i want solution for second question and introduction,conclusion for the case study

For the first time in its history, the Hewlett-Packard maker. Says one of her past coworkers, "In her Company has gone outside for its CEO. HP has mind, there is no space between defining a probbeen struggling to maintain its 20 percent annual lem and solving it." Reports of her ability to work growth in sales, and, in fact, sales growth recently with others are also glowing. One of the executives dropped to as little as 12 percent combined with a who reported to her at Lucent said that at a small near 20 percent increase in operating expenses. As gathering in her office to celebrate a third straight the previous CEO Lewis Platt said, "Our competi- year of record profits, she said, "So, where do we tion has closed the gap. Our execution just isn't go from here? I know you won't want to rest on what it used to be." Some inside executives say that your laurels." He added that Fiorina didn't say, HP has become so focused on protecting its exist- "Great job, but I'm not satisfied." Instead."You're ing businesses that it has taken its eye off of creat- wonderful, and 1 know you want to do even beting new markets. Still, HP remains a powerhouse ter."Another person who has worked with her says, compared to other companies. "She has a gift for taking account of people's very NEW CEO diverse desires, goals, and abilities." Late in the 1990 s, responding to a number of con- STOCKHOLDER REVOLT cerns about the future of HP and its intention of Fiorina sparked a firestorm of controversy and changing its stodgy image, the board took the bold stockholder revolt when she proposed a merger move of appointing a CEO from outside the com- with Compaq Computer Corp. This led to one of pany for the first time. The new CEO brought a the biggest proxy fights in corporate history. Headnumber of other "firsts" not only to HP but also to ing the opposition to the merger was Walter corporate America. Chosen was Carleton Fiorina, Hewlett, eldest son of co-founder William R. known widely as Carly. She was only 44 years of Hewlett. If the merger had failed. Fiorina would age at the time of her appointment, making her one have undoubtedly been out of a job at HP. Things of the youngest CEOs of a company the size of HP. got so bad that she was booed at an HP special She is also the first woman to head one of the na- shareholders' meeting convened to explain the tion's 20 biggest publicly held corporations. merger. With much media attention, the merger beFiorina came to HP from Lucent Technologies, came a live-action soap opera. The merger ultiwhere she ran the global-services division. At mately succeeded. The vicious proxy battle, she says, Lucent she earned a reputation as a decision- "reaffirmed my fundamental belief that an internal compass is one of the most important things a QUESTIONS leader must possess." Now Fiorina has the task of making over two different cultures, the stodgy HP 1. How would you describe Fiorina's managerand the go-go Compaq, into one effective and comial style? petitive company. 2. What behaviors, if any, are examples of process interventions