Is Time Is Running Out For H-1B Visa Cap To Be Raised?
Is Time Is Running Out For H-1B Visa Cap To Be Raised?
Date: Wednesday, September 06, 2006 10:17 PM
<<<<< JOB DESTRUCTION NEWSLETTER No. 1550 -- 09/06/2006 >>>>>
A recent Infomationweek article about the efforts to raise the quota on
H-1B is quite good. It explains just how heavy the lobbying is to get the
Skil bill passed. There is one bad factual error:
Those increase proposals are also included in separate legislation
introduced in May by Sen. John Cronyn (R-Tex.), whose "Securing
Knowledge, Innovation and Leadership," or "Skil Bill," focuses
only on H-1B and green-card-- or permanent residency--reform, and
not on other sticky immigration issues, such as border security.
The Skil bill does far more than increasing H-1B and employment based green
cards. It also creates a new F-4 visa which is unlimited and potentially
more damaging than H-1B, and it provides a gateway for L-1 visa holders to
get Green Cards.
I often refer to this legislation as "Bill's Skil Bill" because of the
immense lobby effort by Microsoft to push the bill. Microsoft seems to be
optimistic that they can get the Skil bill passed this year.
"There's still a window of opportunity Congress will pass H-1B and
green card reform post-election," says Krumholtz. Microsoft and
other tech vendors will continue "to push for high-skill relief"
by lobbying for increases in the annual cap of H-1B visas and
green-cards, which allow foreign workers to work permanently
in the U.S.
Microsoft has other skills besides lobbying for the Skil Bill - like for
instance they can lie with the best of them! Notice how they do a
pre-emptive attack in order to deflect questions about why they need H-1B
when so many Americans are losing their jobs at Intel. Layoffs at HP are
just as drastic, and I'm sure Microsoft will make the same case in regards
to why they won't hire those hapless souls. If Microsoft was honest they
would just admit that they prefer to hire cheap H-1Bs from Bombay than
bother with expensive engineers from the Bay area.
And despite recent layoffs in the tech industry -- including
Intel's announcement this week that it's eliminating 10,500
jobs -- the specific talent Microsoft is looking for is "apples
and oranges" compared to jobs being shed, Krumholtz says. "The
jobs we're looking to fill are not just IT engineers," although
Microsoft might call them that or "developers" internally,"
he says. Microsoft is seeking "top computer scientists" with
advanced degrees and the "latest training and skill sets," he says.
I'll share with you a few articles about HP and Intel just in case you
haven't heard about the layoffs. Be sure to click this link to see a chart
of HP layoffs:
http://www.mercurynews.com/multimedia/mercurynews/news/hpgrowthchart.jpg
Keep in mind when you read the stories about Intel and HP that the H-1B
advocates continue to claim they can't find enough high-tech workers in the
USA. Both those companies are working with Microsoft to get the Skil Bill
passed. I strongly suspect that part of the reason these layoffs are
occurring is because HP and Intel are very confident that they will get all
the H-1Bs they want very soon - so they decided to shed their American
employees ASAP. Corporations are so confident about their ability to get
the Skil bill passed they aren't even worried about the negative PR that
the layoffs will generate. That, my friends, is cause for alarm because
their confidence is justified!
If all of that wasn't enough to rub doggie doo-doo in the face of every
American high-tech worker, how about the fact that Carly Fiorina is being
given credit for HP's newfound "success". Carly Fiorina should best be
remembered for her infamous quote: "There is no job that is America's
God-given right anymore" , but of course the profiteers at HP appreciate
her meat-ax approach to running a business.
Articles contained in this newsletter
http://www.informationweek.com/management/showArticle.jhtml?articleID=192503648
Time Is Running Out For H-1B Visa Cap To Be Raised--Or Is It?
http://www.mercurynews.com/mld/mercurynews/15449914.htm
Thousands already cut from HP adjust to losing HP way of life
http://www.mercurynews.com/mld/mercurynews/business/15449916.htm
Intel plans to shed 10,500 jobs in biggest cutback in 20 years
http://www.azcentral.com/arizonarepublic/business/articles/0906biz-intel0906.html
1,000-plus Intel workers in Ariz. could lose jobs
http://www.rockymountainnews.com/drmn/tech/article/0,2777,DRMN_23910_4925763,00.html
Observers give Fiorina some credit for H-P's success
+++++++++++++++++++++++++++++++++++++++++++++++++++
http://www.informationweek.com/management/showArticle.jhtml?articleID=192503648
Time Is Running Out For H-1B Visa Cap To Be Raised--Or Is It?
