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Technology Stocks : Compaq -- Ignore unavailable to you. Want to Upgrade?

To: The Duke of URL© who wrote (94391)	12/21/2001 1:00:41 AM
From: Night Writer	Read Replies (2) \| Respond to of 97611

Duke, Here are some basic thoughts on the topic. 1.) Carly's culture and organizational changes separate the R&D function from the rest of the business processes. HP culture had the R&D function integrated into the business process for each product area. The old organization had a messy organization chart, but it worked well with the proper leadership. The changes have caused employee confusion and frustration. A normal reaction to change. 2.) The old successful HP management style will take a another big hit with this merger and never survive. That management style produced great innovations (changes) and new products in the past. Hewlett & Packard think it should produce great innovations and products in the future. (An R&D driven management style is different from a client driven sales style.) 3.)The brothers have a logical argument, but they are not communicating it well. One has to listen closely and add up various bits of information from here and there before it makes sense. (One side is talking organizational change and the other is talking product change.) 4.)The BOD and Carly started this merger process before completing the cultural and organizational changes at HWP. A crucial benchmark is completing the change cycle. The change cycle is not completed until employees understand, accept, and are working routinely in the new culture and organization. At that point management can institute dramatic new changes and start the change cycle again. Managing change properly is a key management function. NW