For employee issues i divided my list into two areas

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Unformatted text preview: . We had to challenge ourselves in terms of we weren’t going for a B+. One of the toughest decisions you make as a manager is what are the marching orders you give to your people. I was present and involved during the Agilent split. We had a very aggressive day one spin-off date and the marching orders for me were very explicit: Good enough is good enough. Explicit direction helps people. For this merger, our marching orders were get an A+, no mistakes. If you can’t guarantee me an A+, drop out of the class. Either pull out yourself and/or tell me the scope needs to be smaller, but that which you sign up for can have no errors. We did not sign up for things that were impossible to get an A+ and it was hard enough to do that which we did sign up for. For employee issues, I divided my list into two areas; things that absolutely needed to be done in order to enable fundamental productivity and cultural issues. Those were easy to define. You needed to at least interconnect the networks. So that application teams could start sharing files, so that finance teams could start collaborating on planning, so on and so forth. You also need to at least enable an interconnection of the e-mail backbone, so people can start collaborating. All email came from HP on day one. Just doing that could have been sufficient. But it is not as productive as, for instance, completely integrating the enterprise directory so that when I look for names I see now the entire combined population. Which we did. We also considered the cultural implications of our choices and actions. The vast majority of our employees were either afraid or just nervous about the merger. So many of them knew that this was probably a very important thing to do with the 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-1...
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This document was uploaded on 02/16/2014 for the course MGMT 237 at UPenn.

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