Hewlett-Packard Case Study Essay

Carly Fiorina was utilized in Hewlett-Packard as Chairwoman, chief executive officer and president of Hewlett-Packard in 1999 and before that, she gain recognition being one of the near powerful women in America. Her career in H-P was a combination of ups and down difference the familiarity with a lot more controversy. Carly Fiorinas performance at HP caught the attentions of the bulk in America and the world.Was CEO Carly Fiorina an example of internal or immaterial age at H-P and why?Carly Fiorinas appointment in Hewlett-Packard is an example of external succession because she was not a designer H-P employee or member of the board her expertness and renowned popularity make the H-P Board to hire her service. Specifically, her achievements at Lucent and AT&T impressed the executives of H-P, which at that time was at a point of downslide (Boldman & Deal, p. 111), who thought that Fiorina could read drastic process and new lead to shake things up (ibid).Describe the c hanges make at Hewlett-Packard under CEO Fiorina.Carly Fiorina apparently was authentically smart and an innovator as evident in her achievements in her causation companies. However, her true ability was tested in Hewlett-Packard that left her torn-apart caused by the consequences of the massive scale of measurement she imposed on H-P. She succeeded in around paths and failed in some aspects.Nevertheless, Fiorina do three changes in HP in her six-year term that colossally affected the HP culture according to Craig (2008). First, she redirected the spending of the beau monde from nurturing employees to financial performance (Craig) that resulted to growth in earnings and revenues during her term. Secondly, she changed the reward system devoted to employees from profit-sharing to an incentive program. The last change she made was restructuring the whole company by concourse similar units to one resulting to having only quatern units from the original 84 units. Reduction of littler independent businesses of HP resulted to prank losses of legion(predicate) employees simply improved the parley and internal transaction of the company.Likewise, the merging of Hewlett-Packard and Compaq causedFiorinas strategy brought more negative consequences than positivist ones. Though she got what she expected, but the fact that people were hurt by her aggressive action they all retaliated against her. Unbelievably, only during her term that HP experienced so many job losses and employee apprehensions. These changes damaged the company as employee dissatisfaction grew come on until 2005 and the stock reduced by half while its competitors such as Dell and IBM continued soaring high.What is your mental picture of what ultimately happened to her at HP, as illustrated by the second article?Fiorina lost her credibility at HP which was contrary to her anterior achievements she made prior to her appointment at HP. I think she was overwhelmed by the promising glory of her achievements during that time that she promoted herself rather than the companys future. She failed to understand what the company really needed instead she went on her way without fully analyzing what correct actions to take.Basically, she relied to herself totally that she never noticed the cultural forces that raged against her. She lost her decoct as many turned into resistivity to her invents in the first place, she never got to the center of the problem of HP that she misunderstood many of the remarks and words of expectation she received at the time she was appointed at HP.How would you define the most recent succession that occurred at H-P?External succession with Fiorina was the first go about made by the company and I think that experience gave them a great lesson to ponder on because the succession brought madhouse to the company, which was opposite to what they expected. HP was quite lasting though some downslides occurred already when Fiorina was charter ed in 1999. Fiorina was appointed as chair in order to enhance further its competitiveness in the market but her leadership style did not becoming the expected changes that she promised to them.In the first place, HP became irrational by associating the success of Fiorina at AT&T and Lucent to Hewlett-Packard. It failed to discriminate competent and able leaders at bottom the company who could replace the parting person. get the even up person for a very(prenominal) sensitive position must be done with care. Monk and Wagner suggested that in billet with succession, it is important that a company hit a succession intend that incorporates any level of the organization (2008, p. 174). The succession plan will guide the company in slip-ups like Fiorina.ConclusionIn the case of Carly Fiorina in HP, it is appropriate to assume that succession must be according to the plan and besides the company must crop a ruling regarding succession. Fiorina could be the right person in HP but the lack of clear vision and predilection of the culture and expectation of the company she unquestionable her own approaches that only harmed the people in the company.