HP cloud chief’s exit sparks more confusion
Hewlett-Packard’s attempt to get its cloud computing strategy heard above the noise around the company’s bigger
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woes took another hit this week. ? Zorawar “Biri” Singh,? who headed up
HP’s Converged Cloud and Cloud Services effort, is gone, according to
AllThingsD.? He will be replaced on an interim basis by? Roger Levy,
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? group VP for technology and customer relations.
The news muddies HP’s already unclear cloud situation, although Singh’s
departure is not all that surprising. He was recruited out of IBM two
years ago by HP’s then-CEO Leo Apotheker. Apotheker himself was axed by
HP less than a year into his tenure
hp touchsmart 520-1140t cto slot blu-ray drive, replaced by current CEO Meg Whitman.
Last September, citing an internal memo,? CRN reported? that? HP had formed a Converged Cloud
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business unit under the leadership of SVP Saar Gillai, who reported to
Singh. Last week, AllThingsD re-reported ? the formation of that group,
but said Gillai reported to HP COO Bill Veghte. There was no mention of
Singh.
Updated at 6:52 a.m. January 17: An HP spokeswoman emailed this
statement:
“HP remains committed to our Converged Cloud portfolio. In particular,
HP Cloud Services is critical to HP’s efforts to deliver superior public
cloud infrastructure, services and solutions
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our customers. Roger Levy, vice president, Technology and Customer
Operations of HP Cloud Services, will serve as the interim leader for HP
Cloud Services
hp touchsmart 520-1070 slot dvd drive. The company thanks Zorawar ‘Biri’ Singh for his passion and commitment to drive our public cloud vision and wish him well.”
She also confirmed the AllThingsD report, saying that HP ? announced the formation of a
hp touchsmart 520-1000z cto slot bd-combo drive“pan-HP
organization dedicated to overseeing the company’s full range of HP?
Converged Cloud? offerings” last week and promoted Saar Gillai to Senior
Vice President and General Manager of HP Converged Cloud
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HP, which could not be reached for comment,? has been hindered by bigger
issues around its costly Autonomy acquisition? and plateauing
PC-and-server business, and has struggled to make its vision of
enterprise-class
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heard above the competition. In an interview last year, Singh told me
the company could differentiate itself from other public and private
cloud providers
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by offering the types of high-level and specific service level
agreements (SLAs) that Amazon Web Services and other cloud providers do
not.
It’s easy to write HP off after all its management chaos and poorly
handled acquisitions. In its proxy statement last month, the company
reopened the possibility of selling
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business units. Since then, speculation has amped up that it might even
sell off Autonomy – which it bought in 2011 for more than $11 billion —
and Enterprise
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Services unit, which grew out of its 2008 $13.9 billion buyout of EDS.?
But, the company still has many, many large, enterprise accounts, many
of which have barely tested the cloud computing scenario. If it gets its
act together any time soon, those companies may stay with the program.
If not … well that’s the multi-billion-dollar question.
This story was updated at 6:52 a.m. with comments from HP.
This from a company that had the 2nd highest market share, merged with
the company that had the 3rd highest market share and came out of the
deal with a lower market share then they started with because of
mismanagement
My target for HPQ is $5 over next 6 months.
Having worked at HP I saw ugly politics at every level - from newly
acquired Mercury and EDS to legacy server and pc business. It felt like
each person wanted to create their own little fiefdom at any cost. Hurd
was busy rewarding himself and his cronies while getting rid of employee
benefits and employees.
Now we have a company with no good people and no future.
Technology along is not going to help HP. They need to bring new
management paradigm into their company to accelerate innovation. This is
possible through adopting Agile and Lean methods. A book called "Lean,
Agile and Six Sigma IT Management" by Peter Ghavami has a lot of lessons
for HP to learn about J-curve and cohesive quality driven design that
would bring higher margins to the company. I wish all HP executives
would read this book and learn from its revolutionary approach to high
technology managment.