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My Strenght and Weaknesses as a Leader

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At twenty-three, Carly Fiorina had dropped out of UCLA Law School with no plans about what she wanted to do with her future. However, almost twenty-two years later, she became president and CEO of Hewlett-Packard Company - the first woman CEO of a Fortune 20 company. She was given a mandate by HP’s board of directors to “shake things up” and was later named the "Most Powerful Woman in Business" by Fortune magazine. Prior to joining HP, Fiorina spent nearly twenty years at AT&T and Lucent Technologies, where she held a number of senior leadership positions (Cara Carleton Fiorina. (2014). In 1999, Hewlett-Packard hired Carly Fiorina, former senior executive of Lucent Technologies, as its Chief Executive Officer. Carly brought nearly twenty years of knowledge and expertise in sales and marketing to the company, which was seeking to reverse a declining market position relative to its competitors such as Apple. Her successes included recreating HP's image from that of an ordinary printer manufacturer to one as a supplier of a variety of Internet products. Fiorina overcame a number of challenging hurdles in undertaking the merger of HP with Compaq Computer Corporation, while enduring the public-relations uproar associated with a proxy fight initiated by the Hewlett family, who strenuously objected to the acquisition of Compaq. She bolstered HP's image as a state of the art American engineering company while taking the company into what was becoming known as the Internet Age. However, Fiorina had material obstacles to overcome. She was considered by many at HP as an “outsider”, since she had never worked for HP. Unlike the company's founders, she was a marketing/salesperson, not an engineer. Fiorina was also chastised for the mismanagement of the merger between Hewlett-Packard and Compaq, an acquisition which led to major losses for HP shareholders. Her relations with

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