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
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drive industry in 1992‚ was aimed to be reached according to Hewlard Packard (HP) by launching Kittyhawk- smallest hard disk ever. They realized that they had the strength of having the flexibility of entrepreneurs but financial support of a large high-tech company. The aim was to create a product that is not the same as competitors but instead revolutionary strategic insight was made by the commercial failure. Analysis 1.3-inch Hard Drive- Disruptive or Sustaining Technology One can argue that
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BA 569: Advanced Strategic Management Case Write-ups—Hewlett-Packard: The Flight of the KittyHawk(A) Two years after launching the Kittyhawk in mid-1992‚ Rick Seymour‚ the Kittyhawk project leader‚ was facing a dilemma to continue the project with the three possible options or to recommend to abandon this project. Due to the comparatively small market share in disk-drive market‚ Bruce Spenner‚ the general manager of the Disk Memory Division‚ decided to enlarge Hewlett-Packard’s market share by
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Kittyhawk: Focus on Simplicity Smokin’ Aces Marnie Jepsen‚ Beth Madej‚ Brittney Irizarry‚ Brian Clement‚ and Tiffany Yamanouchi November 19‚ 2014 Adam Brikman Table of Contents Company Overview 3 Project Overview 4 Scope 5 Objectives 5 Specifications 5 Assumptions 6 Constraints 6 Schedule 7 WBS 7 Gantt Chart 7 PERT/CPM Analysis 8 Financial Analysis 8 Project Cost Estimates 8 Payback Analysis 8 ROI 9 NPV 9 Project Organization 10 Stakeholder Analysis 10 Risk Analysis 10 References 12
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The case showed that HP valued technical innovation as a key to the business’ success. From the beginning‚ HP had employed a management by objective (MBO) process that motivated its people to focus on the potential paths of innovation and strategy to achieve its goals. Hence‚ when the idea for the Kittyhawk project came up‚ Spenner received the support of Hackborn ‚ and Rey Smelek ‚ the same people who promoted Spenner to General Manager of the Disk Memory Division (DMD) and supported Spenner’s
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Analysis of the theories applicable to Hewlett-Packard Before all engineers could join the Kittyhawk team‚ they were required to sign a creed “I’m going to build a small‚ dumb‚ cheap disk drive.” It presented that the team members valued the demands of customers. In terms of technology‚ the team achieved their goal by producing Kittyhawk‚ which could be the smallest hard disk drive in the world. However‚ the Kittyhawk project failed for several reasons. First‚ Seymour and White wrongly predicted
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Kittyhawk is 1.3-inch hard-drive disk that HP trying to put up to the new market. HP tries to target a new market and earning profitable revenue from it. Even though the idea of this project is clever but the project failed in the end. The start of the Kittyhawk actually goes well. It has the support from the senior management. HP set up a special group which focus on the project to distinction from the main products that HP already had and the group separate from the company which give them
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Background of Kittyhawk This paper aims to analyze the Hewlett Packard- Kittyhawk by taking into account “Disruptive Technologies” and “Value Network” by Christensen. In 1992‚ Hewlett Packard (HP) decided to produce a 1.3-inch disk drive-the Kittyhawk Microdrive‚ in hope to establish itself as a leader in a disk drive market. This smallest drive in the world will represent a disruptive innovation and a breakthrough in technology. A special team was dedicated to developing Kittyhawk and high hopes
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What do you think of the way the team set out to find a market for the Kittyhawk? What correct turns‚ and what wrong turns did they make? 3. What do you think are the root causes of the failure of the Kittyhawk program? Is there any way HP could have avoided its fate by addressing those root causes? THE ITC ECHOUP AL INITIATIVE 1. What was lTC’s motivation for creating the eChoupal? 2. What were the
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successful. HP – Compaq Case – As the PC‚ printing and services related to this and IT were changing fast because of customers and enterprise’s increased expectation from the manufacturer and service providers. The industry saw the biggest change from 1990 to 2000. In this period Dell became leader in PC space mainly using the the make to order concept and then dealing directly through their web site with the customers. And IBM was leader in high end high growth service related space. HP on the
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