| HP at Cultural Crossroads |  | 
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 Case Details:
 
 Case Code : HROB012
 Case Length : 11 Pages
 Period : 1990 - 2001
 Pub Date : 2002
 Teaching Note : Available
 Organization : HP
 Industry : Computers and Technology
 Countries : USA
 
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		| 
Things became worse when the HP management announced that it would lay off 
another 6,000 workers in July 2001, the biggest reduction in the company's 
64-year history. The management also sent memos saying that the layoffs would 
continue and that the volunteering for pay-cuts would not guarantee continued 
employment.
 In September 2001, HP and Compaq Computer Corporation announced their merger5. 
According to company insiders, once the merger was implemented, Fiorina was 
likely to lay off another 15,000 to 30,000 employees as a part of a major cost 
saving drive.
	The merger was expected to yield cost savings upto $2.5 billion primarily 
because of layoffs.
 |   
 |  
	The steps taken by Fiorina surprised analysts. They said 
	that these steps were a major departure from HP's organizational culture - 'The HP Way' of promising lifelong employment and employee satisfaction.
 According to the company insiders, though change was necessary, employees' 
	morale had suffered badly. Many employees had lost faith in Fiorina's 
	ability to execute her plans. They also felt that her changes were 
	destroying much of the company's cherished culture. HP Vice-President for 
	Human Resources Susan Bowick admitted, "Morale statistics are lower than 
	we've ever seen them."
 
	
		|  | Background Note
			Stanford engineers Bill Hewlett and David Packard founded HP in 
			California in 1938 as an electronic instruments company. Its first 
			product was a resistance-capacity audio oscillator, an electronic 
			instrument used to test sound equipment. During the 1940s, HP's 
			products rapidly gained acceptance among engineers and scientists. 
			The company's growth was further aided by heavy purchases by the US 
			government during the Second World War. As their business succeeded, 
			the confidence of Hewlett and Packard increased. The founders, who 
			shared some basic values, also hired and promoted like-minded 
			people. |  They also explicitly communicated their beliefs and values to 
the employees... 
 
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