HP Innovation Journal Issue 13: Winter 2019 | Page 13

sales operations teams, helping ensure we have the right
demand generation and omnichannel strategies, as well
as consistent local execution of the 4Ps (product, price,
promotion and placement) of marketing.
We are also building a more digitally-enabled organization,
with smarter and more consistent systems, tools and pro-
cesses—powered by data—to reinvent the entire customer
and partner journey. And at the same time, we’re evolving
our strategic priorities and transforming our business
model, portfolio and profit pools.
Combined, these fundamental changes in our org struc-
ture will help us thrive in a data-rich, hyper-connected
world, and better enable our shift towards contractual
engagements. We will certainly need to work through some
challenges, but the spirit of reinvention has always been
central to HP. It’s what propels our business forward and
keeps us focused on how we can better serve our customers.
Omnichannel partners are very different to partners in our
classic go-to-market. If you want to manage an omnichan-
nel partner you must communicate with data and actually
automate the communication. Becoming a company that
can operate within an agenda of digital transformation
and evolve how we communicate is a very key component.
While data is at the heart of the digital transformation,
there are still varying attitudes towards its collection and
usage. Through policies and procedures, we’ll carefully
manage this to ensure we achieve the necessary balance
with privacy and security across all markets.
There are three Centers of Excellence under
the commercial organization. Can you explain
the strategy and thinking behind this?
Our three Centers of Excellence will play a key role and
impact how we make 4P decisions, working closely with
“We will certainly need to work through some challenges, but the
spirit of reinvention has always been central to HP. It’s what propels
our business forward, year after year—and keeps us focused on how
we can better serve our customers.”
Enrique Lores, HP’s new CEO, says the HP
of the future will be customer-focused, data
driven, and digitally powered. How will the
Commercial Organization enable us to collect
and use more customer data?
To achieve operational efficiencies, boost productivity and
gain a competitive advantage, leading companies around
the globe have adopted digital technologies, and to capi-
talize on the opportunities ahead we must become a more
digitally-enabled, customer-centric organization.
Digital transformation yields much more than operational
efficiencies. It’s now the go-to method for disrupting
organizational processes. It creates and delivers goods and
services to provide stakeholders with seamless, differenti-
ated and engaging experiences.
In our new structure, the Centers of Excellence (COEs)
will support the markets and category teams in scaling
our digital transformation efforts, enabling advanced
capabilities across several key focus areas including
pricing, analytics and omnichannel.
the four categories—Print, Personal Systems, Print Ser-
vices, Personal Systems Services—to ensure we execute
on our objectives and deliver a clear and consistent value
proposition in the market.
They will own all aspects of pricing, sales operations,
omnichannel management and go-to-market data analyt-
ics and focus on evaluating the needs and requirements
of how we operate in a contractual and outcome-based
business environment.
Grouped around Sales Operations, Digital Go-To-Market
Strategy, and Channel Strategy/Global Accounts, their
primary objective will be ensuring digital transformation
in how we go-to-market.
In addition, the team will engage hand-in-hand with the
HP Transformation Management Office (TMO), focusing
on managing meaningful digital transformation to ensure
data centric decisions and where possible, engagement
with our internal and external ecosystem and customers.
You are a global citizen working for a multina-
tional company. When did you start working
at HP and what was your first job?
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