Mark Hurd
Mark Hurd
Mark Vincent Hurdis co-CEO of Oracle Corporation, and the past chairman, chief executive officer, and president of Hewlett-Packard. At Hewlett-Packard, Hurd succeeded CFO Robert Wayman, who served as interim CEO from February 10, 2005 to March 28, 2005, after former CEO Carly Fiorina was forced by the board to resign. On September 22, 2006, Hurd succeeded Pat Dunn as chairman after she resigned after the pretexting controversy. Hurd resigned his positions at HP on August 6, 2010, following an investigation...
company high people personal ran standard treated
The way he treated people and how he ran the company set an exceptionally high standard of personal decency.
company enduring high impression leader natural people personal ran standard treated
He was a natural leader who was enormously well-liked and made an enduring impression on those he encountered. The way he treated people and how he ran the company set an exceptionally high standard of personal decency.
company high leader natural people personal ran standard treated
He was a natural leader who was enormously well liked. The way he treated people and how he ran the company set an exceptionally high standard of personal decency.
across cared company deeply enduring felt impression leader liked loss natural widely
Lew cared deeply for H-P and its people, and his loss is being felt widely across our company. He was a natural leader who was enormously well liked and made an enduring impression on those he encountered.
across cared company deeply enduring felt high impression leader liked loss natural people personal ran standard treated widely
Lew cared deeply for HP and its people, and his loss is being felt widely across our company, ... He was a natural leader who was enormously well liked and made an enduring impression on those he encountered. The way he treated people and how he ran the company set an exceptionally high standard of personal decency.
across cared company deeply felt loss widely
Lew cared deeply about HP and its people, and his loss is being felt widely across our company,
results stock
Results have been inconsistent. The stock has been volatile, if not disappointing.
aggregate asset customer good job tremendous understanding
For us, we have a tremendous asset in the customer base, ... We haven't done as good a job as I think we can at understanding the aggregate customer business.
loved money
The better you perform, the more money you make. I won't tell you everybody's loved it.
partner terms trying
I think you'll see us trying to be more precision-oriented in terms of who we partner with,
double markets
double down in markets where we want to lead.
begin customers delivering employees enable full perform plan review thorough
After a thorough review of our business, we have formulated a plan that will enable HP to begin delivering its full potential. We can perform better, for our customers and partners, our employees and our shareholders, and we will.
aware competition potential questions seen structure
I'm aware of competition and have seen questions about strategy, structure and consistency. But I also see the potential with these businesses,
architecture building fragmented money spending
It wasn't what I would like it to be. I think we were spending a lot of money. We were building an architecture that was complicated. We had fragmented information.