This 2015 case is all about the Hewlett Packard (HP) Enterprise Group (EG), which brought in $28 billion in yearly revenue and had 50,000 employees' for internal organizational transformation.
EG Ignite a team of 10 people was designed to provide a framework and problem solving support for critical change initiatives. These included: 1) accelerating growth, 2) simplifying company processes, 3) becoming more customer-centric, 4) driving costs down, and 5) and go-to-marketplace changes. EG's leadership was particularly focused on transforming the front line sales force. The EG Ignite team served as the interlock point between business units functions, and areas, and it helped with the execution of the initiatives.
Hewlett Packard was in the process of splitting up into two publicly traded companies. The split came out of HP's urge to act with greater speed and agility so it could better compete in an environment in which client expectations, technology, and market were rapidly changing. As a vital part of HPE, the Enterprise Group’s transformations was fast, successful, and aligned with the imperatives of the company as a whole.
PUBLICATION DATE: June 26, 2015 PRODUCT #: SM246-HCB-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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