Carly Fiorina syndicate 5
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Carly Fiorina led HP from 1999 to 2005 as CEO. She pursued a risky strategy of acquiring Compaq in order to compete with Dell, but the merger did not generate significant profits. Fiorina struggled as HP's revenue grew under her leadership. She spent too much time promoting herself externally and not enough focusing internally. Large-scale layoffs hurt HP's public image and product demand. Suggestions for Fiorina included not overpromising, collaborating more with teams on strategies, and adapting her leadership style to be more inclusive.
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Hewlett packard case study
The document summarizes the history and culture of Hewlett-Packard (HP). It discusses how HP was founded in 1939 by Dave Packard and Bill Hewlett in a Palo Alto garage. By the 1960s, HP had designed the first computer and expanded internationally. In 1999, Carly Fiorina became the first female CEO of a Fortune 500 company when she was appointed as CEO of HP. During her tenure, she overhauled HP's structure and branding but a major acquisition of Compaq did not improve profits as expected. Fiorina was ultimately perceived to have failed in delivering on her promises to the company.
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Hp Compaq Mereger
HP acquired Compaq in a $25 billion stock deal in 2001 led by CEO Carly Fiorina to address HP's inefficiencies and failure to meet targets. While Fiorina argued the merger would eliminate a competitor and increase market share, it faced strong opposition from investors who questioned compatibility issues and changing company culture. After the merger, HP struggled with fiscal problems, human resource differences, lack of commitment, and risk management failures from overconfidence in the deal's potential. To address these issues, HP's strategies included developing team agreements, aligning organization design and selection processes, reviewing HR practices, and creating integration implementation plans.
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The document summarizes HP's $19 billion acquisition of Compaq in 2002. It describes how the merger was initially opposed but eventually approved by shareholders. HP and Compaq then spent years carefully integrating their operations, cultures, and teams to create a single combined company through extensive planning and oversight of the complex post-merger integration process. The clean teams established to guide the integration worked to determine which product lines to keep or eliminate and aligned various business functions, with the goal of having one combined company operating smoothly from day one.
BA401 Pui and friends : CASE 2-16
The document summarizes HP's $19 billion acquisition of Compaq in 2002, which created the world's largest technology company at the time. It describes the strategic rationale for the merger between the two companies. It also discusses the challenges of integrating HP and Compaq, including differing corporate cultures, and the extensive integration process led by executives from both companies to ensure the new HP could operate as one company from day one.
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Fiorina made several changes as CEO of HP from 1999 to 2005 to transform it from an engineering company into a global tech company. While some moves like eliminating HP's culture of paternalism and management by wandering were criticized, others like restructuring business units and repositioning HP's image helped long term. Fiorina consolidated 83 business units into focused units and customer-facing divisions to improve organization. She also aggressively marketed HP to change its image from mundane to innovative, which later benefited HP despite financial struggles during her tenure. However, her hubris and focus on self-promotion over innovation and employees damaged HP's culture. Ultimately, the Compaq merger opposed by founders proved controversial and she resigned in 2005.
Stories of ChangeA Hewlett-Packard Change Story Managing a Me.docx
Stories of Change
A Hewlett-Packard Change Story: Managing a Merger
Around 7 a.m. on March 19, 2002, Hewlett-Packard’s CEO Carly Fiorina and CFO Bob
Wayman were on the phone to Deutsche Bank trying to make one last ditch effort to convince
them to vote yes. 1 The vote, scheduled for later that morning, was an important one.
It would determine the future of the proposed Hewlett-Packard (HP) and Compaq Computer
Corp. merger and the future of HP as a major player in the technology industry. 2 The
months preceding the vote had been tumultuous. After the announcement of the proposed
merger had taken place in September 2001, Walter Hewlett, the son of the co-founder of
HP, had publicly opposed the proposition, which required shareholder approval. 3 Fiorina
and her team faced serious and accumulating opposition to the merger, but there was also
growing concern for HP’s future if the deal was rejected. A Merrill Lynch portfolio manager
said at the time, “If the deal is voted down, I don’t know what I’m left with. I don’t
know if the board will stay, if management will walk out the door, or what the strategy will
be. Sometimes the devil you know is better than the devil you don’t.” 4
In the lead up to the vote, HP was confident that a yes vote by Deutsche Bank was a sure
thing. Representatives of Deutsche Bank such as George D. Elling had been public supporters
of the merger and had reportedly even given HP a $1 million contract to uncover
the voting plans of other institutions. 5 Word of a change in Deutsche Bank’s thinking
reached Wayman and, despite reassurances from his contacts that the merger would be
supported, talk strongly suggested that they had, in fact, reversed their decision. On the
morning of the vote, Fiorina and Wayman were given their first and only opportunity to
pitch the deal to the investment team at Deutsche Bank. Fiorina, using her innate ability
to impress, gave a compelling and persuasive argument questioning the company’s future
if the merger did not go ahead. The Deutsche Bank team decided that a failure to continue
with the merger would be more disastrous than the merger itself. 6 On March 19, 2002, the
merger was approved by a shareholder vote 7—a result that would have been more difficult
had Deutsche Bank not supported the merger. 8
Back in 1999 when Fiorina joined HP, the company was in serious need of guidance.
