HP's Webb McKinney Discussed(Q&A)
by: skeptically 12/05/01 02:05 pm
Msg: 262797 of 262797
news.cnet.com
HP-Compaq's future on his shoulders
By Charles Cooper
Special to CNET News.com
December 5, 2001, 10:30 a.m. PT
newsmakers Webb McKinney's official role running Hewlett-Packard's Business Customer Organization makes him responsible for worldwide sales of the company's products and services. A big job, but essentially small potatoes compared with the task he was entrusted to handle last September.
That's when HP boss Carly Fiorina announced a $25 billion acquisition of rival Compaq Computer, a blockbuster announcement that has sparked controversy and excitement from the opening bell. Fiorina believes the deal will take HP to the next level. But critics, including Walter Hewlett and David W. Packard, sons of the company's co-founders, say a merger with Compaq would be a disaster.
To a large extent, the success or failure of a merged HP-Compaq is bound up in the integration planning being carried out under McKinney's supervision. Working with Compaq CFO Jeff Clark, McKinney's charge is formidable: Make tough choices about personnel and policies, and foster a happy blending of two unique corporate cultures--all the while keeping customers happy and out of the clutches of rivals eager to pounce during the lead-up to the February board vote.
With the clock ticking, representatives from HP and Compaq on the integration team participate in a grueling ritual of meetings on top of meetings each week. CNET News.com caught up with McKinney during one of his few breaks to get a progress report.
Q: How is the integration committee figuring out what the combined company should look like?
A: Early on, we wanted to make sure the planning effort would be guided by the future line managers of the company. We didn't want a bunch of people planning and then, way later, have leaders being named and then told, "Good luck; go create your business."
So one of the first things we did was define the principles by which to operate. We also needed to name the future leaders of the company fairly quickly, and the top management of the future post-merged company has already been announced. Then we asked each those managers to name a lead to represent their businesses.
So it's a relatively small central team. How does the overall timeline get managed?
We've established a process that is very regimented and centrally controlled, where each of the integration teams has milestones and goals they are managing to. It's all about planning, since the merger has not happened yet.
Assuming the merger is approved, will you be ready to roll the day the two companies officially combine?
We've defined "deliverables" that will be ready for Day 1, but obviously the full integration will take several quarters.
What does your workweek look like now?
All the integration team leads come together and meet every Monday and Tuesday. Then, on Wednesday, Jeff and I host a meeting with all the managers where we look at the bigger issues that couldn't get resolved. On Thursday, Jeff and I meet with (HP CEO) Carly (Fiorina) and (Compaq CEO) Michael (Capellas) and a couple of members from their staffs, where we report on (work) status, or if there are any issues we need guidance on. And then we do it again the next week.
So Friday's your day of rest, so to speak?
Free days are pretty hard to find. It's pretty intense. But it's similar from a management point of view to any large project..........more at link........... |
