Fitri Devita, 29115488 Managing Change at HP Lab: Perspective for nnovation, !no"#e$ge Manage%ent, an$ &eco%ing a Learning 'rgani(ation ntro$)ction
The purpose of this paper is to describe a process of change used in HP lab to transform it to support knowledge management, innovation and becoming a learning organization. A major focus of the study is to summarize key change processes and actions that helped transform HP lab. The change process, along with actions taken at HP lab, will subseuently be discussed in light of literature of change, culture, knowledge management and the learning organization *he Change Process
The HP lab!s primary role is finding, inventing and transferring technologies to maintain HP!s global competitiveness. "n the lab there was almost no communication between scientists and technical staffs, they worked in their esoteric functional silos with little collaboration 1+ *he i%p#e%e i%p#e%entat ntation ion of $ia#o $ia#og)e g)e proces processs "n this process #irector of HP lab and senior $P of %&# launched an organization'wide dialogue where two key uestions were asked here, first how far are we from being the world!s best industrial research lab, second is what metric do we need to evaluate ourselves(. )mployees were also asked what the world!s best industrial research lab precisely meant relative to their current job( 2+ *he *he creati creation on of )p )ppor portt F)nct F)nction ion "n this function the H% manager role'modeled specific behavior congruent with creating a learning organization culture. The key behavior were listening and uestioning to enable collective e*ploration between different suggestion and other!s similar or different ideas, second is encouraging thinking'outside'the'bo*, third is encouraging risk'taking and trying innovative ways of doing things -+ *he e%erge e%erge of co%%)nities co%%)nities of practice: practice: net"or.s net"or.s for action ta.ing "n this process H% manager!s manager!s supportive supportive and facilitati facilitative ve behavior behavior provided provided a fertile fertile for communities of practice to grow, + of informal group emerged to discuss specific issues and transforming HP lab into world!s best best industrial research lab.
The collaborated group resulted in forming self'development seminar program for secretaries in order to improve the uality of work in HP lab, informal networks of employees focused on measuring the outputs of the lab, during the second year the result were used to improve knowledge access and transfer throughout the company
)staining Change
-everal key factors sustained the change effort. ne factor was that the emerging communities of practice described above supported the emergence of new cultural norms. These emerging cultural norms legitimized and empowered informal groups toward dialogue and action taking during the second year of the process. This also built a growing atmosphere of e*citement, trust and openness among HP lab personnel also contributed to the changing norms. *he %pact of Change
/ive significant organizational changes at HP lab0 •
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/rom little collaborative work'to'work that has been rated as +1'213 collaboration across technical functions /rom primarily vertical communication with little lateral e*change of webs of communication in all directions /rom no consistent measures output across the various labs to robust measures that were adopted across the HP lab organization /rom no uality product to over 411 result'oriented programs targeting various dimensions of uality, cost, and product and process innovation /rom no vision for the labs to a unifying vision for the HP lab organization
Disc)ssion
HP 5ab tries to enable communication network for the communities of collaboration to emerge. The collaboration across technical specialties and function is HP 5ab!s is becoming one key focuses shows the independency among the organization. The launching of an organization'wide dialogue at HP 5ab facilitates open forum for discussion, uestions, and answers, which enables learning from past success and failure. The change 6the dialogue process7 facilitates the transformation of tacit, implicit knowledge into e*plicit knowledge. As the result knowledge access and transfer throughout HP 5ab is possible. Top management support and leadership such as what H% manager did creates new cultural norms. The initiation of dialogue process with two uestions provided a forum to reassess and align work at the 5ab. 89anagement "nnovation: is applied during the change and the impact of HP 5ab process. The target of change of HP 5ab and the change processes align with three of four of Hamel!s prescription regarding0 how to become a management innovator. 47 ;ommitment to big problem '< to be the best industrial research lab in the world =7 -earch for new principle that illuminate new approaches'< the dialogue process that asked employees what the world!s best industrial research lab precisely meant relative to their current job through surveys, groupware, etc.
+7 #econstruction of management orthodo* '< dialogue process and the support of HP manager HP 5ab use process planned change in focusing on developing a knowledge'based, learning organization. Planned change and organizational development were using process namely dialogue and data collection, participation and commitment, supportive leadership, and the implementation of actions based on the data collection stage.
