HP and the MRE Chasm

One of the greatest challenges that companies and CEOs face is in transitioning from one particular core focus to another. Indeed, the bigger the company, the deeper the chasm. Carly Fiorina's departure from HP last week highlights the magnitude of the challenge.

Carly tried for five years, to steer the company from its Maven/Relater roots towards Evangelist. At first, it was through the articulation of a vision through her powerful communication skills. Over time, however, the Evangelist energy became more dictatorial. Unfortunately, this enhanced the resistance to change.

Leaders have to recognize that these changes are very hard to make. While organizations change, people do not. The first step in helping this process along is to communicate that an MRE shift is underway. The awareness of this goes a long way to get employees bought in.

It is in the board room, however, where the ultimate responsibility for MRE direction lies. Whether they articulate it this way or not, boards make the strategic shifts for companies. Therefore, the discussion in HP's board room must come in two parts. First, does the company stay the Evangelist course or return to a Maven strategy. Second, who is the leader to make this a reality.