An analysis of HP’s future strategy, post Carly Fiorina
Carly Fiorina's undoing was her inability to capitalise on the 2002 HP-Compaq merger, seen as her bet-the-company move. HP is on shaky ground at the moment because its product portfolio has become too large and diversified to manage, and lacks organisation-wide synergy. The printing and imaging business account for a disproportionate share of the profits, while its enterprise divisions lag. The options that stand before HP's board range from organisational restructuring, to a complete split of the company. Which of the many strategies is eventually adopted depends on the identity that HP decides to create for itself.