Lucent Technology After conducting a DuPont decomposition of Lucent's return on equity (ROE) from the first quarters of 1998, 1999, and 2000 it is essential to realize that those ROEs are, in order, .238, .179, and .072. It is highly important to see the downward trend in those ROEs, which was not commensurate with the company's stock during this time period. The company's stock was steadily rising while its ROE was

Carly Fiorina and Followership How Carly Fiorina Influenced an Organization Prior to joining the giant company, HP, Carly Fiorina had served in AT&T and Lucent Technologies, in the senior leadership ranks for around two decades. She successfully led to the growth of AT&T and led the execution of Lucent Technologies from its spinoff from AT&T. In so doing, she managed to find favor from the HP's board of directors, and given a

Nortel also lost ground in the 3G wireless market to a host of new startups with focused business models and an optical/IP emphasis that appealed to that market (Jander and Bulkey, 2001). In 2001, Nortel made the decision to exit the DSL business after experiencing weak demand. Last, but not least, Nortel's management was slow to react to market conditions. As evidence, closest direct rival Lucent Technologies overtook Nortel in

Wireless Networking Phenomenon Today's world is faced with a myriad of challenging and complex issues that require advanced technological solutions. As technology becomes increasingly user-friendly and focused on the consumer, it is evident that users have become more dependent on wireless technological devices as mechanisms that promote convenience, survival, and economic prosperity. Devices such as cellular phones, laptop computers, and personal digital assistants have become absolute essential components for many consumers

The deal was immediately criticized as anti-competitive by William Kennard, the chairman of the Federal Communications Commission, and by the Communications Workers of America, which represents some workers at both of the merged companies. But neither government regulators nor union bureaucrats will have the slightest impact on the latest merger. They have neither the power nor the desire to oppose the plans of the giant telecommunications monopolies. More substantial opposition

With such result, estimates for the 2,400 F-111 (including their exports) were significantly reduced, but nevertheless, General Dynamics still managed to obtain a $300 million profit with this project. Grumman started also to build the F-14 Tomcat, using many of the F-111 innovations, but build solely for its purpose of serving as a carrier-borne fighter. General Dynamics Reorganization - it was in May 1965 that the company reorganized its activities into