1. ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice ©2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice RAISING THE GAME FOR LEAN SIGMA IN HEWLETT- PACKARD John Holland Master Black Belt Strategy and Total Customer Experience Nick Capon University of Portsmouth

2. Key Themes 2HP Confidential Increasing the impact of Lean Sigma in Hewlett-Packard Shifting Lean Sigma to the strategic level Partnering for success to enhance the capability of key talent

3. Agenda The IT market – trends and pressures Strategy and Key Performance Indicators TCE Evolution Raising the Game for Lean Sigma Lean Sigma Development Curriculum Portsmouth collaboration Next Steps

4. The IT Market 4HP Confidential Information explosion Requirement for storage, security, retrieval, reporting, of critical management and business information Flexibility Total cost of IT Services and added value versus products features and benefits Trusted partnership

5. HP’s strategy 5 Make it work Customer-centric solutions that make it all work Solutions Expand the core Best-in-class software to expand, optimize, and manage the core Software The core World’s largest provider of information technology infrastructure Infrastructure Add value to the core Services Services that add value to the core

6. Total Customer Experience & Quality Strategy All Business Units, Regions and most functional to have Total Customer Experience as part of their 2012 business plans Execute fundamentals Make it easy Transform customer relationships Industry leadership in customer satisfaction and loyalty HP Confidential

7. (plus) Socia-Economic Network Influence (plus) Facilitating Political Analytical (plus) Communicative Team Building Basic Planning Passion Complex Multiple BU Basic Web Trainings + Tool-Box GB Training Certification BB Training Certification Training investment Simple Single BU Strategic Customers / Suppliers = essential soft-skills First Order (incremental change) Web based, self paced Second Order (transformational change) F2F, classroom based Resource, investment and effort aligned to nature of change

8. Point of arrival 31-10-2012 Point of arrival 31-10-2012 Point of departure 01-11-2009 Point of departure 01-11-2009 Actions Current Situation Tactical Transactional Operational Internal Cost Efficiency Single Loop Ideal Future State Strategic Value Business Customer Revenue, margin Effectiveness Double Loop Raising the Game for Lean Sigma MSc Strategic Quality Management Research Methods Benchmarking – other organisations Asking more of the right questions

9. MSc Strategic Quality Management ~20 Black Belts each intake Exempt from Year 1 of 2 Year Masters Program based on HP Lean Sigma training Course Content Research Methods TQM and Organisational Behaviour Performance Evaluation Change Management Strategic Quality Management Business Systems Management Systems Quantitative Methods Improvement Project F2F and Distanced Learning Why Portsmouth? – specialist in Quality, Sales and HR

10. Keys to success Blended learning Pre-requisite: strategic project Qualification as motivator How is course important to you? “Face to face, great” “Challenge to beliefs and behaviours, takes us outside our complacency” “Extended personal network” “Confidence” What are benefits to your work? “Solutions to ‘wicked’ problems” “More strategic approach to work” “Increased rate of savings/ revenue” (Feedback from 10 at random, conducted by HP) What did you like? “Sessions at University” “Better than a pay rise” “Clear road map and timeline” What needs improvement? “Non-native speakers can feel intimidated in discussion” “More direction on reading” Knowing students in advance

11. Outcomes “I feel so lucky to have the opportunity to be involved in such an innovative partnership which is so relevant to my role.” Lindsay Hall “I left school at 15 so was slightly nervous at the thought of studying again but the course has made me realise how much experience I already have and has allowed me to put into place the theory behind it. I have been taught so much that I can bring to my job.” Caroline Deans “Knowledge has a really short shelf-life and you need to continually top-up your learning or you and your organisation will grind to a halt. If you surround yourself with creative minds it creates a buoyancy effect to move the whole organisation forward.” Ray Dodd

12. Questions?

13. THANK YOU 13HP Confidential