Restructuring / Turnaround Strategies Case Study

Case Title:

Reinventing Hewlett Packard with Mark Hurd

Abstract:

Hewlett Packard’s new CEO and president, Mark Hurd took charge in April 2005, replacing the ousted Carleton Fiorina. With Hurd HP was looking for a solid, staid personality who would take the company forward by bringing back lost market share in products and services, and drive the various business units to realize their high potential. The mandate given to Hurd by the board was to steer the sprawling computer and printer company into a more profitable and high-growth road. Industry watchers wondered if Hurd’s strategies could overcome the fallout of the $24 billion Compaq merger and help restructure HP 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:

• SWOT Analysis to understand HP’s position in the business world when new CEO Mark Hurd took over
• Evaluate Mark Hurd’s Strategy Plan for the future.

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