Comparative Analysis, Restructuring, Hewlett Packard, Lucent Technologies
Chapter 3 cont...
3.3 Comparative Analysis
| Lucent Technologies | HP |
| Employee Involvement in Implementation enabled the employees to accept the change easily. It ensured greater cooperation to the management from the employees. | Sweeping changes were initiated in a very short span of time without allowing employees time to understand the changes in the spirit in which they were introduced & adjust to the same. |
| Decision making process became very easy and quick. | Decision making though extremely quick was highly efficient but hardly effective in the long run. |
| Prioritized the need to restructure HR activities first | Lack of Prioritization |
| Participative Management restructuring | Aggressive Management restructuring |
| Aligned their working closely with senior managers | Front Back reorganization made work together was proving very troublesome |
So what should an ideal restructure take care of?
An ideal restructuring initiative should take care of the following
points:
1. Appropriate Timing based on prevailing socio-economic and
technological conditions.
2. Functional Integration to create Synergy.
3. Employees' and Internal Customers' involvement in the Restructuring
Initiative.
4. Prioritizing activities.
5. Pre-planning the revised organization structure and design
and working toward this goal in a systematic manner.
