A fast turnaround at Hewlett‐Packard: Quick, easy wins or long‐term promise?

Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

The paper examines the events that have taken place since Mark Hurd took over as CEO of Hewlett‐Packard in which he has managed to raise the share price in just 18 months. Hurd's approach of decentralizing the sales force and putting significant investment into training, field hiring, and customer‐facing resources has led to the turnaround.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2007), "A fast turnaround at Hewlett‐Packard: Quick, easy wins or long‐term promise?", Strategic Direction, Vol. 23 No. 2, pp. 25-27. https://doi.org/10.1108/02580540710724474