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HP and compaq merger

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             When Hewlett-Packard opened its doors to Carly Fiorina in 1999, the company was intensely inbred and proud of it. Employee turnover averaged just 5 percent a year. Top management consisted almost entirely of people who hadn't worked anywhere else since college graduation. Executives working on theory decisions sometimes walked over to file cabinets and fished about until they found a transcript of Dave Packard's comments from decades earlier. They sought guidance from his words as if they were reading scripture itself. People who worked at HP couldn't imagine that their unique culture could ever be diluted by a mega-merger. Many employees were feeling that the HP Way was being diminished to only one objective: profit. They were concerned that with the merger the company was working to resurrect the true HP Way by clearing out "deadwood" through layoffs and were beginning to feel less valued. .
             The Hewlett-Packard that Carly Fiorina was now running was not the same company from the garage start up of the 1930s or even the small instrument company of the 1950s. It couldn't be. HP had become so big that it needed to be run by entirely different principles. It wasn't selling to the engineer at the next bench any more, it was trying to connect with mass markets around the globe. It was fighting for supremacy in some of the world's most competitive industries.
             Carly Fiorina was not the same kind of leader as Dave Packard or Bill Hewlett. She couldn't be. The founders had an unshakable credibility that came from having done every job themselves when the company was small. They had been research scientist, salesmen, janitors, and factory foreman. When they practiced management by walking around, they were admired and beloved before they opened their mouths. In addition, their company was small enough in its prime that it was possible to lean over a partision, say hello to some workers, and eventually get to know almost everyone.


Essays Related to HP and compaq merger

1. HP and Compaq: Strategic Decisions

... compared to HP's older ways. The vehicle for the further progression into this arena of service is the merger which also serves as a triggering event. Not to mention the fact that Carly has taken over as CEO. The merger will join the two companies IT departments and provide internal support as well as offering service to outside companies. The hope was that Compaq's non-outsource ... that their strategies will now have external implications. In truth, they will have to practice what they preach. Many strategic decisions have been planned and implemented in the HP/Compaq merger. Perhaps ...

  • Word Count: 611
  • Approx Pages: 2
  • Has Bibliography
  • Grade Level: Undergraduate

2. HP Vs Gateway

... , personal computing and access devices, and global services and imaging and printing. In May 2002, the Company merged with Compaq Computer Corporation. As a result of the merger with Compaq, the two companies' previous businesses and product lines have been integrated and reorganized into four major groups. The Enterprise Systems Group (ESG) provides key technology assets of enterprise IT infrastructure, including enterprise storage, servers, management software and solutions. HP products in ESG ... include UNIX servers, fault-tolerant servers, Windows-based IA-32 servers, Linux-based I...

  • Word Count: 1994
  • Approx Pages: 8
  • Grade Level: Undergraduate

3. HP Printer Analysis

... (Hewlett-Packard, 2002). Additionally in Fortune magazine's "Most Admired Companies in America" in 1997 it ranked fourth (Hewlett Packard, 2002). HP founded in the late 1930s by Bill Hewlett and Dave Packard in California, USA. The 2002 merger with Compaq Computer Corporation forged a dynamic, powerful team of 140,000 employees with capabilities in 178 countries doing business in more than 40 currencies ... and more than 10 languages. Revenues for the combined companies were $72 billion for the fiscal year that ended October 31, 2002. Chairman and CEO Carly Fiorina leads HP, which has c...

  • Word Count: 2092
  • Approx Pages: 8
  • Has Bibliography

4. Leadership Of 3 CEOs

... ) (Lashinsky, 96). She is the CEO of Hewlett-Packard and is the first outsider to take the reins at HP in its sixty-year history (Burrows, 1). Fiorina's top priority upon entering HP was to jumpstart innovation and change for the company. She had a vision to merge HP with its rival Compaq computers and was successful in this merger. However, to get there she had to sell her vision ... and convince many people that it was a good idea. The leadership ... to followers. Fiorina exhibits this through her vision of what she wants to accomplish. She was strongly committed to seeing her idea of...

  • Word Count: 2097
  • Approx Pages: 8
  • Grade Level: High School

5. Porters 5 forces

... returns. One barrier to entry Compaq contains is brand loyalty. Many Compaq customers continue with Compaq products for the rest of their life. Although Compaq is not on the list of " Banking on A Ranking: Top 60 Global Brands by Value, Hewlett Packard is mentioned as number 14. If the Compaq- Hewlett Packard merger goes through, Compaq will gain more brand loyalty by playing off Hewlett Packard's. Another ... barrier to entry is switching costs. It is relatively expensive to switch from a Compaq system to an Apple system. When IBM and Apple were the only computer systems to choose from...

  • Word Count: 1326
  • Approx Pages: 5

6. Hewlett Packard history

... been on the reduction of the cost and complexity of information technology (IT) systems as well as improving their customers' experiences with technology. On May 3, 2002, HP completed their merger with Compaq Computer Corp., this was the largest tech merger in history. This new HP became the #1 global provider of Windows and UNIX Servers, enterprise storage, imaging and printing, personal computers, and management software. In addition, they are a leading ... global provider of products, technologies, solutions and services to consumers ... ...

  • Word Count: 1255
  • Approx Pages: 5
  • Grade Level: Undergraduate

7. HRM

... Airlines, but as Dr. Ken said, for building successful organizational culture, it is better to use the term merger. In this pre merger period the companies didn't prepare human resources plans for successful merger because according to law companies are not allowed to exchange competitive information. Bague (2003) analyzing the merger of HP and Compaq reveal very successful procedure of preparing the human resources plans for the ... merger without being penalized by the low authorities. Employees were invited into the confidential "clean room" (p.15) while merger discussions were conti...

  • Word Count: 4972
  • Approx Pages: 20
  • Has Bibliography
  • Grade Level: Undergraduate

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