Focuses on the development of a “market-oriented” culture at Hewlett-Packard (HP), the conflict between autonomous, well-integrated divisions manufacture of products of in their own markets and a higher level of system integration at the enterprise level, and the integration the areas of sales, marketing, research and development functions.

Focuses on the development of a “market-oriented” culture at Hewlett-Packard (HP), the conflict between autonomous, well-integrated divisions manufacture of products of in their own markets and a higher level of system integration at the enterprise level, and the integration the areas of sales, marketing, research and development functions.
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from
Benson P. Shapiro,
Lawrence B. Levine
Source: Harvard Business School
19 pages.
Publication Date: Dec 12, 1986. Prod #: 587103-PDF-ENG
Hewlett-Packard: Manufacturing Productivity Division (C) HBR case solution