惠普—康柏企业文化整合方案（英文PPT 29页）bnul.pptx

cultural due diligence studywelcomeagenda:presentation of findingsq&a sessioncultural due diligence studypresentation of findingscultural due diligence studydata collected from around the world in both companies:127 individual executive interviews138 focus groups spanning 1,500 managers and individual contributors in 22 countriescongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization3cultural due diligence paring and contrasting pre-merge hp and compaq2.definitionssimilarities-things that the people in each company perceived about themselves that matched the other companydifferences-things that the people in each company perceived about themselves that were at odds with the other companyunique commentary-things that people in each company expressed very often which those in the other company talked much less about3.the findings reflect perceptionscongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization5inputhp on hpsimilaritiesproud about HP legacyindustry consolidatingdisadvantaged in supply chain and overhead costsgood productsunique commentarypride in success linked to innovationtechnical/engineering heritagegood reputation with customerspower historically with the business and the back endcompaq on compaqsimilaritiesstrong brand,products and servicesindustry consolidatingdisadvantaged in supply chain and overhead costsgood productsunique commentaryhistorically fast,nimble,and able to executetraditionally short-term focusedfast growth through new business modelredefined computing landscape6congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization7strategyhp on hpsimilaritiestop-down strategy;mid-management not involvedneed for planning and execution processdifferences strategy is long-term orientedunique commentarystrategy increasingly unclear as you go down the organizationstrategy has to be translated into something 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 to be influenced more by major customer accounts than technological advancements8congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization9workhp on hpdifferencesrespect for processstrong planning and financial processeswork 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 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 achieved10congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization11peoplehp on hpsimilaritieslow credibility in leadershipdifferencesleadership focused on relationships(how things get done)unique commentarymulticultural,diverse,dedicated workforceteam-orientedlosing 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 commentarypeople 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 field12congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization13formal 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 problems 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 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 accountabilitiesperformance 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-down14congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization15informal organizationhp on hp as strengthsimilaritiesstrong sense of ethicsstrong customer-focus(make great products)team culture,have to be part of the groupgetting results 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 chancediversity 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 subculturesdifferencesconflict 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 orientation16concerns about the other company17cultural due diligence studyadvice to carly&michael from interviews and focus groups:be inclusivedefine your work and rolesdefine/communicate what you want the new company to bebe boldclarify roles and organization structuretake action quicklycontinue to communicate a lot;be honest,but be sensitive in what you saycultural due diligence studyregion-specific findingsComparison of hp with Compaq-North AmericaCultural gap differences are statistically significant.Compaqs AverageHPs Average20Comparison of hp with Compaq-Latin AmericaCultural gap differences are statistically significant.Compaqs AverageHPs Average21Comparison of hp with Compaq-EMEACultural gap differences are statistically significant.Compaqs AverageHPs Average22Comparison of hp with Compaq-Asia PacificCultural gap differences are statistically significant.Compaqs AverageHPs Average23Comparison of hp with Compaq-Enterprise wideCultural gap differences are statistically significant.Compaqs AverageHPs Average24cultural due diligence studyin summary.we also heard people say that:both company cultures were in transition before the mergerthe direction that each culture needed to take was,actually,to adopt the strengths of the otherso,if you integrate well,building on each others strengths,the potential for success is greatcultural due diligence studycultural cornerstonesnew hp cultural cornerstones(release 1.0)valuespassion for customerstrust&respectachievement&contributionuncompromising integrityteamwork meaningful innovationspeed&agilityprofitglobal citizenshipleadershipcapabilityemployeecommitmentcorporateobjectivescustomerloyaltygrowthmarketleadershipmetrics&rewardsstructure&processesstrategies behaviorspolicies&practices27lessons learnedfirst,though there were important differences between the pre-merge hp and compaq organizations,there were a great many similarities;and,there were a great many positive characteristics that both companies shared(for example,the emphasis on teamwork)to minimize unproductive conflict moving forward,there are several lessons or implications from this study for how we work together:focus and build upon our common strengthscome to agreement about the appropriate time horizon(long-term vs.short-term)for any business strategy or set of strategiesclarify 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 subjectagree up front on an approach to decision making to ensure that everyone is on the same page before entertaining discussion about the subject mattertake 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 problemswhere gaps or similarities are consistent across the enterprise,use the same approach to closing the gaps and building upon positive similarities28cultural due diligence studyThe results of the CDD will be posted on the newhpway webpage.See the following url for more information on CDD and the cultural cornerstones of the new hp:http:/ 15,202310、雨中黄叶树，灯下白头人。07:33:3207:33:3207:333/15/2023 7:33:32 AM11、以我独沈久，愧君相见频。3月-2307:33:3207:33Mar-2315-Mar-2312、故人江海别，几度隔山川。07:33:3207:33:3207:33Wednesday,March 15,202313、乍见翻疑梦，相悲各问年。3月-233月-2307:33:3207:33:32March 15,202314、他乡生白发，旧国见青山。15 三月 20237:33:32 上午07:33:323月-2315、比不了得就不比，得不到的就不要。三月 237:33 上午3月-2307:33March 15,202316、行动出成果，工作出财富。2023/3/15 7:33:3207:33:3215 March 202317、做前，能够环视四周；做时，你只能或者最好沿着以脚为起点的射线向前。7:33:32 上午7:33 上午07:33:323月-239、没有失败，只有暂时停止成功！。3月-233月-23Wednesday,March 15,202310、很多事情努力了未必有结果，但是不努力却什么改变也没有。07:33:3207:33:3207:333/15/2023 7:33:32 AM11、成功就是日复一日那一点点小小努力的积累。3月-2307:33:3207:33Mar-2315-Mar-2312、世间成事，不求其绝对圆满，留一份不足，可得无限完美。07:33:3207:33:3207:33Wednesday,March 15,202313、不知香积寺，数里入云峰。3月-233月-2307:33:3207:33:32March 15,202314、意志坚强的人能把世界放在手中像泥块一样任意揉捏。15 三月 20237:33:32 上午07:33:323月-2315、楚塞三湘接，荆门九派通。三月 237:33 上午3月-2307:33March 15,202316、少年十五二十时，步行夺得胡马骑。2023/3/15 7:33:3207:33:3215 March 202317、空山新雨后，天气晚来秋。7:33:32 上午7:33 上午07:33:323月-239、杨柳散和风，青山澹吾虑。3月-233月-23Wednesday,March 15,202310、阅读一切好书如同和过去最杰出的人谈话。07:33:3207:33:3207:333/15/2023 7:33:32 AM11、越是没有本领的就越加自命不凡。3月-2307:33:3207:33Mar-2315-Mar-2312、越是无能的人，越喜欢挑剔别人的错儿。07:33:3207:33:3207:33Wednesday,March 15,202313、知人者智，自知者明。胜人者有力，自胜者强。3月-233月-2307:33:3207:33:32March 15,202314、意志坚强的人能把世界放在手中像泥块一样任意揉捏。15 三月 20237:33:32 上午07:33:323月-2315、最具挑战性的挑战莫过于提升自我。三月 237:33 上午3月-2307:33March 15,202316、业余生活要有意义，不要越轨。2023/3/15 7:33:3207:33:3215 March 202317、一个人即使已登上顶峰，也仍要自强不息。7:33:32 上午7:33 上午07:33:323月-23MOMODA POWERPOINTLorem ipsum dolor sit,eleifend nulla ac,fringilla purus.Nulla iaculis tempor felis amet,consectetur adipiscing elit.Fusce id urna blanditut cursus.感感 谢谢 您您 的的 下下 载载 观观 看看专家告诉