Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 22.05.2003
Share a link:
https://casecent.re/p/11722
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
The case aims to trigger a discussion on the difference between being an entrepreneur in a large firm and leading an entrepreneurial firm. The case is based on an interview with Nick Earle. For 18 years, Nick Earle worked for computer giant Hewlett-Packard (HP) where he started a grass roots revolution to get HP on the Internet bandwagon. After a short period of employment at Ariba, a European dotcom, he became the chief executive officer of StreamServe, an entrepreneurial business communication software company.
Location:
Industry:
Size:
2001 revenues HP USD45 billion, StreamServe USD33 million
Other setting(s):
1998-2001
About
Abstract
The case aims to trigger a discussion on the difference between being an entrepreneur in a large firm and leading an entrepreneurial firm. The case is based on an interview with Nick Earle. For 18 years, Nick Earle worked for computer giant Hewlett-Packard (HP) where he started a grass roots revolution to get HP on the Internet bandwagon. After a short period of employment at Ariba, a European dotcom, he became the chief executive officer of StreamServe, an entrepreneurial business communication software company.
Settings
Location:
Industry:
Size:
2001 revenues HP USD45 billion, StreamServe USD33 million
Other setting(s):
1998-2001