Overview of HP Norway Essay

Changes happen in each minute and even each 2nd. Change is a general construct that refers to the procedure of going different. However, on this paper, alterations will advert to alter direction in organisation or organisational alteration.

Every organisation must alter – non merely to last, but besides to retain its relevancy in a universe of intense competition, changeless scientific advancement, and rapid communicating. But in order for alteration to convey a benefit and progress an organisation to a higher degree of service and operation, that alteration must be driven by cognition. By establishing on this thought and trade with the inquiry that whether audience is necessary for the successful alteration, I will discourse on this subject with illustrations of implementing organisational alteration in HP Norway company with audience from Accenture- one consulting house.

Overview of HP Norway

Hewlett-Packard Company ( HP ) was founded in 1939 by Stanford University classmates- Bill Hewlett and Dave Packard. Now, HP is a taking planetary supplier of merchandises, engineerings, solutions and services to consumers and concern. The company ‘s offerings span Information Technology Infrastructure, personal computer science and entree devices, planetary services, and imaging and printing. In May 2002, the amalgamation of Hewlett-Packard and Compaq Computer Corporation-the largest tech amalgamation in history-forged a dynamic, powerful squad of 140,000 employees functioning more than one billion clients in 160 states. For financial twelvemonth 2002, the combined companies reported grosss of $ 72 billion.

Overview of Accenture

Accenture is a planetary direction consulting, engineering services and outsourcing company. Uniting alone experience, comprehensive capablenesss across all industries and concern maps, and extended research on the universe ‘s most successful companies, Accenture collaborates with clients to assist them go high-performance concerns and authoritiess ( Accenture ‘s web site ) .

1/Change in Organization

Organizational alteration can be recognized as a passage from the current province to a coveted hereafter province. Kurt Lewin showed a direction technique- Force Filed Analysis to diagnosis the job that affect to the alterations of an organisation. He said that “ An issue is held in balance by the interaction of two opposing sets of forces – those seeking to advance alteration ( driving forces ) and those trying to keep the position quo ( keeping forces ) ” .

Figure 1: Force Filed Analysis

Beginning: Kurt Lewin

Harmonizing to this theory of Kurt Lewin, Organizational alteration can be driven by internal driving force such as strategic merchandise variegation or an external one such an coming of technological development. Conversely, the alteration can be restrained or delay by retraining force, for illustration, fright of alteration.

In the book “ Leading alteration ” , Kurt Lewin mentioned that: now, a globalisation economic system is making both more jeopardies and more chances to do transmutation non merely to vie and thrive but besides to simply survive.

Understanding about the alteration in organisation and forces for alteration by back uping from theories would assist organisation hold a basic cognition to program and besides to implement alterations efficaciously.

1.1.1/ Case surveies: Key Driven Change in HP Norway

Global concerns tend to a greater graduated table to better efficiencies in computing machine and information engineering lines of business-with the overall end of increasing stockholder value. However, along with graduated table, increasing complexness and trouble in organizing geographically dispersed operation is accurately the challenge that HP faced when it merged with Compaq. Following the combination, it was hard for HP to instantly get down incorporating the operations of the two companies to accomplish economic systems of graduated table, cut down the cost and complexness of information engineering systems for concern and better the overall experience consumers have with engineering. Performed on a country-by-country footing, this integrating procedure involved physically intermixing HP and Compaq resources, installations and people, and solidifying its image as a incorporate, high-performance company.

Throughout the passage, HP Norway ‘s executives were really focused on understanding current employee behaviours and admiting where alterations needed to happen to accomplish the vision of a incorporate HP whose new concern theoretical account would enable the company to rule its markets. These leaders further recognized that the existent challenge of integrating would come when the company officially merged its people and resources into one new, shared installation. At that point, the vision of the new company in Norway would truly come to life.

2/ Management Consulting

2.1/ Definitions

Consulting was determined establishing on two attacks through some different theories.

The first attack bases on the functional position of confer withing. Fritz Steele defines confer withing like: “ aˆ¦ any signifier of supplying aid on the content, procedure, or construction of a undertaking or series of undertakings, where the adviser is non really responsible for making the undertaking itself but is assisting those who are ” ( Fritz Steele, 1969 ) . Besides, Peter Block describes confer withing in this manner: “ you are confer withing any clip you are seeking to alter or better a state of affairs but have no direct control over the implementationaˆ¦Most people in staff functions in organisations are truly advisers even if they do n’t officially name themselves advisers ” ( Peter Block, 1999 ) . Therefore, a director can besides move as a adviser if he or she gives advice and aid to fellow director, or even to subsidiaries instead than directing and publishing orders to them.

The 2nd attack positions confer withing as a particular professional service and emphasizes a figure of features that such a service must possess. Harmonizing to Larry Greiner and Robert Metzger, “ direction consulting is an consultative service contracted for and provided to organisations by specially trained and qualified individuals who assist the client organisation to place direction jobs, analyze such jobs, urge solutions to these jobs, and aid, when requested, in the execution of solutions [ in an nonsubjective and independent mode ] ” . Similar more or less elaborate definitions are used by other writers and by professional associations and institutes of direction advisers. Harmonizing to the International Council of Management Consulting Institutes ( ICMCI ) , for illustration, “ direction consulting is the proviso of independent advice and aid about the procedure of direction to clients with direction duties ” .

These definitions depict that advisers are assistants, or enabler, and presume that advisers play function in assorted places.

2.2/ Internal versus External Consulting

The large-scale planned alteration plans need some individual taking or steering procedure of alteration. They can be considered as practicians or advisers. Internal advisers are from inside of the organisation and may be either directors practising OD with their group or OD specializers that may be from human resources or organisation development section. In contrast, external advisers are non portion of the organisation and come from exterior. However, both the usage of external and internal consulting have advantages and disadvantages.

Figure 02: Advantages and Disadvantages of Internal and External Consulting

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Internal consulting

External consulting

Advantages

More cognition of organisational civilization, history and pattern.

More experience with a assortment of clients

Already has relationship with organisation members.

Does non come in organisation with prejudice from past experience with organisational members

Perceived as holding a longer-term position and potentially greater interest in success of result.

Less political engagement ; can be true with less effect.

Gain a regular wage.

May have greater “ star power ” .

Less need to market services.

Organizational member may experience comfy sharing confidential information without fright of leaks.

Disadvantages

May be blind to seeing some issues because of history with civilization.

May have problem seeing the concealed significances or elusive issues.

Less assortment in clients, industries and issues.

Must construct relationship trust with organisational members.

May be presented with ethical challenges where it is difficult to decline.

May be perceived as short-run.

May be confronted with confidentiality concerns, peculiarly with an internal director.

Must seek out clients to gain payroll check.

Organizational members may be loath to portion sensitive information for fright that may leak internally to co-workers.

May hold recommendation perceived as merchandising or widening work unnecessarily.

May be seen as an agent for director

May non be able to follow through beyond intercessions to see long-run consequences.

( Beginning: Donald L. Anderson, 1971, Organization Development: The Procedure of Leading Organizational Change, Sage Publication, Inc. , California, Pg 90 )

Choosing suitably whether internal or external resources to affect in organisational alteration procedure is of import for successful alteration. In fact, a collaborative between internal and external audience in the alteration undertaking brings the best advantages.

3/ Consulting for Organizational Change

It can be observed that in the recent clip, direction consulting is acquiring more of import for the organisational alteration. Under influence of the environmental alterations in concern or society, organisations have recognized that demands of audiences for their alteration schemes.

