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Hewlett-Packard Company (HP) is a leading global provider of products, technologies, solutions and services to consumers and business. The company's offerings span Information Technology infrastructure, personal computing and access devices, global services, and imaging and printing. In May 2002, the merger of Hewlett-Packard and Compaq Computer Corporation—the largest tech merger in history—forged a dynamic, powerful team of 140,000 employees serving more than one billion customers in 160 countries. For fiscal year 2002, the combined companies reported revenues of $72 billion. Compaq resources, facilities and people, and solidifying its image as a unified, high-performance company. In Norway, both HP and Compaq had facilities in Oslo and, between them, employed 450 people. Immediately after the merger, HP established shared management teams and reorganized processes and functions to support "the HP way," a shorthand expression for the core values of the company. These values have served HP well throughout its more than 50 years, and have been a critical factor in the company's ability to continually grow its business while never losing sight of its responsibility to customers, shareholders and employees. Throughout the transition, HP Norway's executives were very focused on understanding current employee behaviors and acknowledging where changes needed to occur to achieve the vision of a unified HP whose new business model
Global businesses increasingly seek greater scale to improve efficiencies and clout in their lines of business-with the overall goal of boosting shareholder value. However, along with scale also can come increased complexity and difficulty in coordinating geographically dispersed operations. This is precisely the challenge that HP faced when it merged with Compaq. Following the combination, HP was challenged to immediately begin integrating the operations of the two companies to achieve economies of scale, reduce the cost and complexity of information technology systems for business and improve the overall experience consumers have with technology. Performed on a country-by-country basis, this integration process involved physically blending HP and
shared facility. For many. the vision of the new company in Norway would really come to life.To answer any questions employees might have about the integration process and the office relocation. extensive experience in developing innovative tools and technologies. attitudes toward the integration and areas of potential risk. HP Norway turned to Accenture for help in making sure that its integration momentum would not falter during the actual relocation.Based on the results of the eSurvey. maintained its marketplace momentum during the move. craft messages and define activities to promote and secure the effective cooperation between employees. These leaders further recognized that the real challenge of integration would come when the company formally merged its people and resources into one new. answer any questions they might have throughout the day and solve any setup problems immediately. This portal was hugely successful. logging 10. Accenture and HP quickly developed a oneof-a-kind Integration Portal. the team helped ensure that HP Norway's management created a positive atmosphere by providing important information related to the new direction and hosting special meetings with their work groups. implement and manage—over a period of just three months—six distinct activities: • eSurvey . Finally.. The Accenture/HP Norway Solution For HP Norway's integration to be successful. most important.would enable the company to dominate its markets. With help from Accenture. external focus and continue to serve its customers throughout the integration process. At that point. the company needed to maintain an effective.In addition to coordinating activities and processes on the day of the relocation.000 "hits" in the month prior to the move. assess awareness of HP core values and develop programs to guide a smoother transition. Using an easy-touse navigation structure and a subway map metaphor.. differences between the ex-HP and ex-Compaq workforces. tools and checklists for detailed project control and also identified high-risk areas and possible consequences. The team made sure that "info butlers" and technical support resources were on site to guide employees on arrival. The team also set up "base stations" on site to encourage the HP and Compaq groups to meet and interact with each other. but also the technology industry overall. the portal provided practical information (e. Accenture helped develop and execute the plan. Accenture quickly assembled a team to help the company design. as well as updated messages from HP leaders that managed workers' expectations and kept them focused on productive activities. HP selected Accenture because of its history of helping companies identify and capitalize on ways to improve overall business performance. . HP/Accenture team understand the workers' expectations. holistic approach to organizational change. HP Norway completed one of the most successful relocations in history and. Accenture worked with HP Norway to identify potential areas of resistance during the integration process. To that end. • Defining Focus Areas . Playing a key role in HP's decision were Accenture's track record of successful project execution. deep understanding of not only HP's business and values. The eSurvey helped the • Project Support for the HP Management Team . • Integration Portal . integrated with HP Norway's existing website and internal Webpublishing tools.Accenture and HP Norway created and distributed a tailored Web-based survey to all employees to reveal cultural characteristics. this was the first time they met their new colleagues. • Office Relocation Event Accenture worked closely with HP to create a "no-hassle" transition on the day of the office and workforce relocation. "Where will my workspace be located in the new facility?"). and proven.g.
Accenture can mobilize the right people.000 in cost savings. With deep industry and business process expertise. About Accenture Accenture is a global management consulting. to HP Norway's commitment to its employees and core values." In addition to improving employee satisfaction and maintaining a unified image for its customers. Using a popular local comedian. technology services and outsourcing company.accenture. In a move of such scope. its logo. most companies typically see their performance drop as employees acclimate to their new environment and new way of working. the new HP will be in an even better position to dominate Norway's technology services market. Accenture is now helping HP Norway determine and implement the changes needed to align the culture in a way that best supports HP Norway's goals. workshops. In fact. Armed with information from these sources. Accenture created a series of highly entertaining videos—available via the Internet over the three-week period prior to the relocation—that explained the core values and new rules for the HP organization. skills and technologies to help clients improve their performance. HP is quite unique in terms of the attention it places on creating and maintaining a dynamic culture that drives business results-a critical component of a high-performance business. The efficiencies from this project have resulted in nearly $720. broad global resources and a proven track record.• Creative Concept . "We never missed a heartbeat. Combined. The success is also due to Accenture's ability to mobilize quickly and put together a comprehensive and creative approach to relocation and facility integration-an approach that relied on proven methodologies and "out-of-the-box" thinking. HP Norway completed one of the most successful relocations in history and. . most important. Its home page is www. the entire company was operating as if a change had never occurred. The company estimates that the successful integration reduced the amount of time spent on internal processes by 20 hours per employee and that the successful communications effort—primarily via the Integration Portal—reduced the amount of time spent on internal communications and information search by 15 hours per employee. With more than 83. HP Norway once again turned to Accenture—this time for help in changing the organizational culture so it best supports "the HP Way.8 billion for the fiscal year ended Aug. According to a HP program manager. integration tools and creative on-the-ground assistance-all delivered in a very short time frame80 percent of HP Norway's workforce was operating at full capacity by 10 a. Accenture has hosted Copyright © 2003 Accenture All rights reserved. Committed to delivering innovation. on the day of the transition. in large part. 2003.000 in cost savings.com. as well as data from the eSurvey tool. By aligning behaviors to core values. Building on the successful completion of the relocation program. High Performance Delivered With Accenture's help. these efficiencies translated into nearly $720. Accenture. Within five hours." For this project. the company generated net revenues of US$11.Accenture developed a creative concept to help communicate the critical issues and messages related to the integration. HP Norway also achieved significant financial benefits from the well-executed move.000 people in 47 countries. team discussions and interviews to define HP Norway's existing culture. 31. executive forums. due to the effort from the Accenture team. Accenture collaborates with its clients to help them become high-performance businesses and governments. The success of this project is due. and Accenture High Performance Delivered are trademarks of Accenture. Accenture is now building on the relocation success to help identify and drive the cultural changes needed to cement HP Norway's core values throughout the organization.m. With Accenture's detailed planning capabilities. maintained its marketplace momentum during the move.
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