HP's Reckoning with Company Values

HP illegally spied on its own board members and journalists, then spent weeks issuing half-apologies while the story refused to die. Written for David Demarest's strategy course, this paper looks at what went wrong: Patricia Dunn's habit of adding fuel to every fire, Mark Hurd's slow pivot from damage-minimizer to someone actually owning it. It traces the whole mess back to a CEO who openly admitted ethics wasn't his first priority when he took the job.