個案總覽

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

An abstract is not available for this product.

Supplements the (A) case, 906034.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organisations in which the founding families still have a large financial and emotional stake.

This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organisations in which the founding families still have a large financial and emotional stake.

This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organisations in which the founding families still have a large financial and emotional stake.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

An abstract is not available for this product.

Supplements the (A) case.

The B-case of this three part series shows how performance lagged behind expectations. Women dropped out of the scheme, sales decreased during the harvest season, and the system risked losing momentum. HLL needed to decide whether to wait for the system to eventually take off, or to implement changes to the complex system of interdependent variables and players. This case shows how a mere innovation, as outlined in the A-case, is insufficient to create a sustainable model. Learning, facing reality, and giving the system time to evolve are key success factors.