Hewlett-Packard is a global leader in the provision of technology, services, products and solutions to businesses and final consumers. In the early 2000s, Hewlett-Packard merged with Compaq Corporation in a move to enhance its position in personal computing, global services, access devices, imaging and printing solutions and information technology infrastructure in the global industry. The company was faced with the challenge of increasing shareholders’ value by enhancing the scale in business and technology.
However, expansion in geographical coverage sophisticated the coordination of various dispersed operational locations. HP planned to relocate its office to accommodate the merged administration. The difficulty was fashioned by the Compaq merger. It was necessary for the company to pursue the advantages of expansion of operations together with reducing business costs and managing the complex business information technology system. A business has to keep on improving customer experience in whichever operation capacity. The need to assortment the resources, people and facilities in every single country to solidify the high-profile merger.
The case study describes the enterprise infrastructure in Norway where Hewlett-Packard and Compaq had 450 employees and facilities in the city of Oslo. The combined functions and operations had to be reorganized to represent the core values of HP through shared management teams. The values have been established and developed over a period of 50 years propelling its success and determine the company’s ability grow its business constantly and in maintaining the obligation to the employees, the shareholders and the customers.
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