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1、cultural due diligence study,welcome agenda: presentation of findings q&a session,cultural due diligence study,presentation of findings,cultural due diligence study,data collected from around the world in both companies: 127 individual executive interviews 138 focus groups spanning 1,500 managers an
2、d individual contributors in 22 countries,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal organization,informal organization,cultural due diligence study,1. comparing and contrasting pre-merge hp and compaq 2. definitions similarities -
3、things that the people in each company perceived about themselves that matched the other company differences - things that the people in each company perceived about themselves that were at odds with the other company unique commentary - things that people in each company expressed very often which
4、those in the other company talked much less about 3. the findings reflect perceptions,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal organization,informal organization,input,hp on hp similarities proud about HP legacy industry consolida
5、ting disadvantaged in supply chain and overhead costs 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 ser
6、vices industry consolidating disadvantaged in supply chain and overhead costs good products unique commentary historically fast, nimble, and able to execute traditionally short-term focused fast growth through new business model redefined computing landscape,congruence model,output,input,environment
7、,resources,history,strategy,system,unit,individual,work,people,formal organization,informal organization,strategy,hp on hp similarities top-down strategy; mid-management not involved need for planning and execution process differences strategy is long-term oriented unique commentary strategy increas
8、ingly unclear as you go down the organization strategy has to be translated into something concrete,compaq on compaq similarities strategy comes through a top-down process little/no strategic process differences susceptible to frequent changes in direction customer focused with a short-term orientat
9、ion toward the market; interferes with investing/building for the future unique commentary tendency to be influenced more by major customer accounts than technological advancements,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal organiza
10、tion,informal organization,work,hp on hp differences respect for process strong planning and financial processes work process is organizationally based, vertically strong, works well unique commentary autonomy in managing ones own work is the norm; accountability at individual level upper management
11、 does not seem to be held accountable in the same way as others poor cross-functional accountabilities and ownership of work,compaq on compaq differences process seen as bureaucracy, aversion to processes lack of clear, disciplined processes work process: swat teams unique commentary technology is g
12、reat information systems are not integrated multitasking is a norm work-life balance is not achieved,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal organization,informal organization,people,hp on hp similarities low credibility in leade
13、rship 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,comp
14、aq on compaq similarities low credibility in leadership 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 i
15、n training and development people do not feel empowered, except in field,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal organization,informal organization,formal organization,hp on hp similarities goals change too often; they are unclea
16、r, execution not enforced no consequences for not meeting objectives; performance metrics unclear or absent, differ across “silos” front-end/back-end structure exacerbated problems with accountability hp is horizontally challenged more power moving to the front-end organization hp is becoming more centralized differences no common process for decision making; very top-down, slow, lo
