Study Guide For Case Analysis 4 Hewlett Packard PP 3331

Study Guide For Case Analysis 4 Hewlett Packard Pp 3331which Of Th

Compare the instructions and identify the core assignment questions:

1. Which of the supertrends are driving H-P to change? What is a supertrend? Be sure to include terminology from your textbook, especially from Section 10.1 where supertrends are listed.

2. Which forces for change are causing H-P to undertake major organizational change? Explain using terms from the section on Forces for Change in your textbook.

3. How might Meg Whitman have used Lewin’s and Kotter’s models of change to increase the likelihood of successful organizational change? Provide specific recommendations based on the models in Section 10.2.

4. To what extent is H-P following the four steps for fostering innovation? Explain, referencing the list of four steps and the relevant diagram in your textbook.

5. What advice would you give Whitman based on what you learned in this chapter? Be specific, integrating insights from the chapter and your analysis.

Paper For Above instruction

Hewlett Packard (H-P) has undergone significant transformations in recent years, primarily driven by a set of broader societal and technological trends known as supertrends. A supertrend is a major, overarching change in the environment that influences the strategic choices of organizations over long periods. According to Section 10.1 of the textbook, supertrends such as rapid technological advancement, globalization, and shifting customer expectations are profoundly affecting large corporations like H-P. The convergence of these supertrends has necessitated a reevaluation of H-P’s business model, organizational structure, and innovation strategies. For example, the decline in traditional hardware markets, the rise of cloud computing, and the increasing demand for integrated software solutions exemplify how supertrends are compelling H-P to adapt or risk obsolescence.

The forces for change within and outside the organization are critical drivers of operating adjustments at H-P. External forces, such as rapid technological evolution, competitive pressures from companies like Google and Apple, and global market dynamics, compel H-P to innovate continually and restructure. Internally, managerial decisions to streamline operations, eliminate redundancies, and focus on core competencies also serve as forces for organizational change. The company's past strategy of pursuing numerous acquisitions resulted in a bloated portfolio that hindered agility, demonstrating internal forces rooted in strategic misalignment. The external environment's volatility and intense competition, coupled with internal inefficiencies, have prompted H-P to undertake substantial organizational change, including restructuring into two primary clusters—one focused on enterprise solutions and another on consumer hardware—and laying off thousands of employees to reduce costs and increase operational responsiveness.

Meg Whitman’s approach to organizational change could have been significantly enhanced by applying Lewin’s and Kotter’s models. Lewin’s model emphasizes unfreezing current behaviors, implementing change, and refreezing new behaviors to stabilize the organization (Lewin, 1947). For instance, Whitman could have used communication campaigns and participatory change initiatives to facilitate unfreezing, making employees receptive to change. During the change phase, pilot projects and tailored training could aid adoption, while explicit reinforcement strategies could help refreeze the new culture. Kotter’s eight-step process offers a more detailed roadmap: creating a sense of urgency, forming guiding coalitions, developing a vision, communicating the vision, empowering employees for action, generating short-term wins, consolidating gains, and anchoring new approaches (Kotter, 1996). Whitman might have succeeded by forming cross-functional teams to champion change, actively communicating the need for strategic realignment, and recognizing early successes to motivate continuous effort. Specific recommendations include establishing clearer communication channels, involving frontline managers in decision-making, and institutionalizing change through formal policies and reward systems, aligning with Kotter’s emphasis on leadership and systematic change management.

H-P's initiatives to foster innovation follow a structured four-step process as depicted in the textbook (Section 10.2): idea generation, idea screening, development, and implementation. The company has shown commitment by creating a vice president for design to focus on product innovation and by upgrading sales tools such as Salesforce.com to improve customer engagement. Additionally, efforts to innovate in emerging markets, such as tablets and cloud computing, exemplify the idea development phase. However, challenges remain, such as the unresolved failure of the TouchPad tablet and limited success from previous acquisitions in software. While H-P has made strides in some areas, it appears to be in the early to middle stages of the innovation process, with some initiatives successfully progressing, but others stalled due to organizational inertia and strategic misalignment. Therefore, H-P’s journey towards systematic innovation is ongoing but requires a more integrated and disciplined approach to fully realize the benefits of each step.

Based on the insights from this chapter, my advice to Whitman is to deepen her strategic focus on core competencies and innovation capabilities. She should prioritize investments in emerging technologies, such as artificial intelligence, cybersecurity, and cloud services, that align with market trends. Furthermore, fostering a culture of continuous innovation by empowering employees at all levels, implementing formal innovation processes, and encouraging risk-taking is essential. Whitman should also enhance change management efforts by employing structured models like Kotter’s to guide transitions, ensuring that change initiatives are coherent, well-communicated, and sustainably embedded. Lastly, she must monitor industry trends vigilantly and adapt swiftly, investing in talent development to build a flexible, innovative workforce capable of leading H-P into sustainable growth in an increasingly competitive environment.

References

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• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
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