HP's Strategy and Operations under Carly Fiorina and Mark Hurd

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

Case Details:


Case Code : LDEN042 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges


Corporate Social Responsibility



Case Length : 19 Pages
Period : 1999-2006
Pub Date : 2006
Teaching Note : Available
Organization : Hewlett Packard Company
Industry : Computers and Information Technology
Countries : USA


The case discusses about the changes Hewlett Packard Co. (HP) underwent under the leadership of Carly Fiorina (Fiorina), who took over as the company's CEO in 1999.

It talks about the various decisions taken by Fiorina, prominent among them being the company's merger with Compaq Computer Corporation, which was one of the reasons for its decline towards the early 2000s. The case then talks about the measures taken by Mark V Hurd (Hurd), who replaced Fiorina as the company's CEO in March 2005, to improve the financial conditions of the company. The case also shows the difference between the management style adopted by Fiorina and Hurd in running HP.


  To understand the role of a CEO in running an information technology company.

  To understand the impact of change in leadership on a company's strategy.

  To study the impact of change in leadership style on organizational culture.


  Page No.
Introduction   1
Background   2
Carly Fiorina   4
Mark Hurd   8
Exhibits 12


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