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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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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A Company in Trouble Contd...
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.
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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."
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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...
Excerpts
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