HP_and_Compaq_Combined__In_Search_of_Scale_and_Scope

14 well as with the management team most merger

Info iconThis preview shows page 1. Sign up to view the full content.

View Full Document Right Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: ncial 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...
View Full Document

Ask a homework question - tutors are online