Excellence at the assigned roles and having high accountability for results measured and reported periodically quickly transformed the culture from one that sough to avoid responsibility to one that embraced it.

In conjunction with these decisions to drastically cut back the duplication of positions that were seen once the matrix team management structure was done away with, Mark Hurd looked at how disjointed the internal new product development processes and supporting systems were. Ironically for a computer technology company, Mark Hurd found many of the financial management systems had grown balkanized and separate from each other, with many of them not capable of sharing information and being integrated together (Fortt, 2008). He immediately began programs to gain greater control over these systems and the it processes that had allowed this level of disconnected development to happen over the long-term. Mark Hurd and his team analyzed all it projects and decided...
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