Networked Teams: Hewlett-Packard's Colorado Springs Story - Tapa dura

"This book addresses a topic of relevance in today's organizations: how organizational units change their form fundamentally and then learn to be effective in their new form. It is very well written and a valuable whole system case, and as such could possibly become the kind of case study book that fits a niche in organizational change."--Susan A. Mohrman, University of Southern California "This book addresses a topic of relevance in today's organizations: how organizational units change their form fundamentally and then learn to be effective in their new form. It is very well written and a valuable whole system case, and as such could possibly become the kind of case study book that fits a niche in organizational change."--Susan A. Mohrman, University of Southern California "This book addresses a topic of relevance in today's organizations: how organizational units change their form fundamentally and then learn to be effective in their new form. It is very well written and a valuable whole system case, and as such could possibly become the kind of case study book that fits a niche in organizational change."--Susan A. Mohrman, University of Southern California "This book addresses a topic of relevance in today's organizations: how organizational units change their form fundamentally and then learn to be effective in their new form. It is very well written and a valuable whole system case, and as such could possibly become the kind of case study book thatfits a niche in organizational change."--Susan A. Mohrman, University of Southern California

Hewlett-Packard has long been one of the world's most respected companies - universally heralded for its leadership, unique corporate culture (called the HP Way), superior products, and sustained financial performance. This book takes the reader into the trenches of financial transaction processing at HP. The authors find there an unusual success story with application to virtually every industry and organization, regardless of size. They tell the story of HP's experience with creating both a new organization and a new organizational form - networked teams - to provide shared financial transaction processing for its US factory locations. In just over 9 years, this unique and wildly successful organization is processing over $19 billion of transactions annually while reducing transaction costs as a percentage of revenue by a factor of four - highly significant for a $47 billion company - while engendering exceptionally high employee and customer satisfaction.