《惠普企业文化整合方案研讨英文版》由会员分享，可在线阅读，更多相关《惠普企业文化整合方案研讨英文版（30页珍藏版）》请在金锄头文库上搜索。
1、culturalduediligencestudy welcomeagenda presentationoffindingsq asession culturalduediligencestudy presentationoffindings culturalduediligencestudy datacollectedfromaroundtheworldinbothcompanies 127individualexecutiveinterviews138focusgroupsspanning1 500managersandindividualcontributorsin22countries
2、 congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization culturalduediligencestudy paringandcontrastingpre mergehpandcompaq2 definitionssimilarities thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatc
3、hedtheothercompanydifferences thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentary thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout3 thefindingsreflectperceptions congruencemodel output input environmen
4、t resources history strategy system unit individual work people formalorganization informalorganization input hponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryprideinsuccesslinkedtoinnovationtechnical engineeringheritagego
5、odreputationwithcustomerspowerhistoricallywiththebusinessandthebackend compaqoncompaqsimilaritiesstrongbrand productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryhistoricallyfast nimble andabletoexecutetraditionallyshort termfocusedfastgrowtht
6、hroughnewbusinessmodelredefinedcomputinglandscape congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization strategy hponhpsimilaritiestop downstrategy mid managementnotinvolvedneedforplanningandexecutionprocessdiff
7、erencesstrategyislong termorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcrete compaqoncompaqsimilaritiesstrategycomesthroughatop downprocesslittle nostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocus
8、edwithashort termorientationtowardthemarket interfereswithinvesting buildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancements congruencemodel output input environment resources history strategy system unit individual work people formalorganiza
9、tion informalorganization work hponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased verticallystrong workswelluniquecommentaryautonomyinmanagingone sownworkisthenorm accountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesa
10、mewayasotherspoorcross functionalaccountabilitiesandownershipofwork compaqoncompaqdifferencesprocessseenasbureaucracy aversiontoprocesseslackofclear disciplinedprocessesworkprocess swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormwork lifebalanceisnotach
11、ieved congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization people hponhpsimilaritieslowcredibilityinleadershipdifferencesleadershipfocusedonrelationships howthingsgetdone uniquecommentarymulticultural diverse d
12、edicatedworkforceteam orientedlosingthe familyfeeling lowerlevelsofmanagementareinformal topmanagementismoreformalandremovedrecentchangesledtolowmorale compaqoncompaqsimilaritieslowcredibilityinleadershipdifferencesleadershipachievement oriented ruggedindividualists whatgetsdone uniquecommentarypeop
13、learebright committed andworkhard longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered exceptinfield congruencemodel output input environment resources history strategy system unit individual work people formalorganizati
14、on informalorganization formalorganization hponhpsimilaritiesgoalschangetoooften theyareunclear executionnotenforcednoconsequencesfornotmeetingobjectives performancemetricsunclearorabsent differacross silos front end back endstructureexacerbatedproblemswithaccountabilityhpishorizontallychallengedmor
15、epowermovingtothefront endorganizationhpisbecomingmorecentralizeddifferencesnocommonprocessfordecisionmaking verytop down slow longdecisioncycletimes butthoughtfulandhighinvolvementgeneralperceptionthatdecisionsarerarelymade buttendtostickoncemade compaqoncompaqsimilaritiesgoalschangefrequentlyandno
16、tsynchronizedbetweenfront endandback endorganizationspeoplearenotheldaccountable structureandmeasurementsystemscloudaccountabilitystrongmatrixmanagementleadingtofuzzylinesofaccountabilitiesperformancemanagementinconsistent generallypoorplanningandcontrolcross organizationalcollaborationdifficultcountrymanagersarekingsmanythingsareverycentralizeddifferencesdecisionsmadequicklyalotof checkingin tomakeadecision iterativedecisions top down congruencemodel output input environment resources history s
