Hp Change of Executive officer

Introduction

Changes in life is inevitable. As technology advanced, the world has experienced vast changes and progression using the help of technology. These changes include the basic of our daily life, the way we progress from cooking with a kitchen stoves to electrical induction cooker, the way we travel from walking and cycling to using advanced electronic vehicles. When such changes is introduced, consumers is able to change the consumer markets and business and corporations have to constantly upgrade and review their business model and implement changes to maintain with the inconsistent demands of the market (Grieves, 2010). But, when changes is implemented in business and corporations it often results in different outcomes for different business and corporations as it is shown over the years that it is difficult and tough to implement (Kanter, Stein, and Jick, 1992).

In the assignment, I will discuss the changes by Carleton Fiorina, CEO of Hewlett-Packard Co from 1999 to 2005. Her effort to enforce changes to Hawlett-Packard Co. which was regarded a “dead” company. The discussion below is based on my research while reading up on Hewlett-Packard Co. (HP). My views in this assignment does not represent the company view.

Hawlett-Packard Co.(HP) Background

Hewlett-Packard Company commonly referred to as HP that was founded by two university engineer graduates, William Hewlett and David Packard is an information technology corporation headquartered in Palo Alto, California, USA . During their first 30 years of start up, HP only deals with instruments for measure. In 1966, HP launched its first computer and develop a chain of computer products. Over the years, HP has grown to be the leading company in the technology sectors. In 1996, HP reported that they had a revenue of around US$40 billion with 110,000 employees in HP. Many people thought that HP did nothing wrong and will continue and grow to be the rising and brightest star of the technology industry. However, in the late 1990’s when internet is widely introduced, HP growth began to slow down.

The introduction of internet marks the start of Information Technology (IT) cause many businesses to reshape the way the business is conducted. Every business wants to leverage on the internet to bring more awareness to the public, increase revenues and gain an edge over other competitors in advantage and growth. In 1998, HP was losing critical market share to its main rival, IBM and DELL. Both IBM and DELL is able to customise IT products and packages to meet and suits consumer and businesses IT needs. Independent consultants who reviewed the company analyzed it to be 3 years behind its rivals in terms of products, and with a culture that lacked aggressiveness and confidence.

Before Carleton Fiorina, HP’s then CEO, Lewis Platt announced his retirement and the board of director decided to find and appoint a new CEO with leadership skills and strategy to aid HP back to its notable days. After a stringent selection, Carleton Fiorina was appointed the new CEO of Hawlett Packard Company.

Strength

• Bachelor of Arts in philosophy and medieval history.

• Master of Business administration

• 20 years of experience in under AT&T and Lucent technologies

• Held various senior leaderships positions at AT&T and directed Lucent technologies initial public offering

• able to clearly and effectively express themselves and iron will

• Aggressive style with knowledge of technology Opportunities

• new culture and leadership style

• Merge HP with Compaq

Weakness

• different leadership style.

• Strayed away from HP culture

• inexperience as a CEO

• Failed to communicate with employees

• Autocratic leadership style. Threats

• Totally different leadership style with different aims and vision to to lead and manage HP

Changes made by Carleton Fiorina

There are 2 forms of approach leaders can simulate when handling changes in organization: pull and push. The pull approach refers to the leveraging of resources and strategy using involvement, whereas the push approach is more autocratic and care less towards employees and their needs (Kotter,1990). When Carleton Fiorina take up here post,