Based on the above case study (Images of the case study been attached on top) I need the answers of two following questions below:

1) A statement of the Hewlett-Packard Company (HP) situation: a general description of the problem.

2) The corresponding IT strategy map, aligning the IT drivers and objectives with the business drivers/objectives and internal process view of the map above. This must include (for IT) the drivers, the Customer view, the Internal view and the concrete initiatives.

Thanks In Advance for your help

Regards

accentur High performance. Delivered. Managing Change at HP Norway Hewlett-Packard Company (HP) is a leading global provider of products, technologies, solutions and services to consumers and business. The company's offerings span Information Technology infrastructure, personal computing and access devices, global services, and imaging and printing. In May 2002, the merger of Hewlett-Packard and Compaq Computer Corporation-the largest tech merger in history-forged a dynamic, powerful team of 140,000 employees serving more than one billion customers in 160 countries. For fiscal year 2002, the combined companies reported revenues of $72 billion. Compaq resources, facilities and people, and solidifying its image as a unified, high-performance company. In Norway, both HP and Compaq had facilities in Oslo and, between them, employed 450 people. Immediately after the merger, HP established shared management teams and reorganized processes and functions to support "the HP way," a shorthand expression for the core values of the company. These values have served HP well throughout its more than 50 years, and have been a critical factor in the company's ability to continually grow its business while never losing sight of its responsibility to customers, shareholders and employees. Business Challenge Global businesses increasingly seek greater scale to improve efficiencies and clout in their lines of business-with the overall goal of boosting shareholder value. However, along with scale also can come increased complexity and difficulty in coordinating geographically dispersed operations. This is precisely the challenge that HP faced when it merged with Compaq. Following the combination, HP was challenged to immediately begin integrating the operations of the two companies to achieve economies of scale, reduce the cost and complexity of information technology systems for business and improve the overall experience consumers have with technology. Performed on a country-by-country basis, this integration process involved physically blending HP and Throughout the transition, HP Norway's executives were very focused on understanding current employee behaviors and acknowledging where changes needed to occur to achieve the vision of a unified HP whose new business model .Consulting. Technology Outsourcing