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Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,cultural due diligence study,welcome,agenda:,presentation of findings,q&a,session,cultural due diligence study,presentation of findings,cultural due diligence study,data collected from around the world in both companies:,127,individual executive interviews,138,focus groups spanning,1,500,managers and individual contributors in,22,countries,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,3,cultural due diligence study,paring and contrasting pre-merge,hp,and,compaq,2.definitions,similarities-things that the people in each company perceived about themselves that,matched,the other company,differences-things that the people in each company perceived about themselves that were,at odds with,the other company,unique commentary-things that people in each company expressed,very often,which those in the other company,talked much less,about,3.the findings reflect perceptions,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,5,input,hp,on,hp,similarities,proud about HP legacy,industry consolidating,disadvantaged in supply chain and overhead costs,good products,unique commentary,pride in success linked to innovation,technical/engineering heritage,good reputation with customers,power historically with the business and the back end,compaq,on,compaq,similarities,strong brand,products and services,industry consolidating,disadvantaged in supply chain and overhead costs,good products,unique commentary,historically fast,nimble,and able to execute,traditionally short-term focused,fast growth through new business model,redefined computing 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-down strategy;mid-management not involved,need for planning and execution process,differences,strategy is long-term oriented,unique commentary,strategy increasingly unclear as you go down the organization,strategy has to be translated into something concrete,compaq,on,compaq,similarities,strategy comes through a top-down process,little/no strategic process,differences,susceptible to frequent changes in direction,customer focused with a short-term orientation toward the market;interferes with investing/building for the future,unique commentary,tendency to be influenced more by major customer accounts than technological advancements,8,congruence model,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 planning and financial processes,work process is organizationally based,vertically strong,works well,unique commentary,autonomy in managing ones own work is the norm;accountability at individual level,upper management does not seem to be held accountable in the same way as others,poor cross-functional accountabilities and ownership of work,compaq,on,compaq,differences,process seen as bureaucracy,aversion to processes,lack of clear,disciplined processes,work process:swat teams,unique commentary,technology is great,information systems are not integrated,multitasking is a norm,work-life balance is not achieved,10,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,11,people,hp,on,hp,similarities,low credibility in leadership,differences,leadership focused on relationships(how things get done),unique commentary,multicultural,diverse,dedicated workforce,team-oriented,losing the“family feeling”,lower levels of management are informal;top management is more formal and removed,recent changes led to low morale,compaq,on,compaq,similarities,low credibility in leadership,differences,leadership achievement-oriented,rugged individualists(what gets done),unique commentary,people are bright,committed,and work hard,long hours,good interpersonal relationships,learning happens on the job,insufficient investment in training and development,people do not feel empowered,except in field,12,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,13,formal organization,hp,on,hp,similarities,goals change too often;they are unclear,execution not enforced,no consequences for not meeting objectives;performance metrics unclear or absent,differ across“silos”,front-end/back-end structure exacerbated problems with accountability,hp,is horizontally challenged,more power moving to the front-end organization,hp,is becoming more centralized,differences,no common process for decision making;very top-down,slow,long decision cycle t
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