Because the Senate and House don't agree on many immigration issues, it's
unlikely they'll pass a comprehensive immigration reform bill soon. But
tech employers are lobbying to raise the H-1B cap, and programmers are
worried.
By Marianne Kolbasuk McGee, InformationWeek
Sept. 6, 2006
URL:
http://www.informationweek.com/story/showArticle.jhtml?articleID=192503648
The current cap of 65,000 H-1B visas for foreign workers -- including
techies -- isn't likely to be raised before Oct.1, the start of fiscal
2007. But that's not stopping some American programmers from worrying or
tech employers from lobbying.
Mid-term election campaigning is going into full throttle, and because the
U.S. Senate and House of Representatives don't agree on many big,
hot-potato immigration issues, it's unlikely Congress will pass a
comprehensive--and controversial-- immigration reform bill anytime soon.
For one thing, Senate and House calendars are full, say Washington
insiders.
But despite their differences, the Senate and House immigration bills both
have common provisions to raise the number of H-1B visas allotted annually
to foreign workers from 65,000 to 115,000, with options to increase the cap
by 20% yearly, based on employers' needs.
Those increase proposals are also included in separate legislation
introduced in May by Sen. John Cronyn (R-Tex.), whose "Securing Knowledge,
Innovation and Leadership," or "Skil Bill," focuses only on H-1B and
green-card-- or permanent residency--reform, and not on other sticky
immigration issues, such as border security.
"The senator would like to see the [Skil] bill move, but the calendar is
quite full right now," says a Cronyn spokesman.
Nonetheless, those bills' common H-1B-related provisions are fueling
uneasiness among some U.S. tech workers and hopefulness among vendors, even
though time seems to be running out for passage of a large immigration
reform bill by current members of Congress.
"Sometimes we think these things are dead, and then someone slips something
through at 5 pm on a Friday," says Kim Berry, president of the Programmers
Guild, an American IT worker advocacy group that opposes raising the H-1B
cap. "I'm worried they'll stick these provisions onto another bill without
a hearing," he says.
Indeed, it's still possible that Congress will pass provisions as part of
another bill or as separate legislation to raise the H-1B cap during a lame
duck session before new members are sworn in next January, depending on the
outcome of the elections, says Microsoft director of federal government
affairs Jack Krumholtz.
"There's still a window of opportunity Congress will pass H-1B and green
card reform post-election," says Krumholtz. Microsoft and other tech
vendors will continue "to push for high-skill relief" by lobbying for
increases in the annual cap of H-1B visas and green-cards, which allow
foreign workers to work permanently in the U.S.
At Microsoft, "we have a couple thousand open technology positions that
we're not able to fill," including development positions, says Krumholtz.
"It's getting harder and harder to find people," he says. "There's
increasing pressure to look for other avenues," including doing work
outside the U.S. if talent can't be found here, he says.
And despite recent layoffs in the tech industry -- including Intel's
announcement this week that it's eliminating 10,500 jobs -- the specific
talent Microsoft is looking for is "apples and oranges" compared to jobs
being shed, Krumholtz says. "The jobs we're looking to fill are not just IT
engineers," although Microsoft might call them that or "developers"
internally," he says. Microsoft is seeking "top computer scientists" with
advanced degrees and the "latest training and skill sets," he says.
Each year, U.S. Citizenship and Immigration Services begin accepting
petitions on April 1 for H-1B visas issued in the next fiscal year. For the
last couple of years, the U.S. had received enough petitions for the annual
allotment of 65,000 H-1B visas months before the new fiscal year begins.
For fiscal 2007 beginning Oct 1, the U.S. hit its H-1B visa cap in late May
2006, about two months after the government began accepting requests for
the petitions on April 1.
+++++++++++++++++++++++++++++++++++++++++++++++++++
http://www.mercurynews.com/mld/mercurynews/15449914.htm
Posted on Wed, Sep. 06, 2006
Thousands already cut from HP adjust to losing HP way of life
By Nicole C. Wong
Mercury News
If everyone laid off by Hewlett-Packard moved to the same city this autumn,
they would fill all the houses and apartments in Cupertino -- and 2,600
people would still need homes.
