Word: fiorina
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...like millions of other job applicants, submitted to a personality test. At least 30% of employers--from governments to hospitals, restaurants to law firms, Wal-Mart to DuPont--use a version of the tests in hiring. Even CEOS get tested, which makes sense given their salaries. Carly Fiorina reportedly took a 900-question test before landing the top job at Hewlett-Packard...
Hewlett-Packard is in transition mode--and not just because former CEO Carly Fiorina was pushed out in February, making way for Mark Hurd, hired April 1. The company is also changing from the bottom up, shifting away from old technologies like monochrome printing toward newer, more lucrative markets like portable photo printing. Coming off a strong second quarter in which profits rose 9.3% from a year earlier, the company is laying off workers--1,900 in the second quarter alone--and refocusing its printing business on the increasingly popular color laser jets; HP has 42% of the market. There...
...list, which indicates that in our view their influence has dramatically increased over the past 12 months. If you were on last year's list but not on this year's, it does not necessarily mean your influence has waned, unless of course you're John Kerry or Carly Fiorina...
...safeguards enacted in its wake. No doubt, corporate boards are flexing more muscle in an effort to improve accountability of all sorts. Former Boeing chief Harry Stonecipher recently lost his job for having an affair with a company employee. Disney's Michael Eisner and Hewlett-Packard's Carly Fiorina lost their posts for poor performance, and AIG directors just forced out the firm's longtime chief, Maurice (Hank) Greenberg (see "Another Titan Takes a Tumble," above), as the company's legal woes mounted. WorldCom's collapse hit directors where it counted: their wallets. Last week 11 former directors agreed...
Those odds got a lot sharper during her burnt-earth campaign to acquire Compaq in 2002. To Fiorina, combining the two plodding PC businesses was the only way to improve profitability and take on the low-cost, direct-sales monster called Dell. To critics, merging two lousy operations had limited appeal. Director Walter Hewlett, a Stanford music professor and son of the co-founder, led a public proxy fight against the deal. Although Fiorina prevailed, the cost was high. Within months, Compaq CEO Michael Capellas, who was supposed to run the computer division, was out the door. Others followed...