Merced: The New Processor for Hewlett-Packard’s Enterprise Systems Group

Case Analysis: The Intel Pentium Chip Controversy (A) Immediate Issue: As Andrew Grove, during my meeting of December 17,1994 with my internal team, Should I approve replacing the defective Intel chips of all concerned users with no-question asked? Also, should we also pay for the labor and other incidental

Intel Analysis 1. How would you explain Intel's initial dominance and subsequent decline in DRAMs? Intel excels at top-down innovation, where highly differentiated components and electronics command a high gross margin relative to competitors, enabling faster design wins with Original Equipment Manufacturers (OEMs) and development partners. This top-down innovation flow within Intel is so dominant, that the product design teams are significantly more productive than even the most advanced business process management teams (Segerstrom, 2007). Microprocessors and the follow-on Internet, networking, security and integrated motherboard products are all predicated on this top-down innovation cycle that leads to product line proliferation in Intel (Zimmerman, 2010). DRAMS were undifferentiated in structure, lacked industry standards that could create differentiated performance or compatibility based on adherence or alignment to standards or customer requirements (Nicholson, 1997). Intel chose to compete on the only other area of their core strength as a company, which is quality management and yield levels (Clark, Walz, Turner, Miszuk, 1993). Getting the yields for DRAMS to 60%, which for a brief period of time lead the global industry, only served to accelerate a very high level of commoditization in the industry (Voss, 1998).

Bargaining Power of customers With Intel have very few substitutes in the microprocessor industry, it is it is most certain that current customers will not want to switch and use another company’s products. High switching cost presents low bargaining power to the customers mainly because it would be very expensive to switch to a competitor, and since Intel is the leader in the market, switching

Analysis of Hewlett-Packard: The Flight of the Kittyhawk. Maggie Xu February 8, 2012 1. Background: The Kittyhawk Project. Hewlett Packard (HP) decided to produce 1.3-inch disk drives to become the market leader in a new market and increase HP’s revenue. Although the market for 1.3-inch disk drives was still unclear and still developing, HP decided to organize a special team to develop this new product. This group was multi-talented, with the best engineers from every department in the company. The group also had many priorities for the company. However, things didn’t develop as the Kittyhawk team expected. They failed to sell the new product to the customer they planned. Even though some new customers were interested in this

Intel Research: Exploring the Future This report discusses the case study ‘Intel Research: Exploring the Future [1], published in 2005 by the Harvard Business School. The discussion is divided into three different sections: overview, analysis and conclusion.

The Flight of the Kitty Hawk HP did many things correctly when addressing the challenges for disruptive change. For instance, they organized a smaller team of “hungry” individuals from marketing, manufacturing, and research and development that moved the project away from the core group essentially acting as a small startup business. The smaller group was motivated to establish itself and prove their product was worthy of funding and upper management support. They also differentiated themselves by choosing team members that were uninterested in maintaining status in the company mainstream way of thinking. HP allowed a lot of leeway to the Kitty Hawk team in making decisions and providing financial backing to the project’s

