Hp Way

Hewlett Packard Stage III. Review Introduction Organizations in any field of endeavor, be it business, government, charitable or otherwise oriented, require renewal. Organizations commonly evolve incrementally over time. During most of Hewlett Packard’s history, it grew and developed incrementally, directed by its purposes and objectives, shaped by its changing environment, evolving technology and other situational forces and conditions. At the top of the organization, it had policies and practices that facilitated, with limited review and evaluation, the orderly succession of management. At lower levels in the organization, the processes of managerial development and succession were reviewed at least annually. Its operations were subjected to on-going reviews. Scientists expect and subject their research studies, methodologies and findings to critical, impartial and objective reviews. Technological products are tested, analyzed and critiqued. Production, marketing and financial performances are frequently, if not constantly evaluated based on industry benchmarks, corporate objectives, goals and other performance measures. Reviews of performance and other vital aspects of HP were performed in a wide range of ways and intensities. As an axiom of all organizational management, progress and all of its inherent developments do not continue naturally and uninterrupted. Various laws of nature, human and otherwise, environmental and organizational forces and conditions influence and, in some situations, determine the evolution of a business. Such was the case with Hewlett Packard. Despite its history of growth and development, the company experienced times of challenges and issues that needed evaluation, reflection and review. Each new or innovative product, physical expansion, business acquisition and other major tactical and/or strategic alternative and resource allocation required an appropriate process of review. Such decisions had to be rigorously evaluated to...