Mark Hurd on HP's Surveillance and Disinformation

Straight from the source - HP's CEO, one that compared to Fiorina's qualitative approaches decided to shift the company's strategy to a quantitative internal benchmarking model -- one is always fulfilling the other and vice versa -- and he succeeded, but with today's competitive environment and seek for "the next big thing" some companies are sacrificing productivity for insider fears related investigations. Not that there aren't any, it's just that this particular case is nothing more than a bored top management employee sending signals to the press. Next time it would be a top floor hygiene COO's comments on how HP are definitely up to something given the late hour conference meetings, the press will quote as "an insider source leaked this to us" type of quotation :

"Now the question is do you pick up the document and turn to page whatever, or do you say, 'are you sure?' He says 'I'm sure.' So then you say, 'what are we going to do?' Now let me give you two thoughts. You could react by not confronting the problem. You talk about ethics. We've gone down the backward looking view. There's also the dimension that says, are you going to bury this or confront it. Pretty big question, right? And I want to make something clear. I only know of the facts around the one leak. I don't know, there's been a lot of speculation around tens of leaks, and they associate with this one person [Jay Keyworth, a longtime HP board member]. This fact was about one leak from this one person who is a really good guy in the sense of contributions he made to Hewlett Packard over many years.

So now you're confronted with data that says, great contributor, and the team is looking at Pattie [Then board chairman Patricia Dunn] and saying 'what are you going to do.' And I can tell you if you're looking down at this room as you're making a decision, my first reaction wasn't to say, 'hey Pattie, why don't you look backward at how the data was collected.' The stress was, how are you going to confront the fact that was being presented to you. You're going to do what?

Now to your point, knowing what we know now I wish we'd looked at a different set of facts. But even at that point, what had been done had been done. You'd have been reacting at that point in time. I don't want to shirk any of this. The buck stops with me. But you can't have a CEO of a company our size being the backstop. The thought that I'm going to catch everything -- revenue, costs, personnel decisions, investigations... you know the scale of this company."

Catch up with the case through a previous post on the topic, and keep on reading.