惠普-康柏企业文化整合方案(1).pptxVIP

cultural due diligence studywelcomeagenda:presentation of findingsqa session cultural due diligence studypresentation of findings cultural 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 countries congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization3 cultural due diligence study1. comparing 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 perceptions congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization5 inputhp 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 landscape6 congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization7 strategyhp on hpsimilaritiestop-down strategy; mid-management not involvedneed for planning and execution processdifferences strategy is long-term orientedunique commentarys