惠普-文化尽职调查研究-29页 英文版本

cultural due diligence studywelcomeagenda:• presentation of findings• q&a sessioncultural due diligence studypresentation of findingscultural due diligence studydata collected from around the world in both companies:• 127 individual executive interviews• 138 focus groups spanning 1,500 managers and individual contributors in 22 countriescongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationcultural due diligence study1. comparing and contrasting pre-merge hp and compaq2. definitions• similarities - 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 those in the other company talked much less about3. the findings reflect perceptionscongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationinputhp on hpsimilarities•proud about HP legacy•industry consolidating•disadvantaged in supply chain and overhead costs•good productsunique commentary•pride in success linked to innovation•technical/engineering heritage•good reputation with customers•power historically with the business and the back endcompaq on compaqsimilarities•strong brand, products and services•industry consolidating•disadvantaged in supply chain and overhead costs•good productsunique commentary•historically fast, nimble, and able to execute•traditionally short-term focused•fast growth through new business model•redefined computing landscapecongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationstrategyhp on hpsimilarities•top-down strategy; mid-management not involved•need for planning and execution process•differences •strategy is long-term orientedunique commentary•strategy increasingly unclear as you go down the organization•strategy has to be translated into something concretecompaq on compaqsimilarities•strategy comes through a top-down process•little/no strategic processdifferences•susceptible to frequent changes in direction•customer focused with a short-term orientation toward the market; interferes with investing/building for the futureunique commentary•tendency to be influenced more by major customer accounts than technological advancementscongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationworkhp on hpdifferences•respect for process•strong planning and financial processes•work process is organizationally based, vertically strong, works wellunique commentary•autonomy in managing one’s own work is the norm; accountability at individual level•upper management does not seem to be held accountable in the same way as others•poor cross-func...