Enterprise Architecture for Hewlett-Packard (HP) Company

Enterprise Architecture
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Introduction
In the world, Hewlett-Packard (HP) leads in providing enterprise and consumer services,
products, solutions, and technology. In the United States, HP Company is one of the five
hundred fortune companies every year as it is among the largest corporations. Hp Company
provides services such as printing, personal computing, imaging, access devices, spanning IT
framework and international services [1]. The report will describe the situation of the HP
Company, its strategy map, the Zachman framework; it will also highlight how enterprise
architecture works and its frameworks and strategy.
Identification
HP Company as a global company has a goal of raising shareholder value and it will achieve this
by looking for a better scale to increase the impact of business lines and efficiency. As it
increases its size geographically the more difficult and complex its isolated operations become
and it’s the main challenge which came up when Compaq merged with HP [2]. Other challenges
include; consolidating both firms business to diminish complexity, to attain economies of large-
scale, reduce the cost of IT systems business and enhance its consumer experience of technology.
The process of integration includes a physical blend of Compaq and HP facilities, resources, and
people and its national in nature [3]. It has a good reputation as a unified company with high
performance. HP Norway’s business culture required a change to cement its organizational core
values.
Analyze
HP’s company core values are to establish a shared management team, restricting its processes
and functions hence to achieve the values it merged with Compaq. The core values and standards
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have enabled HP Company to grow its business for over forty-five years. Another key factor in
boosting its growth of business it is its ability to neglect duties and responsibilities to its
employees, customers, and shareholders. The executives of HP Company emphasize employee
behavior and understand the importance of change to achieve its vision of controlling all its
marketplace. The executives also realize the challenge of convergence came up after it merged
its people and resources with Compaq hence having a new joint without the ability to manage
effectively.
To ensure during relocation its consolidation momentum will not be shaken the company sought
assistance from Accenture. HP Company chose to seek assistance from Accenture to be helped
to leverage and identify ways that will enhance its performance all over its operation areas.
Accenture led to successful execution in the record of the project hence playing an important part
in the success of HP’S decision making [4]. The success of the organizational change depends on
the comprehension of its business, entire technology industry and values and HP’s extensive
abilities in developing technologies and resources. For HP’s Norway integration process to
succeed, its operational companies should uphold an outer focus and serve the customers
diligently. Accenture has a group which assists companies to manage, design and implements
successful events.
Hewlett-Packard with the help of Accenture created and launched web-based review which is
customized to enable employees to unveil the cultural identity and differences between the
former employees of Compaq and of HP and their attitudes toward integration and the areas with
potential risks. The main enterprise architecture’s objective is to combine HP’s IT environment
for its specialty units with advantageous connections of its systems and business. Another
objective is to advance institutionalization, arrangement, accessibility, and reuse of IT materials
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