To evaluate HP’s legacy in today’s technology driven environment, we have to first understand the legacy of Hewlett Packard left by its founders, William Hewlett and David Packard. William and David, electrical engineering graduates from Stanford laid the humble foundations of the giant we know today as HP, in a small garage in Paulo Alto. As the company grew, they developed a unique management style know as ‘The HP Way’, which included a core ideology where there was a deep respect for the individual, commitment and dedication to building top quality and reliable products, for welfare and advancement of human community. The basic tenets of ‘The HP Way’ were: Let us examine each of the tenets for its worth and its relevance in today’s technology driven environment HP’s founders believed that given the right tools and support everyone would do a good job. HP attracts the best of talent and that we should believe in our people and ability. Even in today’s technology driven environment, especially in technology companies, it is of paramount importance to draw and retain the best of the talent in the industry. This would happen only if the employees feel respected and an integral asset of the company and not someone who can be shrugged off at difficult times. Before Fiorina, low performers in the company were given a time frame of one year to improve themselves. Fiorina felt it necessary to lay off the undeforming staff immediately. While her move, at a time when the company was struggling to keep the cash register ringing, is a matter of debate, but it degraded employee moral and she soon lost the respect of the employees. In today’s cutthroat environment, this tenet still holds value. Technology giants of today like Google a... ... middle of paper ... ...she would go jet hopping to meet world’s dignitaries while the employees were laid off. She forgot that her employees are her biggest asset and not just pawns in her vision of HP. Another of her shortcoming was, going on a merger and acquisition spree rather than focusing on the innovation HP was known for. Her acquisition of Compaq, did not yield the desired results. Also, her public spat with Walter Hewlett on this, did not bore well for the company. Through the acquisition Fiorina wanted to gain increased revenue from the low margin computer business, drifting away from HP’s strategy to focus on profits rather than on revenue. Appointment of Carly Fiona as HP’s CEO in 1999 was not the smartest decision made by HP’s board. Carly Fiorina’s era at HP saw a remarkable shift in the company’s culture and marked the end of ‘The HP Way’ of doing things at the company.
The next problem is poor morale. Morale is the job satisfaction, outlook, and feelings of an employee. Right now, employees do not feel secure within the business and are rebelling against it. They do not have a positive outlook for the future of the business and feel betrayed because of all of the people getting let go. The employees right now have a poor morale due to all these factors.
The optimal scenario of the AHA would be to have a differentiated workforce that would consist of identifying "A" players and "A" positions throughout the organization where wealth or value is created to contribute to the bottom line of generating the billion-dollar goal by 2010 and placing those players in all positions throughout the organization. However, the reality is that the best action for the AHA due to budgetary and time constraints is to make strategic investments in the workforce that will have high impact and drive desired results by putting the right people in the right places and not the right people everywhere. The AHA did this by creating a new talent framework driven by eight operational goals to help build the foundation for how they will identify their "A" players and positions for strategic investment. The objecti...
Roth was in charge of emergency of Nortel, be that as it may it was affected by both individuals and capital business sector forms. Roth settled on the choice to change Northern Telcom to Nortel and put resources into the web notwithstanding doubt and uncertainity from numerous individuals. The Board of Directors of this organization didn 't know about the money related status of the association which demonstrates that the executives, Roth as CEO, and workers didn 't know about great business hones. Business includes a system of human communications (Collins, 2011). The ascent of Nortel was to some degree from the consideration the organization got from the media and the financial specialists. This consideration affected the choices that Roth
...s created and focused on a JetBlue model that combines the best within the industry. In an industry that is highly competitive in every process and system, HR is one of the few ways to differentiate a player. Key issues include non-union environment and customized employment packages. They differ greatly from the current firms that are overly regulated and overtly mismanaged. Many companies are plagued with huge pensions, and the inability to motivate their staff. Tensions among employees do not bode well for long-term viability for many of these firms. JetBlue's sources of competitive advantage are it's the alignment of its people, systems and culture. Although JetBlue's strategy is one of a low-cost structure, JetBlue's strength is the dedicated and passionate workforce working with the values set forth by the company: safety, caring, integrity, fun and passion.
I certainly agree to the author and McNerney that the unethical dysfunctional company norm is the root cause of the ethical issue. It is this norm created by the predecessors who never set good ethical examples that influences the employees. They believed the politically safest way of executing tasks would be mimicking how their superiors get their jobs done.