The personal computer division faced growing competition, the sales force needed better
coordination, and the company was losing market share to rivals such as Dell and Sun
Microsystems.9 Fiorina joined the organization with aspirations, and external pressures, to
change how it functioned. In her view, the culture of HP could be changed by “going back
to the roots of the place.” 10 One of the ways she set out to achieve this was by working
with a local ad agency and the head of Human Resources to create a set of “Rules from
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Hp compaq-case
1) Walter Hewlett, son of HP co-founder William Hewlett and member of HP's board, voted for the HP-Compaq merger but later announced he would oppose it as a shareholder, putting the merger at risk.
2) Carly Fiorina, HP's CEO, proposed merging with Compaq to create a stronger competitor, but the merger faced significant opposition from investors and employees of both companies.
3) When Walter Hewlett and David Packard Jr., son of co-founder David Packard, both announced opposition to the merger, it threatened to derail the deal and Fiorina's leadership of HP.
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The document summarizes HP's $19 billion acquisition of Compaq in 2002. It describes how the merger was initially opposed but eventually approved by shareholders. HP and Compaq then spent years carefully integrating their operations, cultures, and teams to create a single combined company through extensive planning and oversight of the complex post-merger integration process. The clean teams established to guide the integration worked to determine which product lines to keep or eliminate and aligned various business functions, with the goal of having one combined company operating smoothly from day one.
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The document summarizes HP's $19 billion acquisition of Compaq in 2002, which created the world's largest technology company at the time. It describes the strategic rationale for the merger between the two companies. It also discusses the challenges of integrating HP and Compaq, including differing corporate cultures, and the extensive integration process led by executives from both companies to ensure the new HP could operate as one company from day one.
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Fiorina made several changes as CEO of HP from 1999 to 2005 to transform it from an engineering company into a global tech company. While some moves like eliminating HP's culture of paternalism and management by wandering were criticized, others like restructuring business units and repositioning HP's image helped long term. Fiorina consolidated 83 business units into focused units and customer-facing divisions to improve organization. She also aggressively marketed HP to change its image from mundane to innovative, which later benefited HP despite financial struggles during her tenure. However, her hubris and focus on self-promotion over innovation and employees damaged HP's culture. Ultimately, the Compaq merger opposed by founders proved controversial and she resigned in 2005.
Stories of ChangeA Hewlett-Packard Change Story Managing a Me.docx
Stories of Change
A Hewlett-Packard Change Story: Managing a Merger
Around 7 a.m. on March 19, 2002, Hewlett-Packard’s CEO Carly Fiorina and CFO Bob
Wayman were on the phone to Deutsche Bank trying to make one last ditch effort to convince
them to vote yes. 1 The vote, scheduled for later that morning, was an important one.
It would determine the future of the proposed Hewlett-Packard (HP) and Compaq Computer
Corp. merger and the future of HP as a major player in the technology industry. 2 The
months preceding the vote had been tumultuous. After the announcement of the proposed
merger had taken place in September 2001, Walter Hewlett, the son of the co-founder of
HP, had publicly opposed the proposition, which required shareholder approval. 3 Fiorina
and her team faced serious and accumulating opposition to the merger, but there was also
growing concern for HP’s future if the deal was rejected. A Merrill Lynch portfolio manager
said at the time, “If the deal is voted down, I don’t know what I’m left with. I don’t
know if the board will stay, if management will walk out the door, or what the strategy will
be. Sometimes the devil you know is better than the devil you don’t.” 4
In the lead up to the vote, HP was confident that a yes vote by Deutsche Bank was a sure
thing. Representatives of Deutsche Bank such as George D. Elling had been public supporters
of the merger and had reportedly even given HP a $1 million contract to uncover
the voting plans of other institutions. 5 Word of a change in Deutsche Bank’s thinking
reached Wayman and, despite reassurances from his contacts that the merger would be
supported, talk strongly suggested that they had, in fact, reversed their decision. On the
morning of the vote, Fiorina and Wayman were given their first and only opportunity to
pitch the deal to the investment team at Deutsche Bank. Fiorina, using her innate ability
to impress, gave a compelling and persuasive argument questioning the company’s future
if the merger did not go ahead. The Deutsche Bank team decided that a failure to continue
with the merger would be more disastrous than the merger itself. 6 On March 19, 2002, the
merger was approved by a shareholder vote 7—a result that would have been more difficult
had Deutsche Bank not supported the merger. 8
Back in 1999 when Fiorina joined HP, the company was in serious need of guidance.
