This case study examines the organizational challenges faced by Hewlett-Packard during its 'reinvention' campaign and subsequent merger with Compaq. It analyzes the resistance to change, employee layoffs, and cultural shifts that occurred under the leadership of Carly Fiorina. The study explores potential solutions, including supportive models of organizational behavior, hiring freezes, and collegial leadership, to mitigate these challenges. It also discusses the potential fallout of implementing these solutions.