HP_and_Compaq_Combined__In_Search_of_Scale_and_Scope

Prior to coming to hp perez de alonso had been a long

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Unformatted text preview: his total. Around 95 percent of the employees offered retention bonuses stayed.24 23 24 Source: “Off and Running,” HP internal communication posted on October 18, 2002. Source: HP. 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. 17 In late November 2003, Susan Bowick announced that she would retire from HP at the end of the year. Her position was filled by Marcela Perez de Alonso, Executive Vice President, Human Resources. Prior to coming to HP, Perez de Alonso had been a long-time executive at Citigroup, where she held senior-level roles in both operations and human resources. Meeting with the Steering Committee While the Clean Team operated in metaphorically clean rooms apart from the day-to-day distractions of operating a company, they were closely linked to the Steering Committee. Fiorina had limited the Steering Committee to a small group of senior executives who could rapidly make decisions and have those decisions be completely unquestioned during execution. The committee consisted of Carly Fiorina, Webb McKinney, Jeff Clarke, Susan Bowick, Bob Wayman, and Bob Napier, the chief information officer.25 (Exhibit 5) Clarke described the day-to-day process the Clean Team used and its interactions with the Steering Committee: Each Monday, the teams would go through a very rigorous process with the merger integration program office, (reporting to Webb and me). We would track the status of each project. We used the color codes red, green, yellow, just like a stoplight. Items on track were marked with yellow, items that were finished or well ahead of plan were marked green, and items that were falling behind or otherwise failing were marked red. Since we had to track over 10,000 Adopt-andGo decisions, the simplicity and rigor of that red, green, yellow tracking process was critical. On Tuesdays, teams prepared for an all-day Wednesday integration meeting that Webb and I chaired. Durin...
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