The personal computer division faced growing competition, the sales force needed better
coordination, and the company was losing market share to rivals such as Dell and Sun
Microsystems.9 Fiorina joined the organization with aspirations, and external pressures, to
change how it functioned. In her view, the culture of HP could be changed by “going back
to the roots of the place.” 10 One of the ways she set out to achieve this was by working
with a local ad agency and the head of Human Resources to create a set of “Rules from
the Garage” that outlined what she hoped the culture at HP would become. “The custom.
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1) Walter Hewlett, son of HP co-founder William Hewlett and member of HP's board, voted for the HP-Compaq merger but later announced he would oppose it as a shareholder, putting the merger at risk.
2) Carly Fiorina, HP's CEO, proposed merging with Compaq to create a stronger competitor, but the merger faced significant opposition from investors and employees of both companies.
3) When Walter Hewlett and David Packard Jr., son of co-founder David Packard, both announced opposition to the merger, it threatened to derail the deal and Fiorina's leadership of HP.
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Carly Fiorina's Bold Management Experiment At HPBUSINESSWEEK ONLINE : FEBRUARY 19, 2001 ISSUE
Since taking over as chief executive of Hewlett-Packard Co. (HWP) 18 months ago, Carleton S. ''Carly'' Fiorina has pushed the company to the limit to recapture the form that made it a management icon for six decades. Last November, it looked like she might have pushed too hard. After weeks of promising that HP would meet its quarterly numbers, Fiorina got grim news from the finance department. While sales growth beat expectations, profits had fallen $230 million short. The culprit, in large part, was Fiorina's aggressive management makeover. With HP's 88,000 staffers adjusting to the biggest reorganization in the company's history, expenses had risen out of control. And since new computer systems to track the changes weren't yet in place, HP's bean counters didn't detect the problem until 10 days after the quarter was over. ''It was frantic. The financial folks were running all around looking for more dollars,'' says one HP manager.
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Palmer−Dunford−Akin Managing Organizational Change A Mul.docx
Palmer−Dunford−Akin:
Managing Organizational
Change: A Multiple
Perspectives Approach,
Second Edition
1. Introduction: Stories of
Change
Text © The McGraw−Hill
Companies, 2009
1
Chapter1
Introduction: Stories
of Change
Learning objectives
On completion of this chapter you should be able to:
• Understand why change is both a creative and a rational process.
• Identify why there are limits on what the manager of change can achieve.
• Recognize how stories of change can illuminate key issues in managing change.
• Appreciate the “roadmap” for this book and the multiple “images” approach that
underlies it.
Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as
muddling-through and creative a process as it is a rational one. This book recognizes these
tensions for those involved in managing organizational change. Rather than pretend that
they do not exist, it confronts them head on, identifying why they are there, how they can
be managed, and the limits they create for what the manager of organizational change can
achieve. It shows how the image(s) we hold about how change should be managed, and
of what we think our role should be as a manager of change, affects the way we approach
change and the outcomes that we think are possible.
As a way into these ideas, we commence this chapter by visiting four prominent compa-
nies to look at stories of recent changes. The Hewlett-Packard story concerns Carly Fiorina’s
attempts to establish and then manage the merger with Compaq Computer; the IBM story
shows how change to this organization has occurred both from the staff within as well as
from management at the top; the Kodak story shows how pursuing changes to digitalize the
company has provoked reactions from both staff and investors; and the McDonald’s story
points to the pressures on organizations to change in order to reestablish themselves in the
marketplace. The stories contain both similar and different elements about managing orga-
nizational change and the broader tensions and choices this entails. In the last part of the
chapter, we draw these out, identifying some key lessons that emerge and indicating where
they are addressed in the chapters that follow. We also provide a “road map” that indicates
the position taken by this book, that our understanding of the issues addressed in subsequent
chapters is affected by our underlying images of managing change.
Palmer−Dunford−Akin:
Managing Organizational
Change: A Multiple
Perspectives Approach,
Second Edition
1. Introduction: Stories of
Change
Text © The McGraw−Hill
Companies, 2009
2 Chapter 1 Introduction: Stories of Change
Stories of Change
A Hewlett-Packard Change Story: Managing a Merger
Around 7 a.m. on March 19, 2002, Hewlett-Packard’s CEO Carly Fiorina and CFO Bob
Wayman were on the phone to Deutsche Bank trying to make one last ditch effort to con-
vince them to vote yes. 1 The vote, sched.
