Harvard case hewlett packard compaq the merger decision

It attributed its growth to the unique culture that the company had fostered - 'The HP Way'. Can gain business efficiencies, especially in manufacturing and distribution systems.

Hp compaq merger analysis

Can gain business efficiencies, especially in manufacturing and distribution systems. We could do some prototyping, but that was about it. The employees may be reluctant to the changes and may question the core vision and objectives of the organization. All , people in the organization were required to complete the program. Availed perks like private jets against the egalitarian culture of HP nurtured over the years A combined company would be better able to face the changes under way in the industry. Acquisition Aftermath Held a strong No. HPs culture gives importance to people by giving the sense of belonging and reward for collective performance.

The strategies have to be made by taking impact on organizational culture in to consideration. The employees may be reluctant to the changes and may question the core vision and objectives of the organization.

hp compaq merger cultural issues

Advocated emphasis on revenues over profits in contrast to founders importance of profit and people. The scope of decisions involved in melding the two companies was immense, ranging from larger issues with more strategic impact—such as branding, product lines, and corporate culture—to smaller details, such as cash management systems and financial reporting practices.

Hp compaq merger cultural issues

Historically, mergers within the technology industry had proven difficult, and both HP and Compaq had less than perfect track records with their prior acquisitions. Capellas felt that there was too much capacity in the industry and that it made sense to consolidate during an economic downturn. The only unusual thing was that we were spending most of our time on planning. Acquisition Aftermath Held a strong No. The strategies have to be made by taking impact on organizational culture in to consideration. We could do some prototyping, but that was about it. By being oblivious to the core issues that made the organizational architecture of HP, she undertook change steps that contradicted with the existing setup and conflicted with the thinking held by workers of the company. HP narrowly won a shareholder vote in March favoring acquisition.

Allpeople in the organization were required to complete the program. Hewlett filed a lawsuit alleging discrepancies in voting regarding acquisition of Compaq computers by HP. The only unusual thing was that we were spending most of our time on planning.

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HP/Compaq Merger