Welcome to ex-HPville: population 53,100.
These days, tech companies keep chiseling away at their workforces. The
latest layoffs are coming from Intel, which announced Tuesday that it is
axing 10,500 jobs.
But over the past 6 1/2 years, HP -- the company once renowned for
providing lifelong employment -- has laid off more workers worldwide than
any other Silicon Valley company. In the process, HP has created a virtual
community that illuminates the social upheaval the unemployed wrestle with
as companies race to reinvent themselves in the global economy.
Like many cities, ex-HPville is diverse. It's filled with 60-year-old
grandparents as well as single 30-somethings. The place has attracted an
administrative assistant from Mountain View, a computer supplies salesman
from Paris, and an information technology manager from Dublin, Ireland.
Yet uniting these former colleagues, who were flung together by ill fate,
is their desire to focus on the future -- something more difficult than
many expect because their identities are so wrapped up in their HP pasts.
``HP was the company to work for in the valley,'' said Patti Wilson, a
high-tech career counselor who over the past 20 years noticed her laid-off
HP clients had more trouble than most giving up their dreams of getting
rehired at the company that had just given them the boot.
``No one wanted to let go,'' Wilson said.
Eighth round of layoffs
By Oct. 31, HP's latest round of reductions will have pushed 15,300 of the
151,000-person workforce out the door. That will bring the legendary
computer and printer maker's total layoffs to 53,100 since 2000, when
then-chief executive Carly Fiorina launched the first involuntary job cuts.
This eighth round, by CEO Mark Hurd, isn't rattling employees' nerves as
much because downsizing has become a drill in the company's quest to boost
profits.
Layoffs hadn't always been the solution.
In 1970, HP co-founders Bill Hewlett and Dave Packard resisted the
temptation to weather the nation's temporary economic downturn by slashing
10 percent of their workforce. Instead, they cut each U.S. employee's work
schedule -- and, as a result, pay -- by 10 percent. Packard wrote in his
book ``The HP Way'' that this illustrated their management principle of
``sharing.''
Times have changed. Even Packard acknowledged that HP, which had grown from
a garage start-up to the valley company with the largest global workforce,
would need to reduce staff as downsizing swept through corporate America.
But the spirit of sharing continues to help HP employees who face layoffs.
HP workers who are tapped to leave the company soon discover the address
for a Web site -- spread by word of mouth and caring colleagues -- where
ex-HPers pour out their tips on how to exit with as little pain -- and as
much money -- as possible. This welcome kit to ex-HPville, found at
http://users.frii.com/ajs/WFR_info.htm, sprang up in 2002 after HP sent
engineer Alan Silverstein on an ``emotional roller-coaster ride'' to the
unemployment office.
This ``HP Work Force Restructuring Collective Knowledge'' site receives at
least 10,000 hits a year. The frequently updated site has grown from two
pages when printed out to its current length of 30 pages as more than 50
ex-HPers chimed in on everything from cashing out HP incentive payments to
copying performance evaluations before being locked out of the computer
network.
Former HP IT business analyst Rebecca Kun, of Portland, Ore., put several
of those pointers to use when she was laid off in July 2005.
``I thought that was classic HP, being helpful,'' said Kun, 35. ``That's
the old HP Way.''
While ex-HPville seems like a pleasant place, hardly any of its
``inhabitants'' chose to move there. Even the ones who accepted
severance-laced early retirement offers, which were part of the corporate
downsizing plans, adamantly say they would have kept working at HP if they
could. That is, if they could have slept at night knowing they might top
the next layoff list.
Jean Tully joined HP in 1972 as a secretary in Loveland, Colo., and over
the next 30 years worked her way up to be an organizational development
manager in Cupertino. In 2002, on her 52nd birthday, Tully turned in her HP
employee badge. She took a voluntary buyout in part because she doubted
there would be a place for her in the new HP, which had just completed the
Compaq merger and was rolling out layoffs.
But as Tully tried to move on with life, she realized she was suffering
from low-grade depression.
``I had by all accounts an extremely successful career in HP,'' said Tully.
She also had distinguished herself as a Hobie Cat racing national champion,
but stopped sailing in 2000 because of knee problems. So she spent her
first year as an ex-HPer attending expensive personal-development seminars,
where she tried to answer the nagging questions of ``Who am I? If I'm not
an HP employee, and if I'm not racing a Hobie Cat, what am I here to do?''
