...AGILENT TECHNOLOGIES INTRODUCTION Agilent technologies is a spin-off from Hewlett-Packard (HP). For the first three to four months after the spin-off announcement, Agilent operated as “NewCo” while the team assessed over ten thousand names for the new company. Finally they ended up with „Agilent‟ partly as a way to remind themselves every day that speed was one of their core values and it was a constant reminder to them and their employees that this was the standard that they had to hold themselves to. The company revealed the new name, logo and tagline “Innovating the HP Way”. Seven months later, on November 1, 1999, Agilent began operating as a separate stand-alone company. On November 18, 1999, Agilent launched its initial public offering, which at $2.1 billion, was Silicon Valley‟s largest IPO to date. From a small garage in Palo Alto, California, to employees around the world serving customers in 120 countries, Agilent has a long history of innovation and leadership in the communications, electronics, semiconductor, test and measurement, life sciences and chemical analysis industries. BIRTH OF AGILENT TECHNOLOGIES Agilent's foundation was laid by two entrepreneurs Bill Hewlett and Dave Packard in the form of Hewlett-Packard, a company started by them to provide test and measurement equipment. HP provides products, technologies, software solutions and services to consumers, small and medium sized businesses and large enterprises, including customers in the government...
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...Question # 1:- How would you describe Agilent Technology communication process for dealing with downsizing? Communication is a message from a sender to a receiver in an understandable manner. The importance of effective communication is immeasurable in the world of business and in personal life. From a business perspective, effective communication is an absolute must, because it commonly accounts for the difference between success and failure or profit and loss. It has become clear that effective business communication is critical to the successful operation of modern enterprise. Every business person needs to understand the fundamentals of effective communication. Companies are working toward the realization of total quality management. Effective communication is the most critical component of total quality management. The manner in which individuals perceive and talk to each other at work about different issues is a major determinant of the business success. It has proven that poor communication reduces quality, weakens productivity, and eventually leads to anger and a lack of trust among individuals within the organization. The communication process is the guide toward realizing effective communication. It is through the communication process that the sharing of a common meaning between the sender and the receiver takes place. Individuals that follow the communication process will have the opportunity to become more productive in every aspect of their profession. Effective...
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...Cheryl Ways and Agilent Technology’s Layoffs Cheryl Ways, a 30-year-old IT professional, took a call at around 9 p.m. on October 15, 2001, from her husband, who rang complaining about her still being at work and asking her when she was coming home. Most of her co-workers had already left for the day, but she worked on for another half hour before shutting down her computer and heading out of Agilent Technology’s empty building. What’s remarkable about this story is that Cheryl had been told three weeks earlier that she was soon going to be laid off. So what was she doing, still working hard for the company putting in long hours just before being finally let go? Ways was one of 8,000 staff at Agilent Technology who were cut from the firm during 2001 and one of 2 million people throughout corporate America who lost their jobs that year. A technology and electronics manufacturer and maker of measuring and testing equipment, Agilent Technologies was spun off from Hewlett-Packard during 1999. Hewlett-Packard was known for its “precept that workers will give their best if they’re treated honestly and listened to” and this philosophy was emulated by Agilent. Maintaining an open style of communication through e-mails, meetings, and other media, senior management openly acknowledged that downsizing went against the embedded HP way of caring for staff. Prior to commencing downsizing, Agilent tried other solutions to their business woes. Faced with a 23 percent decline...
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...Case Study Analysis : SaSa Presented By : Aashik Francis(01) Anand Chaturvedi(09) Anshul Jain(15) Aysha Hazel(30) Delshya Selvaraj(45) Hareesh Gundeeti(55) Introduction Situation Analysis Sa Sa Cosmetics is a very successful Hong Kong based discount cosmetics retailers. The case describes how Sa Sa became successful, culminating in its IPO in 1997. Since then, however, its fortunes have declined somewhat. Most big companies have faced a crisis period after 10-20 years of their induction. We believe that Sa Sa Cosmetics is passing through a similar phase as these big companies. They lost their core competency in discounted retail stores as many new competitors came up with similar models looking at Sa Sa's success in this field. The case discusses recent initiatives that were undertaken to sustain growth momentum. Sa Sa also undertook some marketing research studies. The research findings appear to confirm that Sa Sa may have some major problems. As 2001 comes to a close, Sa Sa contemplates what else can be done to improve profitability and keep on growing. History Sa Sa cosmetics started on April 1st, 1978 in Hong Kong by husband and wife team Simon and Eleanor Kwok, as a simple cosmetic retailer. Soon they realized that discounted store concept had greater possibilities in cosmetic segment and started selling products at a lower margin than its competitors. The company was able to give big discounts to customers...
