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Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,culturalduediligencestudy,welcome,agenda:,presentationoffindings,q&asession,culturalduediligencestudy,presentationoffindings,culturalduediligencestudy,datacollectedfromaroundtheworldinbothcompanies:,127,individualexecutiveinterviews,138,focusgroupsspanning,1,500,managersandindividualcontributorsin,22,countries,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,3,culturalduediligencestudy,paringandcontrastingpre-merge,hp,andcompaq,2.definitions,similarities-thingsthatthepeople in eachcompanyperceivedaboutthemselvesthat,matched,theothercompany,differences-thingsthat thepeopleineachcompany perceivedaboutthemselves thatwere,atodds with,theothercompany,uniquecommentary-thingsthat peopleineach companyexpressed,very often,whichthoseintheothercompany,talkedmuchless,about,3.thefindingsreflectperceptions,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,5,input,hp,on,hp,similarities,proudaboutHPlegacy,industryconsolidating,disadvantaged in supplychainandoverheadcosts,good products,uniquecommentary,prideinsuccess linkedtoinnovation,technical/engineeringheritage,good reputationwithcustomers,powerhistoricallywiththebusinessand theback end,compaqoncompaq,similarities,strongbrand,products andservices,industryconsolidating,disadvantaged in supplychainandoverheadcosts,good products,uniquecommentary,historicallyfast,nimble,andabletoexecute,traditionally short-termfocused,fast growththrough newbusinessmodel,redefinedcomputing landscape,6,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,7,strategy,hp,on,hp,similarities,top-downstrategy;mid-management not involved,needforplanning and executionprocess,differences,strategyislong-term oriented,uniquecommentary,strategyincreasinglyunclearasyougodowntheorganization,strategyhastobetranslatedintosomethingconcrete,compaqoncompaq,similarities,strategycomesthroughatop-downprocess,little/nostrategicprocess,differences,susceptibletofrequentchangesindirection,customerfocusedwithashort-termorientationtowardthemarket;in,t,erfereswithinvesting/buildingforthefuture,uniquecommentary,tendencytobeinfluen,c,edmorebymajorcustomeraccountsthantechnologicaladvancements,8,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,9,work,hp,on,hp,differences,respect for process,strong planningandfinancialprocesses,workprocess isorganizationally based,verticallystrong,workswell,unique commentary,autonomy in managingones ownworkis the norm;accountability at individual level,uppermanagement does notseemto be held accountable in thesamewayas others,poor,cross-functional accountabilities and ownership ofwork,compaq oncompaq,differences,process seen asbureaucracy,aversion toprocesses,lackof clear,disciplined processes,workprocess:swat teams,unique commentary,technologyis great,information systems,are n,ot integrated,multitaski,ng is,a norm,work-lifebalance isnotachieved,10,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,11,people,hp,on,hp,simil,arities,low credibilityin leadership,differences,leadershipfocused on relationships(howthings get done),uniquecommentary,multicultural,diverse,dedicatedworkforce,team-oriented,losingthe,“,“familyfeeling,”,”,lowerlevelsofmanagementareinformal;topmanagementismoreformalandremoved,recentchangesledtolowmorale,compaqoncompaq,similarities,lowcredibilityinleadership,differences,leadershipachievement-oriented,ruggedindividualists(whatgetsdone),uniquecommentary,peoplearebright,committed,andworkhard,longhours,goodinterpersonalrelationships,learninghappensonthejob,insufficientinvestmentintraininganddevelopment,peopledonot feelempowered,exceptinfield,12,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,13,formalorganization,hp,on,hp,similarities,goalschangetoo often;they areunclear,executionnot enforced,noconsequencesfor notmeeting objectives;performance metricsunclearorabsent,differacross“silos”,front-end/back-endstructure exacerbated problems withaccountability,hp,ishorizontallychallenged,more power movingtothefront-end organization,hp,isbecomingmore centralized,differences,nocommonprocessfordecisionmaking;very top-down,slow,long decision cycle times;butthoughtfulandhighinvolvement,general perceptionthatdecisionsare rarelymade,buttendtostickonce made,compaqoncompaq,similarities,goalschangefrequentlyandnot synchronizedbetween front-endandback-endorganizations,peopleare notheld accountable;structureand measurement
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