Paton and McCalman introduced the list of the functions taken on by effectual alteration agents that following:

To assist the organisation define the job by inquiring for a definition of what it is ;

To assist the organisation analyze what causes the job and name how this can be overcome ;

To help in acquiring the organisation to offer alternate solutions ;

To supply way in the execution of alternate solutions ;

To convey the acquisition procedure that allows the client to cover with alteration on an on-going footing by itself in the hereafter. ( Paton and McCalman, 2000, p.182 )

3.1/ The Role of Consulting in Different Mode

For practical intents, Gordon and Ronald suggested visualising about a greater figure of advisory functions along a directing and non- directing continuum. It is illustrated in ( figure 03 ) . By directing, the adviser may be considered a place of leading, initiates activity or tells the client what to make. In the non- directing function, the adviser provides information for the client to utilize or non. However, it is utile for advisers to play different compatible functions at the same time or consecutively, exchanging from function to function as the relationship evolves to response to a client ‘s demands.

Figure 03: Illustration of the adviser ‘s function on a directing and non-directive

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MUNTIPLE ROLES OF THE CONSULTANT

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Reflector

Process specializer

Fact finder

Identifier of options

Confederate in job resolution

Trainer/ Educator

Technical expert

Advocate

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Client

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Adviser

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Degree OF CONSULTANT ACTIVITY IN PROBLEM-SOLVING

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Non directive

Directive

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Raises inquiry for contemplation

Observes problem-solving procedures and raises issue mirroring feedback

Gather informations and stimulates believing

Identify options and resources for clients and assist buttocks effects

Offer options and participates in determinations

Train the client and designs larning experiences

Provide information and suggestions for policies or pattern determinations

Proposes guidelines, persuades or direct in the problem-solving procedure

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Advocate

In an advocate function, the adviser tries to act upon the client. There are two rather different types of protagonism, including: positional or “ contact protagonism and methodological protagonism. The positional adviser emphasizes on carrying the client to take peculiar goods or solutions or to accept peculiar values. However, the methodological protagonism adviser tries to act upon the client to go active as problem- convergent thinker, and to utilize certain methods of problem- resolution, but is careful non to advance any peculiar solution ( which would be positional protagonism ) . In this function, the stance of believe or value on content or methodological affair is the derivation of the adviser behaviour.

Technical expert

Besides that, proficient specializer or expert is besides considered as one of another functions adopted by any adviser. It is obvious that traditional function of a adviser is that of an expert. In this function, the adviser uses particular cognition, accomplishment and professional experience to function the client. The client is chiefly responsible for specifying the aims of the audience. Then, the adviser assumes a directing function until the client is comfy with the peculiar attack selected. Later in the relationship the adviser may move as a accelerator in assisting to implement the recommendations made. The adviser may be a resource ( content ) specializer in the client ‘s job, or a procedure specializer reding how to get by with a job and how to implement alteration. This peculiar function makes usage of the adviser ‘s cognition.

Trainer and pedagogue

Advanced audience often requires the adviser to transport out periodic or uninterrupted preparation and instruction within the client system. For this function, the accomplishment of the trainer is an of import demand. The advisers may leave their experiences, information and cognition straight. Besides that, the adviser can propose demands in the facet of assisting relationship.

Confederate in problem- resolution

The assisting function assumed by the adviser uses a interactive ( concerted ) attack to complement and collaborate with the client in the perceptual, cognitive and action- pickings procedures needed to work out the job. The adviser helps to keep objectiveness while exciting conceptualisation during the preparation of the job. Additionally, he or she must assist to insulate and specify the dependant and independent variables that influenced the job ‘s causes, and will finally act upon its solution. He or she besides assists in weighing options, screening and developing a class of action for an effectual declaration. The adviser in this function is involved in decision- devising as a equal.

Identifier of options

Costss or economic system is one of considerations of determination devising. Therefore, in choosing an appropriate solution to a job the adviser can usually place several options, along with their attendant hazards. Therefore, another function of adviser is identifier of options. In this function, the adviser establishes relevant standards for measuring options and develops cause – consequence relationships for each, along with an appropriate ser of schemes. Perceptibly, the adviser is non a direct participant in determination devising but in this state of affairs, the adviser is a retriever of appropriate options confronting the decision- shaper.

