Perfect Enough: Carly Fiorina and the Reinvention of Hewlett Packard
| Author | : | |
| Rating | : | 4.29 (900 Votes) |
| Asin | : | 1591840031 |
| Format Type | : | paperback |
| Number of Pages | : | 288 Pages |
| Publish Date | : | 0000-00-00 |
| Language | : | English |
DESCRIPTION:
. In 1998 he wrote a major front-page article for The Wall Street Journal focusing on the Packard Foundation. George Anders is a senior editor at Fast Company magazine, where he earned praise for a feature on Carly Fiorina's rise to power. He is the author of the bestseller Merchants of Debt
For months Fiorina and Hewlett battled in the boardroom, in the media, and, ultimately, in court. They couldn't stop until one side destroyed the other. Recruited in 1999 to run Hewlett-Packard, the legendary company that helped invent Silicon Valley, she promised big changes from the moment she arrived. Yet for twenty years, she had consistently won over those who doubted her. No wonder the purists hated her. And at HP she believed she could connect two hostile cultures, remaking the high-tech pioneer while staying true to the HP way, the old-fashioned values of company founders Bill Hewlett and David Packard. She was a marketing whiz at a company that worshipped engineers, an instant celebrity in a culture that
Two Stars Incredibly biased, stopped reading it short of mid way thru.. NOT Perfect Enough A Customer This unevenly written book reads like yet another vehicle for Fiorina's ongoing self-promotion efforts. After a skewed retelling of the 60 year history of leadership at HP, fully 25% of the book is consumed by a blow-by-blow account of the cat-fight leading up . The old order changeth yeilding place to new A Customer It is hard not be seduced (given today's brutal business environment) into a romantic and nostalgic version of company loyalty and employee loyalty. I grew up dreaming of the HP Way - it seemed such a cool place to be part of. Perfection, innovation, doing it r
. Carly Fiorina, who'd been appointed HP's CEO two years earlier, had convinced most of the directors that the merger was necessary in order for the firm to remain competitive. Chapters on HP's history, intended to provide a backdrop to Fiorina's fight to establish herself, overwhelm her story and reduce it to part of a recurring cycle of boardroom turbulence. He drummed up support and turned the vote over the merger into a test of Fiorina's leadership. Anders, a Fast Company editor, uses this battle as the centerpiece of his account, but the book's subtitle is largely a misnomer. But Walter Hewlett, son of one of the company's founders, came to believe the move was against everything the "HP Way" stood for.