Founded in 1938 in California as an electronic instruments company by Bill Hewlett and David Packard.
The founders……. The product …. The logo then HP's culture had over the years translated into a consensus-style culture that was proving to be a sharp disadvantage in the fast-growing Internet business era. HP needed a new leader to cope with rapidly changing industry trends. new CEO Carly Fiorina tried to take some drastic steps to improve the financial performance of HP, which proved to be a major departure from HP's long cherished culture.
Performance, People, Values ….all are important equally
The Carly Way
Performance first…everything else later
Innovation & risk taking
No empowerment of employees—degrading morale
Hire & fire policy
Too much fast and aggressive way.
HP at Cultural Crossroads CONCLUSION : There was indeed an urgency of change in traditional Hp’s way. Flexibility was required. There was need of a leader who can guide. But………. Change is always a gradual process . I t is clear that if Carly had not moved as decisively and as quickly as she did then, scenario could be a brighter one for hp. Value of employees is one of the most important factor in organizational culture--- empowerment is required---- no person like to be managed-----they like inclusion which was present in hp’s way not in carly’s way. Carly stepped down in 2005. Hp continues its journey without Carly……………