Aruba Networks Inc.: A Case Study

The key word is “appropriate” culture when determining success or otherwise.

I will discuss in terms of my own organisation, Aruba Networks Inc. that was recently acquired by HP. Two polar opposites in some ways in terms of culture, and very similar in others. This gives us an ideal opportunity to compare, contrast and discuss two very differing cultures. It also gives us an opportunity to observe and discuss the changing and emerging culture specifically from an Aruba perspective and to whether the changing culture in Aruba is supportive or not of the merger (Aruba Management and HP goal).

We also discuss briefly at the Intel acquisition of McAfee, the security software company in 2011 and see the interaction between their organisations

There really doesn’t appear to be any change from an Aruba perspective, however the intention is that HPE (Aruba Networks) will now strongly challenge Cisco who are market leaders.

Will the differing cultures of both organisations be supportive of or hinder this goal? Only time will tell definitely. I suspect a bit of both.

The process driven, slow moving culture of HP could smother the quick and nimble Aruba culture. If this was the reason that HP bought out Aruba, then by the very fact that they bought them paradoxically this will destroy the very entity that it sought to purchase, i.e. the culture of Aruba, which is the essence of it’s being and the very reason for its success.

Quoting from the Gods of Management (1978). (Handy, 1978)

“Mr. Handy categorized corporate cultures by four personality types, each represented by an appropriate Greek god — Zeus, Apollo, Athena, and Dionysus.

Cultures typified by the charismatic founder/leader Zeus, he says, are managed by sheer force of will, respect for the leader’s outsized talent, and the pleasure of belonging to an inner circle. This culture works best in small start-up organizations”. I believe that this describes Aruba to a tee, Dominic Orr being the charismatic leader