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Technology Stocks : Compaq -- Ignore unavailable to you. Want to Upgrade?

To: rupert1 who wrote (59007)	4/20/1999 7:38:00 PM
From: rupert1	Respond to of 97611

Verbatim 4 Part 4 texas_zippy Apr 20 1999 3:58PM EDT Mr. Enloe: Laurie, that's an excellent question. And you know, we're obviously having troubled times now. That's very clear. But one of the things in a troubled organization is there can be a tendency to pass problems up. And I hope that we can get back into a culture of "Let's deal with it now, here," and don't just team it to death. I know Compaq has a strong culture of team. But somebody has to be responsible, [make a decision] and ... be accountable for it. And that's something that I want to encourage.... Let's take more on ourselves at all levels of the company. Be decisive – and be quicker. Compaq has a history of being quick. But I think we've probably lost a little of that edge over the last – Mr. Doyle: Yeah, I'd much rather feel the pressure up from operations than down from some executive office, frankly. Question. Lou Tancredi, in Maynard, Massachusetts, part of the ECG organization: As you've embarked on the search for a CEO, will you be focusing primarily externally or will you also be looking at potential candidates from inside the company? Mr. Rosen: Our plan is to search for the best possible person to run this company from anywhere. It's an unrestricted search. Any other questions? Question. Dave Rodgers, in Cupertino, California: I'll direct this to Ted. He has the contacts, but open to any of you. You've made a lot of commentary about accelerating the speed of the company. And you heard some discussion at "Lessons and Leadership" about network organization. Do you expect that there will be organizational or structural changes, or is this principally a matter of attitude and accountability? Mr. Enloe: Dave, I think we're going to address some structural changes, even during the present occupants of the executive's office. Because organizational structure can be an impediment to speed and change. So I don't know – after 18 hours on the job – that we're prepared to make any recommendations on that. But there's clearly some ways that the system itself can be improved.... and we're prepared to address some of those now. Obviously, with a new CEO or a new Office of CEO, there will be some major decisions that they will have, because they're going to be running the company. There's several ways to go there. But there will be change now. Question. Linda Auwers from the Legal Department: I guess, as you can tell, most of us in this room are concentrating on how we operate.... Are one of you going to be attending what would be ordinarily the CEO's schedule? I mean, is the Tuesday Staff going to proceed, is the CST going to proceed? These agenda items – should we assume they're going forward, until further change, as scheduled? Mr. Rosen: The answer is yes, they're going forward till further change. Mr. Enloe: With one change. We're going to try to start them on time. (Laughter.) (Applause.) We will start them on time. The chairman has said we will start them on time. Ms. Auwers: And approvals? The same issue: in other words, if things were theoretically to be approved by the CEO, should we come to you for approval until further notice?