Mark V. Hurd Quotes
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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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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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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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My day starts at 4:30 A.M., and I sort of have two speeds: fast and stop.
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It's important to know when your work is done.
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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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I grew up in New York City, and I moved to Florida in high school.
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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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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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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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Our job is to execute.
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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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There's money in the old stuff, but there's more wealth created in the new growth areas.
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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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When someone gets a job, it better be clear what they did to get it.
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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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When I was at Teradata, I got called a growth guy. And then when I became C.E.O. of the whole company, I got called a cost-cutter. Then, I came to H.P. and became an operations guy.
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I like to have a team environment where I can go anywhere and not threaten management.
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You have got to get the strategy right; you have to get the operations right - lined up from R&D out to the field.
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Like it or not, at HP we are technologists, not executive compensation consultants.
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CEOs can stay too long.