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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,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,paring and contrasting pre-merge,hp,and compaq,2.definitions,similarities-things that thepeople ineachcompany perceived aboutthemselvesthat,matched,the othercompany,differences-thingsthatthepeople ineachcompany perceived about themselvesthatwere,at odds with,the othercompany,unique commentary-things that people in each companyexpressed,veryoften,whichthose inthe othercompany,talked much less,about,3.the findingsreflect perceptions,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,5,input,hp,on,hp,similarities,proudabout HPlegacy,industry consolidating,disadvantaged in supply chainand overhead costs,goodproducts,unique commentary,pridein success linked to innovation,technical/engineering heritage,goodreputationwithcustomers,powerhistorically with the business andthebackend,compaq oncompaq,similarities,strong brand,products and services,industry consolidating,disadvantaged in supply chainand overhead costs,goodproducts,unique commentary,historically fast,nimble,andableto execute,traditionally short-termfocused,fastgrowth throughnew business model,redefinedcomputinglandscape,6,congruencemodel,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,needfor planning and execution process,differences,strategy is long-term oriented,unique commentary,strategy increasingly unclearas you godownthe organization,strategy has tobe translatedintosomethingconcrete,compaq oncompaq,similarities,strategy comesthrough atop-down process,little/nostrategicprocess,differences,susceptible tofrequent changes indirection,customer focused with a short-termorientation toward the market;interferes with investing/buildingforthe future,unique commentary,tendency to beinfluencedmoreby majorcustomer accounts than technological advancements,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,poorcross-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 systemsare not integrated,multitasking isa 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,similarities,low credibilityin leadership,differences,leadershipfocused on relationships(howthings get 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,formalorganization,hp,on,hp,similarities,goals change too often;theyare unclear,execution notenforced,no consequences for not meeting objectives;performancemetricsunclear or absent,differacross,“,“silos”,front-end/back-end structureexacerbated problemswith accountability,hp,is horizontally challenged,more power moving tothe front-endorganization,hp,is becoming more centralized,differences,no common process fordecision making;very top-down,slow,long decision cycle times;butthoughtful andhigh involvement,generalperception that decisions are rarely made,but tend tostick once made,compaqon compaq,similarities,goals change
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