某公司企业文化整合方案(英文版)(ppt 31页).ppt

1、culturalduediligencestudy,welcomeagenda:presentationoffindingsqmid-managementnotinvolvedneedforplanningandexecutionprocessdifferencesstrategyislong-termorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcrete,compaqoncompaqsimilariti

2、esstrategycomesthroughatop-downprocesslittle/nostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocusedwithashort-termorientationtowardthemarket;interfereswithinvesting/buildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladva

3、ncements,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formalorganization,informalorganization,work,hponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased,verticallystrong,workswelluniquecomment

4、aryautonomyinmanagingonesownworkisthenorm;accountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesamewayasotherspoorcross-functionalaccountabilitiesandownershipofwork,compaqoncompaqdifferencesprocessseenasbureaucracy,aversiontoprocesseslackofclear,disciplinedprocessesworkpr

5、ocess:swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormwork-lifebalanceisnotachieved,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formalorganization,informalorganization,people,hponhpsimilaritiesl

6、owcredibilityinleadershipdifferencesleadershipfocusedonrelationships(howthingsgetdone)uniquecommentarymulticultural,diverse,dedicatedworkforceteam-orientedlosingthe“familyfeeling”lowerlevelsofmanagementareinformal;topmanagementismoreformalandremovedrecentchangesledtolowmorale,compaqoncompaqsimilarit

7、ieslowcredibilityinleadershipdifferencesleadershipachievement-oriented,ruggedindividualists(whatgetsdone)uniquecommentarypeoplearebright,committed,andworkhard,longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered,exceptin

8、field,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formalorganization,informalorganization,formalorganization,hponhpsimilaritiesgoalschangetoooften;theyareunclear,executionnotenforcednoconsequencesfornotmeetingobjectives;performancemetricsunc

9、learorabsent,differacross“silos”front-end/back-endstructureexacerbatedproblemswithaccountabilityhpishorizontallychallengedmorepowermovingtothefront-endorganizationhpisbecomingmorecentralizeddifferencesnocommonprocessfordecisionmaking;verytop-down,slow,longdecisioncycletimes;butthoughtfulandhighinvol

10、vementgeneralperceptionthatdecisionsarerarelymade,buttendtostickoncemade,compaqoncompaqsimilaritiesgoalschangefrequentlyandnotsynchronizedbetweenfront-endandback-endorganizationspeoplearenotheldaccountable;structureandmeasurementsystemscloudaccountabilitystrongmatrixmanagementleadingtofuzzylinesofac

11、countabilitiesperformancemanagementinconsistent,generallypoorplanningandcontrolcross-organizationalcollaborationdifficultcountrymanagersarekingsmanythingsareverycentralizeddifferencesdecisionsmadequicklyalotof“checkingin”tomakeadecision,iterativedecisions,top-down,congruencemodel,output,input,enviro

12、nment,resources,history,strategy,system,unit,individual,work,people,formalorganization,informalorganization,informalorganization,hponhpasstrengthsimilaritiesstrongsenseofethicsstrongcustomer-focus(makegreatproducts)teamculture,havetobepartofthegroupgettingresultsisrewarded,sometimeseffortwithoutares

13、ultgetsrewardedhavingbignewideasisvaluedtreatpeoplewithdignitymultiplesubculturesdifferencesconflictavoidanceandover-compromisearenormaltitlesnotreferenced,egalitarianuniquecommentary“silomentality”failuredeservesasecondchancediversityandpeoplearevalued,compaqoncompaqsimilaritiesethicalbehaviorisenf

14、orcedstrongcustomerorientation(makewhattheywant)teamworkisvaluedhighlyresults/bottom-linefocused,sometimeseffortwithoutaresultsgetsrewardedopennesstogood/newideasdontpubliclyembarrasspeoplemultiplesubculturesdifferencesconflictaddresseddirectly/openly,aggressive,brashtitlesarereferenced,abundant,hie

15、rarchicaluniquecommentaryinitiative,flexibility,“goforit”attitudearevaluedrelaxed/flexworkenvironment;longworkinghourshereandnoworientation,concernsabouttheothercompany,culturalduediligencestudy,advicetocarlybehonest,butbesensitiveinwhatyousay,culturalduediligencestudy,region-specificfindings,Compar

16、isonofhpwithCompaq-NorthAmerica,Culturalgapdifferencesarestatisticallysignificant.,ComparisonofhpwithCompaq-LatinAmerica,Culturalgapdifferencesarestatisticallysignificant.,ComparisonofhpwithCompaq-EMEA,Culturalgapdifferencesarestatisticallysignificant.,ComparisonofhpwithCompaq-AsiaPacific,Culturalga

17、pdifferencesarestatisticallysignificant.,ComparisonofhpwithCompaq-Enterprisewide,Culturalgapdifferencesarestatisticallysignificant.,culturalduediligencestudy,insummary.wealsoheardpeoplesaythat:bothcompanycultureswereintransitionbeforethemergerthedirectionthateachcultureneededtotakewas,actually,toado

18、ptthestrengthsoftheotherso,ifyouintegratewell,buildingoneachothersstrengths,thepotentialforsuccessisgreat,culturalduediligencestudy,culturalcornerstones,newhpculturalcornerstones(release1.0),valuespassionforcustomerstrustand,therewereagreatmanypositivecharacteristicsthatbothcompaniesshared(forexampl

19、e,theemphasisonteamwork)tominimizeunproductiveconflictmovingforward,thereareseverallessonsorimplicationsfromthisstudyforhowweworktogether:focusandbuilduponourcommonstrengthscometoagreementabouttheappropriatetimehorizon(long-termvs.short-term)foranybusinessstrategyorsetofstrategiesclarifythemeaningoftermsorlanguagethatpeopleareusingbeforemakingjudgmentsabouto