Many of the mid-level managers and executives I interviewed reported that she pushed them to deliver on metrics that were not grounded in reality or data and were not really achievable. Many also felt that she needed to check her ego. People found that to be very tacky. Hurd also connected with executives and managers in ways she did not. And Hurd, in contrast to Fiorina, could be seen walking around HP with spreadsheets, constantly keeping people accountable.
He was basically implementing the strategy that Fiorina had put in place — and Fiorina had been a brilliant strategist, putting the company on a footing to compete with the likes of IBM and Sun Microsystems. Despite her charisma and strategic acumen, I believe Fiorina ultimately failed in several ways. Great leaders recognize their own weaknesses. Bush in , and running for president in the election. Fiorina also has served as chair of the nonprofit Good, which donates excess product inventory to charities, and Opportunity International, a Christian organization that helps millions of people around the world fight poverty through micro-finance.
Replays will be available from Feb. PST to March 2 as follows:. Financial analyst replay phone numbers: U. About HP. HP is a technology solutions provider to consumers, businesses and institutions globally. The company's offerings span IT infrastructure, global services, business and home computing, and imaging and printing. For the four fiscal quarters ended Oct. This news release contains forward-looking statements that involve risks, uncertainties and assumptions.
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Her victory in the Compaq merger fight — which required many weeks of grueling meetings and phone calls with shareholders to convince them of the deal's merits — suggest that she has the kind of political skills and work ethic the presidency would demand.
But that's asking the wrong question — like judging Ben Carson's fitness for the presidency based on whether he was a great doctor or just a pretty good one. The real question is whether she can convince voters that she has the best vision for the country's future. Our mission has never been more vital than it is in this moment: to empower through understanding.
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Carly Fiorina's controversial record as CEO, explained. By Timothy B. Reddit Pocket Flipboard Email. HP was a mess when Fiorina took over The reality is that Hewlett-Packard was a deeply troubled company when Fiorina took it over, and she did quite a bit to turn it around. Fiorina wasn't a CEO who made big bets But during the s, the elderly founders became less and less involved in the company Packard ultimately died in , Hewlett in and the company fell on hard times.
And Fiorina biographer George Anders has argued that this led to a dysfunctional corporate culture: It was easy for [employees] to regard HP as nothing more than an endless cookie jar, dispensing whatever resources employees needed to pursue their favorite interests. Fiorina wasn't a great CEO, but she wasn't a failure either Fiorina announced the merger proposal in September , and it soon ran into stiff opposition.
The merger occurred in the midst of the recession, which was particularly brutal for technology companies Hewlett's critique of the deal was simple: Compaq was primarily a PC company, and the PC business was not very profitable. The board that fired Fiorina was deeply dysfunctional Critics have cited Fiorina's firing, which occurred about three years after the merger, as another piece of evidence that she did a poor job running HP, but the firing may be a reflection of HP's dysfunctional board more than problems with Fiorina's leadership.
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