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Speculates that Hewlett-Packard Co. may resort to a breakup to turn the company around following the dismissal of its chief executive officer, Carly Fiorina. Reasons why HP's businesses would be worth more if split up; Potential impact of spinning off the company's struggling corporate computing businesses; Consideration of several candidates to succeed Fiorina; Challenges facing the company's next CEO; Outlook for HP. INSETS: What Happens To the One-Stop Shop Carly Left Behind?;Who's Next On the Hot Seat?.

Discusses the challenges faced by Hewlett-Packard Co. and its chief executive officer, Carly Fiorina, as the company's acquisition of Compaq in 2002 has not paid off. Reasons why the merger has not proven to be successful; Performance of HP's stock, which has not yet recovered from the effects of the merger; Financial performance of the company; Profile of Fiorina and her career; Assessment of the future of HP.

Profiles computer company Hewlett-Packard and its chief executive officer Carleton S. Fiorina. Highlights of the company's fourth quarter performance, which showed a rebound from its biggest quarterly earnings miss in a decade; Concerns of investors regarding the company's PC and server businesses; Focus on HP on its superstar printing business; Efforts by Fiorina to reinvent the company over the past five years; Problems faced by HP; Potential that Fiorina will attempt to strengthen HP's existing businesses through acquisitions; Competition from IBM and Dell; Suggestions as to how to boost the company's value, including sticking to Fiorina's bigger is better strategy and concentrating on improving execution. INSETS: THE PROBLEM HP FACES;HOW TO UNLOCK HP'S VALUE;HOW TO UNLOCK HP'S VALUE.

This article focuses on the purchase of Compaq Computer Corp. by Hewlett-Packard Co.(HP). Carleton S. Fiorina, the chief executive of Hewlett-Packard, has cut $3.5 billion in annual costs. Despite erasing 17,000 jobs since the merger, HP has gained market share in key categories, scored 3,000 new patents and debuted 367 new products. HP has slashed billions in costs by overhauling its data processing operations and its supply chain. In merging its systems with Compaq's, HP erected a single communications network linking more than a quarter of a million computers.

Profiles Carleton S. `Carly' Fiorina, chief executive of Hewlett-Packard Co. Her aggressive management makeover of the computer company; Decline in HP's stock price; Outline of her radical strategies; Competition in the technology business; The benefits and risks of her restructuring plans; Challenges she faces.

Reports that Hewlett-Packard Co. chief executive officer Carly Fiorina is the first woman and the first outsider to lead the computer giant. Formulation of a vision of HP as an Internet company; Jump-starting technological innovations; Corporate culture change. INSETS: MAKING A NEW HP WAY;CARA CARLETON S. FIORINA.

Focuses on the dismissal of Hewlett-Packard (HP) CEO Carly Fiorina. Discussion of the circumstances of Fiorina's dismissal; Report that HP's had poor financial performance under Fiorina; Impact of HP's merger with Compaq on HP's profitability; Profile of Pattie Dunn, HP's chairman, and her role in Fiorina's dismissal; Assessment of the board's decision to dismiss Fiorina.

Discusses the dismissal of Hewlett-Packard (HP) CEO Carly Fiorina. Details of Fiorina's performance as CEO at HP; Impact of criticism of Fiorina's leadership from HP's board of directors; Comments of chairwoman Patricia Dunn on the board's decision to dismiss Fiorina; Details of HP's role in the computer technology industry; Impact of a merger between HP and Compaq; Predictions for HP's future business strategy. INSETS: WHO PUSHED THE BUTTONS?;PITFALLS OF THE CELEBRITY CEO.

Discusses the planned merger of Hewlett-Packard and Compaq Computer. How the deal would create the world's largest personal-computer maker; Risks of the merger; Comments of Hewlett-Packard chief executive officer (CEO) Carly Fiorina and Compaq CEO Michael Capellas; Trends in the computer industry which explain why these companies are seeking to merge; Competition from Dell and IBM; Implications for the industry if the merger succeeds.

