惠普-康柏企業(yè)文化整合方案英3

culturalduediligencestudywelcomeagenda:presentationoffindingsq&asessionculturalduediligencestudypresentationoffindingsculturalduediligencestudydatacollectedfromaroundtheworldinbothcompanies:127individualexecutiveinterviews138focusgroupsspanning1,500paringandcontrastingpre-mergehpandcompaq2.definitionssimilarities-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompanydifferences-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentary-thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout3.thefindingsreflectperceptionscongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization5inputhponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryprideinsuccesslinkedtoinnovationtechnical/engineeringheritagegoodreputationwithcustomerspowerhistoricallywiththebusinessandthebackendcompaqoncompaqsimilaritiesstrongbrand,productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryhistoricallyfast,nimble,andabletoexecutetraditionallyshort-termfocusedfastgrowththroughnewbusinessmodelredefinedcomputinglandscape6congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization7strategyhponhpsimilaritiestop-downstrategy;mid-managementnotinvolvedneedforplanningandexecutionprocessdifferences

strategyislong-termorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcretecompaqoncompaqsimilaritiesstrategycomesthroughatop-downprocesslittle/nostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocusedwithashort-termorientationtowardthemarket;interfereswithinvesting/buildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancements8congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization9workhponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased,verticallystrong,workswelluniquecommentaryautonomyinmanagingone’sownworkisthenorm;accountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesamewayasotherspoorcross-functionalaccountabilitiesandownershipofworkcompaqoncompaqdifferencesprocessseenasbureaucracy,aversiontoprocesseslackofclear,disciplinedprocessesworkprocess:swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormwork-lifebalanceisnotachieved10congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization11peoplehponhpsimilaritieslowcredibilityinleadershipdifferencesleadershipfocusedonrelationships(howthingsgetdone)uniquecommentarymulticultural,diverse,dedicatedworkforceteam-orientedlosingthe“familyfeeling”lowerlevelsofmanagementareinformal;topmanagementismoreformalandremovedrecentchangesledtolowmoralecompaqoncompaqsimilaritieslowcredibilityinleadershipdifferencesleadershipachievement-oriented,ruggedindividualists(whatgetsdone)uniquecommentarypeoplearebright,committed,andworkhard,longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered,exceptinfield12congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization13formalorganizationhponhpsimilaritiesgoalschangetoooften;theyareunclear,executionnotenforcednoconsequencesfornotmeetingobjectives;performancemetricsunclearorabsent,differacross“silos”front-end/back-endstructureexacerbatedproblemswithaccountabilityhpishorizontallychallengedmorepowermovingtothefront-endorganizationhpisbecomingmorecentralizeddifferencesnocommonprocessfordecisionmaking;verytop-down,slow,longdecisioncycletimes;butthoughtfulandhighinvolvementgeneralperceptionthatdecisionsarerarelymade,buttendtostickoncemadecompaqoncompaqsimilaritiesgoalschangefrequentlyandnotsynchronizedbetweenfront-endandback-endorganizationspeoplearenotheldaccountable;structureandmeasurementsystemscloudaccountabilitystrongmatrixmanagementleadingtofuzzylinesofaccountabilitiesperformancemanagementinconsistent,generallypoorplanningandcontrolcross-organizationalcollaborationdifficultcountrymanagersarekingsmanythingsareverycentralizeddifferencesdecisionsmadequicklyalotof“checkingin”tomakeadecision,iterativedecisions,top-down14congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization15informalorganizationhponhpasstrengthsimilaritiesstrongsenseofethicsstrongcustomer-focus(makegreatproducts)teamculture,havetobepartofthegroupgettingresultsisrewarded,sometimeseffortwithoutaresultgetsrewardedhavingbignewideasisvaluedtreatpeoplewithdignitymultiplesubculturesdifferencesconflictavoidanceandover-compromisearenormaltitlesnotreferenced,egalitarianuniquecommentary“silomentality”failuredeservesasecondchancediversityandpeoplearevaluedcompaqoncompaqsimilaritiesethicalbehaviorisenforcedstrongcustomerorientation(makewhattheywant)teamworkisvaluedhighlyresults/bottom-linefocused,sometimeseffortwithoutaresultsgetsrewardedopennesstogood/newideasdon’tpubliclyembarrasspeoplemultiplesubculturesdifferencesconflictaddresseddirectly/openly,aggressive,brashtitlesarereferenced,abundant,hierarchicaluniquecommentaryinitiative,flexibility,“goforit”attitudearevaluedrelaxed/flexworkenvironment;longworkinghourshereandnoworientation16concernsabouttheothercompany17culturalduediligencestudyadvicetocarly&michaelfrominterviewsandfocusgroups:beinclusivedefineyourworkandrolesdefine/communicatewhatyouwantthenewcompanytobebeboldclarifyrolesandorganizationstructuretakeactionquicklycontinuetocommunicatealot;behonest,butbesensitiveinwhatyousayculturalduediligencestudyregion-specificfindingsComp笑aris參ono暫fhpwit帽hC促omp軟aq散--N留ort剃hA裳mer壤icaCul兵tur美al穩(wěn)gap策di定ffe店ren掘ces鞭ar基es鑼tat落ist忽ica北lly匯si帳gni糕fic膜ant脾.Compaq’sAverageHP’sAverage20Com買par魯iso熟no蜂fhpwith盈Com庫paq絨--La顏tin鉆Amer蕉icaCul艘tur里al遮gap詞di默ffe模ren創(chuàng)ces散ar露es明tat借ist共ica桂lly訊si瀉gni四fic疫ant忍.Compaq’sAverageHP’sAverage21Com猶par挖iso棗no升fhpwith澡Com田paq拴--EM魄EACul逢tur免al棗gap丟di挨ffe戒ren穿ces銀ar徑es包tat表ist飼ica塊lly豆si握gni狼fic日ant低.Compaq’sAverageHP’sAverage22Com換par傷iso嶺no紐奉fhpwith粒Com終paq定--As秩iaP膽acif脖icCul牛tur飯al縱gap缺di煎ffe翁ren頌ces府a(chǎn)r呼es據(jù)tat宇ist謹(jǐn)ica服lly服si宴gni籍fic箱ant浩.Compaq’sAverageHP’sAverage23Com曬par鞭iso質(zhì)no體fhpwith推Com很paq騰--En踩terp僅rise渾wid襲eCult弊u(yù)ral汽gap既dif猜fere飼nces放are肯sta鼓tist傷ical裁lys染igni復(fù)fica塘nt.Compaq’sAverageHP’sAverage24cul菊tur域al舉due沖di而lig傍enc倍es籮tud銀yins蟲umma供ry.唐..wea率lso眾hear胃dpe偵ople乓say劇tha大t:bot游hc迫omp典any故cu既ltu頃r(shí)es餓we唯re頂in誤tra擁nsi伍tio知nb豆efo育re朝the赴me貞rge饅rthe紫di事rec病tio葡nt逐hat才ea怪ch近c(diǎn)ul析tur徐en丸eed漏ed蓬to鴉tak熔ew警as,洲ac伍tua景l(fā)ly姨,t減oa波dop陳tt牲he啦str斃eng炊ths懶of扭th掠eo愧the孕rso,蒜ify旬oui陸nteg絡(luò)rate摩wel程l,b注uild特ing靜one游ach穗othe傅r’s睡stre執(zhí)ngth嚷s,t趁hep譽(yù)oten糊tial炊for貝suc廊cess斤is陷grea份tcult師ural篇due痕dil鬼igen芝ces柿tudycult業(yè)ural詢cor很ners于tone殲snewhpcul冬tur臉al輪cor尖ner酸sto歐nes(rele繼ase老1.0)val感uespass晚ion勿for芹cust蛛omer才strus諷t&素resp罷ectach斥iev送eme惰nt遷&c財(cái)ont熟rib絞uti姥onunc鮮omp蝦rom以isi怖ng灰int展egr菠ityteam階workmean障ingf局uli華nnov眉atio疑nspe慢ed梳&a鏟gil問ityprof自itglo飽bal繭c燈iti疏zen午shi萬plead搖ersh眨ipcap治abi磚lit神yemp賴loy曲eecom柳mit魄men糊tcorp形orat幫e

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