The New HP way: Covering strategy with diversity leadership development and decentralization

Abstract

The authors present a case study of how Hezvlett-Packard is changing its culture under the direction of its new chief executive Carly Fiorina. Fiorina says her challenge is "to make sure HP represents the next century rather than the last one." To prepare for the future, company leaders saw the need to create a "New HP Way." Under the new way, all HP employees -but especially managers -must be leaders who generate enthusiasm and respond with extra effort to meet customer needs. They must personally accept responsibility and are encouraged to upgrade their skills and capabilities through ongoing training and development.

Management accounting practices and organizational change aspects in the public sector: contextual/processual approach

“…Regarding coding scheme, Gioia et al (2012) defined the concept as a general way of explaining a phenomenon of theoretical interest. The knowledgeable agents explain their thoughts and actions in the research (Gioia et al , 2012).…”

“…Therefore, dismantling the top-down funnel approach. Fulmer et al (1999) used HP (Hewlett-Packard) model to expound upon the importance of decentralized leadership. The "HP Way" include the following trust and respect for individuals; focus on a high level of achievement and contribution; conducting business with uncompromising integrity; achieving common objectives through teamwork; and encouraging flexibility and innovation (Fulmer et al, 1999).…”

“…Fulmer et al (1999) used HP (Hewlett-Packard) model to expound upon the importance of decentralized leadership. The "HP Way" include the following trust and respect for individuals; focus on a high level of achievement and contribution; conducting business with uncompromising integrity; achieving common objectives through teamwork; and encouraging flexibility and innovation (Fulmer et al, 1999). HP flat hierarchy allows team members to matriculate in a creative process that allows employees to be more educated in the development phase (Fulmer et al, 1999).…”

“…The "HP Way" include the following trust and respect for individuals; focus on a high level of achievement and contribution; conducting business with uncompromising integrity; achieving common objectives through teamwork; and encouraging flexibility and innovation (Fulmer et al, 1999). HP flat hierarchy allows team members to matriculate in a creative process that allows employees to be more educated in the development phase (Fulmer et al, 1999). HP business leadership development (BLD) engaged in a curriculum that operated a real-world context; linked business objectives and company values; segmented customers' needs to executive roles, business models and business life cycles; the CEO and senior leadership sponsored the programs; learning to include global content and delivery; and learning is based on validated competencies for success (Fulmer et al, 1999).…”

“…HP flat hierarchy allows team members to matriculate in a creative process that allows employees to be more educated in the development phase (Fulmer et al, 1999). HP business leadership development (BLD) engaged in a curriculum that operated a real-world context; linked business objectives and company values; segmented customers' needs to executive roles, business models and business life cycles; the CEO and senior leadership sponsored the programs; learning to include global content and delivery; and learning is based on validated competencies for success (Fulmer et al, 1999). Understanding the leadership, culture and decentralization concepts can allow us to proceed to the contextual manufacturing progression of organizational leadership in the late 1980s and 1990s.…”