Harvard Case - New New HP in 2004 (A): Leading Strategic Integration
"New New HP in 2004 (A): Leading Strategic Integration" Harvard business case study is written by Robert A. Burgelman, Philip Meza. It deals with the challenges in the field of Strategy. The case study is 31 page(s) long and it was first published on : Jul 15, 2004
At Fern Fort University, we recommend that HP adopt a strategic integration approach, focusing on leveraging its core competencies in technology and analytics, printing, and imaging to create a sustainable competitive advantage in the evolving technology landscape. This strategy involves leveraging its existing strengths, expanding into new markets, and embracing digital transformation to secure a dominant position in the industry.
2. Background
The case study focuses on HP's strategic challenges in 2004 following the merger with Compaq. The company faced a complex landscape with rapidly evolving technology, increasing competition, and a need to define its core competencies and strategic direction. The main protagonists are Carly Fiorina, HP's CEO, and the company's leadership team, tasked with navigating this complex landscape and defining a path for future growth.
3. Analysis of the Case Study
SWOT Analysis:
- Strengths: Strong brand recognition, established market presence, leading position in printing and imaging, strong R&D capabilities, global reach.
- Weaknesses: Complex organizational structure, integration challenges post-merger, potential for cannibalization between product lines, lack of focus on emerging technologies like software and services.
- Opportunities: Expanding into new markets like emerging economies, developing innovative products and services, leveraging the internet and digital technologies, focusing on business model innovation and disruptive innovation.
- Threats: Increasing competition from Asian manufacturers, rapid technological advancements, evolving customer needs, economic uncertainty.
Porter's Five Forces:
- Threat of new entrants: High, due to low barriers to entry in certain segments and the presence of agile start-ups.
- Bargaining power of buyers: Moderate, with customers having a wide range of choices and access to information.
- Bargaining power of suppliers: Moderate, with key suppliers having some leverage, but HP's scale providing some bargaining power.
- Threat of substitute products: High, with alternative technologies and solutions constantly emerging.
- Rivalry among existing competitors: High, with intense competition from established players like Dell, IBM, and emerging players from Asia.
Value Chain Analysis:
HP's value chain consists of:
- Inbound logistics: Sourcing components and raw materials.
- Operations: Manufacturing and assembling products.
- Outbound logistics: Distributing products to customers.
- Marketing and sales: Promoting and selling products.
- Service: Providing support and maintenance.
Core Competencies:
HP's core competencies include:
- Technology and analytics: Strong R&D capabilities, expertise in hardware and software development.
- Printing and imaging: Leading market position, strong brand recognition, extensive product portfolio.
- Global reach: Established presence in major markets, strong distribution network.
Business Model Innovation:
HP needs to explore business model innovation to adapt to the changing market landscape. This includes:
- Shifting from a product-centric model to a service-centric model.
- Leveraging the internet and digital technologies to create new revenue streams.
- Developing partnerships with other companies to offer integrated solutions.
- Expanding into new markets like emerging economies.
4. Recommendations
- Strategic Integration and Focus: HP should focus on leveraging its core competencies in technology, printing, and imaging to create a sustainable competitive advantage. This requires streamlining its organizational structure, eliminating redundancies, and fostering a culture of innovation and collaboration.
- Digital Transformation: HP needs to embrace digital transformation to remain competitive. This includes investing in cloud computing, big data analytics, and artificial intelligence (AI).
- Market Expansion: HP should aggressively pursue new markets, particularly in emerging economies. This requires adapting its products and services to local needs and developing strategic partnerships.
- Product Differentiation: HP should focus on product differentiation to stand out from the competition. This includes developing innovative products and services, leveraging its expertise in technology and analytics, and focusing on customer experience.
- Strategic Alliances: HP should form strategic alliances with other companies to expand its reach and capabilities. This includes partnerships with software companies, service providers, and technology companies.
- Corporate Social Responsibility: HP should prioritize corporate social responsibility to enhance its brand image and attract talent. This includes focusing on environmental sustainability, ethical sourcing, and community engagement.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations leverage HP's existing strengths in technology, printing, and imaging, aligning with its mission to deliver innovative solutions.
- External customers and internal clients: The recommendations address the needs of external customers by offering innovative products and services, while also considering the needs of internal clients by promoting a culture of collaboration and innovation.
- Competitors: The recommendations address the competitive landscape by focusing on differentiation, market expansion, and strategic alliances.
- Attractiveness ' quantitative measures if applicable: The recommendations are expected to generate positive returns on investment (ROI) by increasing market share, expanding into new markets, and developing innovative products and services.
6. Conclusion
HP faces significant challenges in the evolving technology landscape. However, by embracing strategic integration, digital transformation, and market expansion, HP can leverage its core competencies and secure a dominant position in the industry. By focusing on innovation, customer experience, and corporate social responsibility, HP can create a sustainable competitive advantage and achieve long-term success.
7. Discussion
Alternatives not selected:
- Divesting non-core businesses: While this could streamline operations, it could also lead to the loss of valuable assets and expertise.
- Focusing solely on cost leadership: This could lead to a price war and erode profitability.
- Ignoring emerging technologies: This could lead to HP falling behind its competitors.
Risks and key assumptions:
- Integration challenges: The merger with Compaq could lead to further integration challenges.
- Rapid technological advancements: The rapid pace of technological change could make it difficult for HP to keep up.
- Economic uncertainty: Economic downturns could impact demand for HP's products and services.
Options Grid:
| Option | Advantages | Disadvantages | Risk |
|---|---|---|---|
| Strategic Integration | Leverage core competencies, create sustainable competitive advantage | Complex implementation, potential for internal resistance | Integration challenges |
| Digital Transformation | Enhance competitiveness, create new revenue streams | High investment costs, potential for disruption | Rapid technological advancements |
| Market Expansion | Increase market share, access new growth opportunities | Cultural differences, regulatory challenges | Economic uncertainty |
| Product Differentiation | Stand out from competition, attract customers | High development costs, potential for cannibalization | Rapid technological advancements |
| Strategic Alliances | Expand reach and capabilities, access new markets | Potential for conflict, loss of control | Integration challenges |
8. Next Steps
- Develop a detailed strategic plan: This plan should outline HP's vision, mission, objectives, and strategies for achieving its goals.
- Streamline organizational structure: This involves eliminating redundancies, creating cross-functional teams, and fostering a culture of collaboration.
- Invest in digital transformation: This includes investing in cloud computing, big data analytics, and artificial intelligence (AI).
- Expand into new markets: This requires identifying target markets, adapting products and services, and developing strategic partnerships.
- Develop innovative products and services: This involves leveraging HP's expertise in technology and analytics to create differentiated offerings.
- Form strategic alliances: This includes identifying potential partners, negotiating agreements, and integrating operations.
- Prioritize corporate social responsibility: This includes focusing on environmental sustainability, ethical sourcing, and community engagement.
By taking these steps, HP can successfully navigate the challenges of the evolving technology landscape and secure a dominant position in the industry.
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Case Description
In early 2004, with the organizational integration of the Compaq acquisition mostly completed, top management was looking toward capitalizing on the potential competitive advantages of the strategic integration of both companies to achieve the goal of becoming the leading technology company in the world. Top management had to make sure that HP would achieve superior profitable growth with its portfolio strategy. This would require high performance from its individual businesses in increasingly competitive environments, the development of new strategic leadership skills to capitalize on opportunities for strategic integration across the organization, and continued significant innovation.
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