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Unformatted text preview: to approach conflict. We had to get the clean room team unstuck fast, and move on as one team. But I would say we didn’t waste more than two or three weeks before we had a culture discussion with the Clean Team and developed a plan we called “Launch the Moose” in which differences were put on the table and we decided how were we going to deal with them. This really helped us move. Watch out for Icebergs. Bowick pointed out that as with icebergs, where so much of their (potentially dangerous) mass is beneath the surface of the water, hidden from view, many of the 22 All quotes from Susan Bowick are from the authors’ interview on August 29, 2003, unless otherwise cited. 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. 16 problems that could sink a merger were not visible from the surface where issues like financials and strategy and product decisions attracted so much public attention. For Bowick, issues such as leadership, governance, retention, and communications, to name a few, were not highly visible to outside observers, but had to be handled well if the merger were to succeed. (Exhibit 4) Bowick said: You have to deal with the social engineering. Some of us have spent 30 to 40 percent of our time acting as an ambassador, interacting with people with very strong opinions. We were shifting the power structure under them, which had them in backup modes. I would say Jeff, Webb and I were the three that really became ambassadors to work the issues within the power structure. Both companies were still running independently [during the integration period], but we had defined the endpoint for the governance structure of the combined company. People were experiencing loss and resisting it, which can lead to undermining and second-guessing the changes. We had a lot of that; it is typical human dynamics. Some of those troubles are a normal part of two companies becoming...
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