Hewlett-Packard Company provides computer-related products, technologies, solutions and services to consumers and businesses all over the globe. HP gained note as a manufacturer of printers and other computer peripherals in the 1980's when the home computer market first started to grow. At that time, the market for DO and later Windows-based personal computers was fairly evenly distributed; since then a handful of personal computer manufacturers have come to dominate the market. HP is one such manufacturer; its market share in the manufacture of laptop computers is one of the largest. This was enhanced one year ago by the purchase of Compaq, one of the largest manufacturers of computers in the world. The California-based company has a market capitalization of 66 billion and 141 thousand employees. HP, along with Cannon, continues to be the world's premiere manufacturer of printing and scanning equipment. The company is seeing robust growth; revenues have grown….

9 billion to improve its capabilities in the IT services sector.
The truth is that computers have long been commoditized. HP's strengths in innovation are no longer relevant in the personal computer business. Moreover, the degree to which the PC business supports the other HP business lines is debatable. Competitor IBM got out of hardware years ago and the Compaq merger itself was driven by the recognition that this struggling business could only be salvaged through consolidation. Hewlett Packard has done all it can do in the computer hardware business. The hardware business is still growing -- a sign of the brand strength that HP and Compaq enjoy considerable equity. Growth last year was 16.2%. Margins, however, were slender. At just 5.6%, the operating margin for computer hardware was by far the weakest in the company. The best time to divest a business, though, is when it still has some value.….

Hewlett-Packard edefines the HP Way
Learning Organizations

"Coming together is a beginning; keeping together is progress; working together is success."

Henry Ford

The case study, Human esources at Hewlett-Packard, presents a portrait of an evolving organization that moved from its earliest base as a small privately owned company, with a single manufacturing focus, to a multinational conglomerate with multiple lines of business. Like many start-ups, in the early years, the company ethos exemplified that of its entrepreneurial founders. Entrepreneurs are often characterized by their capacity to have a hand in all facets of the organization, including human resources, and this was the situation at Hewlett-Packard for several decades. The case study presents a scenario in which the new CEO must address task force findings and questions about the viability of "the HP Way" and its role in employee engagement, strategic planning for the multinational context in which Hewlett-Packard now competes, and the evolution of….

Hewlett Packard Kittyhawk Case Analysis
sub: enterpreneurship / innovation. Q1. DO YOU THINK KITTYHAWK TEAM HAD A STATEGY O WEE THEY DEPENDING ON LUCK TO SUCCED INNOVATION? Q2. ASSESS THE

Do you think the kittyhawk team had a strategy or were they depending on luck to succeed innovation?

The Kittyhawk team had a simple and usable strategy. It had three bullet points which had succinct meanings. These three points did not say what were the expected goals of the team, as they left no room for interpretation. The team was working with a very flexible strategy. They accessed their goals and reevaluated them occasionally with the projects progress. Though, this was a nice move, it led to fatal decisions being made at key junctures of the project. The direction of the project was reassessed severally upon realization of breakthrough innovations, learned of new information, received pressure from corporate, and engaging with potential customers….

Hewlett-Packard operates a matrix structure. The primary means of divisional breakdown is by region. HP has a corporate headquarters, one for Canada, a Latin America headquarters in Miami, plus others in Singapore, Japan and Switzerland (HP.com, 2011). In addition to geography, HP breaks down its organization by business. EDS and Compaq have some autonomy from the main HP organization. HP is organized around seven main businesses: Services, Enterprise Storage and Servers; Personal Systems Group; Imaging and Printing Group; Financial Services; Corporate Investments and Services; and Software (2010 HP Annual Report). This form of departmentalization allows HP focus on product development and innovation within the functional/product groups and then focus on marketing at the international/regional level.
HP retains a relatively centralized system of authority. In particular, the company takes a centralized approach to the research and development and corporate strategy functions (Hill & Jones, 2009). This allows HP to develop an integrated….

Hewlett-Packard (NYSE:HPQ) is a global leader in the research, development, marketing, selling and service of high technology products including laptops, desktop computers, minicomputers, printers and plotters and enterprise storage products as well. The company generated $120B in revenue and an operating income of -$11B according it its latest financial statements on the investor relations section of the HP website. Hewlett-Packard (HP) is known for its strong engineering culture and commitment to quality processes including Six Sigma (alter, 22). HP also is a leader in the field of Design for Environment (DfE) a sustainability initiative started in 1992 that continues today, with over 750 million printer cartridges recycled and extensive reverse logistics of packaging materials now commonplace in their supply chain (Preston, 26).
HP's Design for Environment (DfE) Initiative

HP's DfE initiative is aimed at reducing the environmental impact the company has on the global environment, while also streamlining its own supply chain….

Their liquidity and lack of relative debt are major competitive strengths.
Excellent market position in imaging and printing - Having invented and holding many of the patents in both small format and large format printing technologies, HP is considered both the market and financial leader in both imaging and printing. The breadth of the imaging and printing product lines through the consumer and commercial or business sectors is considered one of the most recognized and respected in the world.

Highly respected brand with high brand equity - While the quantification of brand equity is an inexact science, many estimates but the value of the HP brand at nearly $21B in 2006, up from $18.6B in 2005. This is considered remarkable given the fact that the company spent $1.1B on advertising on 2006, the same amount in 2005 according to the company's 10K form filed with the Securities and Exchange Commission (SEC….

There was also the dread of realizing that with so many associates leaving voluntarily or being let go all the work that was going to now need to be done by the remaining employees.
What HP concentrated on was the redefining of processes within each business unit to be more customer-centered. Employees were specifically asked for their inputs and opinions of how to make processes within the jobs more aligned to the customer, and less focused on just completing for meeting internally-focused and often irrelevant metrics of performance as far as the customer was concerned. The skills needed by workers first centered on re-defining and then taking ownership of their new jobs. HP chose to rely heavily on the Business Process Management (BPM) concepts of Dr. Michael Hammer in redefining their business units to be more customer-centered.

