Tens of thousands of HP and Compaq employees who saw Carly Fiorina's mismanagement and lack of leadership understand why she should not be elected to the US Senate.
If you were employed at HP or Compaq while she was CEO, please click here to share your criticisms of Carly Fiorina.
Please note:
• This is not the place to post opinions of Barbara Boxer, Chuck DeVore, Tom Campbell, or other candidates.
Please limit your comments to Carly Fiorina's performance and track record.
• Please don't use profanity in your posts.
Number of entries: 101 | Number of pages: 11
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Submitted by
Name: William
From: HP, 1972-2001
Name: William
From: HP, 1972-2001
Comments:
I recently heard Carly Fiorina justify her terrible performance at HP by saying that it was a "tough time for the industry." She conveniently skips over the fact that Dell was actually growing, and its stock pricing increasing, during the same period. This kind of dishonesty is all too typical of her.
I recently heard Carly Fiorina justify her terrible performance at HP by saying that it was a "tough time for the industry." She conveniently skips over the fact that Dell was actually growing, and its stock pricing increasing, during the same period. This kind of dishonesty is all too typical of her.
Added: December 8, 2009
Submitted by
Name: John
From: HP, 1989-2004
Name: John
From: HP, 1989-2004
Comments:
As others have said, Carly Fiorina was much more concerned with self-promotion and perks than with doing the right thing for the company and the employees.
She's a classic example of what is wrong with corporate America today. I can't help wondering if her Senate campaign isn't just one more way to boost her ego.
As others have said, Carly Fiorina was much more concerned with self-promotion and perks than with doing the right thing for the company and the employees.
She's a classic example of what is wrong with corporate America today. I can't help wondering if her Senate campaign isn't just one more way to boost her ego.
Added: November 28, 2009
Submitted by
Name: Sue
From: HP 1980-2004
Name: Sue
From: HP 1980-2004
Comments:
Not only did Carly not get the silicon valley, more importantly she didn't get the HP Way. I too was excited about her coming on board, but the honeymoon didn't last long. She was more into spending HP money frivolously (jets, hairdressers, etc.) then listening and caring about the employees. Did HP need to make some changes? Absolutely. She just wasn't the right choice for that. Very sad - HP used to be a GREAT company to work for.
Not only did Carly not get the silicon valley, more importantly she didn't get the HP Way. I too was excited about her coming on board, but the honeymoon didn't last long. She was more into spending HP money frivolously (jets, hairdressers, etc.) then listening and caring about the employees. Did HP need to make some changes? Absolutely. She just wasn't the right choice for that. Very sad - HP used to be a GREAT company to work for.
Added: November 22, 2009
Submitted by
Name: Alan
From: HP 1977-2002
Name: Alan
From: HP 1977-2002
Comments:
I recall the excitement when Carly arrived. She is, or at least was, a charismatic visionary, and a really great pep-talker. But her visions ended up devoid of meaning. As an engineer, I walked out of her company-internal videotalks ready for action, but wondering, "Where's the beef?" There wasn't anything specific you could use to make yes/no decisions, which is the hallmark of a true "vision" in the technical sense.
Carly made a lot of changes to re-brand and revitalize the company, but many of them seemed pointless, meaningless, superficial. "What does this mean, anyway?" As time passed and dissension grew in the ranks, specific stories circulated that painted her as worse than out of touch, but actually dishonest, all "smoke and mirrors." For example when she visited our site, she made a scene about how a limo had met her at the airport, which was over-the-top, but a friend connected with making the arrangements told me Carly's staff had actually been very specific about her requirements.
I recall the excitement when Carly arrived. She is, or at least was, a charismatic visionary, and a really great pep-talker. But her visions ended up devoid of meaning. As an engineer, I walked out of her company-internal videotalks ready for action, but wondering, "Where's the beef?" There wasn't anything specific you could use to make yes/no decisions, which is the hallmark of a true "vision" in the technical sense.
Carly made a lot of changes to re-brand and revitalize the company, but many of them seemed pointless, meaningless, superficial. "What does this mean, anyway?" As time passed and dissension grew in the ranks, specific stories circulated that painted her as worse than out of touch, but actually dishonest, all "smoke and mirrors." For example when she visited our site, she made a scene about how a limo had met her at the airport, which was over-the-top, but a friend connected with making the arrangements told me Carly's staff had actually been very specific about her requirements.
Added: November 19, 2009
Submitted by
Name: RJ
From: 1985-2001
Name: RJ
From: 1985-2001
Comments:
Fiorina demonstrated her incompetence to anyone who cared to pay attention during her tenure at HP. Quarter after quarter, year after year, on her watch the company's performance failed to meet expectations or to live up to her promises. She had no clue how to run the company operationally and responded by blaming and firing others. The culmination of this was the ill-advised, pointless, and divisive acquisition of Compaq, which chiefly benefited former Campaq CEO Michael Capellas, who took his millions and bailed as soon as he could.
The final irony was when she was dropped from John McCain's presidential campaign team for telling a reporter that neither McCain nor VP candidate Sarah Palin was qualified to run a major corporation. Just like me, she might have added, if she were perceptive and honest enough to recognize and admit the truth. (Of course, she did not.) Please don't inflict this disaster on California.
Fiorina demonstrated her incompetence to anyone who cared to pay attention during her tenure at HP. Quarter after quarter, year after year, on her watch the company's performance failed to meet expectations or to live up to her promises. She had no clue how to run the company operationally and responded by blaming and firing others. The culmination of this was the ill-advised, pointless, and divisive acquisition of Compaq, which chiefly benefited former Campaq CEO Michael Capellas, who took his millions and bailed as soon as he could.
