Problem $2\mathrm{.}1$:

The HP Way, developed in the $1950$s$,$ was a set of values and principles that guided HP$\text{'}$s culture and decision$-$making process. To evaluate its relevance $50$ years later, we need to consider the four criteria: alignment with the company's mission, adaptability, consistency, and inspiration.

Alignment with the company's mission: The HP Way remained relevant as it continued to align with HP$\text{'}$s mission of innovation and customer satisfaction.

Adaptability: The HP Way evolved over time to adapt to changing business environments, such as the shift towards a more global and competitive market.

Consistency: The HP Way maintained its core values, such as respect for individuals, trust, and integrity, which remained consistent throughout the years.

Inspiration: The HP Way continued to inspire and motivate HP employees, fostering a strong culture of innovation and collaboration.

Therefore, the HP Way was still relevant $50$ years later as it remained aligned with HP$\text{'}$s mission, adapted to changing business environments, maintained its core values, and inspired employees.

Problem $2\mathrm{.}2$:

Carly Fiorina, HP$\text{'}$s CEO from $1999$ to $2005,$ implemented significant changes at HP$.$ To evaluate these changes, we need to consider the four criteria of effective change management: clear perception of need, a way forward, the capability to change, and commitment.

Clear perception of need: Fiorina recognized the need for change, as HP faced increasing competition and needed to adapt to the changing business environment.

A way forward: Fiorina implemented a merger with Compaq, which aimed to strengthen HP$\text{'}$s position in the market and improve its financial performance.

Capability to change: Fiorina had the necessary skills and experience to lead the change, but HP$\text{'}$s organizational culture and resistance to change posed significant challenges.

Commitment: Fiorina demonstrated commitment to the change by leading the merger and making difficult decisions, but HP$\text{'}$s employees and shareholders were divided in their support for the change.

Therefore, while Fiorina had a clear perception of need and a way forward, HP$\text{'}$s capability to change and commitment to the change were limited$,$ which ultimately led to her departure from HP$.$

Problem $3$:

Hamel and Prahalad's question about the relevance of strategic management to the new information economy is even more relevant in the context of a global economy facing a crisis of uncertainty, such as the COVID$-19$ pandemic. Strategic management provides a framework for organizations to navigate uncertainty and adapt to changing business environments.

Scenario planning: Strategic management enables organizations to anticipate and prepare for different scenarios, such as a global pandemic, by developing contingency plans and alternative strategies.

Agility: Strategic management emphasizes the importance of agility and adaptability, which are critical in a rapidly changing business environment.

Innovation: Strategic management encourages innovation and creativity, which are essential for developing new products and services that meet the changing needs of customers.

Resilience: Strategic management helps organizations build resilience by diversifying their supply chains, developing contingency plans, and fostering a culture of continuous improvement.

Therefore, the strategic management body of knowledge is highly relevant to a global economy facing a crisis of uncertainty, as it provides a framework for organizations to navigate uncertainty, adapt to changing business environments, and build resilience.

Final Answer:

The HP Way remained relevant $50$ years later as it remained aligned with HP$\text{'}$s mission, adapted to changing business environments, maintained its core values, and inspired employees.

While Fiorina had a clear perception of need and a way forward, HP$\text{'}$s capability to change and commitment to the change were limited$,$ which ultimately led to her departure from HP$.$

The strategic management body of knowledge is highly relevant to a global economy facing a crisis of uncertainty, as it provides a framework for organizations to navigate uncertainty, adapt to changing business environments, and build resilience.