It’s hard to understand how a company with HPE’s scale and portfolio continues to struggle to create momentum, and from the inside it feels less market driven and more internal. Constant restructuring, added complexity from acquisitions, and unclear accountability have worn people down. The recent layoffs were especially difficult because they didn’t feel strictly performance based, many capable, respected employees were impacted while leadership structures stayed largely unchanged, which made the process feel political rather than strategic. That disconnect has hurt morale and trust, and at this point the challenges feel structural, even a strong, proven leader like Rami stepping in as CEO wouldn’t be able to fix this without deeper changes in how decisions are made at the top.
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Coming in from the Juniper acquisition. In Marketing. The administrative overhead is staggering. There are way too many people. Nothing reaches the working level. Way too many support organizations. Support on top of support. And for a company with paper thin margins, the numbers don’t work. The culture is profoundly broken. Rami would help as CEO but he’s no miracle worker. He’d have to slash and burn. . .
Been like this forever. When I was WFR'd the senior manager took all the blame for the layoffs yet he was able to stay. That's the problem. Too many layers of management who don't seem to have any value-add nor accountability.
@a5 almost five years here. Great people let go, a very heavy top layer, and little accountability. Real change isn’t happening.
@OP Are you new to HPE? It's been this way for over 20yrs. At HPE , you're a number on a spreadsheet. I use to work at HP, now HPE for 20yrs. I still can't believe HPE hasn't gone bankrupt. It's a horrible company.