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In the Reuters report, an unnamed Autonomy executive said the unit struggled to handle sales leads in timely fashion. "We have had to do things the HP way and the HP way has proved to be cumbersome in getting deals done in time," the executive told Reuters.
This is precisely the scenario that Whitman wanted to avoid with Autonomy. In January, she told CRN that HP would roll out Autonomy to channel partners carefully, to avoid overwhelming them with business they might not be ready to handle.
"Autonomy is about a billion-dollar company in the scale of $129 billion HP. And what I don't want to do is flood them with leads that they can't fulfill in a very high-quality way," Whitman told CRN at the time.
Whitman, who has often referred to Autonomy as a "baby tiger" to describe its vulnerability in the vastness of HP, also spoke of the care with which HP integrated the company after the deal closed.
"It's easy for a big company to roll over a little company in an acquisition. HP is so huge that we could have overwhelmed them, so we tried to do a really smart job of setting that up," Whitman said at the time.
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