This article looks at the progress Hewlett-Packard Co. has made under the reign of Mark V. Hurd since he replaced Carleton S. Fiorina in April. Profits and the price of the stock have risen dramatically since Hurd took over. Hurd has cut costs by reducing the workforce, but he has also brought operational focus to initiatives begun by Fiorina. He has made the laptop and software divisions of the company profitable again and has the company working to increase its share of the higher-margin software and services market.

Profiles Carly Fiorina, who was dismissed as chief executive officer of Hewlett-Packard by its board of directors. Importance of the merger of Hewlett-Packard with Compaq in 2002 on Ms. Fiorina's legacy; Reference to her treatment of Walter Hewlett, the son of one of the company's founders, and others who opposed the merger; Highlights of her six-year tenure at HP; Failure of the merger with Compaq; Speculation about the future of Hewlett-Packard, including breaking up the company.

Describes the dismissal of Hewlett-Packard chief executive officer, Carly Fiorina. Details of her exit from HP, concluding with her official resignation on February 7, 2005; How Fiorina sought advice in December 2004 on making a graceful exit from the company; Reasons for her dismissal, including the company's controversial acquisition of Compaq Computer Corp.; Profile of Fiorina's career with HP. INSET: Days of Promise Days of Pain.

Focuses on Hewlett-Packard Co. (HP) and Compaq Computer Corp., in light of the two computer companies merging. Information on a Boston, Massachusetts meeting with HP chief executive Carleton S. Fiorina and securities analysts; Losses because of the merger; Dependence of HP on printers from printers; Decision of Fiorina to keep both personal computer brands; Plans by HP to cut costs through layoffs; View that HP needs to boosts sales if the merger is to fulfill its real potential; Outlook and challenges. INSET: A POST-MERGER CHECKLIST.

Looks at a number of technology companies that are absent from this year's InfoTech 100 list. Problems at Advanced Micro Devices Inc., according to Chief Executive Officer Hector de J. Ruiz; Fall in profits for China Unicom; Slowdown in online marketplace eBay's growth; Disappointing results for game publishers Electronic Arts; Losses in market share or money for Hewlett-Packard, which ultimately cost Chief Executive Carleton S. Fiorina her job; Fall in earnings for Lexmark International due to softening consumer demand and increasing price competition.

Focuses on the success of Dell Computer Corp. Efforts of Carly Fiorina, former Hewlett-Packard Co. executive, to merge HP with Compaq before being fired; Reasons why Dell is so successful, including a direct-sales model, low component costs, and conservative spending; Competition focused on costs, not products, due to the belief that computers are becoming undifferentiated; Comments from Kevin Rollins, chief executive of Dell Computer Corp., on Dell's business model.

Focuses on fourth-quarter 2003 results for computer company Hewlett-Packard. Financial information, including its doubling of net profits; How Hewlett-Packard achieved its objective of delivering operating profits in its enterprise and personal systems divisions; Comments of its chief executive officer, Carleton "Carly" Fiorina.

The article presents information related to Hewlett-Packard Co. A few weeks after a confident Carleton S. Fiorina, the chief of the company, appeared on the cover of the journal "Forbes," Hewlett-Packard turned in a disappointing quarter that knocked the stock back 10%. This doesn't help Fiorina's plan to overrun the likes of Dell Computer Corp. as she battles International Business Machines Corp. The big culprit was personal computer sales. Dell, by contrast, recently turned in a strong quarter.

Reports on the operating loss posted by Hewlett-Packard Co.'s (HP) Personal-systems division in the third-quarter of 2003. Trouble of the HP unit to compete with Dell Inc. and its efficient, low-cost model for selling computers; Comments of chief executive officer Carleton S. Fiorina about the reasons for the unit's loss; Inability of HP to manage Wall Street expectations; Aggressive pricing in desktops; Need for HP to solve its executive issues to deliver steady results.

Presents an interview with Carly Fiorina, chief executive officer of Hewlett-Packard Co. Thoughts on technological innovation; Basis of a technology recovery; Growth of information technology; Customer requirements.

