It keeps the company moving forward in new and interesting directions. This approach is how they have been able to provide ideas that help people around the world connect, create and accomplish a lot of spectacular things. This has allowed their people who are experts in so many areas be successful. These areas of expertise include marketing, finance, HR, sales, IT infrastructure, personal computing devices, business technology solutions, global services, and imaging and printing. They believe that when you bring great minds together in over 170 countries, each person has a hand in driving the innovations that make the world a better place (Hewlett-Packard, 2009).
The Santa Rosa Systems Division of Hewlett Packard (SRSD) was created in 1992 in order to target a new systems integration opportunity in the ever growing communication business sector. In 1994 SRSD faced many challenges that threatened its success as well as that of its leadership team. Those in the organization saw the following things as major issues:
There were two competing strategies that were threatening to divide the organization
There were problems between two functions that were competing for common engineering resources. This problem was caused by a functional structure that had very poorly designed cross-functional business teams
The cross-functional teams that were not effectively led or managed and did not produce any needed coordination
There was a top team that was not effective.
There was a general manager who was not confronting and resolving key strategic and organizational issues.
There was low trust throughout the organization that prevented organizational problems from being discussed and managed.
There was underperformance in the rate of growth and profitability as well as low morale and turnover of key technical people (Beer, 2002).
In order to help address these issues HP used a technique know as Organizational Fitness Profiling (OFP). This process enabled the leadership team to bring these problems to the surface and make changes that allowed the business unit to capitalize on many market opportunities. The leadership team and many of the key managers in the Santa Rosa division had grown up in Hewlett Packard's traditional business environment. Fitness Profiling enabled the leadership team to have an honest organizational conversation about the behaviors that were silent killers and diagnose the root causes (Beer, 2002).
Another approach that HP has used is that of Sociotechnical...
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