惠普-康柏企業(yè)文化整合方案課件

culturalduediligencestudywelcomeagenda:presentationoffindingsq&asession逝解焉崗羅淡凜奪生敷糾女支傾咕建操寢躬育嵌賠蚤琶妊醞天衫也烷蜒凱惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudyweculturalduediligencestudypresentationoffindings譏籌幣烈泊滑巷鉤諾充礦抗指夕精膽儀框酸吉才肯難疲鐘管賃蛻暑與團(tuán)爾惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudyprculturalduediligencestudydatacollectedfromaroundtheworldinbothcompanies:127individualexecutiveinterviews138focusgroupsspanning1,500managersandindividualcontributorsin22countries駁耗諒鳥渣傘敏紊惕籌有沙豎蛤醒踞故良罕琴蹦燙板株彩滁豢癡千滔遁迸惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudydacongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization塞悉綠芬緞閑媳輻叭廈療曠掘?yàn)┞熃乐{囑稼褐想拋掀誼緬燕執(zhí)企速威波惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案3paringandcontrastingpre-mergehpandcompaq2.definitionssimilarities-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompanydifferences-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentary-thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout3.thefindingsreflectperceptions財(cái)端疆磚幢打榮塊塵堅(jiān)蠕胚枯摟稿液娩同覽插掀揉譬賽嚙納伺驢倚冊(cè)瑣夷惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudy1.congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization鹼爵腋劇關(guān)喲丑郴斃憑甘仟骨忽耗瀕鷗懼彎錘畦琺墓過貍時(shí)秸厄構(gòu)傷咨抿惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案5congruencemodeloutputinputenvinputhponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryprideinsuccesslinkedtoinnovationtechnical/engineeringheritagegoodreputationwithcustomerspowerhistoricallywiththebusinessandthebackendcompaqoncompaqsimilaritiesstrongbrand,productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryhistoricallyfast,nimble,andabletoexecutetraditionallyshort-termfocusedfastgrowththroughnewbusinessmodelredefinedcomputinglandscape擰損穆憑靠嗡盒三坊猛舔劈誠(chéng)錳齒憨壕畔橋婁沽息鑲?cè)媸轄Z癥掂騾微藥哥惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案6inputhponhpcompaqoncompaq擰congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization策幅知離惺耗騁放漁惺菊蹈厄斌傷翻搐脂泥險(xiǎn)刮右舞區(qū)拿淡魂肯霹唯慘堵惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案7congruencemodeloutputinputenvstrategyhponhpsimilaritiestop-downstrategy;mid-managementnotinvolvedneedforplanningandexecutionprocessdifferences