Tully avoided HP alumni gatherings during her soul searching. Other
ex-HPers distanced themselves from their HP pasts while they shopped for
electronics.
``Last year I bought a laptop,'' said Kun, the laid-off IT worker. ``I
chose a Toshiba.''
Banding together
Some laid-off HPers plod on with life by banding together.
Ex-HPers in Idaho established a Yahoo Group called the ``BoiseJobClub'' as
an online support network for local HP employees laid off in 2001. The next
year, their unlucky colleagues in Roseville, Calif., started a similar list
server offering job leads. And 259 pink-slipped HP employees have joined
the ``Post HP-Compaq Merger Meeting Lounge,'' a Web site where the
unemployed post their risumis.
They're focusing on their futures. But those, quite often, circle back to
their HP pasts.
Silverstein, the creator of the Web site for HPers about to lose their
jobs, spent almost two years searching for a new job -- although, he
admits, not ``very hard.'' He was holding out for something comparable to
his HP gig and happily found one -- back at the same HP office that laid
him off. The man who had worked for HP since college scored a second chance
at the Fort Collins, Colo., office as a contractor under a two-year stint
that ended in April.
Now he works for Avago Tech, a company that purchased technologies and
offices from Agilent, which spun off from HP. Avago is ``one of the
daughters of HP, basically,'' said the 50-year-old.
Ironically, Silverstein's desk is about 50 feet away from the same one he
sat at as an HP employee in 1978. Aside from reveling in nostalgia, working
for Avago allows him to fraternize with current HP employees during lunch,
as the two companies share an office complex and a cafeteria.
``It's comfortable and . . . not entirely coincidence,'' he said. ``I'm
fond of the company. . . . I haven't had enough desire or motivation to
strike out in another direction.''
Weekly IHOP meetings
This centripetal force pulling career paths could be felt at weekly
breakfast meetings where ex-HPers supported one another's job hunt.
A dozen strangers who met through HP's out-placement services and bonded
over their severance checks gathered at 10 a.m. Fridays this year in the
back room of an International House of Pancakes in Vancouver, Wash. The
waitress knew their orders by heart. Many of the ex-HPers gravitated to
their familiar favorites, then gave two-minute updates on their job
applications and interviews.
More often than not, the conversation veered toward what opportunities
existed back at HP.
``People just couldn't not be HP,'' said Art Davis, a 55-year-old architect
laid off from HP in February. ``Many of them put a great deal of focus on
getting back into HP, whether it was as a subcontract employee or a direct
employee. That's true whether it was R&D folks or manufacturing folks or
marketing.''
Davis and Kun were among the few meeting goers intent on moving beyond HP.
Kun, who organized the breakfast meetings, suggested the group critique
each others' risumis. The feedback hinted at why many of them couldn't
-- or perhaps wouldn't -- embark on a new path.
``Everyone has the HP perspective of what makes a good risumi, and the
reality is we're not in HP anymore,'' said Kun, who is eyeing start-up jobs
that build upon her five years at HP. ``I appreciate their input, but,
unfortunately, outside of HP it doesn't always apply.''
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http://www.mercurynews.com/mld/mercurynews/business/15449916.htm
Posted on Wed, Sep. 06, 2006
Intel plans to shed 10,500 jobs in biggest cutback in 20 years
By Dean Takahashi
Mercury News
Announcing its biggest restructuring in 20 years, Intel said Tuesday that
it will cut its workforce by 10,500 employees, or about 10 percent, by the
middle of 2007.
The job cuts, while severe, aren't as bad as some employees feared. The
downsizing is expected to reduce expenses by about $2 billion in 2007.
``These actions, while difficult, are essential to Intel becoming a more
agile and efficient company, not just for this year or the next, but for
years to come,'' Paul Otellini, Intel chief executive, said in a statement.
The layoffs are part of Intel's ongoing effort to determine the right
structure in a time of slowing PC industry sales and increased competition,
particularly from the rival that has gained market share, Advanced Micro
Devices. Such large-scale job cuts are rare at Intel, which along with
Microsoft could until recently count on strong financial results because of
its near-monopoly in the PC market.
The company issued the announcement at 1:15 p.m. after Otellini broke the
news to employees in a companywide Webcast.
Four employees interviewed at Intel's Santa Clara headquarters shortly
after the announcement Tuesday viewed the layoffs pragmatically,
acknowledging the company needs to stay competitive.
