HRM / OB Case Study

Reinventing HP with Mark Hurd

OR

Abstract:
This case study was written to highlight the concept of personality determinants from the chapter Personality and Values in Organisational Behaviour course, through the instance of Mark Hurd of HP. Mark Hurd (Hurd) took charge of Hewlett Packard (HP) in April 2005, replacing the ousted Carleton Fiorina. HP was looking for a solid and staid personality in Hurd. He was expected to take the company forward by bringing back lost market share in products and services, and help the various business units realise their high potential. The case study focuses on the mandate given to Hurd by the board to steer the sprawling computer and printer company towards a more profitable and high-growth road. Can the strategies used by Hurd help HP overcome the fallout of the $24 billion Compaq merger and restructure itself to substantially improve bottom lines? The case details HP under Fiorina, impact of the disastrous Compaq deal, the advent of Mark Hurd and the restructuring that was put in place. It discusses the changes introduced by Hurd, the reorganisation of different units and the effect on the company’s financial performance.

Pedagogical Objectives:

• To analyse the factors which shape a person’s personality
• To analyse the reasons for HP ousting Fiorina and bringing in Mark Hurd
• To evaluate Mark Hurd’s strategic plan for the future and its viability.

Keywords :  Hewlett Packard, Restructuring / Turnaround Strategies Case Study, Mark Hurd, Carly Fiorina, Compaq, Market leadership, Printing & Imaging, IT Services, Dell, Management Strategy, UNIX, IBM, Merger, Personal Systems Group, Offshoring, Decentralise, Organizational Behavior, OB, Organizational Behavior case study, Motivation Case Study, MBA, MBA Program, Course Mapping, Leadership Theories, Leadership Styles, Leadership Skills, Determinants of Leadership