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Published by:
Stanford Business School (2011)
11 October 2011
11 pages
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Hewlett-Packard has faced numerous leadership and strategic changes over the last twelve years. It has also been involved in more than its fair share of controversies. Are these signs of governance failure at the board level? This case is part of the Stanford Graduate School of Business free case collection (visit for more information on the collection).


CEO succession planning; Board of directors decision making; Corporate governance; Strategy and risk
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