Case study: Analysis of Hewlett Packard (HP) over the last 15 years, purposed solution to corporate issues and implementation details. Analysis conducted for Commerce 292 in the Sauder School of Business, UBC.
2. HP has been a contributing member of the technology industry since 1947
Our consulting goals:
Identify problems that have been hindering success
Suggest solutions and means of implementation
Three primary issues
Corporate Culture
Mergers and Acquisitions
Layoffs and turnovers
3. Failure to establish ethical culture
Beliefs, values and artifacts
Shifting of leadership at top level
Trust issues due to constant organizational change
Clashing beliefs in conflict with behaviors of upper management
Inequality of management and subordinates
4. Create an ethical culture
Create a clear vision of change
Show change through through visible role model (CEO and management)
Keep culture alive
Selection
Socialization
5. Assumption of strategic acquisitions
Assimilation
Coercive power over employees
Fear of standing up to management
Need for empowerment
Deterrence-based trust
6. Culture compatibility with mergers and acquisitions
Bicultural audit
Separation vs. Integration
Identification-based trust
Emotional connection between management and employees
Employees not afraid to share views and offer input
7. 14,000 in 2005, 24,000 in 2008, 9,000 in 2010, and 29,000 during
2012-13
Cut cost for long-term restructuring
Increase efficiency through focus on restructuring
Adjust to unsuccessful mergers and acquisitions
Change of organizational structure and culture
Outcomes: unwanted turnover, cutback output
8. HP has gone through a dramatic restructuring therefore needs to focus on
the now
Shift leadership to employee-oriented style
Employee engagement
Affective commitment
Employee empowerment
Voice in the company
Trust employees and the value added to the organization
Learning Organization
Double - loop
9. Almost all firms go through peaks and troughs
To best improve organizational weaknesses follow suggested solutions
May take time to thoroughly implement solutions
First step is recognition and commitment to change
Change must start at the top and trickle down to employees
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