Hp at Cultural Crossroads
iifm | HP AT CULTURAL CROSSROADS | DWO Assignment | | | 11/23/2011 |
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Submitted By-
Advait Mohole
Rahul Sharma
Priyam Khare
Saumya Chauhan
Introduction to the case
The case is about the changes brought by a newly appointed C.E.O. and the shift it brought in the much cherished culture of HP.
HP a well set up and once a market leader, setup by two young graduates of Stanford, Bill Hewlett and David Packard, was facing the problem after the retirement of its founder members and a not so high regime after them.
Carly Fiorina was appointed as a new C.E.O in July 1999. Looking at the problems faced by the company due to changing business environment and looking at the potential of the organization, she adopted some aggressive steps towards the organization stabilization and was interpreted to be going way against the Organization culture, known as the “HP way”.
The low performance of the organization during her tenure adds up to the apprehensions of people against her. However business experts were divided in views regarding her management style. Some considered it against the core values of the organization while others mentioned that the later success enjoyed by HP was the after effects of her efforts.
However Carly was made to step down from her position in 2006 and her stand in still a point of debate for the analyst and the business fraternity.
Q.1 Analyze the evolution of HP’s culture over the years leading to the HP way.
1. Open culture- Both the founder members of the organization believed in open door management techniques. There were many steps taken towards the same, some of them are as follows: * Open cubicle for work force. * Open gates of Mangers offices, so as to encourage innovations and suggestions. * Discussion of work related and job related problems with seniors. * Encouraging both upward and downward communications.
2. Management by walking around- Packard practiced this technique to mix along with the employees
|
Submitted By-
Advait Mohole
Rahul Sharma
Priyam Khare
Saumya Chauhan
Introduction to the case
The case is about the changes brought by a newly appointed C.E.O. and the shift it brought in the much cherished culture of HP.
HP a well set up and once a market leader, setup by two young graduates of Stanford, Bill Hewlett and David Packard, was facing the problem after the retirement of its founder members and a not so high regime after them.
Carly Fiorina was appointed as a new C.E.O in July 1999. Looking at the problems faced by the company due to changing business environment and looking at the potential of the organization, she adopted some aggressive steps towards the organization stabilization and was interpreted to be going way against the Organization culture, known as the “HP way”.
The low performance of the organization during her tenure adds up to the apprehensions of people against her. However business experts were divided in views regarding her management style. Some considered it against the core values of the organization while others mentioned that the later success enjoyed by HP was the after effects of her efforts.
However Carly was made to step down from her position in 2006 and her stand in still a point of debate for the analyst and the business fraternity.
Q.1 Analyze the evolution of HP’s culture over the years leading to the HP way.
1. Open culture- Both the founder members of the organization believed in open door management techniques. There were many steps taken towards the same, some of them are as follows: * Open cubicle for work force. * Open gates of Mangers offices, so as to encourage innovations and suggestions. * Discussion of work related and job related problems with seniors. * Encouraging both upward and downward communications.
2. Management by walking around- Packard practiced this technique to mix along with the employees