Dr. Michael Hammer in his many books on this topic including the Agenda (2003)….

Problem Statement #2 The Problem
The problem with Hewlett-Packard’s (HP) vision of how to run a successful organization shifted dramatically in the 2000s, beginning with its plan in 2002 to outsource “PC manufacturing facilities worldwide, in keeping with its longstanding strategy to decrease operations costs and improve profitability” (Mourdoukoutas, 2014). By outsourcing its manufacturing, HP entered into a phase of self-destruction, inviting the collapse of its own supply chain through fragmentation inevitably caused by outsourcing. One of the big consequences of this, in turn, was its loss of market share, as the handicap that HP placed upon itself was welcome news for new competitors who now saw their opportunity for entry; HP’s product cycles were shortened, and its invested capital was strained—all as a result of outsourcing.
HP also made a number of unwise acquisitions in an effort to be relevant in the tech sector. However, the company was looking backwards instead of….

1988, the DeskJet printer has become one of the best sold products in Hewlett Packard's product portfolio, with figures reaching 600,000 units in 1990. Much of the DeskJet printers are sold to Europe, a significant market both in terms of absorption capacity and increasing demand. However, the European market has several characteristics of its own.
The most important one is the necessity to adapt the printers to the exact requirements of the European market. One of these requirements refers to the language in which the manual is written, but, at the same time, energy adaptations need to be performed as well, meeting the correct voltage and power cord plug requirements. Given the fact that all printers are produced and assembled in the Vancouver facility, one needs to add to actual production time the time of transport and distribution to the European resellers.

It is important to note that the market in….

Business-Level & Corporate-Level Strategie
Business- and Corporate-Level Strategies

The Company Profile

Hewlett-Packard Company (HP), famously founded in a residential garage in 1939 and headquartered in Palo Alto, California, has expanded into a wide range of segments. HP and its subsidiaries manufacture personal computers and enterprise computers, thin clients (networked and server-dependent systems), printers, workstations, tablets, retail point-of-sale systems, calculators and other technology accessories, software, Web services, scanning devices, technology support and services for both consumer and commercial markets. HP's clients include individual consumers, but over the past decade or so, HP has shifted its focus to primarily serve large enterprises -- including global government, health, and education sectors -- small -- and medium-sized businesses. In addition, HP's Enterprise Group division offers servers, business critical systems, networking products of many types, storage solutions (converged and traditional), technology consulting and support in cloud, data, and mobility. The Enterprise Services division provides consulting, outsourcing, and support….

HP Case Study
Hewlett-Packard Case Study

Hewlett-Packard is a force to be reckoned with in the enterprise computing realm but they have certainly faced some challenges. These challenges have come from competitors, from clients and from within. Overall, Hewlett-Packard has weathered the storm well and faced its challenges head on but some of the things summarized and spoken of in the Harvard Business Review case study as offered by Das Narayandas and Robert Dudley shows some cracks and fissures in the Hewlett-Packard facade that must be dealt with. Even if it's mostly or entirely a public relations effort on some of the fronts involved, Hewlett-Packard needs to address its buy-in and client concern issues with the full force of the robust resources that it has available to them.

Analysis

As explained in the twelfth page of the case study, Hewlett-Packard's CSO division has been experiencing a bit of a trade-off. Even with its purported….

Corporate Leadership
Case

Hewlett-Packard is one of the world's largest companies that makes printers and personal computers (PC). Though a successful company, leader, and sometimes giant of the industry, the 21st century has been a tough road for HP, with particular regard for stable and strong leadership. HP is a company that has seen several recent changes in the position of CEO. As of 2012, Meg Whitman is the current CEO of HP. Whitman was the former CEO of eBay, replacing Leo Apotheker, who had the position for less than one year. He was ultimately pushed out of the position by the board members of HP.

The Leadership of Apotheker

During the leadership of Apotheker, HP struggled. The company continued to lead and innovate in the technology and design, but there were many organizational problems that caused many top level executives to abandon ship. Apotheker's leadership caused the HP stock to drop 20% .….

Project Management Office
Hewlett-Packard Company (HP) is one of the biggest information and technology (IT) corporations in the world. HP is a company that is well suited for the 21st Century as it employs its competencies and technological advancements to offer healing, education, and connecting individuals across the world. Hewlett-Packard Company is centered in the information systems industry and is a technology organization that specializes in storage computing, hardware, software as well as network services. HP is well renowned for providing technological solutions to individual consumers, businesses as well as all sorts of entities across the globe. The main mission of Hewlett-Packard is to simplify and advance the manner in which technology and services can enable both individuals and institutions in addressing their issues and challenges. For instance, Hewlett-Packard Healthcare Information System (HCIS) is an information system that is fully integrated has been developed and sustained by the company for leading….

Perkins - who had retired at the age of 70 but was coming back on the board - had by this time muscled his way into a powerful position within the HP community; he and his powerful board ally, George Keyworth, held special "technology committee" meetings with key HP people the day before each board meeting. Stewart writes that Perkins' little group actually became a "board within a board," and Perkins' power grew. His disenchantment with Fiorina also grew. Fiorina was apparently losing the confidence of the board, and Perkins was the central figure in that movement away from Fiorina. Prior to the retreat, which was alluded to earlier in this paper, there was a board meeting scheduled, and before that meeting, Keyworth and Dunn approached Fiorina and urged her to "express concerns about Hewlett-Packard's performance, stock price, unfavorable press, and need to reorganize," Stewart continues.

Although Fiorina showed resistance to….