Carly was hired at HP because it was struggling. Revenues were down, quarterly earnings were missed, innovation lagged and growth stagnated. HP, once the leader in Silicon Valley, was clinging to the status quo and failing to embrace the new tech era.The results of Carly’s transformational leadership? HP revenues doubled to more than $80 billion, innovation tripled to 15 patents per day, the growth rate more than quadrupled 6.5 percent and we grew to become the 11th largest company in the country. Carly did what she was brought in to do: turn the company around make it successful again. Not only did she save the company from the dire straits it was in, she laid the foundation for HP’s future growth.Critics often claim was fired at HP because she was unsuccessful. As a member of the board, I can tell you this is not true. In truth, it was the Board I was a part of that was ineffective and dysfunctional. The HP board of directors included family members of the founders. Carly worked with the hand she was dealt as best as one could. While Carly fought to save the company and the employees within, some board members fought for their own power or advancement. You see, some board members wanted to micro-manage the company, hand picking friends and allies to run divisions. This is no way to run a global company and Carly had the strength of character and courage of conviction to stand up to it and ultimately she lost her job because of it.
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