A Hewlett-Packard Change Story Managing a Merger Around 7 a.m. on.docx
A Hewlett-Packard Change Story: Managing a Merger Around 7 a.m. on March 19, 2002, Hewlett-Packard’s CEO Carly Fiorina and CFO Bob Wayman were on the phone to Deutsche Bank trying to make one last ditch effort to convince them to vote yes. 1 The vote, scheduled for later that morning, was an important one. It would determine the future of the proposed Hewlett-Packard (HP) and Compaq Computer Corp. merger and the future of HP as a major player in the technology industry. 2 The months preceding the vote had been tumultuous. After the announcement of the proposed merger had taken place in September 2001, Walter Hewlett, the son of the co-founder of HP, had publicly opposed the proposition, which required shareholder approval. 3 Fiorina and her team faced serious and accumulating opposition to the merger, but there was also growing concern for HP’s future if the deal was rejected. A Merrill Lynch portfolio manager said at the time, “If the deal is voted down, I don’t know what I’m left with. I don’t know if the board will stay, if management will walk out the door, or what the strategy will be. Sometimes the devil you know is better than the devil you don’t.” 4 In the lead up to the vote, HP was confident that a yes vote by Deutsche Bank was a sure thing. Representatives of Deutsche Bank such as George D. Elling had been public supporters of the merger and had reportedly even given HP a $1 million contract to uncover the voting plans of other institutions. 5 Word of a change in Deutsche Bank’s thinking reached Wayman and, despite reassurances from his contacts that the merger would be supported, talk strongly suggested that they had, in fact, reversed their decision. On the morning of the vote, Fiorina and Wayman were given their first and only opportunity to pitch the deal to the investment team at Deutsche Bank. Fiorina, using her innate ability to impress, gave a compelling and persuasive argument questioning the company’s future if the merger did not go ahead. The Deutsche Bank team decided that a failure to continue with the merger would be more disastrous than the merger itself. 6 On March 19, 2002, the merger was approved by a shareholder vote 7 —a result that would have been more difficult had Deutsche Bank not supported the merger. 8 Premerger Back in 1999 when Fiorina joined HP, the company was in serious need of guidance. The personal computer division faced growing competition, the sales force needed better coordination, and the company was losing market share to rivals such as Dell and Sun Microsystems. 9 Fiorina joined the organization with aspirations, and external pressures, to change how it functioned. In her view, the culture of HP could be changed by “going back to the roots of the place.” 10 One of the ways she set out to achieve this was by working with a local ad agency and the head of Human Resources to create a set of “Rules from the Garage” that outlined what she hoped the culture at HP would become. “The customer defines.
Hewlett-Packard: Culture in Changing Times
- HP was founded in 1939 and grew to be a leading technology company in the 1990s due to its unique culture known as "The HP Way".
- In 1999, Carly Fiorina became CEO and oversaw major changes that contradicted HP's culture, such as emphasizing revenues over profits.
- In 2001, HP acquired Compaq over the objections of some, in an attempt to gain market share and cut costs through job reductions and efficiencies.
- After the acquisition, while some cost savings were achieved, HP lost its No. 1 position in PCs and servers as its culture changed under Fiorina's leadership.
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The document discusses the proposed merger between HP and Compaq in the early 2000s. It describes both the pros and cons of the merger from HP's perspective, including gaining Compaq's large storage and server businesses but also risks of exposing HP's core printing business. It also outlines challenges faced after the merger, such as a steep drop in HP's stock price and market share. The document performs a SWOT analysis of the merger and considers potential solutions for building strong management after integrating the two large companies.
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The Soap Opera at HP Continues
Veverka, Mark. Barron's; New York, N.Y. 91.39 (Sep 26, 2011): 25.
http://yv9qf3bq4d.search.serialssolutions.com/?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-
8&rfr_id=info:sid/ProQ%3Aabiglobal&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=unknown&rft.jtitle=Barron%27s&rft.atitle=The+Soap+Opera+at+HP+Continues&rft.au=Veverka%2C+Mark&rft.aulast=Veverka&rft.aufirst=Mark&rft.date=2011-
09-26&rft.volume=91&rft.issue=39&rft.spage=25&rft.isbn=&rft.btitle=&rft.title=Barron%27s&rft.issn=10778039&rft_id=info:doi/
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Apotheker was fired after 11 disastrous months on the job, during which he cut revenue guidance three times. HP shares have plunged 47% during his tenure, closing Friday at
$22.32. HP's decision to tap Whitman was made hastily, without conducting an outside search or naming an interim CEO, raising the eyebrows of investors and tech analysts who have
observed more than a decade of serial blunders by HP's board. Having thrown Apotheker under the bus, HP's board has turned to Whitman to clean up one of the world's biggest
technology companies.
Headnote
Once the pride of the technology world, Hewlett-Packard has been stumbling for more than a decade. Is newly appointed CEO Meg Whitman up to the job?
