HP's Compaq Acquisition (D)

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Case Details:

Case Code : BSTA023
Case Length : 11 Pages
Period : 2000 - 2005
Organization : Hewlett Packard, Compaq
Pub Date : 2005
Teaching Note :Not Available
Countries : USA
Industry : Information Technology

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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.

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Continuing Slide

Ever since its founding in a Palo Alto garage 66 years ago, HP had represented a spirit of entrepreneurialism that had to come to represent Silicon Valley. The company's engineering-driven culture valued teamwork and rewarded ideas and inventions. But unlike many other Silicon Valley companies, which had a hire and fire culture, HP was also a people-oriented organization.

Fiorina had battled HP's culture from the day she arrived. She had restructured HP's 80-plus autonomous business units into a more centralized, four-division giant...

The Road Ahead

Fiorina's departure provoked mixed feelings from employees. As the board stated its determination to stick with Fiorina's broad-based strategy, some employees felt sorrow at her departure. For others, "it was a shock, then it was a party."commented one employee, then an e-mail began making the rounds : "Dingdong, the witch is dead."Following Fiorina's resignation, HP's board was on the hunt for her replacement. Reports indicated that they were looking for a CEO, experienced in operations, who could save HP, much the way Louis Gerstner had lifted a ailing IBM in 1993...


Exhibit 1: HP Under Fiorina
Exhibit 2: HP's Stock
Exhibit 3: HP's Options
Exhibit 4: HP - Select Financial Data
Exhibit 5: HP - Select Financial Data
Exhibit 6: HP - Select Financial Data


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