The HP Way as it is now:

Interesting article here.  This is the view of one engineering of the changes at HP under the stewardship of Carly Fiorina, who has now left, 21million dollars richer for having basically gutted a fine technology company, and merged it into a kind of me-too not very good, zero margin PC maker which has lost its engineering drive.  Remember, the CEO is there for three to four years on average, and so has two methods of growing margins - increase revenue, or cut costs.  Reading between the lines on this one, it seemed clear that she was of the opinion that this mature market would never deliver new revenue.  So, out came the cost cutting, and the double speak about how great all this was going to be, if only people would get it.

I made my opinion clear here, I see two kinds of product development, derivation from existing products, and origination.  Now both have their place, but to kill off your engineering team so that you are reduced to "me-too" rake offs seems very short sighted.  Now, I may be biased because I work alongside one of the most technology driven companies in the market, but it seems to me that if there is no R&D, you have nothing to differentiate yourself longer term. 

But then if you are going to be out of it soon, and someone else has to pick up the consequences, maybe you just don't care.  (In private.  In public you are of course "deeply passionate and committed to this companies market success based on the abilities of our greatest resource, our people"...)

Still, there is some rumour that she may end up running the World Bank, so that's OK then.