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Case Folio Magazine:
Reorganizing HP
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The case discusses the problems faced by HP during the mid-1990s because of its highly decentralized organizational structure. The case is designed to facilitate a critical analysis of the changes that occurred in the organizational structure over the years, as the company increased its size of operations, product portfolio and geographical reach. The case also analyzes the aggressive management reorganization plan implemented by CEO Carly Fiorina and its effect on the company.

In the mid-1990s, global computer major HP1 was facing major challenges in an increasingly competitive market. In 1998, while HP's revenues grew by just 3%, competitor Dell's rose by 38%. HP's share price had remained more or less stagnant, while competitor IBM's share price had increased by 65% during 1998. Analysts said HP's culture, which emphasized teamwork and respect for co-workers, had over the years translated into a consensus-style culture that was proving to be a sharp disadvantage in the fast growing Internet business era. Analysts felt that instead of Lewis Platt, HP needed a new leader to cope with the rapidly changing industry trends.

Responding to these concerns, the HP board appointed Carleton S Fiorina2 in July 1999 as the CEO of the company. Revenues grew by 15% for the financial year ended October 2000 (Refer Exhibit I), prompting industry watchers to say that Fiorina seemed all set to put HP's troubles behind for good. However, for the quarter ended January 31, 2001, net profits were well below the stock market expectations. There was more bad news from the company. In late January 2001, after forcing a five-day vacation on the employees and putting off wage hikes for three months in December 2000, HP laid off 1,700 marketing employees. By early February 2001, HP's share price fell 18.9% from $45 in July 1999 to $36.

In April 2001, citing a slowdown in consumer spending, Fiorina announced that HP's revenues would decrease by 2% to 4% for the quarter ending April 30, 2001. She also said that HP would in all likelihood show no growth for the next two quarters. Many analysts and competitors were surprised at this announcement.

 
 

Decentralized organizational structure, critical analysis, geographical reach, management reorganization, Internet business, operations, product portfolio, competitive market, teamwork, industry trends, stock market expectations, marketing employees, announcement, co-workers.