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Still in the garage

机译：还在车库里

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When Meg Whitman became Hewlett-Packard's chief executive in September 2011, the company founded in a Palo Alto garage in 1939 looked fit only for the scrapyard. It had ousted two bosses, Mark Hurd and Leo Apotheker, in 13 months. Mr Apotheker's proposed change in strategy, which cost him his job, had left a deep dent in hp's share price. What was under the bonnet was as bad as the bodywork. The market for personal computers, which hp led, was showing signs of wear. Mr Apotheker's plan, indeed, had been to get out of pcs and push into software, by buying Autonomy, a British tech darling. The "channel", the army of distributors who sell 70% of hp's equipment to end users, was turning to other suppliers. Mr Hurd's remorseless cost-cutting had wearied many hp staff, and it had stopped pleasing Wall Street. Investors had tired of boardroom battles.
机译：当梅格·惠特曼（Meg Whitman）于2011年9月成为惠普首席执行官时，该公司于1939年在帕洛阿尔托（Palo Alto）车库成立，看上去只适合废料场。它在13个月内罢免了两个老板Mark Hurd和Leo Apotheker。 Apotheker先生提出的战略调整提议使他的工作丧命，这对hp的股价影响深远。引擎盖下的东西和车身一样糟糕。惠普领导的个人电脑市场出现了磨损的迹象。实际上，李艾科先生的计划是通过收购英国科技宠儿Autonomy退出个人电脑，并开发软件。 “渠道”是将hp 70％的设备出售给最终用户的分销商大军，正在转向其他供应商。赫德一丝不苟的削减成本使许多惠普员工感到厌倦，并且这也停止了讨好华尔街。投资者厌倦了董事会斗争。

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    《The economist》 |2014年第8891期|53-54|共2页
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