For subscribers to the WSJ, there was an opinion piece by David B. Yoffie
(Harvard Business School) and Mary Kwak.  Here are the last two paragraphs:

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As for Hewlett-Packard, "back to the future" is more about organization than
strategy. In the short term, the company can maximize value from its
printing and imaging business, which generates the vast majority of HP's
income, and pull back from the money-losing PC business in non-strategic
areas, such as consumer sales. In addition, HP should bolster its position
against Sun and IBM in the UNIX server market by forming alliances with
experienced service organizations, as rival Sun just did with
PricewaterhouseCoopers.

Over the longer term, however, HP may reap the greatest benefits by going
back to its organizational roots. The original Hewlett-Packard competed on
the basis of innovation, not scale. One of the keys to the company's success
was a decentralized, autonomous organization that promoted innovation (such
as the technology that led to laser and ink-jet printers) and organic
growth. Over time, HP inevitably began to sprawl, and one of Ms. Fiorina's
first moves upon becoming CEO was to streamline the company by cutting the
number of business units to 16 from more than 80. Now, however, it may be
time to move in the opposite direction and give the forces of creativity at
Hewlett-Packard freer rein.
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For the rest of the story, pickup the 17 Dec. Edition of the US WSJ.

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