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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

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.



Core business segments
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)


Strategic alternatives
Strategic Alternatives

Snapfish

Restructuring

7-company Acquisitions

Divestiture

Horizontal Integration – Acquisition/Merger

R&D center expanding


Hp financials
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


Bill hewlett david packard
Bill Hewlett & David Packard

1938 – 1997


Carly fiorina
Carly Fiorina

1999 to 2005


Mark hurd
Mark Hurd

2005 till Now


Leadership culture
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


Leadershp

Leadership

Structure, and Decision making


Leadership staffing and incentives
leadership Staffing, and Incentives


Hp training
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


Hp benefits and incentives
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


Leadershp

Information Decision Making

Analytic(Achievement)

Conceptual(Recognition)

LowStructure

Directive(Power)

Behavioral(Affiliation)

HighStructure

Task

People

VALUES ORIENTATION


Leadershp

STRUCTURE FOLLOWS STRATEGY

  • SBU/ Matrix

Divisional

Structure

  • Functional

  • Structure

Entrepreneur

Product Differentiation

Focus

Niche

Cost Focus

Cost leadership


Leadershp

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


Leadershp

Center of Gravity

HP Computer Services

HP Printing

Servers






Strategy organization fit recommendation
Strategy Organization FitRecommendation!!


Hp leadership conclusion
HP Leadership Conclusion


Hp strategies for the future
HP strategies for the Future

  • improving the selling process


Intelerad company profile
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)


Company history
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



Market environment
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


Growth
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



Strategy customer success
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




Intelerad implementation variables lucille

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


Leadershp

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


Staffing strategies pierre ie sandra coffey
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


Decision making style lucille

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


Incentive plans pending answers to q s

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


Structural style
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



Centre of gravity
Centre of Gravity

  • Both a manufacturer of our product and a service delivery organization

  • Intelerad is a “Customer Oriented” organization


Strategic focus from start to now
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)


Strategy organization fit
Strategy Organization Fit

  • Page 6-57 to 6-61


Lifecycle summary
Lifecycle Summary

  • Page 6-63 to 6-67


Intelerad conclusion
Intelerad: Conclusion

2014-08-20

47