Capstone II HP Final 1
Capstone II HP Final 1
Hewlett Packard
Kayla Ramon
Hewlett Packard
Dr. Flores
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Hewlett Packard
Abstract
Hewitt Packard was a fast-growing company in which many trial and errors had to occur
in order to become as successful as it is in present day. The company was lead by a series
of CEO’s in which their personal touch and perspective made an impact on HP. A series
of problematic events occurred but the way the situations were handled were based on the
moral of the leaders. In a company as innovative as HP, a leader must be able to make
effective decision making and represent the company’s fundamental objectives. One is
not only in charge of the company but is the brand of the company. Innovation,
Hewlett-Packard also known as HP was first introduced in 1939 with their first
product of an audio oscillator which sold to Walt Disney Studios, Accelerating the
current date, HP offers worldwide IT, technology, software, and services. They now carry
a wide range of products such as cameras, printers and computers, becoming the world’s
largest technology vendor by sales in 2006 and by 2008 the largest worldwide seller of
personal computers, Paroutis, S., Mckeown, M., & Collinson, S. (2013). Building castles
from sand: Unlocking CEO mythopoetically behavior in Hewlett Packard from 1978 to
2005 . Though HP has been around for many years, there has been issues in the structure
of the company and has suffered its consequences various times. HP has been known to
be on the board of dysfunction for their questionable strategic and personnel decisions.
The company has gone through various CEO’s which might had affected the
prioritization of the company’s objectives and morals. Many of the CEO’s were not well
qualified for the position but managed to be successful. There is a relationship between
leadership style and decision-making effectiveness varying between the different CEO’s.
With various CEO’s HP has made various changes within the company but have
managed to stay within the core objectives. HP first set of core objectives were to include
this and striving to be an economic, intellectual and social asset to each country and
Excellence. Those who are in the position of HP senior executives have the duty to assure
the organization implements the business practice. The company wanted to assure they
were able to be transparent and ethical while conducting business but without
compromising their integrity in which it has helped them to create partnerships with other
education, environment and privacy and they supported this through public policy
John Young was CEO for 15 years in which he went took the HP through the
most fundamental changes. During his time as CEO the company went through the
struggle of cost and quality due to competition which was causing quality problems due
to the items being made in a rush. Young decided that the problem could be fixed during
the design stage, Paroutis, S., Mckeown, M., & Collinson, S. (2013). Building castles
from sand: Unlocking CEO mythopoetically behavior in Hewlett Packard from 1978 to
process was known as Total Quality Control in which it was implemented to improve the
process. By utilizing this practice, it was meant to improve customer satisfaction with
both quality and price advantage as well as product and services. In order for changes like
this to function within the organization the leader must be able to communicate and
include the workers not only those in the leadership roles. One of the changes that
Dynamics, 30(1), 77-86. CEO Young communicated to the employees how important it
was to for the products to be of quality because it would lead the pack in innovation and
quality to various audiences. Due to his good leadership, by 1992 the quality movement
at HP helped them survived the midlife crisis in which the problem was quality.
When outside recruit Carly Fiorina became CEO, she was quick to jump into her
beliefs of HP and assuring the HP board knew her thoughts. Though she was very direct,
she kept the initial objectives of HP into consideration. Young took the company through
the fundamentals of change and Fiorina took charge in assuring the company would make
a great transition into the 21st century. Her emphasis was in reinventing the company in
several areas because she felt as if they could achieve and contribute more. Fiorina’s
externally stating “We must preserve the best, and reinvent the rest,” Rivas, Rio, Gobeli,
David, Accelerating innovation at Hewlett Packard, (2005). As a leader, it was in the way
she presented the ideas that would make the employees level of effort exceed.
Though the company had good objectives there were scandals in which occurred
and over shadowed the good of the company. The company began to have problems with
sustainably due to the lack of a long-term share vision and commitment. The various
department of the organization weren’t aligned with the corporate or business goals. In
order address the issues, CEO Carly Fiorina who had the position from 1999-2005,
brought up and idea that there was a need to group personnel at the corporate level with
those in social, and environmental responsibility functions, by doing this they had a better
the regions HP had business with. This group became official in May of 2002 known as
the CSER, Corporate, Social, and Environmental Responsibly group. Fiorina merged the
group to the organization to ensure the goal of sustainably and would be now be a part of
the business process. This group helped the business due to their communication among
all department. They held meetings and strategic planning with HP’s Senior Executives,
Corporate Affairs and the HP’s global business groups. When this type of leadership
occurs, the chance of better practice and strategies are at higher probability of
succeeding.
financial viability and success in the 21st century, Preston, L. (2001). Sustainability at
Customers were looking for sustainability in business practice while shareholders are
environmental sustainability and some of the concerns that had been brought up were
based on pollution control and prevention. Shareholders had an increase in cost savings
due to HP implementing waste and energy projects which saved them over millions of
dollars. When CEO, Clary Fiorina took this into consideration and made a change, as a
leader she took advantage and did a great job at benefiting both the company and the
consumers. This enhanced the image of the brand because consumers prefer to buy
products form those who are responsible with their business practice. Being
environmentally friendly would boost the company’s sales while creating a marketing
opportunity because not only did she show her consumers that HP was eco friendly but
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Hewlett Packard
that they could adapt to change, in this instance they created energy efficient printers. The
decision making that Fiorina was making was up to date still following the objectives that
Young had a great way in foreseeing future problems and working those issues
ahead of time. Young’s employees appreciated this from their leader. Young practiced
the traditional ways of HP with the attitude to trust and understanding. Unlike Young,
Fiorina was quick to legitimate her strategic discourse with personal authority but at the
same time wasn’t to sure if others were accepting of her ways. She was the type of leader
in which she would want her authority to be know but as well would should conformity
with the employees in assuring it was a team effort. She wasn’t liked by all due to her
quickness, but others admired the changes she made to the company, Paroutis, S.,
Mckeown, M., & Collinson, S. (2013). Building castles from sand: Unlocking CEO
mythopoetically behavior in Hewlett Packard from 1978 to 2005, Table 4. Based on the
research of HP, the way a CEO’s addresses the decisions that had been made, it will
influence how people inside or outside the company react to the changes. Though CEO’s
won’t ever be the same, it is important that the fundamental objectives of the company
continue to be practiced for the brand to maintain their reputation. If the issues that were
presented hadn’t been addressed by the leaders, and communicated properly, the
company wouldn’t had been successful. They took various factors into consideration such
company what employees looked for was employee engagement, accountably and reward
for success, collaboration or success and decision-making speed and effectiveness, Peery,
M. (2012). Creating Change Ahead of the Curve How AI Summits Transformed the
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Hewlett Packard
Culture of Hewlett Packard's Imaging and Printing Group. AI Practitioner, 14(2), 46-50.
A leader must know how to balance managing a company and leading it toward the right
direction while respecting their employees, and the morals in which the company stands
for.
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Hewlett Packard
REFERENCE:
Paroutis, S., Mckeown, M., & Collinson, S. (2013). Building castles from sand:
Unlocking CEO mythopoetical behavior in Hewlett Packard from 1978 to 2005