Communicating the Vision (Before it’s too Late)
The recent, and arguably hasty, announcement of Meg Whitman taking the reins as HP’s new CEO, ignited a firestorm in the press with everyone weighing in on Whitman’s ability to succeed in turning the ailing technology company around.
So much attention has been focused on Whitman’s strengths and weaknesses — in short, her personal brand — that HP’s corporate brand has been pushed to the background.
For any new CEO, especially one taking over in such a controversial and highly publicized way, the real challenge and opportunity for long-term success is shifting that spotlight onto their new vision for the company. How the new leader shares this vision is just as important as the business strategy itself. It must be communicated in a way so clear and compelling that internal and external stakeholders see its promise from the very beginning.
Leo Apotheker, Whitman’s predecessor at HP, was ousted less than a year after taking on the role, largely because he could not clearly communicate HP’s strategy (most recently for the PC spinoff and proposed Autonomy takeover) or rally employees, investors and other key stakeholders.
Already, Whitman has begun sharing her vision for HP’s future, staking out her message in press conferences and internal emails. The next step for the company will be understanding how this vision impacts HP’s brand. Is the current corporate brand aligned with the direction she wants take the company? Likely not. And rebuilding HP’s brand will be critical to ensure the long-term success of Whitman’s new direction.
