Hewlett-Packard: the Apotheker Vision Contents New CEO Leo Apotheker Has Laid out His Vision for HP— One That Emphasizes Cloud, Mobility and Software

March 23, 2011 $99

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Analytics Alert Hewlett-Packard: The Apotheker Vision Contents New CEO Leo Apotheker has laid out his vision for HP— one that emphasizes cloud, mobility and software. It’s a 2 Is There Enough Software to Knit HP’s Strategy Together? grand ambition, and the company needs to bulk up in 6 HP’s Leo Apotheker Talks some areas to make it happen. Turkey (and Some Trash) 8 Apotheker Focuses on Cloud, Not Consumers 10 HP Goes All In on the Cloud 13 HP Poised to Capitalize on Apple, Amazon Lessons 16 Related Reports Apotheker Vision

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March 15, 2011 Is There Enough Software to Knit HP’s Strategy Together? By Doug Henschen

Throughout the recent hours-long HP Summit, in which CEO Leo Apotheker and his top lieu - tenants laid out the company’s grand strategy, executives repeatedly challenged, “Who is better positioned than HP to execute on this strategy?” When it comes to software, several other com - panies come to mind.

IBM and Oracle, for instance, will counter the broad - est ambitions of Hewlett-Packard’s enterprise strategy, and plenty of segment players, such as Apple, EMC and Teradata, will blunt narrower ones. And even HP’s partners might not be supportive of, say, the cloud and WebOS ecosystems it’s now building. Microsoft, for example, has its own hybrid cloud strategy, and how could it view WebOS as anything other than a threat to Windows?

If HP is to be greater than the sum of its parts, as CEO Leo Apotheker vowed it would become, software will HP CEO Leo Apotheker have to knit together the pieces, which he acknowl - edged to be more like silos within the company today. HP does have software in several impor - tant areas, but on some fronts it’s overselling what it has, promising to develop or acquire what it needs, or hoping partnerships will suffice.

Here’s a look at the software strengths and gaps in HP’s grand strategy.

CONSUMER INNOVATION When HP executives asked “who better than HP?” they were alluding mainly to HP’s unique position of having big feet in both the consumer and enterprise worlds. The company ships two PCs and two printers every second, and four servers every minute, Todd Bradley, executive VP of HP’s Personal Systems Group, pointed out, and all HP PCs, tablets and phones will soon ship

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with HP’s WebOS operating system to the tune of 100 million devices per year.

Apotheker said it’s crucial to bring consumer innovation to the enterprise environment, and he also observed that “if there is a better answer than enterprise-supported solutions, [business peo - ple] will use it.” But how, exactly, will WebOS knit together HP’s consumer and enterprise busi - nesses? Is it about out-cooling Apple in the consumer domain, or is it about delivering corpo - rate-issue devices that are cool enough to also be used for more personal needs?

Sexier products can’t hurt when it comes to a business or consumer hardware buying decision, but the real question is, can HP’s promised combination of the consumer app store and a cloud- based enterprise application and service catalog—the software—bridge the two domains?

Asked about the WebOS “app gap” vs. Apple and Android, Apotheker said it’s not the number of applications that matters so much as their quality and impact. “One of the things we’re focus - ing on now, as we’re getting to roll out WebOS on a massive scale, is to make sure that we have the relevant enterprise applications,” Apotheker said.

Relevant enterprise applications might include personal productivity apps, ERP, CRM and so on. But is Microsoft, for one, likely to port Office and SharePoint and Dynamics enterprise apps over to WebOS? (I recently wrote that Microsoft should port these apps to iPhone/iPad; and perhaps if Windows Phone 7 fails, Microsoft would swallow its pride and port to WebOS as well.) SAP will likely add a WebOS app, but what about Salesforce.com and other enterprise app vendors with no particular allegiance to HP?

Bottom line: Consumer-to-enterprise synergies have yet to be proven.

EMBRACING THE CLOUD HP’s plan to support hybrid cloud deployments sounds reminiscent of Microsoft’s script. In fact, HP chief strategist and CTO Shane Robison said, “We’re all in on the cloud.”

Here’s where HP’s extensive portfolio of IT operations, systems management, monitoring and security software comes into play. But the current model for moving into the cloud seems to be to pick the application first, and then let those application providers (Salesforce, Microsoft, NetSuite, etc.) provide the infrastructure.

As more pieces end up in the cloud, there’s a greater need for generic platform capabilities and

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infrastructure, but here, too, vendors including Amazon, Salesforce and Microsoft are ahead of the game with EC2, Force.com, Database.com, Azure and so on.

