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Though the product had potential to be a slightly disruptive technology (in essence a practical improvement) on smaller devices, the innovation would not have been competence destroying for current technologies.
In order to position the Kittyhawk in the most advantageous way, HP took several actions to facilitate the product initiative, such as:
• Physically separated the Kittyhawk team from the rest of the DMD area
• Assigned a top notch team to the project, including representatives of several functional areas, high performers who were motivated and dedicated to the project's success
• Generated several application possibilities for the drive
• Allocated significant financial resources
• Stressed innovation as a proactive means rather than reactive
• Empowered group to make decisions quickly as needed
Because HP is a culture firmly rooted in its ability to innovate, fueled by an incentive system that rewards bringing groundbreaking technologies quickly to market, Bruce Spenner set aggressive parameters for his team...
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Common topics in this essay:
- Hewlett-Packard Company
- Ethics And Compliance - Hewlett Packard
- Hewlett Packard (HP) Culture
- Hewlett Packard Business Report
- Hewlett Packard Case Study
- Hewlett Packard
- Hewlett Packard
- Hewlett Packard: Evaluating the Training Program
- Hewlett-Packard Leadership
- Hewlett-Packard
- Hewlett-Packard: The Flight of the Kittyhawk
- Hp Kittyhawk
- Media Comparison of Hewlett Packard
- SWOT analysis of Hewlett-Packard.
- The Merger of Hewlett-Packard and Compaq: Strategy and Value
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