The Power of Networked Teams: Creating a Business Within a Business at Hewlett-Packard in Colorado Springs

Overview


Hewlett-Packard has long been one of the world's most respected companies--universally heralded for its leadership, unique corporate culture (called the HP Way), superior products, and sustained financial performance.
This book takes the reader into the trenches of financial transaction processing at HP. The authors find there an unusual success story with application to virtually every industry and organization, regardless of size. They tell the story of HP's experience with ...
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Overview


Hewlett-Packard has long been one of the world's most respected companies--universally heralded for its leadership, unique corporate culture (called the HP Way), superior products, and sustained financial performance.
This book takes the reader into the trenches of financial transaction processing at HP. The authors find there an unusual success story with application to virtually every industry and organization, regardless of size. They tell the story of HP's experience with creating both a new organization and a new organizational form--networked teams--to provide shared financial transaction processing for its US factory locations. In just over 9 years, this unique and wildly successful organization is processing over $19 billion of transactions annually while reducing transaction costs as a percentage of revenue by a factor of four--highly significant for a $47 billion company--while engendering exceptionally high employee and customer satisfaction.
Many of the key players involved in getting this unique organization off the ground provide fascinating first-hand accounts about the often overlooked potential of transforming routine organizational processes into new and creative forms capable of generating major contributions to the bottom line. The HP story is one about creating and growing a world-class organization within a huge company. But most importantly, it is a success story created in the trenches without strong top management support. It is a story that CEOs and CFOs will find compelling, but one that brings hope and guidance to line managers and professionals responsible for day-to-day organizational life.
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Editorial Reviews

From the Publisher

"This book addresses a topic of relevance in today's organizations: how organizational units change their form fundamentally and then learn to be effective in their new form. It is very well written and a valuable whole system case, and as such could possibly become the kind of case study book that fits a niche in organizational change."--Susan A. Mohrman, University of Southern California

Library Journal
This insider's look at the birth and development of Hewlett-Packard's Colorado Springs Financial Services Center brings together HP consultant Shockley-Zalabak (communications, Univ. of Colorado, Colorado Springs) and Burmeister, the worldwide communications manager for HP's financial services in Colorado Springs. In 1990, HP was a $16.4-billion company spending over $60 million a year for processing financial transactions. At that time, it made a commitment to reduce these costs by 50 percent within five years. Using a unique blend of emerging technology, geographically dispersed partners, and self-directed teams, they succeeded. In fact, by 1998, they were able to reduce the cost of financial transaction processing as a percentage of revenue by 75 percent while growing into a $47 billion company. Using both their insider knowledge and the words and experiences of the people involved, the authors provide useful insight into how the successes at Colorado Springs can be applied in other organizational settings. The result is recommended for both academic and public libraries. Norman B. Hutcherson, California State Univ., Copyright 2001 Cahners Business Information.
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Product Details

  • ISBN-13: 9780195134483
  • Publisher: Oxford University Press, USA
  • Publication date: 3/1/1901
  • Pages: 240
  • Product dimensions: 6.20 (w) x 9.10 (h) x 1.10 (d)

Meet the Author

Pamela Shockley-Zalabak is Professor of Communication and Vice-Chancellor at the University of Colorado at Colorado Springs, and President of CommuniCon, Inc., a privately-held consulting organization. The author of 3 previous books and numerous articles, she has spent the last 11 years researching and working with a variety of team-based organizations, including the start-up of HP's Financial Services Center.
Sandra Buffington Burmester is Worldwide Communications Manager for Hewlett-Packard's Financial Services in Colorado Springs. As the staffing and training manager for the fledgling Financial Services Center, she played a pivotal role in the design of critical processes. The development of the organization, as well as the individuals within the organization, has been her major focus over the past 9 years.

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Table of Contents

Foreword
Preface
Acknowledgments
1 The Birth of a New HP Way 3
2 Business Goals Do the Driving 15
3 Core Culture Driving Change: Networked Teams Look Like the Answer 31
4 Educate, Educate, Educate: Designing Networked Teams 49
5 Role Shifting: Teams Learn to Cope with Ambiguity 73
6 Growing Pains: Teams That Worked and Some That Didn't 99
7 Networked Teams Prove Themselves 143
Epilogue: HP and Agilent Technologies Leaders Talk about the Future 173
App. 1 CSFSC Facilitator Position Plan/Ranking Criteria, 1992 181
App. 2 Colorado Springs Financial Services Center FOM Feedback Form 185
App. 3 Self-Directed Team Responsibilities and Parameters, June 17, 1999 187
Notes 197
Research Notes 205
Index 225
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