Name: The Value of Being Challenged
Uploaded: 2026-02-05T11:00:00Z
Duration: 3 min 28 s
Description: Veteran tech leader and Hewlett-Packard Enterprise Chair Pat Russo argues that outside pressure—from activists and other critics—can bring clarity, discipline, and better decision-making to the boardroom.

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Veteran tech leader and Hewlett-Packard Enterprise Chair Pat Russo argues that outside pressure—from activists and other critics—can bring clarity, discipline, and better decision-making to the boardroom. Photo: Ivan Apel for WSJ Leadership Institute

https://m.wsj.net/video/20260115/4110fc91-c64d-4b2e-8f63-27f37fed4c81/1/hls/manifest-hd-wifi.m3u8

Veteran tech leader and Hewlett-Packard Enterprise Chair Pat Russo argues that outside pressure—from activists and other critics—can bring clarity, discipline, and better decision-making to the boardroom.

The Value of Being Challenged

Pat, what's the biggest mistake you made in dealing with an activist?

I would say probably in my less experienced days, not being as open initially to hearing.

Alan: You just thought, this is bad.

What was-

We have an activist.

What was being said.

It's bad.

Yeah, I think what I learned, what I learned is boards can sometimes not see opportunities if they're not being brought forward. And you have to be open, not necessarily accepting, but you have to be open to hear and believe that the people who are offering the ideas aren't necessarily as emotionally attached to some of the things that maybe a board can become over time. That's why the independence dimension is so important. And so I just think being open to listen and you know, I agree with Ellen's point. You have to be able to decipher whether there's constructive intent or there's some other agenda, right? But if there is constructive intent, then take advantage of it, right? What I said in my latest interaction with an activist at Hewlett-Packard Enterprise is, "Look, you guys are smart people. I know you've got a lot of people who do a lot of hard work and you've got a lot of information. If you have ideas that are good for creating value in a reasonable timeframe, we are absolutely open to hearing them." And if you wanna put somebody on the board who's gonna be constructive and make a difference, we're open to that. Now, I don't know, some people may think we're crazy, but it just strikes me that if you start out that way, again, you have to make a judgment that this is a legitimate investor, right? They are an investor, they have a big position in the company, they are interested in value creation, which is part of our job. You just have to make sure that the rest of the pieces can all work. It can't just be, for example, we are very committed in all the companies I'm associated with, not just to, you know, you just don't, you have to take care of employees, you have to take care of customers, you have to be good community citizens because you're not gonna create maximum shareholder value if you are not.

Are you woke?

Pardon? Are you woke?

No, it's just, you know, the best CEOs I've worked with have always gotten, before wokeism, if you don't have people who come, wanna come to work every day and you don't have customers who think you're doing a good job, you don't have a good business. I mean, that's just sort of common sense. And so the boards have to protect that. And it can't just be about every dollar to the bottom line.

The WSJ Leadership Institute Presents: Leaders. A new podcast series bringing you revealing conversations with top executives shaping business today. Hosted by Alan Murray, president of the WSJ Leadership Institute, the series goes beyond headlines to explore how leadership really works in times of upheaval, transformation, and uncertainty. Our first episode was released Monday, Sept. 22, at 5:00 a.m. ET, with new episodes every other Monday.