Research answers to the five questions on Meg Whitman's experience at Hewlett-Packard in 2011. Was the decision to remove the prior CEO related to problems with managing execution and driving to result at Hewlett Packard? To what extent did the company’s problems stem from external forces rather than internal process problem? Was the new CEO selected based on his or her track record for execution and results? Since the new CEO took over, what changes have taken place? Do those changes align with the types of changes you would anticipate if the core problem was in executing strategy rather than determining strategy?