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H-P takes a huge $8.8 billion charge over the Autonomy Inc. acquisition in Nov. 2012. H-P's CEO Whitman says Autonomy Inc. had misrepresented the revenue before its acquisition by H-P under CEO Apotheker for $11.1 billon in Oct. 2011. Apotheker was fired by the H-P Board following the acquisition, after his strategy to shift H-P's focus from PC's to software came under criticism from investors and the tech community. H-P alleges accounting irregularities, with $5 billion of the $8.8 billion charge announced by Whitman coming from accounting errors. H-P has asked the UK's Serious Fraud Office to investigate. The SEC was alerted and it is starting its investigation into the allegations of "serious accounting improprieties" and "outright misrepresentations."

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Ben Rooney of the Wall Street Journal interviews Mike Lynch of Autonomy. He tells Rooney that the main reason he sold his company to H-P was that H-P had no legacy database business, and this made it possible for H-P to take a new look at how to make data human friendly and to do new things with data that haven't been done before. He describes this as the 85% of what data is about that none of the legacy database companies have shown interest in doing. H-P's size means that it can bring more resources to this effort. He calls this an alignment of values that was the main attraction of H-P to Autonomy. The canny Lynch also says H-P's price, an 80% premium over the share price, was not a blow-out or over-paying by H-P. The London listed technology firms are about 25% undervalued. The acquisition by H-P of Vertica, an advanced database company, also converged in the same direction, says Lynch. And the potential for H-P is to use these resources as a major advatage in developing new products. On the UK technology scene, Lynch says the access to high quality graduates from Cambridge, Imperial, Herriot Watt, and Warwick is an advantage. He worries more about problems lower down with standards of math failing in high schools. ...

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Reorganizing a large and ineffective sales force at H-P is one of the biggest challenges facing new CEO Mark Hurd, who took the job in 2005. Under CEO Carly Fiorina the situation had deteriorated. The H-P sales force has become a large bureaucracy which takes much longer to get things done, with the added problems of duplication, redundant layers of management, delays getting approvals and so on. Corporate customers had difficulty reaching salespeople, and getting simple tasks done such as price quotes or getting a sample product took way too long for customers. Salespeople spent only 30% of their time in front of customers, with the bulk of their time spent navigating the large H-P bureaucracy to get things done. Out of 17000 salespeople only 10000 sell to customers, 7000 or 40% are in support or administrative positions. Four people from different groups can be found chasing the same customer, and different quotes from different salespeople cause duplication and confusion. H-P corporate salespeople did not specialize in any particular product area. And salespeople used 30 different types of software to track sales because of years of acquisitions, including the acquisition of Compaq. There are 11 layers of managers between the CEO and corporate customers. Hurd's solution was to organize the sales force so that it was responsible for specific products and specific countries, similiar to the situation he had seen at his previous company NCR. Responsibility and authority for decisionmaking were matched and clearly assigned. Each salesperson had a narrower focus and was to be limited to 3 accounts. H-P's 2000 corporate accounts would have just one salesperson to interface with. Sales would only use one type of software from Oracle Corporation. Changing an organization the size of H-P is a slow process. A year after these changes, the VP of Information Technology at Lear Corporation, says he still does not know who has been assigned as the salesperson for Lear. He has not seen much change in H-P sales. Hurd also reduced the number of employees by 10%, or about 14,500 people. After these layoffs the layers of management have been cut from eleven to eight between Hurd and the corporate customer, still too big a set of layers. ...

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Cisco acquires Tandberg of Norway for $3 billion. Tandberg is amaker of video conferecing systems which are moving in the direction of telepresence.

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As HP separates into two separate companies that can be focussed and nimble, CEO Meg Whitman says that it has been a difficult road for HP. The new organization will have a lower cost basis by making job cuts as HP sales shrink- about 30,000 additional job cuts will be made in addition to the 55,000 announced earlier, mostly in enterprise services as the outsourcing operations have declined. HP sales and profits have declined with profit of $8.76 billion in fiscal 2010 on $126 billion in sales dropping to $5 billion in profit on $111.5 billion sales by fiscal 2014. Meg Whitman, CEO, says this should complete the changes and set the business up for future growth in new business areas. She also says HP has not done anything stupid in the last 4 years, alluding to the losses on the ill advised Autonomy acquisition. A big shift is being made in the Enterprise Services Group by setting a rule that no single account should be more than 10%- in 2013 just 3 accounts made up 65% of operating profit. One area of growth is cloud computing related business where it sees revenue growth of 20% for the next couple of years. Other areas include data analytics....

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HP CEO in aplanned reorganization will merge the printer business with the PC business. It is ameasure of how far the PC business has come since Mr Hurd was made CEO 4 years ago, and after he hired Mr Bradley a former Palm CEO to shake up the PC business. Mr. Bradley has made the PC division supply chain more efficinet especially in the fast growing consumer netbook PC business, and has cut costs. Meantime the printer business under Joshi has stagnated. The PC business was merged into printer business by Fiorina in the hope that Joshi could make a difference. Hurd separated the two and put Bradley at the PC division.Now its the PC business that is taking off and its head who will try to improve the printer business. Bradley has run alean business and improved PC margins even as prices of PC's have tumbled. HP also passed Dell in PC's sold. In the quarter ending July 31,2009 HP PC sales were$8.43 billion and $386 million in earnings, accounting for 12% of profits, printer and ink were $5.66 billion and $960 million in earnings for 30% of overall profit. Hurd told analysts in aconference call that he was disappointed in how the printer unit inventory was managed, and that HP had to get some internal stuff right. The ...

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H-P's financial performance for fiscal 1st quarter of 2012 ending Jan 31, shows a decline in sales revenue of 7% and profit decline of 44%. Revenue in the PC division declined 15%, printing business 7% and server business 10%. Harddrive shortages from the flooding in Thailand hurt PC division and server sales.

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H-P alleges that Autonomy Inc. misrepresented its revenue before its acquisition for $11.1 billion in Oct. 2011. H-P made a surprise announcement Nov. 20, 2012, about a $9 billion charge it is taking for the Autonomy acquisition. Mike Lynch, founder of Autonomy Inc. says he cannot see how 300 people doing due diligence and Deloitte doing its accounting could have missed such a big elephant. Lynch tells the WSJ that he has not been contacted about this by the Serious Fraud Office. The Autonomy Inc. acquisition is unusual because it reflects a period of high CEO turnover at H-P with the hiring of former SAP CEO Apotheker to run the company, following the resignation of CEO Mark Hurd for relations with a female employee. Apotheker made the highly criticized decision to shift H-P away from its main business of PC's and into software. The Autonomy acqusition was the first step and it was widely observed that he had overpaid for the acquisition. A few months later Apotheker was fired by the H-P Board, with the Board itself coming under severe criticism. Lynch says most of the best Autonomy employees in the company he founded over ten years ago had left the company because of culture conflicts with H-P managers. This had already resulted in destruction of much of the intellectual value of the company....