And is there really much of a hardware opportunity for HP in delivering cloud infrastructure? As CEO Marc Benioff points out, Salesforce runs only 2,000 (Dell) servers to support its 90,000- plus customers. Microsoft might use HP hardware in its data center, but that won’t be much comfort as it helps customers move Exchange, SharePoint, Dynamics CRM, and other software deployments out of separate (frequently HP-powered) data centers and into the Microsoft cloud.

So what’s going to run on HP’s hybrid backbone? There’s the software still running on premis - es and software delivered more flexibly via private clouds (on premises at HQ), but then what?

Bottom line: Another case where we’ll have to see what develops.

IN SEARCH OF ANALYSIS HP’s lone notable software acquisition in recent months, Vertica, was heavily promoted during the HP Summit. I’d say oversold. Vertica is a modern and capable database, and it can support analy - sis of unstructured information (such as e-mail messages and social network interactions) as well as structured information. But Vertica is a platform for analytics, not an analytic software provider.

HP demonstrated a real-time auto rental pricing scenario yesterday centered on a soon-to-be-HP- powered Vertica appliance, but I’d observe that you would need data integration software, like that from HP partner Informatica, to load that system. And you’d need the BI and analytics soft - ware of a MicroStrategy or SAS to do the reporting and analytics piece—that is, unless you want to start from scratch, which most customers don’t. Dynamic pricing is something SAS has had in its portfolio for years.

At IBM, the mirror purchase to Vertica was Netezza, though the latter has a bigger customer base and a deeper history of supporting analytics on top of the platform. But that was a final piece for IBM; it had also acquired Cognos, SPSS, ILog, Coremetrics and Unica to back up its claim to being an analytics powerhouse.

Bottom line: HP has a long way to go on the analytics front, and one hopes this will be one area where it’s prepared to acquire software (or build services if, as HP suggests, it’s going to favor cloud approaches over legacy software).

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THE SERVICES PLAY The depth and breadth of HP’s services portfolio isn’t well known. Ann Livermore, executive VP of HP’s Technology Solutions Group, did a solid job of laying out the company’s impressive capabilities in healthcare, transportation, public sector and financial services, all of which came out of the EDS acquisition.

Communications and media is another vertical area, but this one is tied to HP’s printing and imaging roots (an area that stood out as a software-rich and highly profitable area on its own, but it was difficult to identify crucial dots to the rest of HP—beyond a shared cloud platform and app store).

Livermore stated very clearly that HP is particularly interested in acquiring intellectual property (which I take to mean high-margin software) to support these vertical industries. The good news is that HP can probably buy a lot of specialized software without alienating partners like SAP and Microsoft. But I have to wonder just how little broad enterprise software such as ERP, CRM, supply chain, data integration, BI, analytics and so on HP can own and still be the obvious choice for customers as an integration and services provider.

Or, to ask it another way, what’s the balance of partner software to internally owned software HP can strike while still delivering the kind of high-margin, pull-through sales Livermore promised? Apotheker said very clearly that he’s not interested in buying anything like a “legacy” ERP com - pany, his former time at SAP, where he had risen to CEO, notwithstanding.

Bottom line: Vertical industry and printing IP is safe ground for adding software. The company also pointed toward a future rich in cloud computing possibilities, but it didn’t get close to pin - ning down the sorts of services it might provide beyond infrastructure. Again, we’ll have to see what it can deliver.

HP NEEDS FRIENDS In closing the recent event, Tom Hogan, executive VP of sales, marketing and strategy, said HP wants to be viewed as the partner of choice for enterprise technology. “Companies trust us and they like us,” he said. But as rivals stack up end-to-end software portfolios and optimized sys - tems and hybrid application migration paths, you have to have more of a reason to choose HP. And for CIOs, the reason won’t be because it has cool tablets and phones.

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Until HP develops or acquires its way to a richer software portfolio, partnerships with the likes of SAP and Microsoft will be crucial (and on that last note, there may be a price to be paid for the WebOS experiment). HP also needs smaller software partners such as Informatica and MicroStrategy.

HP’s relationship with Oracle may not be salvageable, but HP may be able to count on loyal cus - tomers who ignore Oracle’s integrated-stack pitch and continue to build out data centers to their own specifications.

