HP_and_Compaq_Combined__In_Search_of_Scale_and_Scope

So we made badges and signage a priority we made

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Unformatted text preview: 30 p. 20 company. From a personal perspective, only the naive are completely unafraid. It is intimidating. They know that it’s going to be hard. It’s very straining. You have a new manager, potentially. Perhaps you’ll be the only HP person in a sea of Compaq or vice versa. Employees in both companies were very nervous, even though I think the majority was absolutely in favor of biting the bullet and making it happen. We studied a lot of mergers, again from a cultural, as well as from a productivity perspective, and one of the things that we saw in pre-merger Compaq from both the Digital and Tandem acquisitions were what I fondly call “gang colors” or “badges of honor.” Six years after an acquisition, people still proudly displayed their old heritage badge. So we made badges and signage a priority. We made other statements too, such as total alignment on e-mail addresses, full alignment on the enterprise directory so you could now search for everybody. A lot of the feedback we got from employees was very positive on things like that. These things do not fundamentally affect productivity, but they are as important as actual operational functions. EFFECTIVENESS OF THE INTEGRATION EFFORT An accomplishment that HP executives are particularly proud of is the fact that the company was ready to operate as one from the first day the merger took effect. Product lines were selected or dumped, corporate systems were operational, signs were changed, e-mail was set up, badges were issued, all of the things, big and small, that had to change were accomplished by day one. The only exceptions were tasks that could not, under local statutes, be changed so quickly, such as job cuts in countries that required long lead times to employment reductions. Looking Back in 2004 The company’s top and senior executives seemed to feel that the organizational integration of HP and Compaq had been a success. Chris Morgan, vice president and in charge of worldwide marketing for the Imaging and Printing Group, said: When the merger happened, we were very quickly able to integrate the Compaq assets in the consumer space. For example, there were the new distribution channels, like...
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This document was uploaded on 02/16/2014 for the course MGMT 237 at UPenn.

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