Hewlett Packard Case Analysis

1690 Words4 Pages
bulb-icon

Recommended: Grow_history of Hewht of Hewlett-Packard corporation

Hewlett-Packard Company and its subsidiaries provide products, technologies, software, solutions, and services to individual consumers, small-and medium-sized businesses (SMBs), and large enterprises, including customers in the government, health, and education sectors worldwide. The company was founded in 1939 and is headquartered in Palo Alto, California (HPQ Profile). HP products are recognized in a vast range from a tiny HP printing label to very high-end computer products. As with any major company, HP has grown in part by its acquisition. One of the most notable moment was when HP merged to Compaq 2002, and the worst, probably was acquired Autonomy in 2011 (Pimentel, 2012).
Oracle Corporation
Oracle Corporation is multinational computer technologies, specializes in developing and marketing computer hardware systems and software products. It is the second largest software maker, after Microsoft. Oracle founded in 1977 and is headquartered in Redwood City, California (Oracle Profile). Started as a small developing software company, Oracle now is well known worldwide in software products and hardware systems. Oracle business platform focused in both R&D as well as Oracle’s acquisition strategy.
In 2010, Oracle acquired Sun Microsystems and made marking the company’s entry into the hardware market. This deal entailed that Oracle would pay $7.4 billion (Montalbano, 2009). In return, this would enable Oracle to deliver complete and “integrated computer systems – from database to disk – that would be optimized for easier management, enhanced security, improved reliability and high performance while at the same time reducing the total cost of ownership” (Montalbano, 2009). Prior to this event, the company has never had a server ...

... middle of paper ...

...a team work and need many strong leaders. One great example was HP where its acquisition of Autonomy was thought as the worst move in the company history, but now HP started making use of the great technology in to serve as an important role in the vendor’s big plans in the coming years (McLaughlin, 2014)
Conclusion
Change is a part of continuing improvement process that occurs in every organization, at some point... Change management is an essential component and should be recognized and understood that it is not just a list of tasks to be checked off and considered finished. It is continuously to ensure a successful transformation. There are six contrasting images of managing change. Depending on how we view an organization will determine how we manage change and our ideas are influenced by the images, or frames that we hold, both from managing and from change.

Show More
Related

  • Trinity Industries Case Study: Trinity's Work Environment

    1002 Words  | 3 Pages

    Trinity installed the Oracle system (EDP) which centralized their financial data of all the BUs in one system to have reliability and accountability of their financial statements. This system combined four ledgers in one system and save Trinity $.5 million annually in SOX compliance expense. This system improved their reporting process, timely closing of books, and availability of financial information. This systems left little room for misrepresentation of their financial statements which satisfied some of the SOX requirements.

    Read More

  • Capital One Financial Corporation

    1052 Words  | 3 Pages

    In 1994, Jim Donehey was brought in to update Capital One’s IT system. His solution was to replace their aging mainframe computers with an object-based system, but this technology had never been used on such a large scale. In contrast, two-thirds of Capital One’s competitors outsourced their IT functions. Within 5 years the company had the world’s largest Oracle database with 23 terabytes of data – winning them the Gartner Group’s Excellence in Technology Award.

    Read More

  • Huffman Trucking

    1834 Words  | 4 Pages

    SQL Server 2000 vs Oracle 9i. Retrieved December 1, 2007, from MSSQLCity.Com Web site: http://www.mssqlcity.com/Articles/Compare/sql_server_vs_oracle.htm

    Read More

  • SUN Microsystems Case Analysis

    458 Words  | 1 Pages

    SUN Microsystems Case Analysis Sun Microsystems had an extremely tough decision to make in regards to its procurement strategy. They had to decide if they were going to take on an “E-sourcing” or “dynamic bidding” auction-type strategy with making purchases from their suppliers. Taking on this type of procurement strategy would benefit Sun with cost-savings on procurements, but may jeopardize their supplier relationships and quality of inputs for Sun products. After reviewing the enclosed financial data for Sun from 1996-1999, it is apparent that some trends are consistent. Sun’s cost of goods sold has consistently been around half of their revenue for prior fiscal years, resulting in an approximate gross margin of 50%.

