Word: hewlett-packard
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...last place Carly Fiorina expected to be last Wednesday was home. A hard-driving, jet-setting business titan, the CEO of Hewlett-Packard had a packed calendar that week, including a meeting with President Bush. She had recently returned from the World Economic Forum in Switzerland, where she always loomed large, even at an event stuffed with corporate Pooh-Bahs and heads of state. Now, holed up in her Los Altos Hills, Calif., home and protected by three security guards, she fielded e-mails from well-wishers and contemplated her next career move--just like so many other cashiered Silicon...
...consummate celebrity CEO--right up until her final moment. Just a few weeks ago, the Hewlett-Packard board rapped her on the wrist for the company's dismal performance and ordered her to give some control of HP's four key divisions to line executives. Outwardly, her ever-confident manner gave no hint of the humiliating demotion, even after the reorganization leaked to the press. But charisma and confidence can go only so far. On Feb. 6, board members held an emergency meeting at an O'Hare Airport hotel. The next day they asked her to step down...
...seven of the nine mergers valued at more than $50 billion, the acquirer's share price is down an average of 46% from premerger levels, according to FactSet Mergerstat, a research firm in Santa Monica, Calif. Maybe you already knew that if you're a longtime owner of Hewlett-Packard, whose stock has flatlined since the company acquired Compaq in 2002. AOL's merger with Time Warner (parent company of TIME) may have set a new standard of paired futility, erasing some 80% of the merged company's stock value. After the hype subsides, more often than not, investors wind...
...chosen in 2002 as Harvard’s primary vendor of personal computers and laptops after a bid process that included IBM, Hewlett-Packard and Dell. In the end, it was determined that, “IBM offered very competitive pricing, an ongoing pricing methodology that supported our goals, strong service and support, and dedicated commitment to product research and development,” Moriarty wrote in a 2002 press release...
...they had to do was figure out what to do with it. Hewlett-Packard wasn't interested in the project, so Crilly and Conley went out and started their own company. They raised around $65 million in venture capital, most of which they burned through pretty quickly. They sold a few hundred Little Joes, but not nearly as many as they needed to sell. Stalter came on board in October of last year. A fast-talking veteran of the high-tech scene, he specializes in taking over companies that have lost their way. Stalter's job: to figure out what...