...gree and believe that they could get real results if everyone would consistently apply the company’s principles. I have learned personally in the business world consistency means a lot, all employees should have the same consequences. By letting go employees, managers and executives shows that the rules apply to all levels. It will cause everyone involved to have more respect for the company even if they don’t agree with the decision.
The geeks grew up during the time of “era of options” which meant unlike the geezers, the geeks were about “making history” by being over ambitious and exploring all opportunities, but wanted balance in their life too. Geeks wanted to “change the world” or make it better place to live in instead of focusing on money. Geeks saw many opportunities for jobs and growth, but loyalty to one company was not something they thought about. Geeks said the main feature of their era was speed. “It was the digital world which was nonlinear and had ditched the corporate pyramid for the flat organization (11).” What had taken the geezers 20 years to learn the geeks could do in a couple of
It has been concluded that Nortel’s growing dominance in its markets in the 1990s “led to a culture of arrogance and even hubris combined with lax financial discipline. Nortel’s rigid culture played a defining role in the company’s inability to react to industry changes.” (McFarland, 2014). While Nortel was increasing its revenue between 1997 and 2000 through a spree of acquiring other partners and tripling its share price in the same period, the company lost focus on profitability and was in a very tough position (McFarland, 2014). Nortel misread the market and was not prepared to respond to increased competition from Japan and other competitors. The accelerating rate of technological change and the power shift to customers was just too much for them. The bad taste they left in key customer’s mouths made them feel that Nortel would not be around for the long term to fulfill their promises. Their lack of resilience, strategy, structure, poor financial management, business processes, people and culture decreased the company’s ability to adapt to keep up with competitive advantage. (Nisen, 2014). Nortel, made textbook errors like failing to communicate, meet commitments, and possess a firm technology knowledge (Nisen,
Christensen, C. M. (2006). Hewlett-Packard: The Flight of the Kittyhawk (A). Case Study, 5, 8.
Nortel was a telecommunications company in Canada that’s success was noticed by everyone world wide and many investors including a large role in the U.S. Nortel was the prime example of economic success in Canada and was praised for their stock exchange value compared to the other larger firms of the world. Their downfall was quicker than their rise that was led by a series of unwise acquisitions, scandal, fraud, greed and unethical business tactics hidden all from the public for too long. Multiple unethical business factors were described to be the result for Nortel’s downfall.
Steve Jobs (CEO and chairman of Apple Inc.) was an American entrepreneur and inventor. He was born in February 24, 1955 and founded Apple Inc. with his high school buddy Steve Wozniak in 1976. But later in 1976, when Apple was about to bankrupt he returned to it as advisor and Interim CEO. He made Apple profitable from near bankruptcy by 1998 (Walter Isaacson, 2013). From (1996-2011), he proved himself as one of the best engineering leaders of the world and made Apple the most innovative company of the world.
Guyon, J. (1997, August 4). Why is the world’s most profitable company turning itself inside out? Fortune, 136(3), 120-125.
My report is on the company Hewlett – Packard (HP) which was founded in 1939. I mainly focused on the Personal Systems Group (PSG): business and consumers PCs mobile computing devices and workstations which is one of the major industries of HP. In order to succeed in the business industry a company needs to understand its customer’s needs and create wants for them. HP found out that the customer needed light weight, useful notebook PCs through its Research & Development (R&D) centre. Hence, it created a want; a New Commercial Notebook PC Compaq Evo Notebook N1015v which packs the power and performance necessary for mobility into a stylish design for only $899(US $). HP also finds out about its customer needs through online feedback forms and survey. Via that, HP was also able to understand that not everyone are able to use their products hence it has created this HP accessibility products which can be accessed by anyone including people with disabilities and age – limitations. Example of such product under the PSG industry is the Mobile Speak Pocket which was specially made for the visually impaired people. ( Refer To Exhibit 1a – 1c )
Apple Inc. gives a strong focus to its technology, innovation and human resource, as according to them the company can survive and have a competitive edge only when it has a competitive advantage by focusing on these strategies. (Erica Ogg, 2010)
...and employees. This also includes, but, is not limited to, a great leadership in which held their company no matter size or strength through the dirt with the knowledge of where it was heading.