Nora Denzel, senior VP of Hewlett-Packard's adaptive enterprise unit, who is now blogging, isn't paying much attention to HP critics:
When a company doesn't perform to the Wall Street expectation, it's very common that people in the financial community and the industry analyst community come at that company, offering a lot of advice. I think when the company gets back to the financial performance that we had estimated, a lot of the advice will go along the wayside.
So I just kind of tuck the Adaptive Enterprise--you know, get rid of it, along with "split off the printer group," along with, you know, "What are you doing in this market?" or "that particular market." You get a lot of unsolicited advice, and I just lump it all together. We just need to keep our heads down and focus and execute.
Adaptive Enterprise strategy isn't changing, and we will continue to use it in our enterprise segment.
HP doesn't have to listen to advice from the analyst community. But often, investors who hire those analysts do. Here's the take at the blog TechTrader:
HPQ's ONLY saving grace is its printer business. Everything else should be scrapped. This company has been a bureaucratic mess for a long time. They're fighting for dwindling shares while smaller, nimbler, younger, better-positioned, less-baggage-carrying companies are driving success around them. Additionally, I believe that success in business has a lot to do with the people within a company. HP right now is either: A. firing a lot of the people responsible for various aspects of running the company; B. lowering salaries across the board; or C. letting the people who screwed things up in the first place remain in their seats. It's a no-win situation for the investor.
You can guess what I'd be doing with HPQ's recent rally.
That's pretty tame compared to some of the stuff you can read on various investor message boards.
Whether times are good or bad, HP has never suffered for lack of unsolicited advice, and it doesn't appear to be the case now.