Project Course Project Final Hewlett Packard Advanced Program Management Program Management Plan April 10, 2013 I. Introduction………………………………………………………………………………………………………………………………………….3 II. Organizational Strategic Plan…………………………………………………………………………………………………………………3 a) Mission statement………………………………………………………………………………………………………………………….3 b) Long term Goals……………………………………………………………………………………………………………………………..4 c) Methods for attaining goals……………………………………………………………………………………………………………4 III. Strategic Capacity Plan………………………………………………………………………………………………………………………….4 a) Resources……………………………………………………………………………………………………………………………………….5 b) Budget……………………………………………………………………………………………………………………………………………8 c) Equipment/ Materials…………………………………………………………………………………………………………………….8 IV. Portfolio Management Process……………………………………………………………………………………………………………..8 a) Identification………………………………………………………………………………………………………………………………..10 b) Categorization………………………………………………………………………………………………………………………………10 c) Evaluation…………………………………………………………………………………………………………………………………...12 d) Selection………………………………………………………………………………………………………………………………………12 e) Prioritization…………………………………………………………………………………………………………………………..……13 f) Portfolio Balancing……………………………………………………………………………………………………………………….13 g) Authorization……………………………………………………………………………………………………………………………….14 V. Project Selection Criteria…………………………………………………………………………………………………………………….15 a) Qualitative analysis………………………………………………………………………………………………………………………15 b) Quantitative analysis……………………………………………………………………………………………………………………15 VI. Program Management Plan…………………………………………………………………………………………………………………16 a) Scope……………………………………………………………………………………………………………………………………………16 b) Schedule……………………………………………………………………………………………………………………………………….16 c) Time……………………………………………………………………………………………………………………………………………..16 d) Cost………………………………………………………………………………………………………………………………………………17 e) Human resources………………………………………………………………………………………………………………………….17 f) Communication…………………………………………………………………………………………………………………………….18 g) Quality………………………………………………………………………………………………………………………………………….19 h) Risk management…………………………………………………………………………………………………………………………20 i) Procurement………………………………………………………………………………………………………………………………..20 VII. Identify and Resolve Conflict Resolution……………………………………………………………………………………………..21 a) Describe how conflicts arise in project management…………………………………………………………………….22 b) Discuss common practices/ conflicts that arise……………………………………………………………………………..22 c) Discuss

Amd Customer Concentric Approach Explanations FLORIAN VIDALINC ISM/ ISEG SUP5 2F MBA Program PROFESSIONAL MANAGEMENT SKILLS ASSESSMENT Due to the 4 November, 2010. CONTENTS LIST Executive Summary 3 Introduction 4 1. What would it take amd to see a significant increase in its market share processors used in

Introduction Hewlett Packard also known as HP was founded by William Hewlett and Dave Packard in a small rented garage in Palo Alto, California which is now known as the original Silicon Valley. HP is one of the world’s largest Information Technology (IT) companies operating on a global level. HP specializes in computers, computer systems and software. Also, in the development and manufacture of hardware, software design, service delivery as well as data storage. Identified Strategies

Page eight of the case begins to outline some of the challenges that the HP-Cisco alliance had already faced concerning the sale of joint products. For example, we learn that at HP, Cisco products did not count towards a sales representative’s quota and this resulted in a decline in sales of Cisco equipment by HP sales representatives. Further, if HP or Cisco sales staff had to master not only their parent company product line,

HP, an expert in the hi-tech industry understands the fiercely competitive environment where technological and innovative advancements could create turbulent

IBM Case Analysis “What happened to IBM, the symbol of American supremacy?” -Challenge to America video, 1993 Problem Statement IBM needs to grow revenue and stay competitive in the dynamically changing computer marketplace of the 1990’s by maintaining technological leadership and accepting the organizational transformation which needs to be undertaken for them

Intel Case DRAM industry analysis - lessons learned By the early 1980, Intel’s total share in DRAM was barely 1% and manufacturing was restricted to one fab out of Intel’s eight fab, where the Japanese semiconductor companies had captured nearly half of the world memory market. There are several factors that forced Intel to exit the DRAM market, those are the same lessons learned.

Intel as a Microprocessor company Intel began supplying microprocessor to IBM. To meet the demand, Intel licensed to as many as 12 other companies to produce 8086 chips, which left Intel with just 30% of the total revenues and profits for that product. Gradually, they reduced the number of licensee to only IBM. Thus they retained the “profits pool” within their value chain.

For the future, SGI still have a long way to go if it wants to be surviving in this market. First, We recommend that SGI should maintain its competitive advantage by continue its traditional way to focus on meeting customer needs, try to provide unique solutions for the toughest technology and business problems, and try to be the first to market with new component technology. Secondly, SGI should try to create more products and services by using its unique and valuable skills like server design and cooling technology in order to gain more customers and competitive advantages. Finally, try to make some cooperation with its competitors. There are no everlasting friends or everlasting enemies in the world. There are only friends with the same interest.