``It's a global economy,'' said a digital communications engineer, who did
not want to be identified because of possible repercussions for talking to
the media without the company's permission. ``If Intel is not good at what
it's doing, then employees will lose also.''
Analysts generally approved of the cuts, but some questioned whether that
would be enough to keep Intel competitive.
``The cuts are neither as deep nor as wide as many had anticipated,'' said
analyst Nathan Brookwood at Insight 64. ``In effect, Paul Otellini is
saying, `Stay the course.' Let's hope this approach works better for Intel
than it has for the White House.''
The company will lay off employees in waves starting this year. By the end
of this year, the company will cut its payroll from 102,500 to 95,000.
Of the 7,500 jobs being cut this year, about 2,500 will happen through
additional layoffs. Intel has already announced layoffs of 1,000 managers,
and asset sales that will cut 2,000 employees. The company expects about
2,000 more cuts through attrition, said Intel spokesman Chuck Mulloy.
By the middle of 2007, Intel will further reduce its head count to about
92,000 employees.
This year, most job cuts will be in management, marketing and information
technology, as well as from the sale of businesses and attrition. Next
year, the company said, the job cuts will be more broadly based as Intel
tries to become more efficient in manufacturing, reduces duplicate jobs and
works on creating more efficient processes and product design methods.
Overall, by 2008, Intel expects to save $3 billion annually based on the
cost reductions it is implementing in the next year or so, Intel said.
Intel also hopes to reduce spending on factories by a total of $1 billion
by making better use of its existing factories. Job severance costs are
expected to total $200 million.
Intel's stock fell in after-hours trading by 26 cents to $19.73 a share.
Before the announcement, Intel shares rose 11 cents to $19.99.
While business unit managers will decide how to apportion their share of
the layoffs across multiple locations, Mulloy expects the ratio of Silicon
Valley employees -- approximately 1 out of every 17 workers worldwide -- to
stay roughly the same after the cuts are completed.
Otellini billed a recent efficiency analysis as the largest review of the
company's operations since the 1980s, when Intel made a strategic move to
shut its plain-vanilla memory chips and focus on microprocessors. At that
time, Intel laid off 7,000 employees.
Intel is in a tough position because its financial performance is lagging
and its employment ranks swelled from 79,700 at the end of 2003 to more
than 102,500 this year. During the past four years of fast growth for the
PC industry, it made sense for Intel to hire. But in the past year, Intel
has lost considerable market share to rival Advanced Micro Devices.
Intel has churned out a series of new products this summer. But Rob
Enderle, an analyst at the Enderle group, says that AMD continues to gain
business with major computer makers. It isn't clear if the cuts will
produce the results that Intel wants, Enderle said.
Krishna Shankar, an analyst at JMP Securities, said the cuts weren't
revolutionary in the sense that Intel didn't eliminate any of its big
money-losing businesses. But he added that the reductions were significant.
``Intel is battening down the hatches for a long and prolonged period,'' he
said, citing ``pricing declines, sustained competition with AMD, and
changing dynamics such as growth in low-cost, emerging markets like China
and India.''
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http://www.azcentral.com/arizonarepublic/business/articles/0906biz-intel0906.html
1,000-plus Intel workers in Ariz. could lose jobs
Max Jarman
The Arizona Republic
Sept. 6, 2006 12:00 AM
More than 1,000 Intel employees in Arizona could ultimately lose their jobs
under a wide-scale restructuring plan announced Tuesday
The world's largest computer-chip maker said it would cut 10,500 jobs, or
about 10 percent, of its global workforce by mid-2007 to improve
profitability and competitiveness. It was the first large-scale layoffs
announced by the Santa Clara, Calif.-based company since the mid-1980s.
The company said that about half the cuts already have been made through
attrition, the sale of several business units and the layoff in July of
1,000 managers. advertisement
Paul Otellini, Intel's president and chief executive officer, said the job
cuts and other moves would save the company $2 billion in 2007 and $3
billion in 2008.
"These actions, while difficult, are essential to Intel becoming a more
agile and efficient company, not just for this year or the next, but for
years to come," he said.
Kristin Marshall of Tempe, an administrative assistant who has been with
Intel for 19 years, said she was relieved by the news.
"It's nice to know what the number is," she said.