    Read More

  • Coping with Change; Change Management Models and Philosophies

    994 Words  | 2 Pages

    Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.

    Read More

  • Financial Analysis of Oracle Corp

    2599 Words  | 6 Pages

    In 1977, Larry Ellison, Bob Miner, and Ed Oates founded System Development Laboratories. After being inspired by a research paper written in 1970 by an IBM researcher titled “A Relational Model of Data for Large Shared Data Banks” they decided to build a new type of database called a relational database system. The original project on the relational database system was for the government (Central Intelligence Agency) and was dubbed ‘Oracle.’ They thought this would be appropriate because the meaning of Oracle is source of wisdom.

    Read More

  • Industry Analysis: Apple Computers

    1917 Words  | 4 Pages

    By 1995 the computer industry was a relatively new industry with a history of around 20 years only, a considerable time for a technology based industry, but still not a mature industry. On the other hand, by 2002 the industry was all ready a "$220 billion global industry" showing how "from its earliest days in the mid 1970's, the industry had experienced explosive growth" and presenting the industry as a very attractive industry with capability of even more growth. Even with this growing strength, there was a great presence of economies of scale, if a new company were to enter this industry it would have to face the cost disadvantage of not coming in with a large scale, since competing against IBM and Microsoft, and even Apple in a large scale would be suicide. Following, the industry was characterized also for been very capital intensive, for developing new products and new technologies required and investment on R&D of around $500 to $700 million, representing in Apple's case some what of a 4% to 6% of revenue investment fluctuating through out the years. On the other hand, by 2005 this capital intensive industry changed as

    Read More

  • Compare And Differences And Kotter's Change Management Model

    932 Words  | 2 Pages

    Change is inevitable and bound to happen in all aspects of life including business. Although change is important in an organization, it can also be seen as a strength and weakness. Effective leadership is about mastering change. One must be willing to change in order to grow and be successful. This paper will compare and contrast Kotter and Kurt Lewin step in their change management models. Furthermore, it will elaborate on the concepts and explain whether these methods can be used at the same time. In addition, this paper will include a Christian worldview of the information discussed and how it relates to the change management models.

    Read More

  • Leadership and Governance Problems at Hewlett-Packard

    1699 Words  | 4 Pages

    Hewlett-Packard (HP) was founded in 1939 by Bill Hewlett and Dave Packard (Da Monitor, 2008). However, it was not until 1966 when the company first made its entry into the computer manufacturing industry. As provided by Data Monitor (2008), the company became officially incorporated in 1947, went public in 1957 with its shares priced at $16 each, and became listed on the New York S...

    Read More

  • Business Analysis: Apple - Value Proposition and Culture

    1039 Words  | 3 Pages

    Apple Inc., was founded by Steve Jobs, Steve Wozniak, and Ronald Wayne on 1976, is an American multinational corporation headquartered in Cupertino, California, that designs, develops, and sells consumer electronics, computer software and personal computers. Its best-known hardware products are the Mac line of computers, the iPod media player, the iPhone smartphone, and the iPad tablet computer. Its consumer software includes the OS X and iOS operating systems, the iTunes media browser, the Safari web browser, and the iLife and iWork creativity and productivity suites.

    Read More

  • Dell Computers Strategy

    1587 Words  | 4 Pages

    In 1985 the company produced (in China) the first computer of its own design (the "Turbo PC").

    Read More

  • Change at Glenrothes Colliery: An Evaluation of John Kotter's 8-Step Model

    1692 Words  | 4 Pages

    Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).

    Read More

  • Top Down Vs Bottom Up Change

    1050 Words  | 3 Pages

    The transformation of a company requires hundreds, sometimes thousands of employees to adopt a new view of its future, a future they must regard as essential. Change management involves managing the process of achieving this future state. Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the ...

    Read More

  • Organizational Change Essay

    1343 Words  | 3 Pages

    The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.

    Read More

  • Change Management Case Study

    1745 Words  | 4 Pages

    The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used

    Read More

More about Hewlett Packard Case Analysis

Open Document