Evaluates the paradox of getting inside a charming leader to spearhead business alternation in a business famous because of its strong legacy and culture. On one side, when confronted with a quickly altering competitive atmosphere, Hewlett Packard, a Plastic Valley icon, was searching to initiate an business transformation. However, it had been a business baked into tradition--using the charming Carly Fiorina needing to have a problem with the tensions between various business components, including company loyalists who opposed a general change in the standard systems, processes, structure, and culture. Also enables discussion from the proper possibilities to Mark Hurd, HP's new CEO.
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