企业文化学习与预期管理(英文版)(ppt 29页).ppt

culturalduediligencestudy welcomeagenda presentationoffindingsq asession culturalduediligencestudy presentationoffindings culturalduediligencestudy datacollectedfromaroundtheworldinbothcompanies 127individualexecutiveinterviews138focusgroupsspanning1 500managersandindividualcontributorsin22countries 来自 中国最大的资料库下载 congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization 来自 中国最大的资料库下载 culturalduediligencestudy paringandcontrastingpre mergehpandcompaq2 definitionssimilarities thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompanydifferences thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentary thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout3 thefindingsreflectperceptions 来自 中国最大的资料库下载 congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization 来自 中国最大的资料库下载 input hponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryprideinsuccesslinkedtoinnovationtechnical engineeringheritagegoodreputationwithcustomerspowerhistoricallywiththebusinessandthebackend compaqoncompaqsimilaritiesstrongbrand productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryhistoricallyfast nimble andabletoexecutetraditionallyshort termfocusedfastgrowththroughnewbusinessmodelredefinedcomputinglandscape 来自 中国最大的资料库下载 congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization 来自 中国最大的资料库下载 strategy hponhpsimilaritiestop downstrategy mid managementnotinvolvedneedforplanningandexecutionprocessdifferencesstrategyislong termorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcrete compaqoncompaqsimilaritiesstrategycomesthroughatop downprocesslittle nostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocusedwithashort termorientationtowardthemarket interfereswithinvesting buildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancements congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization 来自 中国最大的资料库下载 work hponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased verticallystrong workswelluniquecommentaryautonomyinmanagingone sownworkisthenorm accountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesamewayasotherspoorcross functionalaccountabilitiesandownershipofwork compaqoncompaqdifferencesprocessseenasbureaucracy aversiontoprocesseslackofclear disciplinedprocessesworkprocess swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormwork lifebalanceisnotachieved 来自 中国最大的资料库下载 congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization 来自 中国最大的资料库下载 people hponhpsimilaritieslowcredibilityinleadershipdifferencesleadershipfocusedonrelationships howthingsgetdone uniquecommentarymulticultural diverse dedicatedworkforceteam orientedlosingthe familyfeeling lowerlevelsofmanagementareinformal topmanagementismoreformalandremovedrecentchangesledtolowmorale compaqoncompaqsimilaritieslowcredibilityinleadershipdifferencesleadershipachievement oriented ruggedindividualists whatgetsdone uniquecommentarypeoplearebright committed andworkhard longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered exceptinfield 来自 中国最大的资料库下载 congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization 来自 中国最大的资料库下载 formalorganization hponhpsimilaritiesgoalschangetoooften theyareunclear executionnotenforcednoconsequencesfornotmeetingobjectives performancemetricsunclearorabsent differacross silos front end back endstructureexacerbatedproblemswithaccountabilityhpishorizontallychallengedmorepowermovingtothefront endorganizationhpisbecomingmorecentralizeddifferencesnocommonprocessfordecisionmaking verytop down slow longdecisioncycletimes butthoughtfulandhighinvolvementgeneralperceptionthatdecisionsarerarelymade buttendtostickoncemade compaqoncompaqsimilaritiesgoalschangefrequentlyandnotsynchronizedbetweenfront endandback endorganizationspeoplearenotheldaccountable structureandmeasurementsystemscloudaccountabilitystrongmatrixmanagementleadingtofuzzylinesofaccountabilitiesperformancemanagementinconsistent generallypoorplanningandcontrolcross organizationalcollaborationdifficultcountrymanagersarekingsmanythingsareverycentralizeddifferencesdecisionsmadequicklyalotof checkingin tomakeadecision iterativedecisions top down 来自 中国最大的资料库下载 congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization 来自 中国最大的资料库下载 informalorganization hponhpasstrengthsimilaritiesstrongsenseofethicsstrongcustomer focus makegreatproducts teamculture havetobepartofthegroupgettingresultsisrewarded sometimeseffortwithoutaresultgetsrewardedhavingbignewideasisvaluedtreatpeoplewithdignitymultiplesubculturesdifferencesconflictavoidanceandover compromisearenormaltitlesnotreferenced egalitarianuniquecommentary silomentality failuredeservesasecondchancediversityandpeoplearevalued compaqoncompaqsimilaritiesethicalbehaviorisenforcedstrongcustomerorientation makewhattheywant teamworkisvaluedhighlyresults bottom linefocused sometimeseffortwithoutaresultsgetsrewardedopennesstogood newideasdon tpubliclyembarrasspeoplemultiplesubculturesdifferencesconflictaddresseddirectly openly aggressive brashtitlesarereferenced abundant hierarchicaluniquecommentaryinitiative flexibility goforit attitudearevaluedrelaxed flexworkenvironment longworkinghourshereandnoworientation 来自 中国最大的资料库下载 concernsabouttheothercompany culturalduediligencestudy advicetocarlybehonest butbesensitiveinwhatyousay culturalduediligencestudy region specificfindings ComparisonofhpwithCompaq NorthAmerica Culturalgapdifferencesarestatisticallysignificant ComparisonofhpwithCompaq LatinAmerica Culturalgapdifferencesarestatisticallysignificant ComparisonofhpwithCompaq EMEA Culturalgapdifferencesarestatisticallysignificant ComparisonofhpwithCompaq AsiaPacific Culturalgapdifferencesarestatisticallysignificant ComparisonofhpwithCompaq Enterprisewide Culturalgapdifferencesarestatisticallysignificant culturalduediligencestudy insummary wealsoheardpeoplesaythat bothcompanycultureswereintransitionbeforethemergerthedirectionthateachcultureneededtotakewas actually toadoptthestrengthsoftheotherso ifyouintegratewell buildingoneachother sstrengths thepotentialforsuccessisgreat culturalduediligencestudy culturalcornerstones newhpculturalcornerstones release1 0 valuespassionforcustomerstrust respectachievement contributionuncompromisingintegrityteamworkmeaningfulinnovationspeed agility profit globalcitizenship leadershipcapability employeecommitment corporateobjectives customerloyalty growth marketleadership metrics rewards structure processes strategies behaviors policies practices 来自 中国最大的资料库下载 lessonslearned first thoughtherewereimportantdifferencesbetweenthepre mergehpandcompaqorganizations therewereagreatmanysimilarities and therewereagreatmanypositivecharacteristicsthatbothcompaniesshared forexample theemphasisonteamwork tominimizeunproductiveconflictmovingforward thereareseverallessonsorimplicationsfromthisstudyforhowweworktogether focusandbuilduponour