Well, if you want to destroy an organization, Fiorina would be a really good choice. Ill give you that.
Except she didn’t.
THe part that pissed me off is that she sold off the instrument division which was the historic heart of HP, but in terms of shareholder value, the merger has been successful. Where Fiorna failed, and Mark Hurd succeeded, was in re-educating the managers in the new company about how to realize the synergies and efficiencies that ultimately made it a good deal. This is typical of large acquisitions - the logic is sound going in but the actual integration proves more difficult than expected. Business school case histories abound.
So for this reason, if there is a restructuring of the intelligence agencies under Fiorina or anyone else, it would be essential to have a solid integration team, probably consisting of a thousand people or more - whose only job it would be to make the new organization work the way it is envisioned. Devil —> details.