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Reference no. 306-005-1
Prize winner
Published by:
Asia Case Research Centre, The University of Hong Kong (2006)
23 pages
Data source:
Published sources
The case examines the paradox of bringing in a charismatic leader to spearhead organisational change in a company renowned for its strong legacy and culture. On one hand, in the face of a rapidly changing competitive environment, Hewlett-Packard Company (HP), a Silicon Valley icon, was looking to initiate organisational transformation. On the other hand, it was a company embedded in tradition - with the charismatic Carly Fiorina having to struggle with the tensions between various organisational components, including company loyalists who opposed a change in the traditional systems, processes, structure and culture. With Fiorina's ouster, the case also opens for discussion the strategic options available to Mark Hurd, HP's new Chief Executive Officer.
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