In May 2002, the hotly contested acquisition of Compaq by Hewlett-Packard (http://www.hp.com) was finalized. Unlike the major organization changes before it, the acquisition challenged the abilities of this perennial "most admired company" to execute a complex structural change. The success of the integration process described in Application 10.4 is partly due to a store of institutionalized knowledge and capability within the HP organization. This application describes a number of large ¬scale structural changes at HP Its repeated ability to carry out such change speaks to the institutionalized capability to manage change.
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