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performance of the company. I had to communicate regularly with the board as
20 All quotes from Harry “Webb” McKinney are from the authors’ interview on August 20, 2003. Subsequent quotes from this
interview will not be cited. This document is authorized for use by Xiaolei Cong, from 11/30/2012 to 2/28/2013, in the course:
MGMT 237: 001 Management of Technology - Chaudhuri (Spring 2013), University of Pennsylvania.
Any unauthorized use or reproduction of this document is strictly prohibited. HP and Compaq Combined: In Search of Scale and Scope, SM-130 p. 14 well as with the management team. Most merger integrations are run by an
executive who was in between jobs, or an ex-consultant with great strategic and
planning skills, or up-and-coming executives who had yet to prove themselves.
Rarely would you pull people out of such important roles as the CFO and the head
of sales and ask them to do something of this nature.
Clarke pointed to another interesting feature of HP’s planning that he felt was important to the
success of the merger: “adoption.” In an effort to short circuit likely us-versus-them mentality
among senior managers, Fiorina had each senior executive adopt a counterpart from the other
company, a buddy system—sometimes referred to as a “Noah’s Ark” staffing plan. Clarke
recalled: “[HP’s head of Human Resources] Susan Bowick and I chose to adopt each other as we
were really driving most of the hard-nosed restructuring going on and I think it was quite helpful
for the integration process to see Susan and me publicly patting each other’s back, publicly
supporting each other and working well together privately.”
The Working of the Clean Teams
Within weeks of the merger's announcement, Clarke and McKinney’s team had grown to 500
members; by March 2002, it numbered more than 900.21 The group eventually grew to 2,500
members. Because this group was dedicated full-time to the merger integration and hence
“uncontaminated” by the day...
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- Spring '14