The final irony was when she was dropped from John McCain's presidential campaign team for telling a reporter that neither McCain nor VP candidate Sarah Palin was qualified to run a major corporation. Just like me, she might have added, if she were perceptive and honest enough to recognize and admit the truth. (Of course, she did not.) Please don't inflict this disaster on California.
Added: November 19, 2009
Submitted by
Name: AJ
From: Compaq, 1988-2002
Name: AJ
From: Compaq, 1988-2002
Comments:
A lot of people talk about what Carly Fiorina did to HP, but they forget about what she did to Compaq.
We had our own company culture, and we were proud of the products we built. Carly made no attempt to understand what we could contribute. To her, we were just numbers on a balance sheet. So many points of market share, so many jobs that could be cut.
I don't live in California, but the thought of such a cold, heartless person in the US Senate scares me. We need people in government who stand up for the little guy.
A lot of people talk about what Carly Fiorina did to HP, but they forget about what she did to Compaq.
We had our own company culture, and we were proud of the products we built. Carly made no attempt to understand what we could contribute. To her, we were just numbers on a balance sheet. So many points of market share, so many jobs that could be cut.
I don't live in California, but the thought of such a cold, heartless person in the US Senate scares me. We need people in government who stand up for the little guy.
Added: November 17, 2009
Submitted by
Name: Jim
From: 1979 to 1988
Name: Jim
From: 1979 to 1988
Comments:
When I was at HP, it was a great and growing company, well respected in the valley. I left after many years to pursue other opportunities, but I kept a significant amount of HP stock with the confidence that by the time I hit retirement age, it would be a significant contribution to my fund. I was so greatly saddened by the mess Carly made of the formerly great company, and how my "nest egg" of HP stock -- far from continuing its previous steady rise -- lost half its value under her reign. Being then outside of HP, I heard from many sources how much respect HP was losing and how the prevailing opinions were that it was just going down the tubes. California has enough trouble right now, the last thing we need is someone like Carly to make things worse.
When I was at HP, it was a great and growing company, well respected in the valley. I left after many years to pursue other opportunities, but I kept a significant amount of HP stock with the confidence that by the time I hit retirement age, it would be a significant contribution to my fund. I was so greatly saddened by the mess Carly made of the formerly great company, and how my "nest egg" of HP stock -- far from continuing its previous steady rise -- lost half its value under her reign. Being then outside of HP, I heard from many sources how much respect HP was losing and how the prevailing opinions were that it was just going down the tubes. California has enough trouble right now, the last thing we need is someone like Carly to make things worse.
Added: November 17, 2009
Submitted by
Name: Laura
From: HP, 1982-2005
Name: Laura
From: HP, 1982-2005
Comments:
I remember that I was still trying to hang on to a semblance of pride in HP's first female CEO, defending some of the cuts she was making that adversely affected us all, when I heard that hp had bought two new airplanes for Carly's travel. There were more significan events going on, but somehow this multi-million dollar purchase came as a slap in the face. I could no longer fool myself that she had HP's long term well being at heart. I finally had to recognize that she valued self aggrandizement over the health of the company and needs of employees. Loyalty and pride which had once been felt in abundance by most of my colleagues was destroyed during Carly’s reign.
I remember that I was still trying to hang on to a semblance of pride in HP's first female CEO, defending some of the cuts she was making that adversely affected us all, when I heard that hp had bought two new airplanes for Carly's travel. There were more significan events going on, but somehow this multi-million dollar purchase came as a slap in the face. I could no longer fool myself that she had HP's long term well being at heart. I finally had to recognize that she valued self aggrandizement over the health of the company and needs of employees. Loyalty and pride which had once been felt in abundance by most of my colleagues was destroyed during Carly’s reign.
Added: November 13, 2009
Submitted by
Name: Carole
From: HP, 1989-2008
Name: Carole
From: HP, 1989-2008
Comments:
The thing I remember about her being in charge was constant uncertainly. You never knew if your product would be cancelled, your division shut down or sold off, or people laid off. It was very stressful and killed productivity. I remember people joking in the cafeteria...
"What are you working on these days?"
"My resume"
Carly Fiorina is not a leader. She does not know how to motivate people or get the best from them.
The thing I remember about her being in charge was constant uncertainly. You never knew if your product would be cancelled, your division shut down or sold off, or people laid off. It was very stressful and killed productivity. I remember people joking in the cafeteria...
"What are you working on these days?"
"My resume"
Carly Fiorina is not a leader. She does not know how to motivate people or get the best from them.
Added: November 13, 2009
Submitted by
Name: Michael
From: 1978-2005
Name: Michael
From: 1978-2005
Comments:
Carly Fiorina as CEO of Hewlett-Packard made decisions which were in her interest and were against the interests of employees and shareholders.
She was incapable of managing the operations of the company, leading to her ouster when the board wanted to install someone to manage the operations.
It is ridiculous to claim that her performance at HP qualifies her for anything more than being unemployed.
Carly Fiorina as CEO of Hewlett-Packard made decisions which were in her interest and were against the interests of employees and shareholders.
She was incapable of managing the operations of the company, leading to her ouster when the board wanted to install someone to manage the operations.
It is ridiculous to claim that her performance at HP qualifies her for anything more than being unemployed.
Added: November 13, 2009