HEWLETT-PACKARD'S BOARD OF DIRECTORS CLICKED THE «BUY it now" button last week and tapped current director and former eBay chief Meg Whitman to replace Leo Apotheker
as CEO. Apotheker was fired after 11 disastrous months on the job, during which he cut revenue guidance three times. HP (ticker: HPQ) shares have plunged 47% during his tenure,
closing Friday at $22.32.
HP's decision to tap Whitman was made hastily, without conducting an outside search or naming an interim CEO, raising the eyebrows of investors and tech analysts who have
observed more than a decade of serial blunders by HP's board, "While we believe the decision to replace Leo Apotheker was a good one," wrote Bernstein analyst Toni Sacconaghi on
Friday, "we are disappointed with the naming of Meg Whitman as HP's permanent CEO, and believe that this sentiment is shared by most investors and large HP shareholders."
Among the board's past missteps: Carly Fiorina, hired as CEO in 1999, engineered the highly contested acquisition of Compaq Computer in 2002 and was ousted in 2005; Mark Hurd,
hired as CEO in 2006, was ousted in 2010 after an alleged sexual-harassment case emerged, clearing the way for former SAP Chief Executive Apotheker, who, in a single week ...
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HP was founded in 1939 by Bill Hewlett and Dave Packard. It is now a multinational IT corporation headquartered in California. HP began by manufacturing audio oscillators and expanded into computers in the 1960s. It has since grown through acquisitions and now offers a wide range of products including PCs, printers, servers, and software. HP has operations in over 170 countries and seeks to be a leader in innovation through meaningful products and an inclusive culture.
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HP was founded in 1939 by Bill Hewlett and Dave Packard in Palo Alto, California. It started by manufacturing audio oscillators and expanded into various IT products and services. Some key events in HP's history include releasing their first computer in 1966, acquiring Compaq in 2002, and generating $1.7 billion in net income in 2013. Today, HP specializes in computers, printers, networking, storage, and software sold worldwide with locations on every continent.
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Mark Hurd was hired as CEO of HP in 2005 and embarked on cost-cutting measures that included laying off 15,000 employees, which contrasted with HP's previous policy of employee retention. Hurd improved HP's performance and stock price. However, in 2010 Hurd resigned after being accused of submitting inaccurate expense reports to hide a personal relationship, violating HP's conduct standards. Hurd then joined Oracle, one of HP's main rivals, worsening corporate governance issues at HP regarding conflicts of interest and board oversight of the CEO.
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This summary provides an overview of the key events and lessons from the book "Perfect Enough" about Carly Fiorina's leadership as CEO of Hewlett-Packard:
1) Carly Fiorina took over as CEO of HP in 1999 and sought to reform the company through cost-cutting measures, increased profits, and new product innovation, facing opposition from founders and employees.
2) Her most challenging decision was acquiring competitor Compaq for $20 billion, which increased HP's market share but was opposed by founders through legal and public challenges.
3) The book examines Fiorina's leadership strengths of innovation and risk-taking, but also her weaknesses in rapid changes that disrupted company
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The Radical
Carly Fiorina's Bold Management Experiment At HPBUSINESSWEEK ONLINE : FEBRUARY 19, 2001 ISSUE
Since taking over as chief executive of Hewlett-Packard Co. (HWP) 18 months ago, Carleton S. ''Carly'' Fiorina has pushed the company to the limit to recapture the form that made it a management icon for six decades. Last November, it looked like she might have pushed too hard. After weeks of promising that HP would meet its quarterly numbers, Fiorina got grim news from the finance department. While sales growth beat expectations, profits had fallen $230 million short. The culprit, in large part, was Fiorina's aggressive management makeover. With HP's 88,000 staffers adjusting to the biggest reorganization in the company's history, expenses had risen out of control. And since new computer systems to track the changes weren't yet in place, HP's bean counters didn't detect the problem until 10 days after the quarter was over. ''It was frantic. The financial folks were running all around looking for more dollars,'' says one HP manager.
One might expect a CEO in this spot to dial down on such a massive overhaul. Not Fiorina. After crunching numbers in an all-day session on Saturday and offering apologies for missing the forecast to HP's board at an emergency meeting Sunday, Fiorina told analysts she was raising HP's sales growth target for fiscal 2001 from 15% to as much as 17%. ''We hit a speed bump--a big speed bump--this quarter,'' she said in a speech broadcast to employees a few days later. ''But does it mean, 'Gee, this is too hard?' No way. In blackjack, you double down when you have an increasing probability of winning. And we're going to double down.''