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...Description: Examines the industry structure and competitive strategy of Coca-cola and Pepsi over 100 years of rivalry. New challenges of the 21st century included boosting flagging domestic cola sales and finding new revenue streams. Both firms also began to modify their bottling, pricing, and brand strategies. They looked to emerging international markets to fuel growth and broaden their brand portfolios to include noncarbonated beverages like tea, juice, sports drinks, and bottled water. For over a century, Coca-Cola and Pepsi-Cola had vied for the "throat share" of the world's beverage market. The most intense battles of the cola wars were fought over the $60 billion industry in the United States, where the average American consumes 53 gallons of carbonated soft drinks (CSD) per year. In a "carefully waged competitive struggle," from 1975 to 1995 both Coke and Pepsi had achieved average annual growth of around 10% as both U.S. and worldwide CSD consumption consistently rose. This cozy situation was threatened in the late 1990s, however, when U.S. CSD consumption dropped for two consecutive years and worldwide shipments slowed for both Coke and Pepsi. The case considers whether Coke's and Pepsi's era of sustained growth and profitability was coming to a close or whether this apparent slowdown was just another blip in the course of a century of enviable performance. A rewritten version of an earlier case by Michael E. Porter and David B. Yoffie. Essay: The case study “Cola...
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...The Agilent Advantage Agilent Technologies The World’s Premier Measurement Company When measurement matters, engineers, scientists, researchers, manufacturers, businesses, universities, and government agencies rely on Agilent Technologies’ tools and solutions. From home entertainment to homeland security, from food safety to network reliability, and from communicating wirelessly to discovering the genetic basis of disease, Agilent Technologies provides the measurement capabilities that make our world more productive and a safer, healthier, more enjoyable place to live. Agilent Technologies operates two primary businesses — (1) electronic measurement (EMG) and (2) life sciences and chemical analysis (LSCA) — supported by a central research group, Agilent Laboratories. Our businesses excel in applying measurement technologies to develop products that sense, analyze, display, and communicate data. Agilent Technologies’ 19,000 employees serve customers in more than 110 countries. These customers include many of the world’s leading high-technology firms, which rely on our products and services to increase profitability and competitiveness, from research and development through manufacturing, installation, and maintenance. We enable our customers to speed their time to market and achieve volume production and high-quality precision manufacturing. In fiscal year 2006, Agilent Technologies had net revenue of $5 billion. More than half of this revenue was generated from outside...
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...Case study on Agilent Technologies Agilent Technology Authors Abdul Qadir Khan 3 Ankita Sahoo 13 Darshini Gurung 39 Deepak Jose 42 Divya Tiwari 47 Gaurav Srivastava 50 Batch 19 Table of content 1. Situational Analysis……………………………………………………………………………………. (i)Statement of Objective…………………………………………………………………………….. (ii)Statement of Alternatives…………………………………………………………………………. (iii)SWOT Analysis………………………………………………………………………………………….. 2. Problems faced by Agilent………………………………………………………………………… 3. Solutions for problems faced by Agilent……………………………………………………. 4. Summary…………………………………………………………………………………………………… Situation Analysis The Company Hewlett Packard (HP) having good name in market of almost 60 years Spin off in...
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... 29/06/11 Managing and Communicating Change at Agilent Executive Summary Agilent Technologies is a spinoff of Hewlett-Packard that was established 1999. Agilent is facing a problem of having to lay off 8000 (20%) of their employees during a hard time for the company and corporate America. Agilent uses various communication strategies such as open communication channels, consistency, training sessions and empathy towards the employees being laid off to help manage and communicate the change within the company. The key observations made will be analysed in this report, and recommendations will be given to senior managers to further enhance the effectiveness of how to manage and communicate change at Agilent Technologies. Introduction Agilent Technologies is a spinoff of Hewlett-Packard that was established 1999. Agilent is facing a problem of having to lay off 8000 (20%) of their employees in 2001, during a hard time for the company and corporate America. Agilent faces the hard challenge of having to further reduce the workforce in November 2002 by cutting 2500 more jobs, and a further 4000 jobs in February 2003. Analysis of Issues You cannot over-communicate when you are asking your organization to change. Every successful executive, who has led a change management effort, makes this statement. (Heathfield, 2010, p.10) The most important strategy used by Agilent Technologies was open communication channels. Agilent was consistent in having the open channels, and...
