Carly Fiorina: Is She Helping or Hurting HP?
Carly Fiorina: Is She Helping or Hurting HP?
Carly Fiorina: Is She Helping or Hurting HP?
University
By
table of contents......................................................................................................2
Abstract...................................................................................................................3
Introduction.............................................................................................................3
Leadership .............................................................................................................5
disruptive innovation...............................................................................................6
Recommendations..................................................................................................8
Conclusion..............................................................................................................9
References............................................................................................................10
ABSTRACT
This paper will show how one CEO took her own leadership style and completely
about much of the criticism. In the paper we will look at the leadership style of
Carly Fiorina, details of the HP-Compaq merger and the effects of the merger,
INTRODUCTION
In 1999, Carly Fiorina accepted the position of CEO of Hewlett Packard. The
challenge for Fiorina was to help the company grow in the Internet Age without
eliminating the very things that had brought the company to where it is now; the
the first woman to head a DOW 30 company and the first outsider to take control
of HP.
Hewlett Packard is a computer company that sells everything from $25 ink
founded the company in 1937 in 1937. By 2001, the company had over 85,000
Packard continued to offer their employees job security. The following extract,
from the company’s Corporate Objectives (1995), illustrates the main values
‘Our People’
possible.
work.
relationships will be good only if employees have faith in the motives and
products, and by avoiding the type of contract business that requires hiring
should make his or her own plans to achieve company objectives and
Although Fiorina possesses a leadership style and strategic vision that has
positions in, HP wasn’t ready for the organizational change she thought would be
LEADERSHIP
Fiorina first showed her unique style of leadership when her company, Lucent,
was spun off from AT&T. The night before the company was to go public, she
stayed up all night to make sure the stock offering was perfect. She also offered
her personal support to a fellow executive when his wife was ill. Fiorina made
sure the couple received medical advice, doctors, and emotional support. It is
that type of attitude and leadership that made her an excellent candidate for the
New leadership was in order for HP. The company had over 130 different product
groups, many of the time competing with other HP product groups for external
customers. Managers didn’t embrace innovation for fear they wouldn’t meet their
own goals. An employee poll taken in 1997 revealed that HP employees believed
that the company needed an infusion of new thinking and more customer focus.
(Burrows, 1999).
Fiorina focused not only on improving growth in revenue and profitability for
Hewlett Packard, but also in greater innovation. She wanted to also focus on
DISRUPTIVE INNOVATION
Although the initial intent in organizational change and new strategies for Hewlett
Packard were for the better, Fiorina has faced increased criticism from business
and earnings up 5.9% from the previous year (Rothschild, 2001). Fiorina was
away with the companies decentralized approach, she did away with a 60
HP had continuously taken given product lines and made them better, not
taking on innovations.
• While Fiorina was at Lucent, she had become frustrated with the buying
process from HP. For this reason she created selling teams and
• HP employees no longer possess the job security that they had in the 80’s
and 90’s when the economy and computer industry was lagging. By May,
2003, the company had cut nearly 20,000 jobs (Fried, 2003).
• Fiorina has led the company to its most widely scrutinized strategy yet; the
Since then, most of the nastiness has come from the side of HP management. It
agreement with the idea of the merger. This led to an angry response by David
Packard Jr. that his father would never had countenanced the company's growth
through such a massive acquisition. Especially not with a culture so alien to the
When the children of the founders of HP were notified of the possible merger with
Compaq, they publicly stated that they would vote their shares (18%) against the
merger. Fiorina responded by taking out full page advertisements and press
releases denouncing the heir and most vocal family member, Walter Hewlett.
(DiCarlo, 2002).
Fiorina and other top HP executives were able to get the deal done. In July 2002,
HP-Compaq briefly became the top personal computer maker with more
worldwide shipments of personal computers than it’s top rival, Dell Computers.
By the end of the 3rd quarter in October, 2002, HP-Compaq saw it’s domination
fall again to Dell who had a 23% market share compared to HP-Compaq’s
15.5% share.
The dual brand strategy of HP-Compaq makes things even more difficult for the
company. Top executives must be able to market both Hewlett Packard and
Compaq products, as the company has no plans to do away with either brand.
Shortly after the merger, the company’s president, Michael Capellas, announced
RECOMMENDATIONS
order. Fiorina should not have tried to make so many drastic changes in such a
short period of time. There is no reason that Fiorina should have made such
management was never needed and completely went against a 63 year tradition.
CONCLUSION
Overall, it seems that the Hewlett Packard-Compaq merger has been successful.
HP-Compaq earnings have gone from 13 cents a share in first quarter 2002, to
22 cents a share for this years first quarter. Analysts are starting to believe that
Bill Hewlett and Dave Packard pioneered “The HP Way”. This ideal valued the
company’s people as well as profits. I believe that the success of the company
ultimately lies in getting back this way of thinking, The HP Way, but also in being
Burrows, P. (1999).
http://www.businessweek.com/1999/99_31/b3640001.htm.
DiCarlo, L. (2002).
http://www.forbes.com/2002/01/28/0128carlystrike.html.
Fried, I. (2003).
http://news.com.com/2100-1014-1008181.html.
http://abcnews.go.com/sections/business/SiliconInsider/SiliconInsider_020
212.html.
Rothschild, B. (2001).
http://www.itp.net/features/97530934230617.htm.