Abstract

The case discusses HP’s organization culture and the role of ‘HP Way’ in strengthening it. It also discusses the steps implemented by the new CEO Carly Fiorina in a bid to cut costs and improve the financial performance of HP, which proved to be a major departure from HP’s long cherished culture.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Evolution of culture in a large organization
• Implications of radical cultural change.

Keywords

HP, organization culture, HP Way, steps, CEO, Carly Fiorina, cut costs, financial performance, HP, major departure, culture