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Case
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Reference no. IMD-3-1071
Published by: International Institute for Management Development (IMD)
Originally published in: 2002
Version: 22.05.2003
Length: 11 pages
Data source: Field research

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:
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:
Size:
2001 revenues HP USD45 billion, StreamServe USD33 million
Other setting(s):
1998-2001

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