Last week, Oracle announced that it had hired Mark Hurd as one of the software giant’s presidents and a member of its Board of Directors. The move came a month after Hurd’s dismissal from Hewlett-Packard. This is a stunning, perhaps unparalleled, reversal of CEO fortunes. While Hurd’s undeniable business talents are not in question, Oracle’s
Wherever we work or whatever we do, productivity, efficiency and overall performance demand civility. Why? Civility simply makes good business sense: People do their best work where they can actually get work done – as opposed to dealing with all the other toxic stuff that gets in the way of productive
Contrary to popular belief, judgment can be taught. As I wrote in last week’s post, “Matters of Judgment Can Be Taught: Starting with Leader (Mis)Behavior”, most leaders know the rules, but some choose to disregard them, in a misguided belief that the same standards don’t apply to them, that they
Every organization should have a few clear and unambiguous rules and principles that are followed and enforced at every level. These principles build culture and set standards that can readily and credibly spread throughout any organization. A string of executive controversies over the summer months have brought this issue into
Oracle’s Larry Ellison is flat out wrong. On Monday, he publicly declared that HP made an epic blunder in releasing CEO Mark Hurd following an investigation triggered by allegations of sexual harassment. In an impassioned e-mail to The New York Times, Ellison wrote: “The HP board just made the worst personnel decision
After taking over as CEO in 2005, Mark Hurd revived HP, turning around its performance, making strategic acquisitions and trimming the workforce. When other technology companies and the stock market faltered in recent years, HP’s performance kept rocketing upward. Late Friday, we read the shocking news announcing Hurd’s immediate resignation from HP
2675 Paces Ferry Road
Suite 470
Atlanta, GA 30339
info@eliinc.com
