HP: Imprinting the Global Health Sector Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Hewlett-Packard (HP) had a history of carrying out corporate citizenship, dating back to its foundations.

By 2009's, under CEO, Mark Hurd, the company lost its focus on corporate social responsibility (CSR). Hurd focused on undertaking a financial turnaround and overcoming other reputational challenges; he viewed philanthropic and CSR efforts as costs rather than as tactical levers. Mark instituted widespread cost cutting measures to get HP back on the right track, including reducing CSR expenditure. The HP board, however, did not wish to let CSR go by the wayside, it wanted HP to reorganize and strategize its corporate citizenship.

The case focuses on this strategic transformation from traditional, cost-center CSR to business-aligned social innovation. It summarizes the particulars of the approval of the new strategy of the board, and then discusses how HP employees worked to reorganize their CSR activity. The job under consideration was an engagement that would enhance the early analysis procedure for testing infants for HIV in Kenya-an area virtually unknown to HP.

The case asks students to put themselves in the shoes of one team member who had to warrant the job to HP's direction, and to evaluate the work of the OGSI team to date. The case is particularly significant for presenting the latest shifts across some top companies regarding how they were positioning CSR, along with how for-profit leaders can structure partnerships for impact.

PUBLICATION DATE: March 12, 2015 PRODUCT #: KEL896-PDF-ENG

This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE