Saving Hewlett-Packard and Company's Awareness
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Based on the information from the article attachment answer the following:
Strategy reflects the company's awareness of: how, when, and where it should compete, against whom it should compete, and for what purposes it should compete. What strategy did Carly Fiorina adopt for HP? In terms of competition, do you think Fiorina made good choices? Frame your answer in the context of HP's industry, markets, and rivals.
A firm's president or chief executive officer (CEO) characteristically plays a dominant role in strategic planning at the firm. Explain why this can be desirable in many ways. Also explain what can happen when the dominance of the CEO is overwhelming the strategic decisions. How does this relate to the HP case and Carly Fiorina? What characteristics do you think the board should look for in determining Fiorina's replacement?
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One of the first major actions Fiorina undertook in her strategy was to consolidate the some 80 different business units into a four division massive technology giant. Through this process Fiorina cut deep into the many traditional HP autonomous business units which required firing tens of thousands of workers (BusinessWeek, 2005).
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Carly Fiorina, Hewlett-Packard Co. (HP) CEO from 1999 to 2005, where she was the highest ranking woman in business in the United States (BusinessWeek, 2005). At the time of her arrival, Fiorina was tasked with taking over the reins of the massive technology giant after repetitive quarter after quarter financial losses. In order to accomplish this mission, Fiorina dedicated herself to instituting a broad strategy that was dedicated to taking on all competitors in the computer technology and printing business through a series of very bold moves that many would reflect on as being her ultimate undoing.
Fiorina's broad strategy was a multipronged approach at restructuring which was in many ways completely opposite of the traditional HP culture (BusinessWeek, 2005). One of the first major actions Fiorina undertook in her strategy was to consolidate the some 80 different business units into a four division massive technology giant. Through this process Fiorina cut deep into the many traditional HP autonomous business units which required firing tens of thousands of workers (BusinessWeek, 2005). This dismissal of many technological resources was seen by many as a key mistake by Fiorina as she marched forward down the path she had laid out for HP's future.
Once Fiorina had established the consolidation of HP, her next major move was the acquisition of computer giant Compaq. This was a highly contested merger that turned many of the HP long time loyal employees into ...
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