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The Radical: Carly Fiorina’s Bold Management Experiment at HP

The Radical: Carly Fiorina’s Bold Management Experiment at HP. Approach had never been tried before at Co of HP’s size/complexity Too much, too fast? Transforming all aspects of HP at once: Strategy Structure Culture (“The HP Way”) Compensation.

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The Radical: Carly Fiorina’s Bold Management Experiment at HP

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  1. The Radical: Carly Fiorina’s Bold Management Experiment at HP • Approach had never been tried before at Co of HP’s size/complexity • Too much, too fast? • Transforming all aspects of HP at once: • Strategy • Structure • Culture (“The HP Way”) • Compensation

  2. The Radical: Carly Fiorina’s Bold Management Experiment at HP • Objective: excel at short-term execution while pursuing long-term visions that create new markets • Dismantled historic decentralized approach • 83 independently run units, each focused on a product • Collapsed into four front/back orgs • Back end develops and builds computers, printers/imaging equipment • Front end sales and marketing: consumers, corporations • “Cross-company initiatives” • Wireless services, digital imaging, commercial printing • Problem: doesn’t clearly assign profit/loss responsibility

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