Reports on the success of Hewlett-Packard Co. chief executive officer Carly Fiorina in improving the financial performance of the computer company.

Focuses on the efforts of Hewlett-Packard (HP) to purchase Indigo, a manufacturer of high-speed digital printers, in light of the merger between HP and Compaq. Plans of HP, behind chief executive officer Carly Fiorina, to use its existing sales force to sell the printers as machines that print on demand and work best when connected to HP computing hardware; Outlook for the success of this strategy.

Presents a letter to Hewlett-Packard chief executive Carly Fiorina concerning the author's experience with the company. Difficulty purchasing an HP Pavilion N5490 notebook computer at a Best Buy store; Criticism of an online warranty offer which had to be purchased through the mail; Opinion that Hewlett Packard needs to focus on improving its customer relations skills before attempting to merge with the computer company Compaq.

Discusses how Walter B. Hewlett and David Woodley Packard oppose the proposed merger between the American computer companies Hewlett Packard (HP) and Compaq. Criticisms of the leadership style of Chief Executive Officer (CEO) Carleton S. 'Carly' Fiorina; Impact of the merger on HP and Compaq stock; Reaction of HP competitors to merger.

This article examines the challenges facing the chairman of Hewlett-Packard (HP) Co., Carly Fiorina, since taking over the computer and printing company in the middle of 1999. Fiorina shocked analysts by raising revenue growth projections for 2001 from an ambitious 15% to 17%. Fiorina sees something analysts and investors don't--and for now, there's no doubt inside. According to Richard According to Hackborn, the board totally supports her. Fiorina argues that the recent earnings surprise will be just a bump in her plans to transform the workaday maker of PCs and printers into a leading light of the Internet. The question, though, is whether the potential rewards from her ambitious plans will materialize quickly enough to give revenues such a boost--and whether HP can keep delivering earnings as it stretches to meet her top-line goals.

The article focuses on Carly Fiorina, the chief executive of Hewlett-Packard (HP). In 2002, she pulled off one of the most controversial mergers ever, of HP and Compaq, over the bitter opposition of Walter Hewlett, a son of one of HP's founders, and despite a cliff-hanging 49% of HP's shareholders voting against it. Her problem ever since has been to justify the beast she thereby created. HP's shares are worth less today than on the day before the merger was announced or on the day it closed. A consensus has emerged in the industry that the new HP, the tech industry's most sprawling conglomerate, has lost its focus and is being squeezed between two formidable rivals with much clearer business models, Dell and IBM. HP announced on August 12th that its profit for the latest quarter, at $846m, was less than a year earlier and far below what Wall Street had been expecting. Ms Fiorina reacted by giving another glimpse of her tough side, firing three top executives on the spot, and stubbornly sticking with her strategy. In each area, it turns out, HP is fighting separate wars against different and fiercely focused competitors--EMC in storage hardware, Veritas in storage software, StorageTek in tape drives, Sun Microsystems in Unix servers, IBM in consulting services, and so on. Steven Milunovich, an influential analyst at Merrill Lynch, argues that Ms Fiorina's best option is to address the "conglomerate discount" in HP's share price--in other words, to break up her company.

The article points out that while many criticized Hewlett-Packard and believe that it is in crisis, the company has overtaken Dell to become the world's foremost supplier of microcomputers. Meanwhile, its former chief executive Carly Fiorina, is promoting her memoirs where she reveals more of the boardroom politics that caused her resignation.

The article presents an interview with Carly Fiorina, former CEO of Hewlett-Packard Co., concerning the company. She states that leaking confidential information is wrong because it destroys trust in the boardroom. Fiorina says that she was surprised by her dismissal at Hewlett-Packard. She believes that it was a good idea for the company to merge with Compaq.

The article presents a blog of a former employee of Hewlett-Packard Co. arguing the claims of Carly Fiorina, former CEO and chairman of the company, that her time at Hewlett-Packard was good. He stated that the company lost its stock price more than 70 percent of its value. In addition, he said that ten of thousands of employees were laid off and did not receive multimillion dollar severance packages.

