A Services were becoming increasingly important sources of revenue for other technology companies.
Compaq bought Digital Equipment (DEC) for its services business , but the deal proved costly, the company lose more money in three years following the merger than entire previous history : more than $ 2 billion by the end of 2000.
Compaq also lost its position as America’s leading PC marker.
Fiorina drop the deal with PwC which announced in September 2000 .
In September 2002, the technology and services giant IBM spent $ 3.5 bilion to purchase the PwC group that Fiorina had left on the shelf .
- In march 2002, a narrow 3 percent majority of HP’s shareholders voted to approve the merger.
Hewlett accused HP management of using “HP corporate assets to entice and coerce certain financial institution[Deutsche Bank] to vote in favor of the proposed merger”. HP denied the allergation and in late april 2002, the judge ruled in favor of the company
more delicate and complex challenges involved in getting team drawn the employees from to very different companies to work together to do a hard job
“ Launch the Moose” is to help the company to deal better with conflict
Watch out for Iceberg
like the iceberg, so much of their mass is beneath the surface of the water ,hidden from view, many problems that could sink a merger were not visible from the surface.
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