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LEADERSHP

LEADERSHP. HP: company profile. Founded in 1939 Technology solutions provider to: consumer , business and institution globally Leading global provider in computing, imaging solutions and services for business and home services

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LEADERSHP

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  1. LEADERSHP

  2. HP: company profile • Founded in 1939 • Technology solutions provider to: consumer , business and institution globally • Leading global provider in computing, imaging solutions and services for business and home services • Market leader in printers and low-end servers, but trails Dell in PCs and IBM in services • World’s largest IT companies- Revenue totaling $113.1 billion at and 325,000 employees • Strategic Advantage – leader in providing mission-critical services and support across all operating systems and to IT infrastructure, including storage, system software, and the network.

  3. Overview

  4. Core Business Segments 2007 Revenues of Business Segment Technology Solutions Group (TSG) - Enterprise Storage and Servers (ESS) - HP Services (HPS) – Consulting, Outsourcing services, Personal Systems Group (PSG)  Imaging and Printing Group (IPG) HP Financial Services (HPFS)

  5. Strategic Alternatives Snapfish Restructuring 7-company Acquisitions Divestiture Horizontal Integration – Acquisition/Merger R&D center expanding

  6. HP Financials • Profitability • Profit Margin (ttm): 6.78% • Operating Margin (ttm): 9.18% • Management Effectiveness • Return on Assets (ttm): 6.87% • Return on Equity (ttm): 20.77% • Income Statement • Revenue Per Share (ttm): 48.537 • Revenue Growth (lfy)³: 1.20% • Gross Profit (ttm)²: 28.77B • EBITDA (ttm): 14.72B • Diluted EPS (ttm): 3.20 • Balance Sheets • Total Cash Per Share (mrq): 4.696

  7. Bill Hewlett & David Packard 1938 – 1997

  8. Carly Fiorina 1999 to 2005

  9. Mark Hurd 2005 till Now

  10. Leadership Culture Organizational Life Cycle • Leadership Style • Directive • Organizational Culture • Production Transformational (revolutionary) • Leadership Style • Logical • Organizational Culture • Quality • Leadership Style • Supportive • Organizational Culture • Supportive • Leadership Style • Inspirational • Organizational Culture • Creative Transactional (evolutionary) Product Differentiation Focus Niche Cost Focus Cost Leadership

  11. Leadership Structure, and Decision making

  12. leadership Staffing, and Incentives

  13. HP Training • Training • HP committed to the development of each employee • HP Certified Professional Program • HP Partner Learning -Partner training - Certification - Service qualification • Leaders – training Leaders program • E- learning tools

  14. HP Benefits and Incentives • HP benefits • Stay healthy and secure (medical benefits, insurance • Achieve your retirement and financial goals • Enjoy time away from work – payed vacation • Educational Program • Travel and others discounts

  15. Information Decision Making Analytic(Achievement) Conceptual(Recognition) LowStructure Directive(Power) Behavioral(Affiliation) HighStructure Task People VALUES ORIENTATION

  16. STRUCTURE FOLLOWS STRATEGY • SBU/ Matrix Divisional Structure • Functional • Structure Entrepreneur Product Differentiation Focus Niche Cost Focus Cost leadership

  17. INFORMATION/DECISION MAKING FOLLOWS STRATEGY • Proactive • Deductive • Structured process • System based • Internal focus • Deliberate • Continuous • Compartmentalized Organizational Life Cycle • Planning and guessing • Experience anchored • Formal systems and executive by function • More internal • Organized • Regular silos emerging • Some planning • Experience based • Formulize by functions • More organized • Regular sharing by skills and functions • Reactive • Inductive • Informal • External focus • Spontaneous • Sporadic • Widely shared Product Differentiation Cost Focus Cost Leadership Focus Niche

  18. Center of Gravity HP Computer Services HP Printing Servers

  19. Summary

  20. Summary

  21. Summary

  22. Summary

  23. Strategy Organization FitRecommendation!!

  24. HP Leadership Conclusion

  25. HP strategies for the Future • improving the selling process

  26. Intelerad: Company Profile Industry: Medical Devices (radiology) Headquarters: Montreal Founded: 1995 Company type: Private Company Size: 200 employees, growth company Products: • Picture Archiving Computing System (PACS) • Teleradiology Systems Service: • Customer care and support 24/7 • Solution to manage multiple workflows across numerous facilities (i.e. private radiology clinics or multi-site hospitals)

