The paper discusses the former issues of HP. Based on that insights, new leadership and organizational structures are discussed and proposed to bring HP back on a growth track.
Various models from modern leadership literature and best practices from peer group companies are used to evaluate recommendations.
Table of Contents
1 Introduction
2 Strategy analysis for the company HP
2.1 Current challenges of HP
2.2 HP’s organizational complexities
2.3 Leadership approach of HP’s senior management
3 Strategic Change Plan for HP
3.1 Determination of the required type of change
3.2 Execution plan of the change path
3.3 Required leadership skills for HP’s revolution
4 Results
Research Objectives and Core Topics
This paper examines the strategic turnaround of Hewlett Packard (HP) in the context of organizational transformation and leadership. It seeks to answer how a successful strategic turnaround can be structured and implemented by analyzing HP’s historical challenges, organizational complexities, and leadership failures, while deriving a transformative path based on proven change management models.
- Analysis of HP's internal structural and cultural challenges
- Evaluation of senior management leadership failures
- Application of Lewin’s three-step change management model
- Assessment of required leadership skills for organizational revolution
- Benchmarking against successful transformations in the technology sector
Excerpt from the Book
3.2 Execution plan of the change path
HP has to conduct a revolutionary change program to be back on track. The targeted future state implies a complex change program. This change program should be executed by following the three-step framework of Lewin.
The first step of the change model deals with encouraging the organization to change (cf. Hussain et al. 2016: 124). Change agents have to influence how individuals think and act within the organizational structure. Individuals of HP might feel shocked and are denying the need for change (cf. Balogun 2001: 10.).
Leaders have to help individuals to accept the change. Employees have to understand and agree with the need for refocusing HP (cf. Balogun 2001: 10.). In the phase of unfreezing, communication is the most important change tool. Especially the communication of middle managers are critical for successful unfreezing because they are directly interacting with employees on a daily basis. They know the individuals best and therefore are able to change the individuals (cf. Balogun 2001: 10.). Another trigger is to share knowledge within the organization so that everybody is aware why change is required (cf. Hussain et al. 2016: 124.). HP could establish an intranet section where the environment and current situation of HP is clearly explained. Middle managers have to conduct regular change briefings. They are equipped to explain the context of the change and to build up trust (cf. Kislik 2018: 3.). They have to clearly outline that mistakes were conducted in the past and show the revolution plan to the organization (cf. Kislik 2018: 3.).
Summary of Chapters
1 Introduction: Provides an overview of HP's history, its structural shift into two companies, and defines the research question regarding the structuring and implementation of a successful strategic turnaround.
2 Strategy analysis for the company HP: Evaluates the financial, structural, and leadership challenges that plagued the company in 2012, identifying a "poisoned" culture and rigid silo-based structures.
3 Strategic Change Plan for HP: Derives a revolutionary transformation plan using Balogun's cultural web and Lewin’s change model, while identifying necessary leadership mindsets and business acumen.
4 Results: Summarizes that a revolutionary transformation is essential and concludes that leadership, supported by a clear vision and empathy, is the key success factor for future competitiveness.
Keywords
Hewlett Packard, HP, Change Management, Leadership, Strategic Turnaround, Organizational Complexity, Agile Organization, Transformation, Lewin's Model, Corporate Culture, Path-Goal Theory, Innovation, Business Acumen, Strategy, Software Transformation
Frequently Asked Questions
What is the core focus of this assignment?
The assignment focuses on the strategic turnaround of Hewlett Packard (HP), specifically analyzing how the company could have structured and implemented a successful transformation during its period of crisis in 2012.
What are the central themes discussed in the paper?
The central themes include the impact of organizational structure on performance, the necessity of cultural alignment, the role of leadership in managing change, and the specific application of software-focused business strategies.
What is the primary research question?
The primary research question is: "How could a successful strategic turnaround of HP be structured and implemented?"
Which scientific methods and models are applied?
The paper utilizes Kotter’s leadership failure dimensions, Balogun’s "cultural web" for organizational analysis, Lewin’s three-step change model (Unfreezing, Change Process, Refreezing), and the Path-Goal leadership theory.
What topics are covered in the main section?
The main section covers an analysis of HP's dysfunctional organization and leadership, the determination of the type of change required, an execution plan for this transformation, and the identification of necessary leadership skills for a modern tech enterprise.
Which keywords characterize this paper?
Key terms include Change Management, Leadership, Transformation, Strategic Turnaround, HP, Organizational Complexity, and Agile Management.
Why did the transformation under former CEO Leo Apotheker fail according to the author?
The author argues that the transformation failed due to five leadership faults: lack of urgency, failure to create a guiding coalition, absence of a clear vision, failure to remove obstacles, and insufficient planning for short-term wins.
What is the recommended leadership profile for the HP revolution?
The recommended profile includes a transformative leader with a "growth mindset," strong empathy to foster a supportive environment, deep business acumen in software and data science, and a collaborative transformation approach that involves all participants.
How should HP's organizational structure change according to the findings?
The findings suggest a shift from a rigid, siloed "machine-like" organization to an agile "organism-like" structure that prioritizes cross-functional collaboration and flat hierarchies.
What is the significance of the "Big Bang" approach mentioned in the text?
The "Big Bang" approach represents the speed of change required for HP to regain trust from investors and the workforce, as incremental changes were deemed insufficient to address the critical decline in financial performance and innovation capability.
- Arbeit zitieren
- Alexander Kahlert (Autor:in), 2019, Leadership and Change Management: A Case Study of HP, München, GRIN Verlag, https://www.grin.com/document/504100
