：《惠普康柏企业文化整合方案.ppt》.ppt

1、cultural due diligence studywelcomeagenda:presentation of findingsq&a 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 individu

2、al contributors in 22 countriescongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization3cultural due diligence paring and contrasting pre-merge hp and compaq2.definitionssimilarities-things that the people in each company perc

3、eived 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 about

4、3.the findings reflect perceptionscongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization5inputhp on hpsimilaritiesproud about HP legacyindustry consolidatingdisadvantaged in supply chain and overhead costsgood productsunique

5、 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 pr

6、oductsunique commentaryhistorically fast,nimble,and able to executetraditionally short-term focusedfast growth through new business modelredefined computing landscape6congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization7st

7、rategyhp 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 compaqs

8、imilaritiesstrategy 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 by m

9、ajor customer accounts than technological advancements8congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization9workhp on hpdifferencesrespect for processstrong planning and financial processeswork process is organizationally

10、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 compaqdifferencespr

11、ocess 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 modeloutputinputenvironmentresourceshistorystrategysy

12、stemunitindividualworkpeopleformalorganizationinformalorganization11peoplehp on hpsimilaritieslow credibility in leadershipdifferencesleadership focused on relationships(how things get done)unique commentarymulticultural,diverse,dedicated workforceteam-orientedlosing the“family feeling”lower levels

13、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 hard,long

14、 hoursgood interpersonal relationshipslearning happens on the jobinsufficient investment in training and developmentpeople do not feel empowered,except in field12congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization13formal

15、 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 challengedmore p

16、ower 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