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Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,*,cultur,al,duedilig,enc,e study,welcome,agenda:,presentationoffindings,q&asession,culturalduediligence study,presentationoffindings,culturalduediligence study,data collectedfrom aroundtheworldinbothcompanies:,127,individual executiveinterviews,138,focus groupsspanning,1,500,managersandindividualcontributorsin,22,countries,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organiza,3,culturalduediligence study,1. comparingandcontrastingpre,-mer,ge,hp,andcompaq,2. definitions,similarities- things that the people ineach company perceivedabout themselvesthat,matched,theother company,differences- thingsthat the peopleineachcompanyperceived aboutthemselvesthatwere,at oddswith,theother company,unique commentary -things thatpeople in each company expressed,veryoften,which thosein the othercompany,talked muchless,about,3. the findingsreflectperceptions,congruence model,outp,ut,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,orga,informal,organization,5,input,hp,on,hp,similarities,prou,d ab,outHP legacy,industryconsolidating,disadvantaged insupplychain and ov,erhe,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,industryconsolidating,disadvantaged insupplychain and overhead costs,goodproducts,unique commentary,historicallyfast, nimble, a,nd a,bleto execute,traditionally short-termfocused,fastgrowththroughnewbusinessmodel,redefined computingland,scap,e,6,congruence model,output,input,environment,reso,stra,tegy,system,unit,individual,work,people,form,al,organization,informal,organization,7,strategy,hp,on,hp,similarities,top-downstrategy;mid-managementnot involved,need forplanningandexecution process,differences,strategyislong-termoriented,uniquecommentary,strategyincreasinglyunclearasyougodowntheorganization,strategyhastobetranslatedinto somethingconcrete,compaqoncompaq,similarities,strategycomesthrough atop-downprocess,little/nostrategic process,differences,susceptibletofrequentchanges in direction,customerfocused withashort-term orientation towardthemarket;interferes withinvesting/building forthefuture,uniquecommentary,tendencytobeinfluenced morebymajorcustomeraccountsthantechnological 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 planningandfinancialprocesses,workprocess is,orga,nizationally 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,simila,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,compaqoncompaq,similarities,lo,w,cr,ed,ib,ilit,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,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,13,formalorganization,hp,on,hp,similarities,goalschangetoooften;theyareunclear,executionnotenforced,noconsequencesfornotmeetingobjectives;performancemetricsunclearorabsent,differacross,“,“silos,”,”,front-end/back-endstructureexacerbatedproblemswithaccountability,hp,ishorizontallychallenged,morepowermovingtothefront-endorganization,hp,isbecomingmorecentralized,differences,nocommonprocessfordecisionmaking;verytop-down,slow,longdecisioncycletimes;butthoughtfuland,hi,ghinvolvement,genera,l,perceptionthatdecisio,n,sarerar,e,lymade,butte,n,dtostickoncemade,compaq on compaq,similarities,goals changefrequentlyandnotsynchronizedbetweenfront-end and back-endorganizations,people are not heldaccountable;structure and measurement systems cloudaccountability,strong matrix managementleadingtofuzzy linesof accountabilities,performancemanagement inconsistent,generally poorplanningandcontrol,cross-organizationalcollaboration difficult,countrymanagersarekings,manythingsareverycentralized,differences,deci,sion,s ma,a lot of “checking in” to make a decision, iterative decisions, top-down,14,congruence model,output,input,environm,ent,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,15,informalorganization,hp,on,hp,asstrength,similarities,strong senseofethics,strong customer-focus (makegreat products),teamculture, have to bepart ofthegroup,gettingresultsis rewarded,sometimes effort without aresult getsrewarded,having big new ideasisvalued,treat peoplewith dignity,multiplesubcultures,differences,conflictavoidance and over-compromise are normal,titles not referenced, egalitarian,unique commentary,“silo mentality”,failuredeservesa second chance,diversity and peoplearevalued,compaq on compaq,similarities,ethicalbehaviorisenforced,strong customerorientation(make what theywant),teamworkisvalued,highly results/bottom-line focused,sometimes effortwithouta results getsrewarded,opennesstogood/newideas,dont publicly embarrasspeople,multiplesubcultures,differences,conflictaddressed directly/openly,aggressive,brash,titles are referenced, abundant,hierarchical,unique commentary,initiative,flexibility,“,“goforit”attitude are valued,relaxed/flexwork environment; longworkinghours,hereandnoworientation,16,concernsabout the othercompany,17,culturalduediligence study,advice to carly& michael from interviews and focusgroups:,be inclusive,define yourworkandroles,define/communicate whatyouwantthenewcompanytobe,be bold,clarifyroles and organization structure,takeactionquickly,continuetocommunicatea lot; be honest, but besensitive in what you say,culturalduediligence study,region-specificfindings,Comparison of,hp,withCompaq-NorthAmerica,Culturalgapdifferencesarestatistically significant.,Compaqs Average,HPs Average,20,Comparison of,hp,withCompaq-LatinAmerica,Culturalgapdifferencesarestatistically significant.,Compaqs Average,HPs Average,21,Comparison of,hp,withCompaq-EMEA,Culturalgapdifferencesarestatistically significant.,Compaqs Average,HPs Average,22,Comparison of,hp,withCompaq-Asia Pacific,Culturalgapdifferencesarestatistically significant.,Compaqs Average,HPs Average,23,Comparison of,hp,withCompaq-Enterprisewide,Culturalgapdifferencesarestatistically significant.,Compaqs Average,HPs Average,24,culturalduediligence study,in summary . .,we alsoheard peoplesaythat:,bothcompanycultures were in transitionbeforethemerger,thedirection that eachcultureneeded to take was,actually, toadopt the strengthsoftheother,so,if you integratewell, buildingon eachothersstrengths, the potentialforsuccessisgreat,culturalduediligence study,culturalcornerstones,new,hp,culturalcornerstones,(,release1.0,),values,passionforcustomers,trust &respect,achievement& contribution,uncompromising integrity,teamwork,meaningful innovation,speed &agility,profit,globalcitizenship,leadership,capability,employee,commitment,corporateobjectives,customer,loyalty,growth,market,leadership,metrics& rewards,structure &processes,strategies,behaviors,policies&,practices,27,lessonslearned,first, though therewereimportant differences between the pre-merge,hp,andcompaq organizations, therewerea greatmany similarities;and,there werea greatmanypositive characteristics that bothcompanies shared(for example, the emphasison teamwork),to minimizeunproductiveconflict movingforward, thereareseverallessonsor implicationsfromthis studyforhowwe worktogether:,focus and build upon our common strengths,come to agreement about the appropriate time horizon (long-term vs. short-term) for any business strategy or set of strategies,clarify the meaning of terms or language that people are using before making judgments about others - two people may be thinking about different things while talking about the same subject,agree up front on an approach to decision making to ensure that everyone is on the same page before entertaining discussion about the subject matter,take peoples needs and experience (e.g., comfort dealing with conflict, orientation to hierarchy) into account in how you approach problems and in how you interact to solve problems,where gaps or similarities are consistent across the enterprise, use the same approach to closing the gaps and building upon positive similarities,28,culturalduediligence study,Theresultsof the CDD willbe posted onthenewhpway webpage.Seethefollowing url for more information on CDD and the cultural cornerstonesof the new,hp,:,
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