But as Apotheker well knows, and as his replacement at SAP, co-CEO Bill McDermott, often points out, when enterprise software is in the discussion, the salespeople head for the top floor and corner office, and the purchase sign-off is at the CEO level. That’s not the case with PCs, tablets, servers, printers or IT admin software. The Technology Solutions Group gets closer to the top with its integration and outsourcing services. But if HP is to be more than the sum of its parts, it needs more high-value software.

March 17, 2011 HP’s Leo Apotheker Talks Turkey (and Some Trash) By Fritz Nelson

Leo Apotheker, Hewlett-Packard’s CEO since November 2010, thinks his company is doing just fine. Apparently one of its biggest challenges is helping its customers buy even more from HP, and on Apotheker’s recent globe trots, those customers expressed “warmth” and “sympathy”— two characteristics he tried to show during a one-on-one chat recently.

By some measures, he succeeded. He was quick to poke fun, sometimes even at himself (sometimes at us, which we didn’t appreciate so much). But he was aloof when it came to answering questions about HP customer priorities, and combative when I referred to the company’s past missteps and the challenges it will face with its newly announced cloud plat - form, and in software.

(See Parts 1 to 4 of our special interview.)

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Apotheker’s right, though: The Fortune 10 technology behemoth is doing just fine, and he cer - tainly doesn’t have to apologize for HP’s past, as if a $130 billion company needs to apologize for its financial performance or, for that matter, count on its customers to sympathize.

The real question is whether “fine” is acceptable. With Apple, a company Apotheker has men - tioned, with some degree of aspiration, customers express desire. With IBM, the closest thing right now to HP, though a $100 billion company with nearly twice HP’s market cap, customers can’t be fired. With HP...?

One leader isn’t going to provide that answer, Apotheker seemed to say. And “just spending money won’t help,” he added. He suggested that what’s required is a rejuvenation of a culture once defined by customer-centric innovation and risk-taking—an “HP Way 2.0.” Only time will tell if Apotheker can lead the company there, but that inspiration will be necessary if HP intends not to blend into the IT fabric.

Truth is, I expected Apotheker to be brutally honest about HP’s place among the elite technolo - gy companies, about customer pain points, about his competitors’ licentious attacks. He wasn’t. He did take a shot or two at Oracle and IBM and, in turn, CEOs Larry Ellison and Sam Palmisano (which we enjoyed), and at InformationWeek (which we didn’t). But mostly he was coy, perhaps worn out by the incessant questions about how suited he is to run such a large, complicated technology company after being removed from another large, complicated technol - ogy company (SAP).

If nothing else, he was passionate, pointing out HP’s dominance in servers, noting that its equip - ment and software fuel the infrastructure of many cloud environments already, offering that his knowledge of the data intelligence and broader software market will serve the company well, and claiming that HP’s WebOS is, by far, the superior end user operating system and will ulti - mately win, especially given the relative infancy of the mobile industry.

Apotheker, a German national who was residing in France, said he’s enjoying living in America, a place where you’re even allowed to make mistakes. We agreed that this allowance benefits us all.

And great achievement often helps us forget.

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March 14, 2011 Apotheker Focuses on Cloud, Not Consumers By Chris Murphy

As Hewlett-Packard CEO Leo Apotheker recently laid out his vision for HP, in his first major public comments since being named CEO in September 2010, he put a major focus on cloud computing, mobility and analytics. In all, Apotheker’s comments should reassure any CIO who might have thought HP would neglect its enterprise IT roots in pursuit of the booming con - sumer IT market.

If anything, Apotheker’s remarks left me wondering if HP is worried enough about the consumer market.

In touting cloud opportunities, Apotheker and the executives who followed him repeatedly emphasized HP would offer cloud services and computing devices that serve business and con - sumer needs at the same time—bridging the reality that businesspeople want the same devices for work and pleasure. “And if there is a better answer than enterprise-supported solutions, they will use it,” he said.

Apotheker laid out his priorities in three main areas: cloud, connectivity, and software to con - nect the cloud and devices. Here are some highlights:

• HP will launch a public cloud storage service in late 2011, adding compute and plat - form services in early 2012. “HP plans to build and run an HP cloud,” Apotheker said. HP already offers cloud infrastructure services to its enterprise customers, but not the general-pur - pose services like those offered by Amazon, Microsoft, Google and others.

• HP will launch a consumer app store and a cloud-based enterprise application and service catalog. “We’ll only vet applications for security and interoperability to facilitate an envi - ronment that’s both trusted and open,” said Apotheker, in a clear contrast to the closely patrolled Apple app store. Businesses will increasingly look for ways to deliver software—to cus - tomers or their own employees—that mimic the ease of use and management simplicity of the app store, so again, this platform could be valuable to IT organizations.

