{"id":1639,"date":"2010-08-09T20:24:00","date_gmt":"2010-08-09T20:24:00","guid":{"rendered":"http:\/\/localhost\/projects\/horsesforsources\/rolls-downhill_080910\/"},"modified":"2010-08-09T20:24:00","modified_gmt":"2010-08-09T20:24:00","slug":"rolls-downhill_080910","status":"publish","type":"post","link":"https:\/\/www.horsesforsources.com\/rolls-downhill_080910\/","title":{"rendered":"It really does roll downhill…"},"content":{"rendered":"
Leadership: a very fine line between love and nausea…<\/p>\n<\/div>\n
I got a few of emails today from people who claim you can’t only blame\u00a0Hurd for HP’s current malaise, moreover it’s the whole HP\u00a0leadership that should be held accountable.<\/strong>\u00a0\u00a0<\/p>\n I say\u00a0it’s all about the leader and\u00a0<\/em>the team he or she molds that\u00a0drives the vision and instills passion down through their organization.<\/p>\n Today’s winning services firms are being shaped by their leaders:<\/em><\/p>\n Accenture’s Bill\u00a0has charisma, is pragmatic, and has had the guts to bring in new blood and thinking to constantly break new ground; Cognizant’s\u00a0 Frank’s incredible energy, youthful thinking\u00a0and intellect\u00a0defines his firm; Genpact’s Pramod relentlessly drives his firm on with\u00a0a consistent\u00a0vision; Infosys’ Kris has a determination to shape the\u00a0industry; while Wipro’s Suresh\u00a0has stuck to his guns to deliver his own brand of global sourcing to clients.\u00a0 These are just some examples of today’s services leaders who define agendas for their firms and are prepared to adapt to change.\u00a0 And one other thing – if a large deal was on the line, they would be personally involved.<\/p>\n Several other providers have forgotten their personalities, are lumbering along trying to meet certain metrics, but seem to be following trends, as opposed to leading and defining them.<\/p>\n Now, none of these\u00a0providers are perfect – they all have their warts (hell, we all have warts), but what they do have are leaders with a vision and an understanding of how to position their firms in unique times like these, where there is no “set” way\u00a0of doing\u00a0things.\u00a0\u00a0 Today, there is no rule book.\u00a0 Instead there is passion and energy, creativity and innovation.\u00a0 Moreover, services companies need to forge an identity<\/em> to survive.<\/p>\n Hurd’s challenge was that HP was too big and too focused on hardware.\u00a0 He needed 5% annual growth, which was about $6-7B a year.\u00a0 He would much rather sell a hardware device to a business or a retailer with a service contract attached, than sell a more strategic and “sticky” business process contract.<\/p>\n HP doesn’t have time to make a\u00a0poor, or even an\u00a0average,\u00a0decision.\u00a0 The firm needs a vision, it needs to detail specifically how it intends to service its customers, and how it intends to help them find new thresholds of performance.\u00a0 It needs a leader who can step in to re-energize the firm, set out its agenda, nurture the cash-cows, while investing in the growth opportunities.\u00a0 The industry is watching which direction HP takes\u00a0– and\u00a0this one’s crucial.<\/p>\n","protected":false},"excerpt":{"rendered":" Leadership: a very fine line between love and nausea… I got a few of emails today from people who claim…<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[48,81,88],"tags":[],"organization":[],"ppma_author":[19],"class_list":["post-1639","post","type-post","status-publish","format-standard","hentry","category-business-process-outsourcing-bpo","category-it-outsourcing-it-services","category-outsourcing-heros"],"yoast_head":"\n