Focuses on issues related to the Hewlett-Packard Co. (HP). Plan of the company to acquire Peregrine Systems Inc.; Changing of the guard at HP from former Chairman and CEO Carly Fiorina to current CEO and president Mark Hurd; Change by the company, in terms and conditions for its PartnerOne program.

The article focuses on the appointment of Mark Hurd as CEO of Hewlett-Packard Co. With reasonable speed for such matters--less than two months after firing its chief executive, Carly Fiorina--the board of Hewlett-Packard (HP), the world's second-largest computer maker after Dell, has found a new boss. His name, HP announced on March 29th, is Mark Hurd, and his most noticeable characteristic is that he is very unlike his predecessor. Only two years younger than Ms Fiorina, at 48, he has spent his career very differently. For 25 years he grunted his way through various departments at NCR, another (albeit much smaller) hardware maker with a sprawling portfolio of businesses, becoming its chief executive two years ago. Under Ms Fiorina, HP appeared to lose out to both Dell, a leaner, meaner hardware maker, and IBM, a more sophisticated seller of computer services, as well as to consumer-electronics firms with more sex appeal. According to Martin Reynolds, an analyst at Gartner, a technology research firm, Mr Hurd is that kind of "operational CEO "--someone who will not be "jetting around, talking about the world economy" instead of tending to the nuts and bolts. Patricia Dunn, HP's chairman, said the board did not intend to change HP's strategy by splitting the firm's profitable printer business from its struggling computer business, as several analysts and shareholders had been demanding. Rather, she said, the board wanted somebody who would simply execute better. Barring a change in strategy, however, that will be difficult. IBM does well in part because most of its revenues come from services, and Dell because it knows how to take the cost out of making hardware.

Comments on several issues concerning the computer industry in the U.S. as of March 2005. Possible reason behind the decision of Sprint to spin off its exchange carrier industry; Plans of Verizon to deploy its own backup power generators; Controversy behind the severance pay received by Carly Fiorina after being fired from Hewlett-Packard.

Comments on the call for the resignation of Carleton S. Fiorina, as chief executive officer of Hewlett-Packard Co. Executive leadership of Fiorina; Disagreement with the corporate boards regarding the business strategy; Value of severance pay.

Presents letters to the editor referencing articles and topics discussed in previous issues. "Finding the New HP Way," which focused on the resignation of Carly Fiorina as chief executive officer of Hewlett-Packard Co.; "On the Record," which looked at executive compensation in the U.S.; "Sun Takes a Shine to Utility Model," which focused on the utility computing services of Sun Microsystems Inc.

Presents the result of a survey on the effects of Carly Fiorina's ouster as chairman and chief executive officer of Hewlett-Packard Co. on the company's channel sales. Percentage of the respondents who said that Fiorina's ouster will improve the company's channel sales.

Examines the business stature of Hewlett Packard. Announcement of Hewlett-Packard's termination of its chief executive officer, Carly Fiorina; Commentaries on Hewlett-Packard's branding campaign.

Discusses issues being faced by Hewlett-Packard (HP) as they moved to fire CEO Carly Fiorina. Support of Richard Hackborn, former head of the HP printer division and current board member, to Fiorina's strategy to buy Compaq; Details of the strategy that Fiorina set and the board of directors endorsed; Shortcoming of the board of directors of the company.

The article focuses on the need for Hewlett-Packard (HP) to set new skills and strategies to restore its profitability following the resignation of its chief executive officer (CEO) Carly Fiorina. Its new CEO Lew Platt faced the same criticisms such as slow revenue growth charged against Fiorina. The company should select individuals with technology experience and the ability to determine the cost structure and systems. The company's revenue is expected to increase by 8 percent in 2005.

Presents letters to the editor referencing articles and topics discussed in previous issues of the journal "CRN." "Real Values," which was about small business management; "HP Attacks Backlogs," which was about Hewlett-Packard's Government Education and Medical program; "The Final Cut," which tackled the leadership efficiency of HP CEO Carly Fiorina.

