Summary
The Hewlett-Packard split resulted in HP Inc. (HP) owning the computer and printer business during a time when the printer market was becoming increasingly commoditized with pockets of decline. A cultural change was needed to move from product- and feature-focused innovation to putting customers’ unmet needs at the center of everything the company did. This case study, shows customer experience (CX) leaders how key efforts allowed HP to achieve gains in both CX culture and, ultimately, its bottom line.
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