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...They are used for leveling and ratio measurement applications to improve the effective output match of microwave sources. The two-resistor configuration also provides 50Ω output impedance to minimize measurement uncertainty in source leveling or ratio measurement applications. Characteristics of power dividers and power splitters Power dividers • Divide a signal equally for comparison measurements • All ports have equivalent 16 ²⁄ ³ resistance • Can be used as power combiners • SWR 3:1 16 2/3 ohm 16 2/3 ohm 1 16 2/3 ohm 1 50 ohm Power splitters • Used in ratio measurements and leveling loop applications • Only the input port has a 50Ω resistance, the other two ports have 83.33Ω impedance • SWR 1:1 3 50 ohm 3 2 2 Key specifications of Agilent 11636C power dividers and 11667C power splitter 11636C power dividers • • • • Operating frequency: DC to 50 GHz ±0.3 dB amplitude tracking ± 2º phase tracking Low SWR 1.67 11667C power splitters • Operating frequency:...
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...1. CASE STUDY Cheryl Ways and Agilent Technology’s Layoffs Cheryl Ways, a 30-year-old IT professional, took a call at around 9 p.m. on October 15, 2001, from her husband, who rang complaining about her still being at work and asking her when she was coming home. Most of her co-workers had already left for the day, but she worked on for another half hour before shutting down her computer and heading out of Agilent Technology’s empty building. What’s remarkable about this story is that Cheryl had been told three weeks earlier that she was soon going to be laid off. So what was she doing, still working hard for the company putting in long hours just before being finally let go? Ways was one of 8,000 staff at Agilent Technology who were cut from the firm during 2001 and one of 2 million people throughout corporate America who lost their jobs that year. A technology and electronics manufacturer and maker of measuring and testing equipment, Agilent Technologies was spun off from Hewlett-Packard during 1999. Hewlett-Packard was known for its “precept that workers will give their best if they’re treated honestly and listened to” and this philosophy was emulated by Agilent. Maintaining an open style of communication through e-mails, meetings, and other media, senior management openly acknowledged that downsizing went against the embedded HP way of caring for staff. Prior to commencing downsizing, Agilent tried other solutions to their business woes. Faced with a 23...
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...AGILENT TECHNOLOGIES AND RUSS BERRIE: CHALLENGES OF IMPLEMENTING ERP SYSTEMS The good news is that Agilent Technologies Inc.(www.agilent.com) says its enterprise resource planning applications are stable. The bad news is they got that way only after a rocky ERP migration project that cost the company $105 million in revenue and $70 million in profits. In mid-August 2002, the multinational communications and life sciences company, formerly a part of Hewlett-Packard Co., said problems with the ERP components in Oracle's e-Business Suite 11e software froze production for the equivalent of a week, leading to the massive losses. The Oracle system, part of which went live in June, handles about half of the company's worldwide production of test, measurement, and monitoring products and almost all of its financial operations, as well as functions such as order handling and shipping. Agilent is in the process of migrating as many as 2,200 legacy applications that it inherited from HP to Oracle. As part of the switchover, approximately 6,000 orders in the internally developed legacy systems had to be converted to an Oracle-friendly format, an Agilent spokeswoman said from company headquarters in Palo Alto, California. She said the configuration process had problems requiring correction. In a statement last week, Agilent President and CEO Ned Barnholt said the disruptions to the business after implementing the ERP system were "more extensive than we expected." An Agilent spokeswoman...
