Whatever you think of Carly Fiorina’s management style, she is a shrewd tactician. In the acrimonious proxy battle surrounding the 2002 Hewlett-Packard–Compaq merger, the promerger group, headed by the former HP CEO, squeaked by the antimerger dissidents with less than a 1% margin. But before Fiorina’s side could claim victory, the dissidents brought suit, accusing Fiorina’s group of, among other things, buying votes to push the merger through.
A version of this article appeared in the June 2005 issue of Harvard Business Review.