Fact- finder

Fact- determination is an built-in portion of any confer withing assignment, both for developing a database and for deciding intricate client jobs. The adviser ‘s function may even be confined to fact- determination. In this instance he or she will help the client system by taking the beginnings of informations, utilizing a technique that will acquire the client more or less involved in assemblage and analyzing informations, and showing informations to the client in a manner that show where and why betterments are needed. In this function the adviser maps fundamentally as a research worker.

Process specializer

This is the “ pure ” procedure function. The adviser focuses chiefly on the interpersonal and intergroup kineticss impacting the procedure of problem- resolution and alteration. He or she works on developing joint client- adviser diagnostic accomplishments for turn toing specific and relevant jobs in order to concentrate on how things are done instead than on what undertakings are preformed. Furthermore, the adviser helps the client to incorporate interpersonal and group accomplishments and events with task- orientated activities, and to detect the best lucifer of relationships. In this function, an of import map of the adviser is to supply feedback.

Reflector

When operating in the manner of a reflector, the adviser stimulates the client to fix and do determinations by inquiring brooding inquiries which may assist to clear up modify or alter a given state of affairs. In making so, the adviser may be an arbiter, an planimeter or an emphasized respondent who experiences jointly with the client those blocks that provided the construction and provoked the state of affairs ab initio.

3.2/ Case Study: The Role of Accenture in Successful Change in HP Norway

After recognized the demand of alteration, HP Norway turned to Accenture for aid in doing certain that its integrating impulse would non waver during the existent resettlement. HP selected Accenture because of its history of assisting companies identify and capitalise on ways to better overall concern public presentation. Playing a cardinal function in HP ‘s determination were Accenture ‘s path record of successful undertaking executing ; deep apprehension of non merely HP ‘s concern and values, but besides the engineering industry overall ; extended experience in developing advanced tools and engineerings ; and proven, holistic attack to organisational alteration.

How Accenture consult HP Norway efficaciously

For HP Norway ‘s integrating to be successful, the company needed to keep an effectual, external focal point and go on to function its clients throughout the integrating procedure. To that terminal, Accenture rapidly assembled a squad to assist the company design, implement and manage-over a period of merely three months-six distinguishable activities:

eSurvey – Accenture and HP Norway created and distributed a trim Web-based study to all employees to uncover cultural features, differences between the ex-HP and ex-Compaq work forces, attitudes toward the integrating and countries of possible hazard. The eSurvey helped the HP/Accenture squad understand the workers ‘ outlooks, assess consciousness of HP nucleus values and develop plans to steer a smoother passage.

Specifying Focus Areas – Based on the consequences of the eSurvey, Accenture worked with HP Norway to place possible countries of opposition during the integrating procedure, trade messages and define activities to advance and procure the effectual cooperation between employees.

Integration Portal – To reply any inquiries employees might hold about the integrating procedure and the office resettlement, Accenture and HP rapidly developed a one of-a-kind Integration Portal, integrated with HP Norway ‘s bing web site and internal Web publication tools. Using an easy-to usage pilotage construction and a metro map metaphor, the portal provided practical information ( e.g. , “ Where will my workspace be located in the new installation? “ ) , every bit good as updated messages from HP leaders that managed workers ‘ outlooks and kept them focused on productive activities. This portal was enormously successful, logging 10,000 “ hits ” in the month prior to the move.

Office Relocation Event- Accenture worked closely with HP to make a “ no-hassle ” passage on the twenty-four hours of the office and work force resettlement. The squad made certain that “ info pantrymans ” and proficient support resources were on site to steer employees on reaching, reply any inquiries they might hold throughout the twenty-four hours and work out any apparatus jobs instantly. The squad besides set up “ base Stationss ” on site to promote the HP and Compaq groups to run into and interact with each other. For many, this was the first clip they met their new co-workers. Finally, the squad helped guarantee that HP Norway ‘s direction created a positive ambiance by supplying of import information related to the new way and hosting particular meetings with their work groups.

