Hewlett-Packard Company Case Study Help Analysis With Solution

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Data-Driven Decision Making at Hewlett-Packard
When Mark Hurd was named chief executive of Hewlett-Packard Co. in March 2005, the board gave him a clear mission: fix the giant computer and printer make, which was suffering from slow growth and inconsistent results…
Hurd left HP in 2010 because of his involvement in an expense account irregularity, but is still regarded as a data-driven manager.
Case Questions
1. Why might employees and customers be a valuable source of input for Hurd in making decisions about the future of HP?
 

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2. In what way is employee input shaping the future of HP?
 
3. What, if any, ethical issues might there be in collecting input from employees about fixing the company, then laying off 14,500 of them?
 

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