Adi Ignatius

Quando Meg Whitman se tornou CEO da Hewlett-Packard, em 2011, ela estava assumindo as rédeas de uma empresa muito prejudicada. Whitman era a terceira executiva de alto escalão em apenas três anos, e seus antecessores imediatos, Mark Hurd e Léo Apotheker, haviam saído em desgraça. Outrora um modelo de inovação e sucesso, a TI havia perdido o rumo.

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In September 2011 Hewlett-Packard had just dismissed two CEOs in quick succession before inviting Meg Whitman to step into the role. She was taking the reins of a badly damaged company, and although she has presided over more than 80,000 layoffs, she has restored stability in her four and a half years on the job. In November 2015 HP became two new $50-billion-plus companies, with Whitman the CEO of Hewlett Packard Enterprise and the chairman of HP Inc.
In this edited interview she talks about why she agreed to take the job (&#8220;I thought that HP was a global icon and that nothing was fundamentally wrong with the bones of the company&#8221;), how the disastrous Autonomy acquisition happened (&#8220;It was financial misrepresentation&#8221;), the company&#8217;s core values (&#8220;the ability to do incredible innovation; a passion for customer support and service; giving back to the community&#8221;), the role of a leader (&#8220;You have to communicate that you believe your goal can be achieved. You have to exude confidence. You have to celebrate the victories along the way&#8221;), and much more.
Whitman says she is the product of her experiences in a variety of companies&#8212;Procter &#38; Gamble, Bain, Disney, Hasbro, FTD, Stride Rite, eBay&#8212;and of her unsuccessful campaign for the governorship of California, during which she significantly developed her communication skills. She also played a lot of sports as a girl, &#8220;so I knew how to be part of a team.&#8221;

“We Need to Intensify Our Sense of Urgency”: An Interview with Meg Whitman

Em setembro de 2011, a Hewlett-Packard tinha acabado de demitir dois CEOs em uma rápida sucessão antes de convidar Meg Whitman para assumir o cargo. Ela estava assumindo as rédeas de uma empresa muito danificada e, embora tenha presidido mais de 80.000 demissões, restaurou a estabilidade em seus quatro anos e meio no cargo. Em novembro de 2015, a HP se tornou duas novas empresas de mais de US$ 50 bilhões, com Whitman como CEO da Hewlett Packard Enterprise e presidente da HP Inc.
Nesta entrevista editada, ela fala sobre o motivo pelo qual aceitou o cargo ("Eu achava que a HP era um ícone global e que não havia nada de fundamentalmente errado com a estrutura da empresa"), como aconteceu a desastrosa aquisição da Autonomy ("Foi uma deturpação financeira"), os valores essenciais da empresa ("a capacidade de fazer inovações incríveis; a paixão pelo suporte e atendimento ao cliente; a retribuição à comunidade"), o papel de um líder ("O senhor precisa comunicar que acredita que sua meta pode ser alcançada. O senhor tem que exalar confiança. O senhor precisa comemorar as vitórias ao longo do caminho"), e muito mais.
Whitman diz que é o produto de suas experiências em diversas empresas - Procter &amp; Gamble, Bain, Disney, Hasbro, FTD, Stride Rite, eBay - e de sua campanha malsucedida para o cargo de governadora da Califórnia, durante a qual desenvolveu significativamente suas habilidades de comunicação. Ela também praticou muitos esportes quando menina, "então eu sabia como fazer parte de uma equipe".

&quot;Precisamos intensificar nosso senso de urg&ecirc;ncia&quot;: Uma entrevista com Meg Whitman

In September 2011 Hewlett-Packard had just dismissed two CEOs in quick succession before inviting Meg Whitman to step into the role. She was taking the reins of a badly damaged company, and although she has presided over more than 80,000 layoffs, she has restored stability in her four and a half years on the job. In November 2015 HP became two new $50-billion-plus companies, with Whitman the CEO of Hewlett Packard Enterprise and the chairman of HP Inc. In this edited interview she talks about why she agreed to take the job (“I thought that HP was a global icon and that nothing was fundamentally wrong with the bones of the company”), how the disastrous Autonomy acquisition happened (“It was financial misrepresentation”), the company’s core values (“the ability to do incredible innovation; a passion for customer support and service; giving back to the community”), the role of a leader (“You have to communicate that you believe your goal can be achieved. You have to exude confidence. You have to celebrate the victories along the way”), and much more. Whitman says she is the product of her experiences in a variety of companies—Procter & Gamble, Bain, Disney, Hasbro, FTD, Stride Rite, eBay—and of her unsuccessful campaign for the governorship of California, during which she significantly developed her communication skills. She also played a lot of sports as a girl, “so I knew how to be part of a team.”

"Precisamos intensificar nosso senso de urgência": Uma entrevista com Meg Whitman

Resumo.

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