A case study analysis of the company restructuring of Hewlett-Packard and the impact it had on employees and stakeholders.
Written in 2008; 1,377 words; 5 sources; APA; $ 46.95
Paper Summary:
This paper discusses Hewlett-Packards' (HP) restructuring that was announced by the company on July 19, 2005. The paper discusses the different aspects of the restructuring and the the impact of their restructuring on employees and external stakeholders. The paper discusses how HP went about restructuring in a manner that would cause the least disruption.
Table of Contents:
Impact of Restructuring on Employees
Support Systems for Employees
Impact on External Stakeholders
From the Paper:
"In terms of customers, HP chose to announce the restructuring in the first quarter to its major accounts, a full 120 days before the actual announcement to the press. HP focused on transition plans, the introduction of the new sales representatives on key accounts, and also created Customer Advisory Councils to gain the customers' feedback before the actual restructuring was announced. All of these efforts were made to ensure the customers' concerns were taken into account, and that support systems would be created specifically for their needs. The focus on being easier to do business with was the primary concern of HPs' senior management, and the main part of the support system provided customers was the opportunity to benchmark HPs' performance after the restructuring to make sure the company was attaining its goals of being more responsive to them."
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