1、cultural due diligence studywelcomeagenda:#presentation of findingsqa sessioncultural due diligence studypresentation of findingscultural due diligence studydata collected from around the world in both companies:#127 individual executive interviews138 focus groups spanning 1,500 managers and indiv
2、idual contributors in 22 countriescongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization3cultural due diligence paring and contrasting pre-merge hp and compaq2.definitionssimilarities-things that the people in each company p
3、erceived about themselves that matched the other companydifferences-things that the people in each company perceived about themselves that were at odds with the other companyunique commentary-things that people in each company expressed very often which those in the other company talked much less ab
4、out3.the findings reflect perceptionscongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization5inputhp on hpsimilaritiesproud about HP legacyindustry consolidatingdisadvantaged in supply chain and overhead costsgood productsuni
5、que commentarypride in success linked to innovationtechnical/engineering heritagegood reputation with customerspower historically with the business and the back endcompaq on compaqsimilaritiesstrong brand,products and servicesindustry consolidatingdisadvantaged in supply chain and overhead costsgood
6、 productsunique commentaryhistorically fast,nimble,and able to executetraditionally short-term focusedfast growth through new business modelredefined computing landscape6congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization
7、7strategyhp on hpsimilaritiestop-down strategy;#mid-management not involvedneed for planning and execution processdifferences strategy is long-term orientedunique commentarystrategy increasingly unclear as you go down the organizationstrategy has to be translated into something concretecompaq on com
8、paqsimilaritiesstrategy comes through a top-down processlittle/no strategic processdifferencessusceptible to frequent changes in directioncustomer focused with a short-term orientation toward the market;#interferes with investing/building for the futureunique commentarytendency to be influenced more
9、 by major customer accounts than technological advancements8congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization9workhp on hpdifferencesrespect for processstrong planning and financial processeswork process is organization
10、ally based,vertically strong,works wellunique commentaryautonomy in managing ones own work is the norm;#accountability at individual levelupper management does not seem to be held accountable in the same way as otherspoor cross-functional accountabilities and ownership of workcompaq on compaqdiffere
11、ncesprocess seen as bureaucracy,aversion to processeslack of clear,disciplined processeswork process:#swat teamsunique commentarytechnology is greatinformation systems are not integratedmultitasking is a normwork-life balance is not achieved10congruence modeloutputinputenvironmentresourceshistorystr
12、ategysystemunitindividualworkpeopleformalorganizationinformalorganization11peoplehp on hpsimilaritieslow credibility in leadershipdifferencesleadership focused on relationships(how things get done)unique commentarymulticultural,diverse,dedicated workforceteam-orientedlosing the“family feeling”lower
13、levels of management are informal;#top management is more formal and removedrecent changes led to low moralecompaq on compaqsimilaritieslow credibility in leadershipdifferencesleadership achievement-oriented,rugged individualists(what gets done)unique commentarypeople are bright,committed,and work h
14、ard,long hoursgood interpersonal relationshipslearning happens on the jobinsufficient investment in training and developmentpeople do not feel empowered,except in field12congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization
15、13formal organizationhp on hpsimilaritiesgoals change too often;#they are unclear,execution not enforcedno consequences for not meeting objectives;#performance metrics unclear or absent,differ across“silos”front-end/back-end structure exacerbated problems with accountabilityhp is horizontally challe
16、ngedmore power moving to the front-end organizationhp is becoming more centralizeddifferencesno common process for decision making;#very top-down,slow,long decision cycle times;#but thoughtful and high involvementgeneral perception that decisions are rarely made,but tend to stick once madecompaq on compaqsimilaritiesgoals change frequently and not synchronized between front-end and back-end organizationspeople are not held accountable;#structure and measurement systems cloud accountabilitystrong matrix manag
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