Hewlett Packard

Paper Summary:

The paper analyzes the Hewlett-Packard/Compaq merger. The paper discusses how Hewlett Packard has internal management problems and turmoil that make it a less than perfect partner for a merger. The paper examines how Compaq's financial instability exposes HP to an entirely new set of risks. The paper further considers these factors within the scope of popular management theory. The paper concludes that, while both HP and Compaq would benefit from a merger if both organizations were stable, combining the two at this time would be ineffective and dangerous.

Table of Contents:
Executive Summary
Context of the Problem
Critical Problem
Alternative Solutions
Reordered Course of Action

From the Paper:

"Hewlett Packard rose from a tiny partnership between two men, started in a garage, to a massively profitable corporation and one of the driving forces behind the rise of Silicon Valley in the 1980s (Carlock and Treacey). By the year 2001, however, the firm was plagued by a new CEO who failed to connect with other executives and management, and the resulting disconnect translated into lower profits and sliding confidence among shareholders. In the midst of this chaos, HP sought to merge with Compaq, which had problems of its own."

Sample of Sources Used:

• Carlock, R. S., and Treacey, E.F. "The Compaq Merger-A Battle for the Heart and Soul of the Company." Insead (2002).
• Heel, Joachim, Lars Haegg, Stephen Klar, and Kenan Cem Inal. "Consumer IT: To Play or Not to Play." The McKinsey Quarterly (1997): 201+.
• McCuiston, V. E. "Managing in Turbulent Times." University of Tampa (2006).

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