Organizational Change: Hp

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Organizational Change: HP
Dyniecia Barnes
Keller Graduate School of Management
HR587 Managing Organizational Change
Prof. Alberta Lloyd
Aug 21, 2011

Table of Contents
Executive Summary3
Assessment/Diagnosis4
Analysis of the Change Strategy4
Results/Outcomes6
Evaluation of the Effort8
Conclusion9
References11

Executive Summary
Assessment/Diagnosis
HP is the world’s largest technology company. Their area of expertise and services range from printing, personal computer manufacturing, and software packages to IT infrastructure and services in cloud computing and connectivity. Analysis of the Change Strategy

Mr. Leo Apotheker outlines a four-point strategy for increasing HP’s market leadership by extending HPs leadership in managing and optimizing today’s traditional environments what focuses on three specific areas; cloud environments, connectivity, and software. Results/Outcomes

HP has to discontinued one of its operations, consumer business revenue suffered a decline while a number of the business units experienced revenue hikes amongst commercial business. Evaluation of the Effort

Despite HP’s aggressive strategy for growth and advances in technology progress has been slow in some areas, but there has been progress in others. From the time of the change initiative to date not enough time has passed to give an accurate picture of progress or regress, but the results thus far look promising.

Assessment/Diagnosis
HP is the world’s largest technology company. Their area of expertise and services range from printing, personal computer manufacturing, and software packages to IT infrastructure and services in cloud computing and connectivity. Its customer base consists of home PC users, small to enterprise businesses, and various levels of government from city to federal. Although HP is large, business as usual as lead to the need to improve HP’s focus on customer-facing businesses that they depend on for continued success, progress, and growth. HP also recognized a growing trend from a traditional hybrid environment that used both an on-premise, proprietary computing resource and a separate open cloud computing resource. With further advances in technology and the need to remain competitive, businesses are seeking a more robust cloud computing and connectivity resource that is able to bring the gap between public and private cloud computing resources without sacrificing the security of their information. An additional area of interest to HP that has triggered a need for organizational restructuring is the desire to advance their market shares in both China and India in an effort to obtain the corporate objectives to profit by achieving sufficient profits to finance growth by recognizing and seizing opportunities that builds upon their strengths and competencies, and by becoming a market leader by developing and delivering useful and innovative products, services, and solutions. (Hewlett & Packard, 2011) Analysis of the Change Strategy

The Chief Executive Officer of HP is Leo Apotheker. On March 14, 2011 Mr. Apotheker outlined a four-point strategy for increasing HP’s market leadership. * Extend HPs leadership in managing and optimizing today’s traditional environments * Leverage HP’s core strength in cloud [computing] to build and manage next-generation cloud-based architectures * Be the trusted partner to customers by enabling the seamless transition to hybrid computing models * Define and deliver the connected world from the consumer to the enterprise (HP News Release, Mar 4, 2011)

In addition to Mr. Apotheker’s four-point strategy for market leadership, HP underwent an organizational restructuring to make customer-facing business units that are critical to HP’s ability to deliver on the demands of an evolving IT industry to their customers who play a vital role in HP’s overall success. Under the restructuring the executive vice presidents of customer-facing...
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