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• Apotheker thinks most companies will get to the cloud with hybrid architectures, and that model is what businesses will use for a “long, long time.” Hybrid environments gen - erally mean companies will build a private cloud architecture running their own data centers while also tapping public cloud services for some computing. Moving to hybrid models is a big opportunity for HP’s services business, since companies will need help rewriting their apps and changing their operations to take advantage of more flexible cloud architectures.

• Given the chance to tout HP’s forthcoming tablet as a cloud-connect device, Apotheker passed, except for a glancing mention. Instead, he defended the PC, bragging about how HP ships two PCs—as well as two printers—per second. “The fact is, people like working on PCs, and that isn’t going away,” Apotheker said. “People like and need to print.”

That statement reflects a theme Apotheker hit often HP will “optimize traditional technolo - gies” and grow its core business as it helps companies move to the cloud. He also reiterated that HP would be adding its Palm WebOS to its devices, and that HP had the possibility of shipping more than 100 million WebOS devices a year, between its printers, smartphones, tablets and printers. Apotheker left the “gee-whiz” tablet feature demos to other executives.

• Apotheker described HP’s software strategy as bringing together cloud services and connected devices. He emphasized data analytics, an area HP isn’t known for but recently made a splash in with its deal to acquire Vertica. Apotheker tried to paint HP’s lack of mar - ket share in analytics as a positive: “I think it is to our advantage that we don’t have a legacy [software base] to protect,” he said. He promised to offer full rack, half-rack and one-quarter- rack server appliances using Vertica very quickly after the deal closes in the second quarter. He also said HP doesn’t need to buy a big transactional software company, tamping down any speculation it’s after an ERP vendor.

HP does have a good deal of software relevant to cloud operations, for functions such as management, security, and application development and testing. But for a CEO coming from SAP, one of the world’s largest business application companies, Apotheker’s vision for HP’s software seemed the least compelling and complete of those he laid out.

Apotheker’s vision also won’t light the fire of would be-consumer IT buyers. Apotheker didn’t fail here—he didn’t try, surely a conscious choice. Instead, Apotheker spoke clearly to the enterprise IT market, to CIOs. He talked about IT as the “fabric of global society,” but his

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focus fell far more on the hybrid clouds that CIOs would build to deliver that IT than how people in the world would use that computing power.

Is that vision enough for HP, a market where so much innovation is being driven by con - sumer IT? Surely not. But it’s a start.

March 15, 2011 HP Goes All In on the Cloud By Charles Babcock

HP is entering cloud computing from the base of its existing HP data centers around the world and will invest in its software division until it is competitive in all aspects of cloud computing, CEO Leo Apotheker said.

It was an audacious turnaround from the somewhat piecemeal and halting steps that HP has taken towards the cloud in the past. Whether HP can live up to its goal, and when it will deliver key elements, are questions that can’t be immediately answered.

Under questioning, Apotheker said HP will become an infrastructure-as-a-service provider—that is, a supplier of raw compute cycles available over the Internet with storage services—immedi - ately. It will become a platform-as-a-service provider, where the supplier provides wizards, tools, components and other assistance to help its customers build applications and services for its cloud, by the end of 2012.

In late January, HP said it was ready to offer infrastructure as a service from its data centers in Tulsa, Okla., and Wynyard, England.

“As for the scalability required to be a cloud provider, we’ve already investing a lot. We already have data centers available today” being used by HP customers, including some known providers of cloud services. “From a big investment point of view, quite a bit of it is already on the books,” said Apotheker in a recent press conference in San Francisco, when challenged on HP’s Johnny-come-lately to the cloud status.

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Cloud operations are large-scale build-outs of x86 server architectures. “HP is the world’s largest provider of PCs of any type. The same is true for printers—of any type. From that point of view, we have a possibility of scale unmatched in the industry,” Apotheker added. HP shipped 64 mil - lion desktops, laptops and netbooks in 2010.

At the same time, he signaled that HP’s WebOS operating system for mobile devices will be loaded onto all the PCs and printers that it ships in the future. The operating system can run on top of Windows, supplying mobile services.

The volume of laptops and PCs that it ships will give HP a potential WebOS user base of mil - lions of devices within a short time. PCs that sync easily with smartphones might prove an attractive combination, particularly to business users. And an installed base of millions of devices will potentially attract developers to supply applications—although many developers are already busy providing applications for the Apple iPad-iPhone-iPod suite or Android phones. HP announced two WebOS smartphones and the TouchPad tablet computer running WebOS on Feb. 9. The phones and TouchPad will become available by June. More WebOS devices will fol - low, promised Apotheker.