Undertaking Support for the HP Management Team – In add-on to organizing activities and procedures on the twenty-four hours of the resettlement, Accenture helped develop and put to death the program, tools and checklists for elaborate undertaking control and besides identified bad countries and possible effects.

Creative Concept – Accenture developed a originative construct to assist pass on the critical issues and messages related to the integrating. Using a popular local comic, Accenture created a series of extremely entertaining videos-available via the Internet over the three-week period prior to the relocation-that explained the nucleus values and new regulations for the HP organisation. The success of this undertaking is due, in big portion, to HP Norway ‘s committedness to its employees and nucleus values. Building on the successful completion of the resettlement plan, HP Norway one time once more turned to Accenture-this clip for aid in altering the organisational civilization so it best supports “ the HP Way. ” For this undertaking, Accenture has hosted executive forums, workshops, squad treatments and interviews to specify HP Norway ‘s existing civilization. Armed with information from these beginnings, every bit good as informations from the eSurvey tool, Accenture is now assisting HP Norway determine and implement the alterations needed to aline the civilization in a manner that best supports HP Norway ‘s ends.

4/ Recommendation for Successful Organizational Change with Consulting

The confer withing procedure involves two spouses – the adviser and the client. In theory it should be easy to set the adviser ‘s expertness to work on the client ‘s undertaking, since it is just to presume that both parties will make their best to accomplish the same intent.

The world is boundlessly more complex. The adviser remains external to the organisation. Even an internal adviser is external from the point of view of organisation units where he or she is supposed to step in. Quite independently of its proficient relevancy and quality, the adviser can upset people and ache their feelings in many different ways. Rejection can take many signifiers. The history of confer withing contains 1000s of first-class studies that have been buried in directors ‘ desks and ne’er implemented, although they were officially accepted. Many advisers terminate their assignments with feelings of resentment and defeat. They are perfectly certain that they have provided first-class advice, yet the clients do non follow it. This underlines the critical importance of making and keeping an effectual consultant- client relationship.

Constructing this relationship is non easy. To accomplish success, both advisers and clients need to be cognizant of the human, cultural and other factors that will impact their relationship, and of the mistakes to be avoided when working together. They must be prepare to do a particular attempt to construct and keep a relationship of apprehension, coaction and trust that makes the effectual intercession of an independent professional possible. There is no option.

Developing a Trust Relationship

The development of openness and trust between practician and client is an indispensable facet of the organisation alteration. It is of import because trust is necessary for cooperation and communicating. When there is no trust, people will be given to be dishonest, evasive, and non reliable with one another, and communicating is frequently inaccurate, deformed, or uncomplete. There are several basic responses that the practician may utilize in the communicating procedure aimed at developing a trust relationship:

Questions- “ How make you see the organisation ”

Applied expertness ( reding ) – “ One possible intercession is team edifice. ”

Reflection – “ It sounds like you would wish to see a participative signifier of leading ” .

Interpretation – “ From your description, intertearm struggle could be the job. ”

Self-disclosure – “ I ‘ve felt discouraged myself when my thoughts were rejected ”

Silence – Say nil ; allow the client kind out his or her ideas. ( Donald R. Brown & A ; Don Harvey, 2006 )

Decision

Change in organisation is a manner to accommodate to its ends every bit good as the changing in environmental concern. By acknowledging the demand for alteration and both factors hiking and defying alteration, the organisation could be build alteration schemes suitably.

Lending to the successful organisation alteration is the engagement of both internal and external consulting. The functions of adviser are showed in assorted manner or manner of confer withing. For the most of all, advisers are assistants in procedure of implement alteration in organisation.

However, the challenge to confer withing in organisational alteration is constructing and keeping relationship between adviser and organisation ( client ) to do effectual cooperation for alteration plan. The most of import for both parties is developing a trust relationship.