Abstract

The case discusses the leadership and management style of Carly Fiorina (Fiorina), the President and CEO of HP. The case details a few of the important steps Fiorina took to radically change the poor state of affairs at HP. These steps included revamping HP’s culture, changing its organization structure and the acquisition of Compaq Computers. The case critically examines the efficacy and positive and negative implications of these steps on HP. It explores the reasons why Fiorina’s steps were considered very controversial. Finally, the case talks about the challenges Fiorina faces in 2003 and in the near future.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Role of a leader in implementing and managing change.

Keywords

Leadership, management style, Carly Fiorina, President, CEO, HP, revamping, culture, organization structure, Compaq Computers, efficacy, positive, negative, controversial, challenges, 2003