When Mark Hurd took over the responsibilities as CEO of Hewlett-Packard(HP), the California-based maker of printers and computers in 2005, the company was in the midst of the largest crisis in its history. HP was faced with seemingly insurmountable financial and strategic obstacles,employed a completely demoralized workforce, and was saddled with aboard of directors rife with political battles (the result of which was a highly publicized corporate spying scandal in 2006). Doesn’t that sound like a job everyone would want? Fortunately for HP, Mark Hurd was just the kind of leader it needed at the time. In the span of two years, Hurd, through the smart use of power and influence, turned HP around to take its place as the largest technology company in the world with $92 billion in sales.Part of Hurd’s mystique as a leader is that he is the complete opposite ofthe CEO who preceded him: Carleton (“Carly”) Fiorina. Dismissed three months prior to Hurd’s arrival by the board of directors, Fiorina was known as a very smooth, polished, out-in-front CEO who enjoyed the limelight.However, she was also more of a top-down, power-conscious leader who attempted to change a deeply instilled culture within HP by setting a vision that employees came to resent and resist. In fact, Hurd became known asthe “Un-Carly,” as he took on the role of coach in opposition to Fiorina’s quarter backing. He took a decidedly different approach to leadership and used his power and influence in ways that better fit the culture of the company he took over. Company insiders state that Hurd is “low-key, self-effacing, and a bread-and-butter business guy.” Using more personal forms of power and “softer” methods of influence to lead, Hurd was able tobuild commitment among employees and investors. He didn’t walk in the door with set ideas and a grandiose vision for the organization. In fact, Hurd changed nothing when he first arrived—the CEO’s office remained exactly the way it was when Fiorina left. Moreover, to this day, Hurd refuses to pose for pictures that will place him on the cover of magazines by himself. Hurd came to HP from NCR, the California-based manufacturer of retail and financial technology, a position that afforded him “outsider” status atHP. Hurd therefore made it a point to consult with his employees to formulate a plan for HP’s future. He encouraged employees to contact him directly with ideas, receiving over 5,000 e-mails. Using his own areas of expertise and supplying rational arguments to help drive decisions, he generated a level of commitment among his workforce that hadn’t been seen in years. Hurd also made a point of visiting and collecting information from all areas of the company while maintaining an open mind. Explained Hurd, “I never like people to think I’m interviewing them. I either want tobring them towards the view I’ve formed, or better, yet, have them argue me down.”Hurd also did his best to tear down some of the uncertainty that had……..
11.1 Describe the sources of power that are available to Hurd How does this compare wit the previous CEO?
11.2 consider the various influence tactics used by Hurd. Why was his approach so effective?