HP's New CEO, Mark Hurd: The New Imperatives



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Code :LDS0010

Year :
2005

Industry :Engineering, Electrical and Electronics

Region : USA

Teaching Note: Available

Structured Assignment : Available

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Abstract: The celebrity CEO (chief executive officer) of $80 billion Hewlett-Packard Company, Carlton S. Fiorina, was asked to resign from the helm, in February 2005, after a disagreement over the implementation of strategy at HP. Following the ousting of Fiorina, the CEO search ended with the appointment of Mark Hurd after seven weeks. It is widely acknowledged that what HP needs is a turnaround strategy as outlined by Jack Welch for GE or Louis V Gerstner for IBM. Many eyebrows were raised over the appointment of Hurd who was from a small time $6 billion tech company called NCR. It is believed that putting the company back on track would be a Herculean task for anyone, let alone Mark Hurd.

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Pedagogical Objectives:

  • To discuss the various challenges faced by the new CEO Mark Hurd after the ouster of Carlton S. Fiorina.

    Keywords :Hewlett-Packard (HP) Company, Carlton S Fiorina, Mark Hurd, Corporate strategy, Leadership Case Study, Computer industry, Hardware industry, Appointment of new CEO (chief executive officer), The HP way, Corporate restructuring, HP and Compaq merger

    Contents :
    » HP under Carly Fiorina
    » The Initial Benefits and Challenges of the Merger
    » The New CEO – Board’s Expectations
    » Mark Hurd – The Impending Challenges


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