Please read the case HP, then answer the following questions:
1. How might Carly Fiorina have planned her early efforts at Hewlett-Packard? Pay particular attention to how she might have used the principles of mutual engagement and shared diagnosis.
2. What are the potential advantages of relying on a systemic framework for guiding diagnosis? Are there any potential disadvantages?
3. Why is open dialogue so difficult to achieve in many organizations?
Attachment:- Case.rar