The stakes couldn't be higher--both for Fiorina and for the Silicon Valley pioneer started in a Palo Alto garage in 1938. Just as founders Bill Hewlett and David Packard broke the mold back then by eliminating hierarchies and introducing innovations such as profit-sharing and cubicles, Fiorina is betting on an approach so radical that experts say it has never been tried before at a company of HP's size and complexity. What's more, management gurus haven't a clue as to whether it will work--though the early signs suggest it may be too much, too fast. Not content to tackle one problem at a time, Fiorina is out to transform all aspects of HP at once, current economic slowdown be damned. That means strategy, structure, culture, compensation--everything from how to spark innovation to how to streamline internal processes. Such sweeping change is tough anywhere, and doubly so at tradition-bound HP. The reorganization will be ''hard to do--and there's not much DNA for it at HP,'' says Jay R. Galbraith, professor at the Institute for Management Development in Lausanne, Switzerland.
Fiorina believes she has little choice. Her goal is to mix up a powerful cocktail of changes that will lift HP from its slow-growth funk of recent years before the company suffers a near-death experience similar ...
Palmer−Dunford−Akin Managing Organizational Change A Mul.docx
Palmer−Dunford−Akin:
Managing Organizational
Change: A Multiple
Perspectives Approach,
Second Edition
1. Introduction: Stories of
Change
Text © The McGraw−Hill
Companies, 2009
1
Chapter1
Introduction: Stories
of Change
Learning objectives
On completion of this chapter you should be able to:
• Understand why change is both a creative and a rational process.
• Identify why there are limits on what the manager of change can achieve.
• Recognize how stories of change can illuminate key issues in managing change.
• Appreciate the “roadmap” for this book and the multiple “images” approach that
underlies it.
Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as
muddling-through and creative a process as it is a rational one. This book recognizes these
tensions for those involved in managing organizational change. Rather than pretend that
they do not exist, it confronts them head on, identifying why they are there, how they can
be managed, and the limits they create for what the manager of organizational change can
achieve. It shows how the image(s) we hold about how change should be managed, and
of what we think our role should be as a manager of change, affects the way we approach
change and the outcomes that we think are possible.
As a way into these ideas, we commence this chapter by visiting four prominent compa-
nies to look at stories of recent changes. The Hewlett-Packard story concerns Carly Fiorina’s
attempts to establish and then manage the merger with Compaq Computer; the IBM story
shows how change to this organization has occurred both from the staff within as well as
from management at the top; the Kodak story shows how pursuing changes to digitalize the
company has provoked reactions from both staff and investors; and the McDonald’s story
points to the pressures on organizations to change in order to reestablish themselves in the
marketplace. The stories contain both similar and different elements about managing orga-
nizational change and the broader tensions and choices this entails. In the last part of the
chapter, we draw these out, identifying some key lessons that emerge and indicating where
they are addressed in the chapters that follow. We also provide a “road map” that indicates
the position taken by this book, that our understanding of the issues addressed in subsequent
chapters is affected by our underlying images of managing change.
Palmer−Dunford−Akin:
Managing Organizational
Change: A Multiple
Perspectives Approach,
Second Edition
1. Introduction: Stories of
Change
Text © The McGraw−Hill
Companies, 2009
2 Chapter 1 Introduction: Stories of Change
Stories of Change
A Hewlett-Packard Change Story: Managing a Merger
Around 7 a.m. on March 19, 2002, Hewlett-Packard’s CEO Carly Fiorina and CFO Bob
Wayman were on the phone to Deutsche Bank trying to make one last ditch effort to con-
vince them to vote yes. 1 The vote, sched.
A Hewlett-Packard Change Story Managing a Merger Around 7 a.m. on.docx
A Hewlett-Packard Change Story: Managing a Merger Around 7 a.m. on March 19, 2002, Hewlett-Packard’s CEO Carly Fiorina and CFO Bob Wayman were on the phone to Deutsche Bank trying to make one last ditch effort to convince them to vote yes. 1 The vote, scheduled for later that morning, was an important one. It would determine the future of the proposed Hewlett-Packard (HP) and Compaq Computer Corp. merger and the future of HP as a major player in the technology industry. 2 The months preceding the vote had been tumultuous. After the announcement of the proposed merger had taken place in September 2001, Walter Hewlett, the son of the co-founder of HP, had publicly opposed the proposition, which required shareholder approval. 3 Fiorina and her team faced serious and accumulating opposition to the merger, but there was also growing concern for HP’s future if the deal was rejected. A Merrill Lynch portfolio manager said at the time, “If the deal is voted down, I don’t know what I’m left with. I don’t know if the board will stay, if management will walk out the door, or what the strategy will be. Sometimes the devil you know is better than the devil you don’t.” 4 In the lead up to the vote, HP was confident that a yes vote by Deutsche Bank was a sure thing. Representatives of Deutsche Bank such as George D. Elling had been public supporters of the merger and had reportedly even given HP a $1 million contract to uncover the voting plans of other institutions. 5 Word of a change in Deutsche Bank’s thinking reached Wayman and, despite reassurances from his contacts that the merger would be supported, talk strongly suggested that they had, in fact, reversed their decision. On the morning of the vote, Fiorina and Wayman were given their first and only opportunity to pitch the deal to the investment team at Deutsche Bank. Fiorina, using her innate ability to impress, gave a compelling and persuasive argument questioning the company’s future if the merger did not go ahead. The Deutsche Bank team decided that a failure to continue with the merger would be more disastrous than the merger itself. 6 On March 19, 2002, the merger was approved by a shareholder vote 7 —a result that would have been more difficult had Deutsche Bank not supported the merger. 8 Premerger Back in 1999 when Fiorina joined HP, the company was in serious need of guidance. The personal computer division faced growing competition, the sales force needed better coordination, and the company was losing market share to rivals such as Dell and Sun Microsystems. 9 Fiorina joined the organization with aspirations, and external pressures, to change how it functioned. In her view, the culture of HP could be changed by “going back to the roots of the place.” 10 One of the ways she set out to achieve this was by working with a local ad agency and the head of Human Resources to create a set of “Rules from the Garage” that outlined what she hoped the culture at HP would become. “The customer defines.