There had been speculation that as many as 20,000 jobs would be cut.
Intel has about 11,000 employees in Arizona, primarily in Chandler where it
operates two semiconductor-manufacturing plants. Assuming the cuts are
across the board, about 1,000 relatively high-paying Arizona jobs could be
lost. The average Intel worker in Arizona earns $66,000 per year in salary
and bonuses.
Dawn Jones, an Intel spokeswoman in Chandler, was unable to say precisely
how many Arizona jobs could be cut, noting, "All we got was a global
number."
Intel has a third semiconductor fabrication plant under construction in
Chandler, which Jones said was unaffected by the restructuring plans. The
$3 billion plant will employ about 1,000 people and is set to open late
next year.
"We are committed to Arizona and our investment here," she said.
Pat Becker Jr., who helps manage a $2.6 billion portfolio, which includes
Intel shares, for Becker Capital Management in Portland, Ore., called the
restructuring plans a good start.
"It takes awhile to get lean and mean again," he said.
After seeing its market share, profits and stock price slip in the first
quarter of this year, Otellini promised to cut $1 billion in costs by the
end of the year and to conduct a 90-day sweeping review of the company's
operations, said to be the most thorough in 20 years.
The results of the review and pending layoffs were announced to Intel's
employees via a videoconference.
Otellini told employees that Intel expects to shed about 7,500 jobs this
year and another 3,000 in the first half of 2007.
Most of the job cuts this year will hit management, marketing and
information technology workers.
Next year the reductions will be more broadly based as the company improves
labor efficiency in manufacturing and equipment utilization, eliminates
organizational redundancies and uses better product design methods and
processes.
Jones noted that about 5,000 of the planned job cuts this year, including
at least 500 in Arizona, already have been made.
+++++++++++++++++++++++++++++++++++++++++++++++++++
http://www.rockymountainnews.com/drmn/tech/article/0,2777,DRMN_23910_4925763,00.html
Observers give Fiorina some credit for H-P's success
By Rachel Konrad, Associated Press
August 18, 2006
SAN FRANCISCO - Although Carly Fiorina was sacked in one of the most
humbling ousters in corporate America, her initial moves to reinvigorate
Hewlett-Packard Co. are now paying off in H-P's healthy profit and recent
stock surge, some observers say.
While H-P Chief Executive Mark Hurd can take responsibility for the
company's financial success in recent quarters, some believe Fiorina, who
was fired as CEO 18 months ago, deserves some credit.
On Wednesday, the computer and printer maker reported third-quarter profit
that easily beat Wall Street expectations.
H-P's health in recent quarters is a sharp contrast to the inconsistent
performance of the past five years, when H-P stock badly lagged that of its
fiercest rivals - Dell Inc. and IBM Corp.
For much of H-P's 67-year history, it was considered a clubby, male-
dominated and engineering-focused company.
Fiorina arrived in 1999 and immediately became one of the country's most
powerful female executives, earning a reputation as an imperious leader and
centralizing 83 units into fewer than a dozen.
Over the fierce opposition of the families of H-P's founders, she spent $19
billion to buy Compaq Computer Corp. In the year after the acquisition, she
laid off 18,000.
But questions lingered about whether the deal was delivering as Fiorina had
promised. The board fired her in February 2005.
Less than two months later H-P tapped Hurd, a soft-spoken Midwesterner who
was the antithesis of Fiorina.
Hurd seems to have improved efficiency without inspiring much antagonism.
He spearheaded a cost-cutting campaign that will soon result in as many as
15,000 layoffs.
"Mark brings a culture of accountability and focus and that makes all the
difference in the world," said Cindy Shaw, vice president at investment
firm Moors & Cabot. "Our sources indicate morale has turned 180 degrees
under Mark and is now quite positive, despite head-count reductions."
Hurd has reduced the number of executives throughout the organization,
particularly in the sales divisions, where he eliminated two layers of
management.
"We have fewer people who can make more decisions," Hurd said.
But while analysts praise Hurd's low-key style, many are quick to credit
Fiorina for laying the groundwork.
H-P desperately needed someone like her, said Roger L. Kay, president of
Endpoint Technologies Associates.
"Carly did a lot of the shaking up, which was necessary to get the
hidebound organization liquefied again - and that left the field open for
Mark Hurd to reorganize. The ironic postscript here is that Carly deserves
far more credit than she got," Kay said.
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