Group-03
HP at a Strategic Crossroad Case
PGEMP71/A/03 Gurpreet Bhatia
PGEMP71/A/14 Adamya Kadamne
PGEMP71/A/17 Rohit Kalia
PGEMP71/A/23 Sumit Kumar
PGEMP71/A/33 Aditi Rajbansh
Q1. What is your assessment of the change process at HP? What went right and what
did not?
• Change process was carried out very aggressive without respecting the culture & existing values.
• The introduction to outsider was not aligned with the HP team.
• Plan to change was to boost the growth path.
What went Right What went Wrong
• Structural changes to bring more accountability • Laying of employees based on performance
• Centralization of decision making • Lack of role clarity
• Radical attitude of change was adopted which didn’t
• Bureaucracy reduced support transition
• Mechanistic structure was emphasised • Decision making was very spontaneous
• Drive to achive & aquire • Core value were a transitioned to a sudden change
• Transformed its brand as a Tech savy company geared
to next generation • Power distance increased
• Services division to cater to consulting service
requirement. • Drive to belong & bond
• No feedback process was establish
• Merger planning
Q2. What are the enabling and disabling factors regarding HP that may affect the
change process?
Enabling Factors Disabling Factors
• High employee engagement & loyalty • Imbalance between de centralization & central control
• Focused approach towards profit growth • Poor brand propagation & lack of reinventing brand image
• High level of support & team bonding • Focus on behabvorial change rather than role change
• Future ready for Innovation • Lack of competitive spirit & lack of drive to excel
• Not exposure to any lateral thinking through an outsider
• Part of fortune 500 Company approach
• System of shared value & characteristics • Traditional culture transitioned into consensus style
• Management by walking around & transparent • Bureaucracy style
Q3. What is your assessment of Carly Fiorina as a Change Agent at HP?
• Strong headed & aggressive leader.
• Implemented several cost cutting measures.
• Based on HP vs competitor performance there were introduction of various bonus schemes.
• Imposed a spontaneous transition to the organization.
• Has confidence & sales and figures oriented strategist.
• Multiskilling personality like Brand image propagation, Mergers & acquisition.
• Lack of accountability in failures & operational decisions.
• Did not align with the organization’s value chain system. Layed off 1700 employees
• Pushed & abolished the bureaucracy culture & restructured the organization into the centralized system.
• Reluctant to contribute towards innovation.
• Higher achievers reward system & weak performers removal.
Q4. What lessons can you draw about the effective management of change from the
case?
• The leader should effectively delegate and provide freedom of expression and working styles
• An effective reward system can be introduced to motivate employee performance
• The leaders should not cultivate blaming attitude in case of a failed project/assignment
• Proper interaction and coordination with employees to facilitate a change in the organization
• Change in an organization structure should be done whenever required. However, the traditional value system of an
organization should not be challenged by introduction of a new entity without proper assessment.
• In a changed system, the management has to be sensitive to the needs and expectations of the employees
• Change management should be a gradual process and any radical changes can often lead to failure.
• A visionary leader is required to implement the change process