Hewlett-Packard: Culture in Changing Times
- HP was founded in 1939 and grew to be a leading technology company in the 1990s due to its unique culture known as "The HP Way".
- In 1999, Carly Fiorina became CEO and oversaw major changes that contradicted HP's culture, such as emphasizing revenues over profits.
- In 2001, HP acquired Compaq over the objections of some, in an attempt to gain market share and cut costs through job reductions and efficiencies.
- After the acquisition, while some cost savings were achieved, HP lost its No. 1 position in PCs and servers as its culture changed under Fiorina's leadership.
51099315 hp-compaq-ppt
The document discusses the proposed merger between HP and Compaq in the early 2000s. It describes both the pros and cons of the merger from HP's perspective, including gaining Compaq's large storage and server businesses but also risks of exposing HP's core printing business. It also outlines challenges faced after the merger, such as a steep drop in HP's stock price and market share. The document performs a SWOT analysis of the merger and considers potential solutions for building strong management after integrating the two large companies.
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The Soap Opera at HP Continues
Veverka, Mark. Barron's; New York, N.Y. 91.39 (Sep 26, 2011): 25.
http://yv9qf3bq4d.search.serialssolutions.com/?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-
8&rfr_id=info:sid/ProQ%3Aabiglobal&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=unknown&rft.jtitle=Barron%27s&rft.atitle=The+Soap+Opera+at+HP+Continues&rft.au=Veverka%2C+Mark&rft.aulast=Veverka&rft.aufirst=Mark&rft.date=2011-
09-26&rft.volume=91&rft.issue=39&rft.spage=25&rft.isbn=&rft.btitle=&rft.title=Barron%27s&rft.issn=10778039&rft_id=info:doi/
Hewlett-Packard's (HP) board of directors clicked the "Buy it now" button last week and tapped current director and former eBay chief Meg Whitman to replace Leo Apotheker as CEO.
Apotheker was fired after 11 disastrous months on the job, during which he cut revenue guidance three times. HP shares have plunged 47% during his tenure, closing Friday at
$22.32. HP's decision to tap Whitman was made hastily, without conducting an outside search or naming an interim CEO, raising the eyebrows of investors and tech analysts who have
observed more than a decade of serial blunders by HP's board. Having thrown Apotheker under the bus, HP's board has turned to Whitman to clean up one of the world's biggest
technology companies.
Headnote
Once the pride of the technology world, Hewlett-Packard has been stumbling for more than a decade. Is newly appointed CEO Meg Whitman up to the job?
HEWLETT-PACKARD'S BOARD OF DIRECTORS CLICKED THE «BUY it now" button last week and tapped current director and former eBay chief Meg Whitman to replace Leo Apotheker
as CEO. Apotheker was fired after 11 disastrous months on the job, during which he cut revenue guidance three times. HP (ticker: HPQ) shares have plunged 47% during his tenure,
closing Friday at $22.32.
HP's decision to tap Whitman was made hastily, without conducting an outside search or naming an interim CEO, raising the eyebrows of investors and tech analysts who have
observed more than a decade of serial blunders by HP's board, "While we believe the decision to replace Leo Apotheker was a good one," wrote Bernstein analyst Toni Sacconaghi on
Friday, "we are disappointed with the naming of Meg Whitman as HP's permanent CEO, and believe that this sentiment is shared by most investors and large HP shareholders."
Among the board's past missteps: Carly Fiorina, hired as CEO in 1999, engineered the highly contested acquisition of Compaq Computer in 2002 and was ousted in 2005; Mark Hurd,
hired as CEO in 2006, was ousted in 2010 after an alleged sexual-harassment case emerged, clearing the way for former SAP Chief Executive Apotheker, who, in a single week ...
