems like it has a long-term plan. The HP Way isn't in the DNA anymore and that prevents the company from being a long-term strategic partner to customers.
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