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1、cultural due diligence studywelcomeagenda:presentation of findings q mid-management not involvedneed for planning and execution process differences strategy is long-term orientedunique commentarystrategy increasingly unclear as you go down the organizationstrategy has to be translated into something
2、 concretecompaq on compaqsimilaritiesstrategy comes through a top-down processlittle/no strategic processdifferencessusceptible to frequent changes in directioncustomer focused with a short-term orientation toward the market; interferes with investing/building for the futureunique commentarytendency
3、 to be influenced more by major customer accounts than technological advancements9congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformal organizationinformal organization10workhp on hpdifferencesrespect for processstrong planning and financial processeswor
4、k process is organizationally based, vertically strong, works wellunique commentaryautonomy in managing ones own work is the norm; accountability at individual levelupper management does not seem to be held accountable in the same way as otherspoor cross-functional accountabilities and ownership of
5、workcompaq on compaqdifferencesprocess seen as bureaucracy, aversion to processeslack of clear, disciplined processeswork process: swat teamsunique commentarytechnology is greatinformation systems are not integratedmultitasking is a normwork-life balance is not achieved11congruence modeloutputinpute
6、nvironmentresourceshistorystrategysystemunitindividualworkpeopleformal organizationinformal organization12peoplehp on hpsimilaritieslow credibility in leadershipdifferencesleadership focused on relationships (how things get done)unique commentarymulticultural, diverse, dedicated workforceteam-orient
7、edlosing the “family feeling”lower levels of management are informal; top management is more formal and removedrecent changes led to low moralecompaq on compaqsimilaritieslow credibility in leadershipdifferencesleadership achievement-oriented, rugged individualists (what gets done)unique commentaryp
8、eople are bright, committed, and work hard, long hoursgood interpersonal relationshipslearning happens on the jobinsufficient investment in training and developmentpeople do not feel empowered, except in field13congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeo
9、pleformal organizationinformal organization14formal organizationhp on hpsimilaritiesgoals change too often; they are unclear, execution not enforcedno consequences for not meeting objectives; performance metrics unclear or absent, differ across “silos”front-end/back-end structure exacerbated problem
10、s with accountabilityhp is horizontally challengedmore power moving to the front-end organizationhp is becoming more centralizeddifferencesno common process for decision making; very top- down, slow, long decision cycle times; but thoughtful and high involvementgeneral perception that decisions are
11、rarely made, but tend to stick once madecompaq on compaqsimilaritiesgoals change frequently and not synchronized between front-end and back-end organizationspeople are not held accountable; structure and measurement systems cloud accountabilitystrong matrix management leading to fuzzy lines of accou
12、ntabilitiesperformance management inconsistent, generally poor planning and controlcross-organizational collaboration difficultcountry managers are kingsmany things are very centralizeddifferencesdecisions made quicklya lot of “checking in” to make a decision, iterative decisions, top-down15congruen
13、ce modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformal organizationinformal organization16informal organizationhp on hp as strengthsimilaritiesstrong sense of ethicsstrong customer-focus (make great products)team culture, have to be part of the groupgetting result
14、s is rewarded, sometimes effort without a result gets rewardedhaving big new ideas is valuedtreat people with dignitymultiple subculturesdifferencesconflict avoidance and over-compromise are normaltitles not referenced, egalitarianunique commentary“silo mentality”failure deserves a second chancedive
15、rsity and people are valuedcompaq on compaqsimilaritiesethical behavior is enforcedstrong customer orientation (make what they want)teamwork is valuedhighly results/bottom-line focused, sometimes effort without a results gets rewardedopenness to good/new ideasdont publicly embarrass peoplemultiple s
16、ubculturesdifferencesconflict addressed directly/openly, aggressive, brashtitles are referenced, abundant, hierarchicalunique commentaryinitiative, flexibility, “go for it” attitude are valuedrelaxed/flex work environment; long working hourshere and now orientation17concerns about the other company18cultural due diligence studyadvice to carly be honest, but be sensitive in what you