Case Study Of The Hewlett Packard (HP Company
The document discusses Carly Fiorina's qualifications for president based on her experience as CEO of HP. It notes that during her tenure at HP from 1999-2005, she restructured the company and doubled its revenues, despite an economic recession. It argues she has the leadership skills and experience to be an effective president and ambassador domestically and abroad. Her current roles also demonstrate a commitment to improving lives worldwide.
case study analysis hp and compaq
The merger between HP and Compaq in 2002 was one of the largest in IT history at $25 billion. While management argued it would improve innovation, leadership, and financial benefits through scale, critics argued the integration risks were substantial and HP's strategic position may not improve. After the merger completed, HP struggled for years to integrate the companies and realize the projected synergies.
Lost HP Way
The document discusses how HP lost its way over the years through various missteps by leadership. It argues that HP severed its soul by spinning off its instrumentation division into Agilent Technologies in 1999. This severed HP's corporate culture and purpose. Subsequent leadership further undermined HP's culture and purpose by scrubbing out its DNA, making large acquisitions like Compaq, becoming overly devoted to Wall Street, and having a dysfunctional board that approved poor acquisitions. The document advocates for models of purposeful wealth creation that maintain a company's central coherence and purpose over the long term.
Hewlett packard sales manual
HP was founded in 1939 by Bill Hewlett and Dave Packard. It is now a multinational IT corporation headquartered in California. HP began by manufacturing audio oscillators and expanded into computers in the 1960s. It has since grown through acquisitions and now offers a wide range of products including PCs, printers, servers, and software. HP has operations in over 170 countries and seeks to be a leader in innovation through meaningful products and an inclusive culture.
Hewlett packard sales manual
HP was founded in 1939 by Bill Hewlett and Dave Packard in Palo Alto, California. It started by manufacturing audio oscillators and expanded into various IT products and services. Some key events in HP's history include releasing their first computer in 1966, acquiring Compaq in 2002, and generating $1.7 billion in net income in 2013. Today, HP specializes in computers, printers, networking, storage, and software sold worldwide with locations on every continent.
The computer is personal again(hp) 2
The document summarizes the history of Hewlett-Packard (HP) and their 2006 global marketing campaign called "The Computer is Personal Again". It outlines that HP was founded in 1939 and became a leader in technology innovation, introducing several "firsts" like the first desktop scientific calculator. By the 2000s, HP had merged with Compaq but lacked brand cohesion. Their 2006 campaign emphasized how computers had become personal again and helped HP beat Dell in PC sales, making the brand more important.
Case study
Mark Hurd was hired as CEO of HP in 2005 and embarked on cost-cutting measures that included laying off 15,000 employees, which contrasted with HP's previous policy of employee retention. Hurd improved HP's performance and stock price. However, in 2010 Hurd resigned after being accused of submitting inaccurate expense reports to hide a personal relationship, violating HP's conduct standards. Hurd then joined Oracle, one of HP's main rivals, worsening corporate governance issues at HP regarding conflicts of interest and board oversight of the CEO.
aaaaaaaaaa
This summary provides an overview of the key events and lessons from the book "Perfect Enough" about Carly Fiorina's leadership as CEO of Hewlett-Packard:
1) Carly Fiorina took over as CEO of HP in 1999 and sought to reform the company through cost-cutting measures, increased profits, and new product innovation, facing opposition from founders and employees.
2) Her most challenging decision was acquiring competitor Compaq for $20 billion, which increased HP's market share but was opposed by founders through legal and public challenges.
3) The book examines Fiorina's leadership strengths of innovation and risk-taking, but also her weaknesses in rapid changes that disrupted company
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Carly Fiorina syndicate 5
- 1. The Rise and Fall of Carly Fiorina Syndicate 5: Arif B., Arief H., Herka M., Reza H., Said M., Tommy Y.
- 3. What do you think about strategic intent HP bought compact HP is the second largest computer maker. In order to enlarge the company and compete with Dell, which became the number one computer manufacturer in 2002, HP bought the compac company. - Really high risk strategy to bought Compact because Compac is low innovation to generate new product.
- 4. Why Carly was perceived Fail Hp struggled as the world’s second largest computer company, although revenue climbed steadily under her leadership. Other than that charly spent to much time on the road talking to the groups and not enough time inside company. Charly failed one of them is because compact is a company with low innovation so that it does not support the growth of HP as a whole. Charly also fired employees on a large scale so that their products were not in demand by the public because the company was considered inhumane. In addition, Charly considers herself a rockstar and only focuses on improving her image. - The merger didn’t generate significant profit
- 5. What did you suggest her to do at that time? - Carlie do not over promised to company. - Charlie must elaborate more with the team (BOD & Shareholders) to make joint strategy in achieving better achievements. - She should adapt her leadership style, in order to start listen other.
- 6. Thank You :)