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Unformatted text preview: -to-day concerns of running businesses, it became known as the
“Clean Team,” as managers were pulled from their jobs to work exclusively on the integration,
meeting in “Clean Rooms” in isolation from their former colleagues. The Clean Team
encompassed employees from each line of business and function from both HP and Compaq.
Adopt-and-Go. The Clean Team would do the research necessary to make recommendations
about which products to keep and which to eliminate. These were determined in a “Product
Roadmap,” a master plan of which overlapping product lines from HP or Compaq would be kept
and which would be dropped. It was a huge task, but one they were expected to perform
expeditiously. Clarke explained:
Adopt-and-Go, to put it simply, is a theory which we put in practice and I believe
it’s unique among mergers, that holds that clarity of decision, implementability of
decision, and decisiveness or fortitude in that decision are more important than a
The Clean Team objectively evaluated the asset, whether it was a product line or
an internal system such as a general ledger, and kept whichever company’s
version was deemed better and threw out the other one. In most mergers you
would study each for the best practices. For example, you would try to combine
the best aspects offered by the respective assets of both companies and try to
create a new, better version of whatever you had. 21 Brian Caulfield, “Saving $3 Billion the HP Way,” Business 2.0, May 1, 2003. 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. 15 We refused to do it that way. Instead, we chose the better of what was currently
used by HP and Compaq, made that the winner as fast as we could, and moved on
to the next decisi...
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- Spring '14