（30页PPT）惠普文化尽职调查研究英文版本.pptVIP

culturalduediligencestudyweeagenda:presentationoffindingsqasession

culturalduediligencestudypresentationoffindings

culturalduediligencestudydatacollectedfromaroundtheworldinbothpanies:127individualexecutiveinterviews138focusgroupsspanning1,500managersandindividualcontributorsin22countries

3congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization

culturalduediligencestudy1.paringandcontrastingpre-mergehpandpaq2.definitionssimilarities-thingsthatthepeopleineachpanyperceivedaboutthemselvesthatmatchedtheotherpanydifferences-thingsthatthepeopleineachpanyperceivedaboutthemselvesthatwereatoddswiththeotherpanyuniquementary-thingsthatpeopleineachpanyexpressedveryoftenwhichthoseintheotherpanytalkedmuchlessabout3.thefindingsreflectperceptions

5congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization

6inputhponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquementaryprideinsuccesslinkedtoinnovationtechnical/engineeringheritagegoodreputationwithcustomerspowerhistoricallywiththebusinessandthebackendpaqonpaqsimilaritiesstrongbrand,productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquementaryhistoricallyfast,nimble,andabletoexecutetraditionallyshort-termfocusedfastgrowththroughnewbusinessmodelredefinedputinglandscape

7congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization

8strategyhponhpsimilaritiestop-downstrategy;mid-managementnotinvolvedneedforplanningandexecutionprocessdifferencesstrategyislong-termorienteduniquementarystrategyincreasinglyunclearasyougodowntheorganizationstrate