Hewlett Packard is now run by a woman CEO, Carleton S. “Carly” Fiorina, who since she started 18 months ago, has “pushed the company to the limit to recapture the form that made it a management icon for six decades,” says the article “The Radical: Carly Fiorina’s Bold Management Experiment at HP.” Before Fiorina came along, HP has a decentralized approach honed throughout HP’s 64 year history. It was “a collection of 83 independently run units, each focused on a product such as scanners or security software.” Also, before Fiorina arrived, “each product division has it’s own financial reporting system.”
There were some problems caused by this old structure. In recent years under this old structure, HP has been said to be in a “slow-growth funk.” By not changing much about the company in so long, growth has not changed much either. Another problem with HP is that is has
Another change made by Fiorina is her so far three cross-company initiatives. One is a digital imaging effort to “make photos, drawings, and videos as easy to create, store, and send as e-mail.” Another deals with commercial printing and aims to “capture business that now goes to offset presses.” The third is a wireless services effort which might end up “turning a wristwatch into a full function Net device that tracks the wearer’s heart rate and transmits that info to a hospital.” Fiorina says “All great technology companies got great by seeing trends and getting there first--and they’re always misunderstood initially. We think we see where the market is going and that we’re pretty perfectly positioned.” Fiorina seems to be very confident in herself and in her new ideas for HP.
Fiorina has mad a lot of changes in HP. As for the 83 independently run units, she has now collapsed them into f
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