However, under Fiorina,s leadership, HP struggled as the world’s second-largest computer company. Although revenue climbed steadily under her leadership, profits did not. Nor did the stock price—an investor who bought HP stock the day Fiorina was hired would have seen 55 percent of the investment vanish by the time she was fired. Her acquisition of Compaq in 2002, which Walter Hewlett (son of the company’s cofounder and one of HP’s largest share-holders) was adamantly against, never paid off as promised.
As a result of these struggles, the HP board tried to find a way to limit Fiorina’s powers and give more authority to other executives. A month before her firing, Fiorina was told point-blank by three board members that she had to change her style. She adamantly refused. A month later, when informed of the board’s decision to fire her, Fiorina was “stunned.”
- Jimmy HoLv 41 0 年前最佳解答
然而, 在費奧麗娜的領導之下, 身為全球第二大的電腦公司 - 惠普顯得步履蹣跚. 儘管在她的領導下, 營業額穩定成長, 但獲利就不是那麼回事了. 更別提股價了 - 在費奧麗娜上任當日買惠普股票的投資者, 若在費奧麗娜遭開除那日賣出, 則會損失55%. 她在2002年併購康柏時, 曾遭遇惠普共同創辦人之子, 同時也是惠普的最大股東 Walter Hewlett大力反對, 而此併購案也未如當初所承諾般地成功.
這一連串的事件使得惠普的董事會想方設法要箝制費奧麗娜的權力, 並轉而給其他的高階管理人員更多的權力. 在她被開除的前一個月, 三個董事會成員直接了當的告訴費奧麗娜, 她必須改變她的行事風格. 她則是悍然拒絕. 一個月之後, 當董事會告知要開除她時, 她大為震驚.