The article reports on Hewlett-Packard Co. (HP) World user conference that was held in Chicago, Illinois, and focuses on some of the shortcomings of HP. HP executives, led by chief executive officer Carly Fiorina, face a series of difficult challenges within the company, within the customer base and among powerful competitors looking to gain share in an increasingly uncertain economy. The management departures and reshuffling in the server and storage division that received so much media attention were not major conversation topics among the attendees. HP's push to promote the concept of the adaptive enterprise and utility computing was not top of mind for the attendees. Users at HP World were more concerned with the company's continuing push to Intel Itanium-based servers, supplanting the old Digital Alpha-based and Tandem NonStop systems. There are several issues related to user discontent and expectations that HP's management should adapt into their adaptive enterprise. HP needs to answer charges and give its users a set of tools to build a bridge from the technology infrastructure of the past to the technology requirements of tomorrow.

Reports on the problem encountered by computer company Hewlett-Packard (HP) with its server and storage businesses defying the prediction by analysts following its merger with another computer company, Compaq. Performance of HP against its industry rival Dell in the computer market; Steps taken by HP CEO Carleton Firoina to address the losses by the company in its server and storage businesses; Increase in sales for printer, software and personal computers posted by HP in the third quarter ended July 31, 2004.

The article presents information about Carly Fiorina, chairperson and chief executive officer of Hewlett-Packard Co. For businesspeople and investors, Fiorina is a household name. As the person who engineered the $19 billion merger with Compaq Computer Corp., she was guaranteed star status. After producing $3.5 billion of merger savings after promising $2.5 billion, she emerged stronger and so has her company.

Discusses Hewlett-Packard's (HP) vision for utility computing, called Adaptive Enterprise. Aligning of business technology with business processes; Systems and services vendors' managerial and organizational changes to better deliver the integrated products and services; Projected revenue growth set by HP chairman Carly Fiorina; Integration of HP services and enterprise-systems organizations into a Technology Solutions Group managed by Ann Livermore.

Comments on the front-back structure implemented by Hewlett-Packard Co. chairman and chief executive officer Carleton S. Fiorina in the computer company. Aim of the front-back structure; Disadvantages of the structure; Effects of introducing the front-back structure to the company.

The article analyzes the factors needed for successful merger between Hewlett-Packard Co. and Compaq Computer Corp. in the U.S. According to the companies' chief executive officers (CEOs) Carly Fiorina and Michael Capellas, the success of this move depends on the progress of engineering aspects and not the marketing aspect. It notes that the companies' dedicated employees are hoping that investing in real core innovation of a computer company will be key to industrial improvement.

Reports on statements by U.S. firms Hewlett-Packard Co. and Compaq Computer Corp. on the response of the Federal Trade Commission (FTC) to their merger filings with the Securities and Exchange Commission. Request by the FTC for more information under the Hart-Scott-Rodino Act; Response of Hewlett's chief executive officer Carly Fiorina to arguments against the merger.

Discusses Hewlett-Packard's (HP) planned purchase of the consulting business of accounting firm Pricewaterhouse-Coopers (PWC). Efforts of computer manufacturers to develop their information technology consultancies; Risks inherent in HP's proposed acquisition; Details of HP chief executive Carly Fiorina's strategy for the company's growth.

Forecasts the status of the computer business of Hewlett-Packard Co. after the appointment of Carleton Fiorina as chief executive officer. Reinvention efforts made by Fiorina's administration; Growth of sales of Hewlett-Packard's products observed by Fiorina.

The article reports that Hewlett-Packard Co. has been reviewing its advertising business in connection to its plan of changing the corporate-branding vision favored by the deposed CEO Carly Fiorina as of November 2005. The technology company is devolving marketing power and responsibility--centralized under Ms. Fiorina--to its individual business units. In June 2005, Hewlett-Packard Co. split the personal computer business from its printer business just five months after combining them and named R. Todd Bradley, a former PalmOne executive, to head the computer division, which makes notebook and desktop PC as well as handhelds, monitors and workstations.