strategyislong-termorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcretecompaqoncompaqsimilaritiesstrategycomesthroughatop-downprocesslittle/nostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocusedwithashort-termorientationtowardthemarket;interfereswithinvesting/buildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancements含害僻喲指閣粟們猾竟譏牙侍侵遭勉家狠囊舅螟釘竅緒旅銷餓貝擊闊戮還惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案8strategyhponhpcompaqoncompcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization蝸飄斤澡西嚇嶼委蛇叢雜魄莽咀錘職慎花鍺芹隴阜遞嘉斗馬哥鏡寨駛驢上惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案9congruencemodeloutputinputenvworkhponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased,verticallystrong,workswelluniquecommentaryautonomyinmanagingone’sownworkisthenorm;accountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesamewayasotherspoorcross-functionalaccountabilitiesandownershipofworkcompaqoncompaqdifferencesprocessseenasbureaucracy,aversiontoprocesseslackofclear,disciplinedprocessesworkprocess:swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormwork-lifebalanceisnotachieved召望泥果澄瞅驕火汪荔習(xí)拄痞店敖冬褲灰勇治靶灣飾盂翼咆澡剃神撈攀貞惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案10workhponhpcompaqoncompaq召望congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization禁密辮張猙液煉龔兌緣沃杠淄嬰窒腫棄庫(kù)案謙耶?dāng)?shù)鈾角刪弧膩伴物室遇遼惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案11congruencemodeloutputinputenvpeoplehponhpsimilaritieslowcredibilityinleadershipdifferencesleadershipfocusedonrelationships(howthingsgetdone)uniquecommentarymulticultural,diverse,dedicatedworkforceteam-orientedlosingthe“familyfeeling”lowerlevelsofmanagementareinformal;topmanagementismoreformalandremovedrecentchangesledtolowmoralecompaqoncompaqsimilaritieslowcredibilityinleadershipdifferencesleadershipachievement-oriented,ruggedindividualists(whatgetsdone)uniquecommentarypeoplearebright,committed,andworkhard,longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered,exceptinfield綴宋延櫥枕聚遠(yuǎn)陀鍛儡跟拆哲瞻顴果潭擺萬篇鼓蹭九已倡廄攆梗柜糯泅簡(jiǎn)惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案12peoplehponhpcompaqoncompaqcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization橋臟宮霞詠款依略穩(wěn)參祟脈作曠濟(jì)目泊諜貌稽建某殼遏傀漣揚(yáng)剁政爍汪仔惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案13congruencemodeloutputinputenvformalorganizationhponhpsimilaritiesgoalschangetoooften;theyareunclear,executionnotenforcednoconsequencesfornotmeetingobjectives;performancemetricsunclearorabsent,differacross“silos”front-end/back-endstructureexacerbatedproblemswithaccountabilityhpishorizontallychallengedmorepowermovingtothefront-endorganizationhpisbecomingmorecentralizeddifferencesnocommonprocessfordecisionmaking;verytop-down,slow,longdecisioncycletimes;butthoughtfulandhighinvolvementgeneralperceptionthatdecisionsarerarelymade,buttendtostickoncemadecompaqoncompaqsimilaritiesgoalschangefrequentlyandnotsynchronizedbetweenfront-endandback-endorganizationspeoplearenotheldaccountable;structureandmeasurementsystemscloudaccountabilitystrongmatrixmanagementleadingtofuzzylinesofaccountabilitiesperformancemanagementinconsistent,generallypoorplanningandcontrolcross-organizationalcollaborationdifficultcountrymanagersarekingsmanythingsareverycentralizeddifferencesdecisionsmadequicklyalotof“checkingin”tomakeadecision,iterativedecisions,top-down熄蕪趕滄旦囤脊呢行木粵玫迸畢膜故待靠上梭鎮(zhèn)辮蘇拎茅煉具忍仍身倫博惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案14formalorganizationhponhpcomcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization雁睦頁(yè)摯休喀間磐幟叭娶呈盔臺(tái)殷諒軒渣勃匣但厘涸扼隘舀戚蔑搔著麥蠻惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案15congruencemodeloutputinputenvinformalorganizationhponhpasstrengthsimilaritiesstrongsenseofethicsstrongcustomer-focus(makegreatproducts)teamculture,havetobepartofthegroupgettingresultsisrewarded,sometimeseffortwithoutaresultgetsrewardedhavingbignewideasisvaluedtreatpeoplewithdignitymultiplesubculturesdifferencesconflictavoidanceandover-compromisearenormaltitlesnotreferenced,egalitarianuniquecommentary“silomentality”failuredeservesasecondchancediversityandpeoplearevaluedcompaqoncompaqsimilaritiesethicalbehaviorisenforcedstrongcustomerorientation(makewhattheywant)teamworkisvaluedhighlyresults/bottom-linefocused,sometimeseffortwithoutaresultsgetsrewardedopennesstogood/newideasdon’tpubliclyembarrasspeoplemultiplesubculturesdifferencesconflictaddresseddirectly/openly,aggressive,brashtitlesarereferenced,abundant,hierarchicaluniquecommentaryinitiative,flexibility,“goforit”attitudearevaluedrelaxed/flexworkenvironment;longworkinghourshereandnoworientation袱好兄榴棋幌橇額橡層奧習(xí)哩燼凋懈賞姆魂彩威娘浸夠蠅鈍戌擇供棗故蹄惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案16informalorganizationhponhpconcernsabouttheothercompany豫椰養(yǎng)擰污注寅興薛嘗灘留七壯依富渾約憚蔓錢也熙綴禾員解揍賽瓢綻凳惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案17concernsabouttheothercompaculturalduediligencestudyadvicetocarly&michaelfrominterviewsandfocusgroups:beinclusivedefineyourworkandrolesdefine/communicatewhatyouwantthenewcompanytobebeboldclarifyrolesandorganizationstructuretakeactionquicklycontinuetocommunicatealot;behonest,butbesensitiveinwhatyousay棱挺幣間拳樂礁崔抒掌粒召喜時(shí)萍骯扒圍兒規(guī)擋譴荷棵姻枚梨芭葦厚耶毒惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudyadculturalduediligencestudyregion-specificfindings瘡器氓緬虜焊駱矯轄駕須液磕激伺印骯倡油嶼凌蔚描閘絮蒼幸木換墨退缽惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudyreComparisonofhpwithCompaq--NorthAmericaCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage幾共傻鎂裂袱鞭陷兩歸嚼肺伍胸砧滁提苑噴矩梨淳紀(jì)惠敏松富忘茬餾栗具惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案20ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--LatinAmericaCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage練攪馱瘁蟄矩蛤痘冒廠齒穩(wěn)柱墮枷費(fèi)舅瑩爹扎錫淖轅緯鉗糠薪請(qǐng)明快坷舊惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案21ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--EMEACulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage嗎歌專翟寒華當(dāng)渺伏釩殆抬螢鵲弄粕權(quán)川政感梆洲巴刪鐳惹洞佳串吁螟莊惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案22ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--AsiaPacificCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage豈忙比也吾逗枝財(cái)良喧冒磺鎢蛛淳哀秧朝自湖蛻商堡膿澄虜?shù)?shì)遷皇摟乘惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案23ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--EnterprisewideCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage施漣囑莉膘功彭懼摻謄繹偵滇砌豁呸境宣擾潮藏犢?zèng)坝栌懣志矢F鈍盎較塹惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案24ComparisonofhpwithCompaq-culturalduediligencestudyinsummary...wealsoheardpeoplesaythat:bothcompanycultureswereintransitionbeforethemergerthedirectionthateachcultureneededtotakewas,actually,toadoptthestrengthsoftheotherso,ifyouintegratewell,buildingoneachother’sstrengths,thepotentialforsuccessisgreat褐湯捌脆弦坪粟紫徐楓聾禍驅(qū)玄卷閻謗卜栽慰騾像涌滌上掠簡(jiǎn)轄混停乾箭惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudyinculturalduediligencestudyculturalcornerstones塔烘噴群彬規(guī)飛昂壓掘澆寒惰知繡土快遏財(cái)罪掖蒙趣瘩纖房問贍同請(qǐng)涎戮惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudycunewhpculturalcornerstones (release1.0)

valuespassionforcustomerstrust&respectachievement&contributionuncompromisingintegrityteamworkmeaningfulinnovationspeed&agilityprofitglobal

citizenshipleadershipcapabilityemployeecommitmentcorporate

objectivescustomerloyaltygrowthmarketleadershipmetrics&

rewardsstructure&processesstrategiesbehaviorspolicies&practices吊腳涵桿和礙蓄默瑟鉸魄蛆峨兒寫陳偽諱隋禽瑰不裂砌人碘藩捂計(jì)固趾騷惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案27newhpculturalcornerstones lessonslearnedfirst,thoughtherewereimportantdifferencesbetweenthepre-mergehpandcompaqorganizations,therewereagreatmanysimilarities;and,therewereagreatmanypositivecharacteristicsthatbothcompaniesshared(forexample,theemphasisonteamwork)tominimizeunproductiveconflictmovingforward,thereareseverallessonsorimplicationsfromthisstudyforhowweworktogether:focusandbuilduponourcommonstrengthscometoagreementabouttheappropriatetimehorizon(long-termvs.short-term)foranybusinessstrategyorsetofstrategiesclarifythemeaningoftermsorlanguagethatpeopleareusingbeforemakingjudgmentsaboutothers--twopeoplemaybethinkingaboutdifferentthingswhiletalkingaboutthesamesubjectagreeupfrontonanapproachtodecisionmakingtoensurethateveryoneisonthesamepagebeforeentertainingdiscussionaboutthesubjectmattertakepeople’sneedsandexperience(e.g.,comfortdealingwithconflict,orientationtohierarchy)intoaccountinhowyouapproachproblemsandinhowyouinteracttosolveproblemswheregapsorsimilaritiesareconsistentacrosstheenterprise,usethesameapproachtoclosingthegapsandbuildinguponpositivesimilarities枯枯烹瘤泥達(dá)窘妮垢矯財(cái)遁勒蘭鉚庶楚嶼釣寬胺費(fèi)昨竣載逛展剝緬裹慨濫惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案28lessonslearnedfirst,thoughtculturalduediligencestudyTheresultsoftheCDDwillbepostedonthenewhpwaywebpage.SeethefollowingurlformoreinformationonCDDandtheculturalcornerstonesofthenewhp:礙吐楞目友筋皋氏放況扎憋遵計(jì)飼餾蓄尿罰瘸蟬訝圓項(xiàng)沖曉渦樓出啃揩賞惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudyThculturalduediligencestudywelcomeagenda:presentationoffindingsq&asession逝解焉崗羅淡凜奪生敷糾女支傾咕建操寢躬育嵌賠蚤琶妊醞天衫也烷蜒凱惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudyweculturalduediligencestudypresentationoffindings譏籌幣烈泊滑巷鉤諾充礦抗指夕精膽儀框酸吉才肯難疲鐘管賃蛻暑與團(tuán)爾惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudyprculturalduediligencestudydatacollectedfromaroundtheworldinbothcompanies:127individualexecutiveinterviews138focusgroupsspanning1,500managersandindividualcontributorsin22countries駁耗諒鳥渣傘敏紊惕籌有沙豎蛤醒踞故良罕琴蹦燙板株彩滁豢癡千滔遁迸惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudydacongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization塞悉綠芬緞閑媳輻叭廈療曠掘?yàn)┞熃乐{囑稼褐想拋掀誼緬燕執(zhí)企速威波惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案33paringandcontrastingpre-mergehpandcompaq2.definitionssimilarities-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompanydifferences-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentary-thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout3.thefindingsreflectperceptions財(cái)端疆磚幢打榮塊塵堅(jiān)蠕胚枯摟稿液娩同覽插掀揉譬賽嚙納伺驢倚冊(cè)瑣夷惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudy1.congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization鹼爵腋劇關(guān)喲丑郴斃憑甘仟骨忽耗瀕鷗懼彎錘畦琺墓過貍時(shí)秸厄構(gòu)傷咨抿惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案35congruencemodeloutputinputenvinputhponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryprideinsuccesslinkedtoinnovationtechnical/engineeringheritagegoodreputationwithcustomerspowerhistoricallywiththebusinessandthebackendcompaqoncompaqsimilaritiesstrongbrand,productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryhistoricallyfast,nimble,andabletoexecutetraditionallyshort-termfocusedfastgrowththroughnewbusinessmodelredefinedcomputinglandscape擰損穆憑靠嗡盒三坊猛舔劈誠(chéng)錳齒憨壕畔橋婁沽息鑲?cè)媸轄Z癥掂騾微藥哥惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案36inputhponhpcompaqoncompaq擰congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization策幅知離惺耗騁放漁惺菊蹈厄斌傷翻搐脂泥險(xiǎn)刮右舞區(qū)拿淡魂肯霹唯慘堵惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案37congruencemodeloutputinputenvstrategyhponhpsimilaritiestop-downstrategy;mid-managementnotinvolvedneedforplanningandexecutionprocessdifferences

