BA401 Pui and friends : Hp And Compaq Combined

HP and Compaq Combined : In Search of scope and scale CASE II - 16

[object Object],[object Object],[object Object],“ Historic Event”

The merger look likes.. ,[object Object],[object Object],[object Object],[object Object]

1999-2001 : EXPLORING STRATEGIC ALTERNATIVES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Preparing for the Compaq Acquisition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

2001-2002 : HP and Compaq decide to merge ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Strategic Logic of the Merger : The view of an Internal Skeptic ,[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object]

Proxy Battle ,[object Object],[object Object],[object Object]

Carly Fiorina, HP’s CEO Walter Hewlett, Son of the co-founder “William Hewlett”

[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object]

Creating An integration process ,[object Object],[object Object]

Due : Diligence : Assessing the Cultural Differences ,[object Object],[object Object],[object Object],[object Object],[object Object],Dan Plunkett, experiences external consultant : longtime personal advisor of Fiorina

Appointing the integration leaders ,[object Object],[object Object]

The Working of the Clean Teams ,[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],Susan D. Bowick, HP’s executive vice president of Human Resources and Workforce Development, and a 25-year veteran of HP

Product map Numerous integration details Financials PR Integration Tasks Customer strategy Retention Battling egos Goals aligned Governance decisions Extended uncertainty Employee Communication Selection Stay Separation (Transitions) How do people act? New HP people & business leadership principles

[object Object],Steering Committee PMI Team Central program management office (cPMO) Nerve center Fasttrack center PMO PMO PMO PMO PMO PMO Post merger Integration (PMI) team Program teams Project teams

Profile of An Integration Challenge: IT ,[object Object],[object Object]

Effectiveness of the integration Effort ,[object Object]

[object Object],Total HP Compared to industry norms Significantly below Similar Significantly above - Company strategy - Employee commitment -Productivity -Business Strategy - Internal Communication ,[object Object],[object Object],- Performance Standards -Strong leadership -Total customer experience ,[object Object],[object Object],[object Object]

The External View : Customer Perspectives ,[object Object],[object Object]

Lasting Organizational Change Capabilities ,[object Object]

BA401 Pui and friends : Hp And Compaq Combined

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