If the $ 19000000000 fusion of Silicon Valley legend, Hewlett-Packard and Houston-based PC giant Compaq Computer Corp. legally closed on 3 May 2002, both companies had already devoted an immense amount of time to prepare for the challenges that lay before us. The most important of these challenges is the collision avoidance culture, often with major mergers. This issue was particularly relevant in view of the very different cultures of HP and Compaq. This case provides an insight into the integration plann … Read more »

If the $ 19000000000 fusion of Silicon Valley legend, Hewlett-Packard and Houston-based PC giant Compaq Computer Corp. legally closed on 3 May 2002, both companies had already devoted an immense amount of time to prepare for the challenges that lay before us. The most important of these challenges is the collision avoidance culture, often with major mergers. This issue was particularly relevant in view of the very different cultures of HP and Compaq. This case provides an insight into the integration planning process carried out to “The New HP”, the work of the Integration Office, known as a “clean room”, and the human resources team of HP Vice President Jackie Kane create. Also describes the dilemma of a division manager Rich Marcello, who fought with the effects of a cleanroom decision.
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Leslie A. Perlow,
Liz type
Source: Harvard Business School
23 pages.
Publication Date: Feb 22, 2004. Prod #: 404064-PDF-ENG
New HP: The Clean Room and Beyond HBR case solution

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