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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,culturalduediligence study,presentationoffindings,culturalduediligence study,data collectedfrom aroundtheworldinbothcompanies:,127,individual executiveinterviews,138,focusgroupsspanning,1,500,managersandindividualcontributorsin,22,countries,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,3,culturalduediligencestudy,paringandcontrastingpre-merge,hp,andcompaq,2.definitions,similarities-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthat,matched,theothercompany,differences-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwere,atoddswith,theothercompany,uniquecommentary-thingsthatpeopleineachcompanyexpressed,veryoften,whichthoseintheothercompany,talkedmuchless,about,3.thefindingsreflectperceptions,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,5,input,hp,on,hp,similarities,proudaboutHPlegacy,industryconsolidating,disadvantagedinsupplychainandoverheadcosts,goodproducts,uniquecommentary,prideinsuccesslinkedtoinnovation,technical/engineeringheritage,goodreputationwithcustomers,powerhistoricallywiththebusinessandthebackend,compaqoncompaq,similarities,strongbrand,productsandservices,industryconsolidating,disadvantaged insupplychain and overhead costs,goodproducts,unique commentary,historicallyfast,nimble,and ableto execute,traditionally short-termfocused,fastgrowththroughnewbusinessmodel,redefined computinglandscape,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,unique commentary,strategyincreasingly unclear asyougodowntheorganization,strategyhastobe translated into somethingconcrete,compaq on compaq,similarities,strategycomes through atop-down process,little/no strategicprocess,differences,susceptibleto frequentchanges in direction,customer focused with ashort-term orientation towardthe market;interferes with investing/building for thefuture,uniquecommentary,tendency tobe influenced moreby major customeraccounts 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 forprocess,strongplanning and financialprocesses,work processis organizationally based,vertically strong,works well,uniquecommentary,autonomy inmanaging one,s ownworkis thenorm;accountability atindividuallevel,uppermanagement does not seemto beheldaccountablein thesameway asothers,poor cross-functional accountabilities andownership of work,compaqon compaq,differences,process seenas bureaucracy,aversion to processes,lack of clear,disciplined processes,work process:swatteams,uniquecommentary,technology is great,informationsystems arenot integrated,multitaskingis anorm,work-life balanceis notachieved,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 inleadership,differences,leadership focusedon relationships(how thingsget done),unique commentary,multicultural,diverse,dedicated workforce,team-oriented,losing the,“,“family feeling”,lowerlevels ofmanagement areinformal;topmanagementis more formalandremoved,recent changesled to lowmorale,compaq oncompaq,similarities,low credibilityin leadership,differences,leadershipachievement-oriented,ruggedindividualists(whatgetsdone),unique commentary,people arebright,committed,and work hard,longhours,goodinterpersonal relationships,learning happens onthe job,insufficient investment in traininganddevelopment,people donot feel empowered,except infield,12,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,13,formal organization,hp,on,hp,similarities,goalschange too often;they are unclear,execution notenforced,no consequencesfornot meeting objectives;performancemetrics unclear orabsent,differacross“silos”,front-end/back-end structure exacerbatedproblemswithaccountability,hp,is horizontallychallenged,morepowermoving tothefront-endorganization,hp,is becoming more centralized,differences,no commonprocess for decisionmaking;very top-down,slow,longdecision cycletimes;butthoughtful andhighinvolvement,general perception that decisions are rarelymade,buttendto stick once made,compaq oncompaq,similarities,goalschange frequently and not synchronizedbetween front-end and back-endorgan
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