HP eyed breaking up 3 times Each time, board decided against it
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Hewlett-Packard Co.&#39;s board considered on three occasions whether to break up the company, but each time directors unanimously concluded it would
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It reads like a VIP list of failures â-ewlett-Packard, Toshiba, Intel, and Philips. Each of these technology powerhouses tried to conquer a promising technology
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As the Hewlett-Packard (HPQ) board prepares for
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By Duncan Martell SAN FRANCISCO  - The board of Hewlett-Packard Co.  discussed breaking up the No. 2 computer maker three times in the past, yet each time decided to keep it intact, Chief Executive Carly Fiorina said on Tuesday, defending her strategy for the company.
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Sun also on life support, apparently Despite HP's healthy rise in Itanium server sales, IBM think its major rival and Intel will have to give up on the processor in the near future due to basic economics.â¦
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HP (www.hp.com) announced an investment of more than $3 billion over the next three years designed to vault Intel Itanium 2-based HP Integrity servers to the leadership position in the $20 billion market currently served by RISC processors.
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New York, September 27: Printer and PC maker Hewlett-Packard Co will stop offering desktop workstations based on Intel Corp&#39;s Itanium microprocessor, The Wall Street Journal reported on its online edition.
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Hewlett-Packardâs board is said to have ended a crucial advisory relationship with Larry W. Sonsini, the powerful Silicon Valley lawyer.
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Cluster a Go Go Longtime acquisition suspect PolyServe has been eaten by HP.â¦
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It reads like a VIP list of  failures -- Hewlett-Packard, Toshiba, Intel, and Philips.
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Hewlett-Packard will stop selling workstations equipped with Intel&#39;s 64-bit Itanium processors. HP said its workstation customers want chips that are more compatible with 32-bit software, like Intel&#39;s Xeon and the AMD Opteron.
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HP has given up on trying to bring key parts of Compaq/DEC&#39;s Tru64 operating system over to HP-UX and decided instead to buy similar technology from Veritas.
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Hewlett-Packard board of directors took no action at aÂ special Sunday meetingÂ and will reconvene late Monday to continueÂ discussions about the scandalÂ that has occupied the company over the past week.
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(InfoWorld) - Hewlett-Packard (HP) is strengthening ties to Microsoft to provide a broadened portfolio of business software products to the enterprise market, delivering a competitive blow to rival IBM. Announced Wednesday, HP and Microsoft's joint $300-million, three-year investment to sell five different types of enterprise technology includes: -- Messaging and unified communications, including e-mail, instant messaging and video conferencing; -- Collaboration and content management, software that allows geographically-dispersed employees to collaborate on text, database, video and other files; -- Business intelligence, the analysis of data to help drive business decisions; -- Business process integration, which refers to the different processes enterprises use to run their businesses; -- and core infrastructure, the management of an enterprise's computer systems. The collaboration will generate 30 new products and services in the next year to 20,000 shared customers of the two companies. "Our customers, when they are looking for these solutions, are eager for what it brings to them, but they also want it at a very attractive cost," said Ann Livermore, executive vice president of the Technology Solutions Group at HP, during a news conference. Although HP, a maker of computers, servers and storage products, and Microsoft, a maker of operating systems and application software, have partnered for more than 20 years, the scale of this announcement makes it unique, said Livermore. "It pools Microsoft's whole portfolio to the enterprise and our whole portfolio...and that puts us in just a tremendous position." "Customers want to hear: how can IT advance the business? How can IT drive value in the business? That's the nature of these five solutions that we have," said Kevin Turner, chief operating officer of Microsoft. The combined market for business intelligence, collaboration, content management and infrastructure software is estimated at $49 billion in 2007 and the market for communications hardware and services is estimated approximately $60 billion, said John Gantz, chief research officer with IDC. The HP-Microsoft deal gives both companies leverage over their joint rival, IBM, which also sells hardware and software to enterprises, said Rob Enderle, principal analyst with Enderle Group, a technology consulting firm. Although IBM hardware also runs Microsoft software, Microsoft is getting closer to HP, he said. "Microsoft now views IBM as much more of a competitor going forward than a partner and it looks like they are shifting their attention away from IBM services and toward HP's," said Enderle. HP is expected to surpass IBM in revenue this year. HP had $91.7 billion in its fiscal year, ended Oct. 31, while IBM is expected to end its year on Dec. 31 with $90.72 billion, according to a consensus from analysts polled by Thomson Financial. "With HP now moving ahead of IBM, I think Microsoft feels comfortable partnering with HP more aggressively," Enderle said. Current enterprise-level collaborations include HP support of Microsoft's new Office 2007 suite of business software and Exchange Server 2007 for data centers. HP provides technical briefings and proof-of-concept testing to customers and partners that are considering deploying Windows-based technology in their enterprises. HP is also a Microsoft Gold Certified Partner for Learning Solutions, providing technical training on Microsoft systems at HP offices globally.