  27. Company History • PACS was created in an academic hospital environment at the Montreal General Hospital, associated with McGill University • Business opportunity: In the mid-1990s teaching hospitals eager to leave radiology films behind • Founders of PACS were leaders in computer science engineering and biomedical engineering (employees of Montreal General Hospital and McGill University) • Intelerad was created in 1999 by the founders • Intelerad Branding is data migration, integration, product architecture and user-friendliness

  28. Overview

  29. Market Environment • Market Segment: • Private radiology clinics • Hospitals • Market Advantage: • Attention to customer feedback has made them the KLAS-rated number one ranking company in the ambulatory PACS category • Usability and intuitiveness increase the bottom line return for obvious reasons, but also yield dividends in patient safety and exam accuracy

  30. Growth • Intelerad Medical Systems ranks among the 2008 Deloitte Technology Fast 50 listing of the fastest growing Canadian technology companies • Intelerad is a world class PACS vendor that provides outstanding customer service. • With over 500 installations worldwide, Intelerad excels at handling the demands of wide area networks and complex workflows

  31. Revenue Growth

  32. Strategy – Customer Success • Satisfaction is measured throught: • CONSTANT CLINICAL REFINEMENT - our clinical roots combined with our close client relationships allow for responsive, real-world improvement • DEPENDABILITY - IntelePACS' distributed server architecture, fault-tolerant mechanisms and proactive remote support ensure unprecedented up-time • CONFORMANCE TO INDUSTRY STANDARDS - IntelePACS is fully compliant with DICOM, HL7, IHE and HIPAA standards, integrating completely with existing HIS/RIS/EMR and hardware • SCALABILITY - IntelePACS is designed for phased implementation and affordable expansion • ROI - comparatively lower upfront and service costs allow IntelePACS to deliver value

  33. Executive Organizational Chart

  34. Board of Directors

  35. Leadership Attributes: (effectiveness and efficiency) Recruiting/Selection Transfer/Promotion Training and Development Leadership Influencing Factors Structure Incentives IM and Decision Making Process Culture Intelerad: Implementation Variables Lucille 2014-08-20 36

  36. Culture/Leadership Strategy Organizational Life Cycle Transformational (revolutionary) • Leadership Style • Directive • Organizational Culture • Production • Leadership Style • Logical • Organizational Culture • Quality • Leadership Style • Supportive • Organizational Culture • Supportive • Leadership Style • Inspirational • Organizational Culture • Creative Transactional (evolutionary) Product Differentiation Focus Niche Cost Focus Cost Leadership 2014-08-20 37

  37. Staffing Strategies Pierre IE Sandra Coffey Organizational Life Cycle • Specialists • Risk avoiders • Anticipative • Process motivated • Predictable • Change resistant • Discipline • Functional differentiation • Risk containment • Proactive but reactive • Change questioning • Discipline by route • Functional grouping • Risk reduction • Some planning • Results/process tradeoffs • Change accepting • Team discipline • Generalists • Risk takers • Reactive • Improvisers • Results motivated • Change promoting • Undisciplined Product Differentiation Focus Niche Cost Focus Cost Leadership 38 2014-08-20 38

  38. Referring to slide 6-25 Information: who has access to what type of information; becomes part of the information sharing of the company. Decision Making Style Lucille 2014-08-20 39

  39. Slide 6-27 to 6-36 Need to review incentive horizon`s and their respective relevance to the hierarchal structure of the company Incentive Plans Pending answers to Q’s 2014-08-20 40

  40. Structural Style Organizational Life Cycle • Lack of Market Research (Adapt) • SBU • Matrix • Lack of Market Flexibility (Control) • Divisional Structure • Lack of Market Fit (Align) • Divisional Structure • Lack of Market Match (Invent) • Entrepreneur Product Differentiation Focus Niche Cost Focus Cost Leadership 2014-08-20 41 41

  41. Business Profile Lucille • Str6-51

  42. Centre of Gravity • Both a manufacturer of our product and a service delivery organization • Intelerad is a “Customer Oriented” organization

  43. Strategic Focus from Start to Now • Phase 1 – create and stabilize support model (it continues to this day) • Phase 2 – invest in R&D (it also continues to this day) • Phase 3 (current phase) – invest in sales and marketing (more specifically for N. America)

  44. Strategy Organization Fit • Page 6-57 to 6-61

  45. Lifecycle Summary • Page 6-63 to 6-67

  46. Intelerad: Conclusion 2014-08-20 47

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