Wei-Ting Leong's Blog

Hewlett-Packard Company has faced turbulent times in the past decade, its reputation now laced with scandals; however, the latest PR leak has struck a final straw. Following sexual accusations from a former marketing contractor, Hurd resigned from his post as HP CEO and was promptly offered a job by the database software producer, Oracle.

In 2006, HP Chairwoman Patricia Dunn resigned when it was discovered that she had hired private investigators to spy on her board in order to plug an information leak.

The company’s shared values include “achievement and contribution, results through teamwork, speed and agility, meaningful innovation, and uncompromising integrity,” yet none of the recent company executives have managed to portray these values. If the top management within an organization fails to demonstrate the culture of the organization itself, how can the employees share the HP vision? In fact, how can consumers trust in HP at all?

Here, HP’s brand image has been the greatest hit of all. Consumers look for integrity within a brand image, and it is no wonder why stakeholders deviated away from HP following their crisis. If HP cannot reflect an “ideal” brand’s attributes, then it will continue to suffer.

HP must stay with the HP Way.

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