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After unveiling cutting-edge technology for choking off the spread of viruses in March, Hewlett-Packard Co. (HP) is quietly shelving the project, citing conflicts with Microsoft Corp.'s Windows operating system, a company executive said.
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By MICHAEL LIEDTKE   Associated Press writer  SAN FRANCISCO -- Battling to keep her job, Hewlett-Packard Co.
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(InfoWorld) - Hewlett-Packard Co.'s board of directors has leapt out of the mainstream with the recently disclosed scandal that's set members against each other, but changes over the past several years have made conflict on boards more likely. Boards have evolved from clubby groups of company executives and tight partners to more independent bodies, management experts said Friday. HP's messy fight, in which investigators hired by the board used possibly illegal techniques to uncover apparent leaks of confidential information by some directors, is a spectacle unto itself, they said. But directors are now more likely to call companies to account. "Boards have changed very dramatically in the last 20 years, and especially in the last 4 years," said Nell Minow, editor at The Corporate Library, a research company in Portland, Maine, that specializes in corporate governance. "There isn't a board in America that isn't much more active, much more vital, much more independent." Many boards used to be heavily laden with investment bankers and lawyers who worked for the company, and often had four or five company executives, said Harvard Business School professor Joseph Bower. That hasn't been true since at least the 1980s, as the percentage of independent members grew, he said. "I think boards are much more diligent ... than they were 15 to 20 years ago," said David Larcker, a professor at Stanford University's Graduate School of Business. "In the process, there are controversies that didn't crop up back then." The probe of HP's board, though embarrassing, was probably necessary, The Corporate Library's Minow said. "They have not been a functional board," Minow said, criticizing the handling of former Chairman, President and Chief Executive Officer Carly Fiorina's hiring and dismissal. Some of the leaks from the HP board involved discussions about Fiorina. It's hard for boards to work if there are leaks and directors don't trust each other, Minow said. Yet to find out who was leaking information, they unfortunately had to give the investigators a lot of independence. "I think they made the best of a very bad situation." The trend toward truly independent boards has accelerated with recent scandals and stepped-up regulation, Minow said. A key factor was out-of-court settlements of suits against Enron and WorldCom in recent years, in which directors who weren't involved in wrongdoing accepted some liability. "Those settlements shivered the timbers of every director in America," Minow said. Also in the past few years, companies that sell "director and officer" liability insurance have raised premiums on companies they thought didn't have enough oversight to prevent Enron-style legal meltdowns. In addition, the Sarbanes-Oxley regulations made boards more diligent by forcing companies to ensure proper oversight of accounting, cybersecurity and other issues, she said. However read, a drama like HP's is not unprecedented, according to Harvard's Bower. About 20 years ago, there was a succession battle at American Express that included leaks to the media, he said. He sees the latest board fight as another aberrant event rather than an outcome of boards becoming more independent. "Every once in a while, there are battles and people disagree strongly. And when people disagree strongly, sometimes they do silly things," Bower said.