惠普和IBM：兩條道路，一個未來
惠普與IBM有許多相似之處，都是科技業巨頭，都協助中小企業內部技術管理，都曾創造科技傳奇，雄踞市場一方。但面臨環境景氣挑戰，兩家有著不同經營哲學的公司，卻面臨一樣嚴峻的挑戰。
進入本文，請先想想以下單字： (A) 破壞性 / (B) 任期 / (C) 操縱
Despite bedrock similarities, Hewlett-Packard and IBM have different philosophies. Both companies share a similar vision for success. And both face similar challenges, like a sluggish global economy and the rise of (A)disruptive new technologies.
雖然有基本的相似之處，惠普與IBM卻有不同的經營哲學。全球經濟不景氣以及顛覆產業的新科技崛起，兩家公司正面臨相同挑戰。
They all have gone through many leaders, and the leadership transitions have had a big impact on the two companies' strategies. While IBM has had the luxury of (1)laying out five-year plans, HP has shifted from hardware execs to software and then to e-commerce veteran.
領導者來來去去也是他們的常態，而領導階層的更迭也讓公司營運策略出現重大影響。當 IBM 丟出豪華的5年重建計畫，惠普也從硬體本業轉向軟體，更在近期著重電子商務。
Roger Kay, principal analyst with Endpoint Technologies Associates, said IBM is an example in how an established, top-tier company that hits a difficult point can revive itself. However, HP is faced with a particular hurdle if it wants to follow IBM’s lead; Big Blue, even throughout its tough years, continued to invest in research and development. However, starting under CEO Carly Fiorina’s (B)tenure and accelerating under her successor, Mark Hurd, R&D investment was drastically reduced, hampering innovation at the company and cutting it off from its legacy.
Endpoint Technologies Associates 策略分析師 Roger Kay 表示， IBM 是個頂尖企業轉型典範。而跟隨IBM腳步的惠普有一道難以突破的特殊障礙。就算是營運困頓的年代，IBM都會持續投資研發。然而惠普從 Carly Fiorina 就任執行長，經歷一段營運加速期之後，繼任者 Mark Hurd 卻開始大肆刪節研發經費，限制惠普創新的可能，也難以延續他的傳奇之路。
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