Working with Patricia Dunn is the 7th Level of Hell

by Mr Juggles

Forget the whole pretexting, spying on other HPQ board members and related nonsense. Can you imagine working with a woman like this?

Perkins, the venture capitalist, thought in broad strategic strokes, preferring to leave the details to others. Dunn thought the core of her job was to dot the I’s and cross the T’s–to keep her board process-driven rather than personality-driven. It drove Perkins nuts. It kept making him think of that helicopter. He recalls a meeting in his office with her in which he wanted to discuss how to compete better with Dell, IBM and others. According to Perkins, she was fixated instead on her discovery that there were inconsistencies between HP’s bylaws and the Corporate Directors Handbook. Those inconsistencies then occupied hours of discussion at subsequent board meetings. “Intel might be kicking the crap out of us,” Perkins says, “but that didn’t seem to matter.”

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