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The case study discusses the problems faced by Hewlett Packard during the mid 1990s due to its highly decentralised organisational structure. The case also analyses the aggressive management reorganisation plan implemented by CEO, Carly Fiorina, and its effect on the company. The case is designed to help students critically analyse the changes that occurred in the organisational structure of a multinational company like HP over the years, as the company increased its size of operations, product portfolio and geographical reach. Students should essentially develop a general understanding of the following: (1) the need to alter an organisational structure to facilitate growth, co-ordination and control; (2) the structural implications of every change in a firm''s structure and the impact of these changes on human resources; (3) the complexities involved in revamping a large multinational corporation; and (4) the possible pitfalls in implementing radical changes in a large and successful multinational company with a strong culture and traditions. The case is intended for MBA/PGDBM level students as a part of the human resource management/organisational behaviour curriculum.