The document discusses HP's organizational culture under different leadership. Traditionally, HP had a collaborative culture with lifelong employment and employee satisfaction. However, as competition intensified, new CEO Carly Fiorina tried to drastically change the culture to focus on performance and innovation. This proved a major departure from HP's cherished culture and led to employee dissatisfaction. While change was needed, transforming the culture too quickly damaged employee empowerment and morale.

1. HP at Cultural Crossroads Case study analysis: SHUBHADIP BISWAS Section-A Pgdm 10-12 IILMGSM

10. 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……………