Zitat des Tages von Mark V. Hurd:
The more I use a matrix, the easier I make it to blame someone else.
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.
Our job is to execute.
Without execution, 'vision' is just another word for hallucination.
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.
It's tough to reenter the work force.
I grew up in New York City, and I moved to Florida in high school.
It's important to know when your work is done.
I like to have a team environment where I can go anywhere and not threaten management.
I have been competing against IBM my whole career. It's a good company, with good management and a good team.
Cloud represents the maturation of the IT industry.
Oracle will continue to componentize all of its solutions so we can work in a heterogeneous environment.
There's a powerful tendency to overcomplicate the whole notion of leadership.
The more accountable I can make you, the easier it is for you to show you're a great performer.
When someone gets a job, it better be clear what they did to get it.
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.
I really don't want the best people at the highest cost.
You have got to get the strategy right; you have to get the operations right - lined up from R&D out to the field.
My daughter's got a smartphone in her hand with roughly the same power as a mainframe circa 1982, and she's running around Beijing and wants an answer as fast as she can.
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.
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.
I have to put people in the right spot so that if they execute, we win.
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.
Most tech companies do one trick and die. If you can do two or three or four, that's where wealth gets created.
My objective with strategy is to be very repetitive, to be somewhat boring, to allow people to coalesce behind a common direction.
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.
Processes break in two ways. They break because they don't have the right checks and balances and because they don't have the right execution.
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.
I like being pushed.
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.
At its core, HP has the best technologists on the planet Earth.
In times of crisis, you just have to bear down and lean on your own instincts and your own beliefs and make decisions.