HP CEO †Carly Fiorina Essay

When Carly Fiorina joined HP as a CEO in 1998, the order was fixn by many another(prenominal) as a waning dinosaur deserving $50 billion because it had disappointed Wall street for almost ix quarters straight and had also neglected the internet revolution. But the era when she was fired in 2005, the company was 11th largest company in the States and had an annual dollar sales of $80 billion. In 2000, under the leaders of Carly, the spoiledgest merger in the history of com strayer industry tool posterior when HP bought Compaq for $24 billion. First she wanted to buy the Price weewee house Coopers provided failed to pull off the deal.The company became more darling then IBM and beat Dell in the run also when later the merger the company won a 10 year drive from Procter and Gamble to provide computer services (Takahashi, 2005). Fiorina increased HPs consumer base considerably and proved then the company was more than roughly printers. But the stocks fell down as the compan y was caught between the preceding(prenominal) two mentioned companies. In 2000 she also proposed to buy EDS which was rejected but in 2008 HP bided for EDS and yet again we see that Fiorina was on the right strategy.Fiorina came up with the Invent strategy and supported R&D the most but the only thing HP could not do in her time was invent. While she was against protectionism, she was of the view that for the company is competitive because it is found in America and our workers are our assets as they are the best a company could get (Lochhead, 2004). Fiorina made alliances in Hollywood even, DreamWorks was HPs client for quiet some time. Fiorina believed that HP with its consumer and enterprise business should furnish to customers like DreamWorks with back end tools and customer deals.The company saw many ups and downs in the reign of Fiorina. The company was seen to be declining when Fiorina took over. Although the merger was quite successful, the senesce was yet skeptic as fo r them growth was more important than terms cutting. The companys falling stock prices showed that the company is not excelling forward as the shareholders expected it to be. The company made a very big close at the time of the merger as many were against it. afterward the Merger HP also came up with its own line of cornerstone entertainment products like TVs and theatre systems.Though we see that the time it came out with these products, it was struggling and it turned out to be a diversion for the company instead of a new birth (Vries, 2005). In my view the strategies adopted by her were not short term if the instrument panel had waited another two years they would have seen the same results. The basis were put by Carly and one example of that is that HP brought EDS in 2008 when it was proposed by Carly eight years ago. If HP has beaten Dell today, it is due to the decision taken by Fiorina to acquire Compaq.She wanted HP to be a service provider in as many technological pa lm as possible and this is what we see today. When HP acquired Compaq, it cut down be by nearly $3. 5 billion. The company had solid earnings, at a time when rivals like Sun Microsystems were barely able to keep up the business (Takahashi, 2005). For Carly Fiorina, it was a dream come true. HP was a company of engineers and she was a marketer. It was deprived of marketing dexterity. Here is when Fiorina comes up and positions the company as one of the coolest gadget makers of its time.In her time spent at HP, Fiorinas biggest attainment was the acquisition of Compaq. For Fiorina, if HP had to beat IBM and DELL, it required scope and scale. HP got two when it bought Compaq. As far as Failures are concerned, I think her biggest misadventure was that she could not convince her board that her decisions were for the betterment of the company. Some of the board members who she take were against her in the end. She failed to put through their heads that she sees the company as a behe moth in the industry in a few year quantify and that they need to be patient.