“Set of management disciplines that allows organization to manage its technological fundamentals to create competitive advantage.”

“The integrated planning, design, optimization, operation and control of technological products, processes and services.”

Stanford University classmates Bill Hewlett and Dave Packard founded HP in 1939.

The company's first product was an audio oscillator—an electronic test instrument used by sound engineers.

Technology Portfolio: Personal systems, Imaging & Printing, Technology solutions, Financial Services, HP Labs.

Over 1billion customers in 178 countries worldwide.

2009 Fortune 500 ranking: No. 9.

Technology Base Technology Cycle Technology Transfer Technology Diffusion Knowledge Mapping

Development Processes

Complementary Assets

Organizational Assets

Core Technological

Assets

Products & Services

External AssetsEnvironment

Organization

Technology Assets Over 15,000 patents in the U.S. and over 25,000

patents worldwide. Central research lab – HP Labs ($4million annually) – 40

year old.

Organizational Assets Divisional Organization – BUs with clearly set. customers and competition – high degree of autonomy.

Complementary Assets Global customer base.

1. Technology Awareness

4. Technology Advancement

5. Technology Abandonment

3. TechnologyAdaptation

2. Technology Acquisition

Justification

Installation

PromotionDemolition

Need driven expectations

83% recycled materials.

100% recyclable packaging.

ENERGY STAR Certified.

HP Photo smart D5460 - using recycled plastic.

Technology Transfer Office & Open Innovation Office.

119 Acquisitions HP Software's leadership in Business

Technology Optimization (BTO) by 2 acquisitions

1. Bristol Technology Inc. (Feb 2007 - TransactionVision product monitors the performance and reliability of transactions)

2. Mercury Interactive (Nov 2006 – End to end management of real-time business transactions.)

Industry’s broadest portfolio of enterprise IT management software.

HP plays Early Majority often. Commoditize product for general purpose use. Distribute via low cost. Use competition based pricing to maximize market

share. Position products horizontally as global

infrastructure.

Portrays a perspective of the players, sources, flows, constraints and sinks of knowledge within an organization.

A navigation aid to both explicit information and tacit knowledge, showing the importance and the relationships between knowledge stores and the dynamics.

KM Mission – To increase reuse of intellectual capital from engagements to

• Increase win rate• Drive down sales and delivery cost• Increase engagement quality Create Engagement Knowledge Map