Case Study: Fostering Meaningful Change with the Large Format Printer Division at HP

(PDF: 102KB / 11 pages) Sustaining meaningful, strategic change in any organization can be difficult, particularly when there are strong personalities and established practices in place. Most initiatives are either too broad in their changes, or fail to address the needs of participants.

Within the Large Format Printer Division at Hewlett‐Packard in Barcelona, despite some of the strongest front‐end analysis practices in the industry, projects continued to face delivery challenges similar to those in many other companies.

Management decided to take action and revert the trend in declining product development efficiency. The authors collaborated with the specific intent to provide lasting and meaningful change for the group.

We describe the initial situation within the group, and the approach to selecting and implementing appropriate changes. We will reveal the deceptively simple viewpoint that was the core of the changes, the effect on the culture and project results that have taken place since.

This paper was presented at the 2009 PNSQC in Portland, Oregon by Jim Brosseau and Carolina Altafulla of HP.

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    In our brief one day session with Clarrus, we identified the key areas to focus on, and drilled down to discuss the best approach to take in each area. Rather than a sanitary discussion of best practices, we arrived at a practical, specific set of items to implement – I think we made significant progress as a development group.

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