Bill,
I was with Lu from 96 to 2001 here in KSA. Many other newcomers of 96 also
went around shaking their heads about the way things were done, but put it
down to not knowing the telecom business for a year or two. After the split
from AT&T there were two stock splits, and those who were in from 96 got 100
options @$44, which after splits became [log in to unmask] These became live Oct 99 -
some sold out, many bought and held. After the first bad report of JaN 2000,
and some gyrations, I sold at $61.25. They have been down to < $5, slowly
recovered to $8 lately. I count myself extremely lucky to have got out when
I did. Now they are cancelling products no longer strategic or affordable,
selling divisions etc so their credibility is going downhill fast. The
search for scapegoats last year was awful to watch, and the outlook for many
of the long term faithful whose retirement plans have been wiped out is very
bad. Now the only people left here in KSA are those with protection,
political savvy, or are very cheap to hire, and only a few who can really do
anything useful.
I suspect Carly was lucky to get out before something like the Debby Hopkins
fiasco got her too?
JP
-----Original Message-----
From: HP-3000 Systems Discussion [mailto:[log in to unmask]]On
Behalf Of Bill Brandt
Sent: Wed, November 28, 2001 9:47 AM
To: [log in to unmask]
Subject: [HP3000-L] Carly in the news
Hi Tracy - I wish I still had that article but my Dad cut it out of the WSJ
and wanted to send it to his grand daughter - I know when the G IV came
out - I believe the focus of the article is that Carly likes to point the
spotlight at her and lead a grandiose lifestyle - And the real "movers and
shakers" of industry - CEOs who came in with high expectations - simply
rolled up their sleeves - acknowledged their people as the prime reason for
improvement - and ran the companies with a sense of humility.
Heck, look at Louis Gerstner (sp?) and what he has done for IBM. Does he
relish the spotlight?
I don't believe HP was really in any kind of trouble in comparison to IBM -
and Carly has turned the company upside down all for the quick buck. As the
author said - she took a great company and made it a good company.
Seems to be the norm today - what is the bottom line for this quarter - 5
years is long term planning.
When we got our first 3000, HP was like a big family. Customers were
fanatically loyal. We even felt part of this big family.
We had our same CE for 10 years. I believe that Bill & Dave had a genuine
interest in their people and they thought quality first and didn't care
about short term results. The stories of the first 3000 - the trials and
errors - and what HP did to fix it - are legend.
The company grew from a garage to a global 100,000 person presence. And a
powerhouse of technological innovation.
IMHO things started to change 10 years ago.
I honestly don't know as much about HP and technology as many of our list
members - I recognize some of their names as a "who's who" of the HP 3000
world -
And I don't know how much the rate of technological change is forcing HP to
change their policies -
But I don't believe that they are on the right path now -
If Carly came from Lucent Technologies - anyone know how Lucent is doing
these days?
Lucent was a technological powerhouse.
Bill
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