Carly Fiorina Research Paper

Carly Fiorina was a star. Her previous jobs at AT&T and Lucent made her into one of the highest profiled people in the industry. She made AT&T and Lucent a household name and HP was look at her to help them success even more. As the CEO of Hewett Packard (HP) between1999 and 2005, there was a lot of issues with her leadership ability and her ego. She was supposed to have a good strategy to make a mid-level company become a great industry leader. At her tenure at HP, she had two big strategic flops which put the corporate culture on a downslide. Carly Fiorina’s background started out simple. She was hired at AT&T as a manager trainee at the age of 25. As she moved up the corporate ladder at AT&T, she took an interested in the Network Communication division of AT&T. At the age of 35, she became the division first female officer. In five years after that, she became head of North America Sales combining new technology …show more content…
There were many situations that went against the corporate culture of HP. The company is full of engineers, number crunchers which also was a male dominated culture and there was Carly putting in special appearance on the lecture circuit and jetting off in private planes. She portrayed herself as a glamorous CEO to the world. She was cocky and egotistical but putting up her portrait up by the founder William Hewitt and David Packard. She would say she is reading the “the HP way” a book wrote by David Packard and carry around the book like it was a bible. The heart of the HP Way is the notion of trust–and the ultimate manifestation of that trust is in open communication from the top of the firm to the bottom. And this is where Carly has failed as the CEO of Hewlett-Packard. She would spend money like it was going out style. She would give herself outrageous bonus. She would hand out noise maker to the employee to use when she took the stage for company events. Her big ego was not the HP