Mark V. Hurd Quotes
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I'm old, I'm used to crummy service, I'm trained to get crummy service. To me, the fact I can get through to a call centre and then hold for 15 minutes, I don't get that upset. My kids won't. They want to know the answer to their question now. As a company you have to provide an answer to that consumer.
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After formulating and communicating the right strategy and optimizing operations to execute that strategy, CEOs and other top leaders then must be able to build management teams that truly understand the big picture.
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My day starts at 4:30 A.M., and I sort of have two speeds: fast and stop.
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I've been lucky to be at companies that have been at interesting intersections at the time I've been able to run them and lead them.
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Not everyone is comfortable with being pushed.
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We have, of course, all of our Oracle technologies in our cloud. But I don't think you're going to see customers wanting to deal with 50 clouds or 40 clouds or anything like that.
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It's important to know when your work is done.
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When someone gets a job, it better be clear what they did to get it.
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I grew up in New York City, and I moved to Florida in high school.
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Our job is to execute.
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Executives need ample flexibility to respond to the market. That means both reducing costs and increasing innovation.
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In times of crisis, you just have to bear down and lean on your own instincts and your own beliefs and make decisions.
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I like being part of teams that go into things that people don't think are doing very well and getting into them to do better.
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It's counterproductive to lower my price, because I have to sell more units to make up for that lost revenue. Generating brand-new products can take a long time. Improving service is typically the quickest way that I can take market share. So aligning technology strategy to better service customers becomes an essential path to revenue growth.
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Everyone wants to lead when things are going well.
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Cloud represents the maturation of the IT industry.
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I like to have a team environment where I can go anywhere and not threaten management.
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There's money in the old stuff, but there's more wealth created in the new growth areas.
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Most tech companies do one trick and die. If you can do two or three or four, that's where wealth gets created.
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From a productivity standpoint, you're supposed to reduce headcount on par with declining revenue. If you believe the environment isn't going to improve, you should take a bigger cut to get in front of the problems.
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I really don't want the best people at the highest cost.
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Without execution, 'vision' is just another word for hallucination.
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There will never be a day where the depth of integration, unless it was all built from the bottom ground up, will be integrated as any of us would like.
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At its core, HP has the best technologists on the planet Earth.