More than other suppliers, HP will also concentrate on secure computing “from the end user device to the data center.” Not many people realize it, but HP is the “fifth largest IT security company in the world,” Apotheker said.

It will seek to provide enterprise-oriented service-level agreements more in line with what busi - nesses expect, although Apotheker didn’t specify any provisions. The typical Amazon Web Services SLA contains reimbursement for any time lost due to an outage in the form of credits toward future use. But it doesn’t offer penalties paid by Amazon or reimbursement for lost busi - ness in case of any outage.

And it will expand its software product set so that users of HP public cloud computing will be able to coordinate those workloads with their virtualized enterprise data centers or private clouds. At one point, Apotheker referred to public and private clouds, then appeared to correct himself, saying HP was trying to enable “the hybrid cloud,” or combined operation of the two. At another point, he said, “the foundation for enterprise cloud computing is the hybrid data center” and “hybrid capability requires deep cloud expertise.”

That’s one of the capabilities that HP may be in a position to deliver on before some other cloud

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suppliers. It has one of largest customer bases for systems management, starting with its OpenView network management system users. It’s added application response testing and data center management products to the portfolio through recent acquisitions. HP bought Peregrin in 2005 and Mercury Interactive and Opsware in 2007 for what it called its Automated Operations suite. It will seek to combine what it knows about the data center with what still needs to be done to make cloud operations a reality.

In response to a question about how HP services compared to IBM’s, the new CEO (in his fifth month at HP at the time of this writing) added that his firm has all the services needed to help customers implement a joint data center/cloud operation. “Our enterprise services help us move customers from where they are to where they want to go,” he said.

In one sense, cloud computing was a roll-up phrase, capturing several things that HP is already doing in one slogan. Apotheker seemed to acknowledge as much, when he said, “HP is trying to put the elements of what it’s doing all together.” In doing so, HP will expose more of its intellec - tual property to partners, customers, and the public.

He kept returning to the mobile operating system that HP acquired with Palm last year. “WebOS is an unbelievably attractive and stunning technology,” he said at one point. With its own mobile operating system, HP was in a good position to capitalize on the “consumerization” of IT and supply consumer-style devices that fit into the enterprise, he said. Apotheker repeatedly empha - sized WebOS devices’ ability to discover and synchronize with each other.

In other areas, HP will continue to work with a variety of partners, as it’s done in the past. Much of its cloud computing software “will come from our labs, but we can’t create all this innovation ourselves,” he said. HP has been a past partner of VMware, which offers a suite of cloud man - agement software for service providers, but Apotheker did not mention VMware in his talk.

HP will open an app store as part of its cloud services, but its customers might be more likely to download inventory systems or supply chain management than Beatles tunes. HP will attempt to create an ecosystem that supports its cloud with many third-party products, including other vendors’ applications, he said.

“We are more than happy to partner with an ERP vendor, of which there are several, some of whom are in Germany.” Apotheker is the former CEO of SAP AG in Walldorf, Germany.

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March 17, 2011 HP Poised to Capitalize on Apple, Amazon Lessons By Charles Babcock

Apple is one of the first manufacturing companies to become a successful cloud company. Before I try to explain that, let me make a second, more preposterous assertion: HP is lining up to be the second.

Now back to the first. Apple is not a cloud company like Amazon.com or Google, which were born inside and grew up in the cloud. Apple is a computer manufacturing and marketing com - pany, with a well-known chain of spiffy, brick-and-mortar retail stores. That would seem to have nothing to do with the cloud. As such, it was stuck, not many years ago, with its Macintosh line having a declining 2% share of the desktop market and several failed device launches behind it. At the time, the iPod, iPhone and iPad were not yet a gleam in Steve Jobs’ eye.

Jobs desired nothing more than to build a wall around his brand-name design-through-sales process, and he recognized that the cloud would allow him to keep control while at the same time opening a broad, new channel to customers. The wall held aloft his profits, by keeping high-margin devices available only from inside a closed system; the cloud added consumer access.

I’m used to thinking, as are other people, that the cloud opens things up. Not necessarily. There’s no reason it can’t be appropriated to serve closed purposes as well. Granted, we’re talk - ing about a narrow slice of the cloud—the Apple iOS operating system, Apple iTunes delivery system, App Store application distribution, all running from Apple data centers. That’s not exactly a free-wheeling opportunity for third parties—but nevertheless, a cloud, where any end user who chooses to offer modest inputs gets back value from a central server.

