Question:
Hewlett-Packard Company (HP) was challenged with the integration of assets between HP and Compaq due to a merger, HP and Compaq have various locations/facilities, resources and manpower/employees. From a financial view HP and Compaq have similar assets, similar needs and similar technology, the integration of assets will allow for more efficient operations to take place and the increased manpower will allow for increased customer service. HP’s strategy in relation to its customers focuses on two primary points, improving customer experience and extended support for customers, the merger will allow for a greater support and the combination of HP and Compaq’s customer support will allow for the best practices to be taken from both companies. Internal operations must be considered, the current procedures, processes and functions need to be carefully managed to avoid having overly complex methods, they should be simplified as much as possible before being fully implemented. Failure to manage internal operations will result in the company suffering, this can be solved by implementing dynamic processes that can be changed as problems arise. Learning is important for a company to grow and succeed, there are multiple strategies to gain insight about a company or profession but most include some form of researching other companies.
Answer:
Internal View:
To perform the internal operation of the organization, the organization faced several challenges in the way of achieving the cultural integration of the two mentioned organization [1]. This challenge occurs due to the reason of both are a different organization.
In the present scenario, the company or the organization has processes, functions, procedures and cultures which were formed due to the due to the target achievement of the company or the organization. These things need to be managed perfectly as complexity is integrated into this case due to that there can be various interdependent processes of decision making. It is able to interrupt the resources and the routine which is existing for both of the organization. The organization might suffer from the hidden challenges which are connected with the attention and time which is provided by the management during the management change [2]. Due to this reason the organization or the company must change the attention of it to the competitive advantage from a resource base view. To achieve this dynamic process must be adopted by the company or by the organization. To achieve this smooth integration the HP Norway has taken a dynamic step which is the appointment of the Accenture.
Learning and Growth View:
Having the organizational learning perspective a framework can be established which can integrate the evaluation capability of the organization with the dynamic process involved. This learning process of the organization is capable to support the dynamic capabilities evolvement which occurs due to experience from others or from direct experience. The actions taken by the organization is completely depending on the knowledge and the historical experiences of the organization [3]. These actions lead the behaviour of the HP. This HP way is promoted to the customers as a corporate strategy which is a combined organizational integrated objective [4]. There is always a certainty that a situation can occur in which several types of assumptions can be made for which competitive landscape view must be changed and technological advancements and the economic conditions will be changed. The shared management receives the feedback and helps the learning strategy to implement the HP way which can help the dynamic capability building of the organization in the target of achieving an advantage in market competition.
IT Strategy Map:
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Direction of the Strategy
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Market competition advantage achievement and Economics of Scale achievement.
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Cost reduction and the complexity reduction of the IT systems.
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View of the Customer
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Continuation of the Service provided to the Customers
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Overall improvement of the experience of the customer.
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Internal View
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Reorganization of the functions and the process of the system
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Management of the facility which is provided to the customers
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Integration of the Cultural Assets.
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Changing the management of the organization.
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Solid Action taken by the IT department.
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Integration of the Portal system.
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Implementation of the shared Facility.
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Implementation of the Survey system for Feedback purpose.
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Providing a better technical support to the customers.
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References:
- Eberl, Peter, Daniel Geiger, and Michael S. Aßländer. "Repairing trust in an organization after integrity violations: The ambivalence of organizational rule adjustments." Organization Studies36, no. 9 (2015): 1205-1235.
- Zilber, Tammar. "Beyond a single organization: Challenges and opportunities in doing field level ethnography." Journal of Organizational Ethnography3, no. 1 (2014): 96-113.
- Killing, Peter. Strategies for joint venture success (RLE international business). Routledge, 2013.
- Ontario Securities Commission. "Hewlett-Packard Company." (2015).
