Chapter_14-_Hewlett-Packard_Case

Chapter_14-_Hewlett-Packard_Case - Chapter 14 Leadership...

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Chapter 14 Leadership Case Assignment: Hewlett-Packard After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones. If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress regarding what he
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This note was uploaded on 11/03/2011 for the course MAN 4583 taught by Professor Murphy during the Spring '11 term at St. Petersburg College.

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Chapter_14-_Hewlett-Packard_Case - Chapter 14 Leadership...

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