Mark V. Hurd Quotes
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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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CIOs have to be able to lay out a clear path in concert with the business leader - I used to make the business guy responsible for the apps and force them to answer the question of why they feel they need non-standard apps when they know that's how the costs skyrocket.
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We need to temper the idea that this company has to have some earthshaking event every 15 minutes.
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It's tough to reenter the work force.
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Like it or not, at HP we are technologists, not executive compensation consultants.
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There's a powerful tendency to overcomplicate the whole notion of leadership.
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My objective with strategy is to be very repetitive, to be somewhat boring, to allow people to coalesce behind a common direction.
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CEOs can stay too long.
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I have a wife who's a great mom.
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We make a significant effort at Oracle to focus the organization on making customers successful in how they deploy Oracle technology and transform their business through IT.
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Oracle will continue to componentize all of its solutions so we can work in a heterogeneous environment.
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CIOs have earned a strategic seat at the table, but now they've got to hold that seat - and the only way they can do that is to converse in the language of business value and business benefits and business outcomes that all align perfectly with the strategic agenda of the company.
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When I left HP, I thought about sitting it out for a while.
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In the pros, tennis is all about individuals. In college, it's getting individuals to make points for the team.
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The more I use a matrix, the easier I make it to blame someone else.
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I go all over the place. I do like the ability to go around the company at different levels to find the people that have the actual answers to the question.
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The fact that everything ever works perfectly together, anybody who tells you that is pulling your leg.
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I have to put people in the right spot so that if they execute, we win.
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I know only a few ways to take market share and drive new revenue. I can engineer better products and services, I can build better relationships with my customers and deliver a higher level of service, or I can give my customers a lower price.
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I have been competing against IBM my whole career. It's a good company, with good management and a good team.
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When you're a leader at any level of any scale, leaders are defined at times of crisis.
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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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Customers want to talk to other customers.
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The more accountable I can make you, the easier it is for you to show you're a great performer.