Part 2/13:
Carly Fiorina’s tenure as CEO of Hewlett-Packard from 1999 to 2005 exemplifies a corporate leadership misadventure fueled by aggressive expansion. Fiorina’s most controversial move was the acquisition of Compaq, aimed at making HP more relevant amid increasing competition. Despite her conviction that the merger was vital for HP’s future, internal and external opposition mounted. The deal failed to deliver the promised synergies or market dominance, ultimately resulting in plummeting profits, a 50% decline in stock value, and mass layoffs affecting 30,000 employees.