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...adalah salah satu dari 8000 (delapan ribu) staf Agilent Teknologi yang di PHK dari perusahaannya selama tahun 2001 dan satu dari 2.000.000 (dua juta) orang yang kehilangan pekerjaannya dari perusahaan-perusahaan di Amerika pada tahun 2001. Agilent Teknologi dulu merupakan bagian Hewlett Packard yang sekarang telah memisahkan diri pada tahun 1999. Agilent Teknologi merupakan perusahaan teknologi dan elektronik dan pembuat alat ukur dan test. HP diketahui memiliki persepsi kepada para pekerjanya bahwa para pekerja akan memberikan kemampuan terbaiknya untuk perusahaan apabila pekerja diberikan kejujuran dan mereka selalu didengarkan dan filosofi ini ditiru oleh Agilent Teknologi. Mempertahankan gaya keterbukaan komunikasi dengan karyawan melalui email, meeting, dan media lainnya. Manajemen senior secara terbuka mengakui bahwa perampingan karyawan akan berlawanan dengan filosofi HP dalam memperlakukan karyawannya. Ketika perampingan perusahaan dimulai Agilent teknologi mencoba solusi lain untuk mengurangi keadaan buruk yang tengah dihadapi Agilent Teknologi. Agilent Teknologi menghadapi 23% penurunan penjualan, penurunan market share. Menghadapi situasi ini manajemen Agilent Teknologi menghemat anggaran dengan cara mengurangi mengurangi konsultan eksternal dan hingga menyerukan staf untuk membatasi perjalanan dan pengeluaran diskresi lainnya. Meskipun merumahkan 8.000 pekerja (20 persen dari perusahaan) pada tahun 2001, Agilent Teknologi pada tahun 2001 terdaftar di nomor 31...
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...Image Change Analysis Expectations “Case Study Cheryl Ways and Agilent Technology’s Layoffs” July 20, 2011 Introduction In 2001 Agilent Technology a World Premier Measurement company started losing money changes where in order to keep the company going. The strategic plan was started by deciding to maintain open communications with their employees. They needed to cut cost so they implemented a 10% pay cut. To cut cost they also tried to reduce the use of external consults. Staff where told to limit travel time and any discretionary spending. The last step was the inevitable laying off of employees. Communications played a key role in their change. They communicated using every tool they had in their arsenal to let managers and employees know what was going on with the company. They sent out email, face-to-face meetings, brainstorming meetings, and also had public-address system speeches. They utilized a publication called InfoSparks that came out bi-weekly to also communicate with staff. All this communication made employee understanding to the changes that where happening. Agilent was able to maintain moral throughout the company through open communication. While the changes where taking place they always communications their core values and what they believe in so employee believe that the company has a purpose. Analysis In the case study of Agilent Technology some images of change management are pretty obvious. The first is Cheryl ways even though...
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...Image Change Analysis Expectations “Case Study Cheryl Ways and Agilent Technology’s Layoffs” July 20, 2011 Introduction In 2001 Agilent Technology a World Premier Measurement company started losing money changes where in order to keep the company going. The strategic plan was started by deciding to maintain open communications with their employees. They needed to cut cost so they implemented a 10% pay cut. To cut cost they also tried to reduce the use of external consults. Staff where told to limit travel time and any discretionary spending. The last step was the inevitable laying off of employees. Communications played a key role in their change. They communicated using every tool they had in their arsenal to let managers and employees know what was going on with the company. They sent out email, face-to-face meetings, brainstorming meetings, and also had public-address system speeches. They utilized a publication called InfoSparks that came out bi-weekly to also communicate with staff. All this communication made employee understanding to the changes that where happening. Agilent was able to maintain moral throughout the company through open communication. While the changes where taking place they always communications their core values and what they believe in so employee believe that the company has a purpose. Analysis In the case study of Agilent Technology some images of change management are pretty obvious. The first is Cheryl ways...
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...Management Information Systems CASE 4 Agilent Technologies and Russ Berrie: The Business Challenges and Consequences of Failure in Implementing ERP Systems Submitted by: Apas, Cherry Ann Caisic, Shaira Carvajal, Jay-Ann Submitted to: Christine Omela V. Ocampo, IE February 2, 2016 A. Executive summary Agilent Technologies is an American public research, development and manufacturing company established in 1999. The company provides analytical instruments, software, services and consumables for the entire laboratory workflow. Agilent focuses its products and services on six markets: food, environmental and forensics, pharmaceutical, diagnostics, chemical and energy, and research. Meanwhile, Russ Berrie and Company is the company named after its own founder Russell Berrie which originated as a maker of stuffed animals, other toys and gifts. The company sells a wide variety of gift items, including stuffed animals, mugs, picture frames, figurines, and various home accessories through retailers located around the world. Both companies, Agilent Technology and Russ Berrie, experienced challenges and consequences of failure in implementing ERP systems. When implementing ERP systems, organizations encounter different kinds of challenges. A problematic ERP implementation in mid-August of 2002 costs Agilent Technologies Inc. $105 million in revenue and $70 million in profits. The major problems encountered by Agilent include the need to convert all orders in...
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