The tech vendor has created teams charged with dealing with the financial, legal and technological details of breaking the company in two.
Hewlett-Packard executives are pulling together myriad internal teams that will be needed over the next several months as the giant tech vendor splits into two separate companies.
Speaking with analysts and journalists Nov. 26 about HP's latest quarterly financial numbers, CEO Meg Whitman gave more details about the work under way to break apart a massive $111 billion company, which has about 275,000 employees, by this time next year. This would create what she has said will be two Fortune 50 companies, each with revenues north of $55 billion.
HP officials already have released some information about the controversial undertaking—last week the company unveiled the executive teams
that will oversee the breakup—and Whitman promised more information as the months go on. During the earnings call, in response to an analyst's question, the CEO outlined some of the steps being taken now by multiple teams and more than 400 employees.
That includes creating a corporation separation management office, which is charged with developing three years' worth of historic financial details for many businesses within HP. This is new information that the company hasn't generated in the past as a single company, Whitman said. Other officials are being asked to deal with "a very detailed analysis of tax and legal separation," she said. "We have over 786 legal entities at this company, all of which have to be looked at and rationalized."
The CEO also spoke more of the separation management offices that will oversee the strategies and cost structures for what will become the two new businesses: Hewlett-Packard Enterprise, which will sell commercial products, including servers, storage appliances, networking gear, enterprise software and services; and HP Inc., which will focus on PCs and printers.
In addition, there are other challenges being addressed, she said.
"There is also obviously the separation of IT that needs to take place," Whitman said. "That will give us an opportunity to create an IT infrastructure for each company that isn't based on our legacy IT system and isn't based on a [legacy] manufacturing system, which for so many years it has been."
The teams have monthly deadlines to meet, she said.
Whitman, who assumed the top post in 2011, and other HP executives in recent years had resisted pressure from some analysts and shareholders to shed HP's PC business, which many had seen as a drag on the rest of the company. However, Whitman had pushed back at the idea, saying PCs were an important part of the overall business. In addition, her predecessor, Leo Apotheker, had suggested selling or spinning out the PC business, an announcement that was met with negative reactions and helped hasten the end of his 11-month tenure at HP.
That's why it was surprising to many when Whitman in September announced plans to split HP in two, creating what she has said will be two more nimble, agile and customer-focused companies.
"It's big and it is complex, but we've got the right people on it," Whitman said. "I'm really heartened by how we have approached this. This is HP at its best, [being an] execution machine on the separation."
For HP, the breakup process will give the company the chance to reassess everything it has and does, from go-to-market strategies to the supply chain, customer support, IT equipment and people, a sort of corporate housecleaning before a big move.
"It's remarkable how it focuses the mind around overhead, around do we need exactly what we have today," Whitman said. "What we are not doing is separating the company into two pieces exactly as it is today. We are using this opportunity to really think through how we will start, knowing what we know now. If you had a chance to restart these two Fortune 50 companies, how would you organize? That has been really interesting and will be really good for both these companies."