Furthermore, a true cloud company is first and foremost a software company, building and pro - viding software through the cloud, or using software to provide services. Apple Computer was a computer hardware manufacturer. Renamed Apple Inc., it became a flexible device supplier, able to iterate hardware devices in rapid succession through changes in its software, all while main - taining compatibility and investment protection through a shared operating system.

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It’s possible Apple could have done the same thing without the cloud through its chain of retail stores, but I doubt it. It wouldn’t have been possible for Apple’s design process to execute so rapidly if each product had remained a discrete device with its own software requirements and distribution needs. The snowball would never have gotten rolling so fast. The cloud allows device activation, maintenance, and value-added distribution in the form of applications from third parties, who owe Apple a 30% cut.

All of this is well known; less appreciated is how effectively Apple re-engineered itself around the potential that the cloud represented. It adopted the model while the cloud was still being denounced by its neighbors in Silicon Valley. Through the cloud, it grew from a $5.36 billion a year company in 2001 to a $60 billion a year company in 2010, without adding masses of employees. Even more striking, it went from $6.8 billion in market capitalization to $324 billion over the same period. Apple’s use of the cloud leveraged its core competencies. HP’s new CEO, Leo Apotheker, sees the broad pattern that Apple represents. My dominant impression from watching him at the HP Summit is that he understands the cloud model and is trying to reposi - tion HP to do what Apple did—from a more enterprise-oriented perspective.

The possibility that HP will produce “cool” devices that wow the younger generation is about as likely as future subway ads showing Apotheker balancing on a skateboard or playing air guitar. Critics say HP’s WebOS can’t possibly displace Apple’s iOS. But HP doesn’t need it to do that. It doesn’t need to be a really cool device maker or to grab market share from Apple. It only needs to produce mobile devices that are a little more useful than Apple’s in the cor - porate environment.

Likewise, the possibility that HP will offer infrastructure as a cloud service at prices that undercut Amazon’s is equally remote. But it doesn’t need to do that either. It only needs to offer services that are useful to a business struggling to coordinate on-premises with off- premises compute cycles.

I’ve heard the skeptics say that HP doesn’t need its own mobile operating system because it can’t be another Apple or another Amazon. But to me, it doesn’t need to be. All it needs is a chance to apply the lessons of cloud integration and distribution in an enterprise setting. Its WebOS devices could synch without prompting with the end user’s desktop, order docu - ments composed on the plane to be printed on the closest HP printer, and direct work orders captured on a tablet to initiate business processes on central HP servers.

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Will you travel with only your iPhone one day, running Windows applications in virtualized form on any handy display? Maybe, but it might happen sooner with a mobile operating system that already runs comfortably on top of Windows. HP doesn’t need to be as cool as Apple or as lean and cheap as Amazon’s EC2. It only needs to be not quite as expensive as the former and a little more enterprise useful than either of them.

Whether HP can pull off such an act remains to be seen. The sense I get from Apotheker is that he’s learned the recent lessons of the marketplace and is intent on applying them to the 300,000 employees of the huge HP organization.

There are many reasons why he won’t be able to duplicate the success of Apple—but he doesn’t need to. He only needs to pose as a viable alternative. It’s a young marketplace and there’s room for a competitor that integrates the smartphone more easily with the Windows PC, that leverages the cloud to supply, not more Beatles music, but smoother enterprise operations.

Related Resources

Leo Apotheker, HP CEO: Parts 1-4, Video Interview With Fritz Nelson HP’s CEO wants us to forget the company’s recent tumultuous affairs and is working on crys - talizing the message behind “The HP Way 2.0.”

Live Blog: Apotheker Speaks: Finally, HP’s Vision, by Art Wittmann After a rocky start to his tenure as CEO, Leo Apotheker takes the stage to lay out his vision for HP.

Global CIO: HP CEO Apotheker Is Betting the Farm, by Bob Evans Leo Apotheker’s silence has raised lots of uncertainty about HP, but now he says he’ll make everything clear.

HP’s Path Forward Under Apotheker, by Doug Henschen Deeper partnerships are reportedly ahead for the short term.

HP Taps Ex-SAP Head Leo Apotheker as New CEO, by Alexander Wolfe Leo Apotheker, who unexpectedly resigned as CEO of SAP, has been named to replace Mark Hurd.

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