The Death of the H-P Way
How a single board decision may have ended one of corporate America’s most iconic cultures.
A New CEO, A Familiar Misstep
In a move that’s already sending shockwaves through the tech world, Hewlett-Packard announced today that Leo Apotheker, an outsider and former SAP executive, will take over as CEO. Notably, Apotheker wasn’t currently employed—a fact that raised more than a few eyebrows.
According to executive recruiters and insiders close to the situation, internal candidates were not only viable but stronger. Overlooking them in favor of an outsider seems less like bold leadership and more like a panicked board grasping at straws.
The Board’s Blunder: Alienating What’s Left of the Culture
Once a beacon of innovation and employee loyalty, H-P’s culture—the famed “H-P Way”—has now been all but dismantled. The decision to bring in someone with no real ties to the company is expected to further fracture the already fragile internal morale.
H-P was known for nurturing talent from within, valuing engineering excellence, and fostering a sense of shared purpose. That legacy now feels like a relic of the past—discarded by a board long disconnected from its roots.
A Small Bright Spot: Ray Lane Joins the Team
In an otherwise bleak announcement, there is one piece of good news: Ray Lane, former Oracle executive and respected venture capitalist, will join H-P as non-executive chairman. Lane brings a wealth of experience and credibility that could help steady the ship—if he’s allowed to influence real change.
But let’s be clear: Ray Lane’s appointment is a consolation, not a solution.
The Most Inept Board in America?
This isn’t just a bad move—it’s part of a pattern. The New York Times recently dubbed H-P’s board “the most inept in America,” a distinction earned through a series of high-profile missteps and questionable leadership calls. (Read the full NYT article here)
From botched CEO transitions to inconsistent strategic direction, the board’s actions reflect fear, not vision.
A Company in Mourning
Listen closely, and you can almost hear it—the collective groan of H-P employees around the world. It’s the sound of disappointment. Of lost trust. Of watching a once-great company trade its identity for uncertainty.
There was a time when employee sentiment mattered at Hewlett-Packard. A time when leadership inspired, not confused. That time, sadly, appears to be gone.
An Avoidable Tragedy
This isn’t just about a CEO. It’s about a culture that was once the envy of Silicon Valley—now eroded by indecision and a board out of touch with its own legacy. In one poorly thought-out announcement, the final chapter of the H-P Way may have been written.
What a tragedy. What a loss.