University of Southern California
DIVERSITY & MULTICULTURALISM:
Case Discussion
Hewlett-Packard
©2000, Michael A. Mische
MOR 559 – Strategic Renewal: Discussion Questions
University of Southern California
Hewlett-Packard…
1.
In general, drawing from the lecture and your learning and observations from the readings,
what are the most critical barriers in achieving multiculturalism in organizations?
2.
Fiorina could be considered as perhaps the first woman truly breaking the corporate “glass
ceiling”, assuming a CEO position at a major Fortune 500 company. What were/are/will be
some of the key challenges confronting Carly in her new job at HP?
3.
When Fiorina was named as the new CEO of HP in July 1999, she entered a very traditional
company; discuss some of the key problems that were compromising HP’s performance at
this time.
4.
Discuss Fiorina’s leadership style and general managerial attitude and philosophy with
respect to HP’s culture, traditional strategies and historical “ways of doing business”. In
particular:
How does Fiorina’s leadership enable and support change at HP?
Conversely, what are the elements or attributes of Fiorina’s presence and management
style that may inhibit change and cause resistance among HP’s employees?
5.
What elements of diversity and multiculturalism does Fiorina bring in that drive new
strategies for HP and will or may position it for future high performance in the computer
industry? (HINT: consider her versatile experience, outsider/fresh perspective, level of
energy, etc.)
©2000, Michael A. Mische
MOR 559 – Strategic Renewal: Discussion Questions
University of Southern California
Hewlett-Packard…
6.
Upon becoming the new CEO, Carly quickly started taking numerous actions that have had
some radical effects on HP’s businesses, operations, culture and performance. With respect
to the current developments and velocity of the computer industry:
What do you consider the top 3 actions/strategic decisions that do and will position HP
for high performance and industry leadership?
Are there any actions or decisions that you consider to be inhibiting HP’s performance
or not aligned with its strategy?
7.
HP has recently acquired the consulting division of PWC. Discuss the strategic implications,
competitive advantages/disadvantages and potential motivations that led HP to this
decision. As a result of this acquisition, what is the value proposition presented to:
Hewlett-Packard?
HP’s customers?
8.
Compare and contrast the multicultural issues at DaimlerChrysler and Hewlett-Packard as
source of strategic renewal.
9.
Compare the cultural environment at Dell, IBM and HP and relate the characteristics of each
to the companies’ performance, strategies and market position.
10. With respect to our previous discussion on globalization, consider the relationship between
multicultural workforces and an organization’s ability to compete in a global marketspace.
Specifically, relate this relationship to HP’s situation and discuss how its culture and level of
diversity supports or impedes HP’s ability to develop and employ successful global strategies.
©2000, Michael A. Mische
MOR 559 – Strategic Renewal: Discussion Questions