BUSINESSWEEK ONLINE : FEBRUARY 19, 2001 ISSUE
COVER STORY

Carly to HP: Snap to It


Even before she took charge at HP in mid-1999, Fiorina had formulated a three-phase plan for returning the company to its former glory. Some highlights:

PHASE I, 1999: Prepare the ground

SPREAD THE GOSPEL
Held ''Coffee with Carly'' sessions in 20 countries to boost morale. Convinced top lieutenants that HP needs to match the growth of rivals.

ONE IMAGE
Merged HP's fragmented ad effort under one all-encompassing ''Invent'' campaign.

SPARK INNOVATION
Reoriented HP's R&D lab away from incremental product improvements and toward big-bang projects such as nanotechnology for making superpowerful chips.


PHASE II, 2000: Improve growth and profits in core businesses

CONSOLIDATE
Folded HP's 83 product divisions into four units: two product development units that work with two sales and marketing groups--one aimed at consumers, the other corporations.

SET STRATEGY
Created a nine-person Strategy Council to allocate resources to the best opportunities rather than leaving strategy to product chieftains.

WHACK COSTS
Lower expenses by $1 billion by revamping internal processes to tap the power of the Web.


PHASE III, 2001 AND BEYOND: Build new markets

TRIGGER NEW PRODUCT CATEGORIES
Establish cross-company initiatives to develop altogether new Net-related businesses.

WOO CUSTOMERS
Offer soup-to-nuts solutions for customers by creating teams from across HP that sell to major accounts.

GOOD CORPORATE CITIZEN
Use HP's resources to create subsidized or low-cost computer centers and services to make the Net available to everyone.



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RELATED ITEMS
The Radical

COVER IMAGE: The Radical

CHART: HP Stock Price

GRAPHIC: HP the Fiorina Way

TABLE: Carly to HP: Snap to It

ONLINE EXTRA: Q&A with Carly Fiorina

ONLINE EXTRA: HP Sees the Future--and It's Printing

VIDEO: Q&A Carly Fiorina and BW's Steve Shepard





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