惠普—康柏企业文化整合方案（英）.ppt

cultural due diligence study
e
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 panies:
127 individual executive interviews
138 focus groups spanning 1,500 managers and individual contributors in 22 countries
congruence model
output
input
environment
resources
history
strategy
system
unit
individual
work
people
anization
anization
3
cultural due diligence study
1. comparing and contrasting pre-merge hp paq
2. definitions
similarities - things that the people in pany perceived about themselves that matched the pany
differences - things that the people in pany perceived about themselves that were at odds with the pany
mentary - things that people in pany expressed very often which those in the pany talked much less about
3. the findings reflect perceptions
congruence model
output
input
environment
resources
history
strategy
system
unit
individual
work
people
anization
anization
5
input
hp on hp
similarities
proud about HP legacy
industry consolidating
disadvantaged in supply chain and overhead costs
good products
mentary
pride in ess linked to innovation
technical/engineering heritage
good reputation with customers
power historically with the business and the back end
compaq paq
similarities
strong brand, products and services
industry consolidating
disadvantaged in supply chain and overhead costs
good products
mentary
historically fast, nimble, and able to execute
traditionally short-term focused
fast growth through new business model
puting landscape
6
congruence model
output
input
environment
resources
history
strategy
system
unit
individual
work
people
anization
anization
7
strategy
hp on hp
similarities
top-down strategy; mid-management not involved
need for planning and execution process
differences
strategy is long-term oriented
mentary
strategy increasingly unclear as you go down aniza