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Hp at a Strategic Crossroad: 2005

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Hp at a Strategic Crossroad: 2005
School of Business The University of Hong Kong
BUSI1007-C Group 4B Term paper on HP case

Name Bian Nan, Allison Cheung Ho Wai, Ken Lam Ka Yuen, Kevin Lee Ka King Liu Han, Eli Zhuang JieJing, Crown Zhou Yi,Shay 2008800028 2008218536 2008106692 2006051025 2008800872 2008802399 2008802351

UID

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Outline
i. General Analysis 1.1 The organizational transformation: An introduction.
How do the major organizational dimensions relate to one another and with external environment in which businesses operate?

1.2 1.3 ii.

The major paradoxes today and HP’s dilemma
What are the major paradoxes & issues facing today’s business?

The difficulties of organizational transformation

HP: Some issues in the process of organizational transformation 2.1 Organizational culture
How relevant is HP’s legacy in today’s competitive technology driven environment? Were the changes initiated buy Fiorina justified?

2.2

Repositioning
How was HP positioned before Fiorina’s arrival? Was she successful in repositioning the company?

2.3 iii. 3.1

Leadership style
What was Fiorina’s leadership style? Was she the right choice for HP?

Conclusion and perspective Justification of the new leadership
Do you think a change In leadership will solve HP’s problems?

3.2

Strategic options open to the new CEO
In your opinion, what are the strategic options open to the new CEO?

3.3

The perspective of HP under the new leadership
Where do you think HP is heading today under the new leadership?

3.4

Some suggestions of HP’s transformation
If you were named the new CEO today, what would you do?

2

The organizational transformation: An introduction The transformation of today’s business organizations has become a very common topic, considering the constant changing nature of economy and market. In this essay, organizational transformation will be the major topic to be discussed, based on the case of “HP at a Strategic Crossroad: 2005”. Firstly, before
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