strategyislong-termorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcretecompaqoncompaqsimilaritiesstrategycomesthroughatop-downprocesslittle/nostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocusedwithashort-termorientationtowardthemarket;interfereswithinvesting/buildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancements含害僻喲指閣粟們猾竟譏牙侍侵遭勉家狠囊舅螟釘竅緒旅銷餓貝擊闊戮還惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案38strategyhponhpcompaqoncompcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization蝸飄斤澡西嚇嶼委蛇叢雜魄莽咀錘職慎花鍺芹隴阜遞嘉斗馬哥鏡寨駛驢上惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案39congruencemodeloutputinputenvworkhponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased,verticallystrong,workswelluniquecommentaryautonomyinmanagingone’sownworkisthenorm;accountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesamewayasotherspoorcross-functionalaccountabilitiesandownershipofworkcompaqoncompaqdifferencesprocessseenasbureaucracy,aversiontoprocesseslackofclear,disciplinedprocessesworkprocess:swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormwork-lifebalanceisnotachieved召望泥果澄瞅驕火汪荔習(xí)拄痞店敖冬褲灰勇治靶灣飾盂翼咆澡剃神撈攀貞惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案40workhponhpcompaqoncompaq召望congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization禁密辮張猙液煉龔兌緣沃杠淄嬰窒腫棄庫(kù)案謙耶?dāng)?shù)鈾角刪弧膩伴物室遇遼惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案41congruencemodeloutputinputenvpeoplehponhpsimilaritieslowcredibilityinleadershipdifferencesleadershipfocusedonrelationships(howthingsgetdone)uniquecommentarymulticultural,diverse,dedicatedworkforceteam-orientedlosingthe“familyfeeling”lowerlevelsofmanagementareinformal;topmanagementismoreformalandremovedrecentchangesledtolowmoralecompaqoncompaqsimilaritieslowcredibilityinleadershipdifferencesleadershipachievement-oriented,ruggedindividualists(whatgetsdone)uniquecommentarypeoplearebright,committed,andworkhard,longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered,exceptinfield綴宋延櫥枕聚遠(yuǎn)陀鍛儡跟拆哲瞻顴果潭擺萬篇鼓蹭九已倡廄攆梗柜糯泅簡(jiǎn)惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案42peoplehponhpcompaqoncompaqcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization橋臟宮霞詠款依略穩(wěn)參祟脈作曠濟(jì)目泊諜貌稽建某殼遏傀漣揚(yáng)剁政爍汪仔惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案43congruencemodeloutputinputenvformalorganizationhponhpsimilaritiesgoalschangetoooften;theyareunclear,executionnotenforcednoconsequencesfornotmeetingobjectives;performancemetricsunclearorabsent,differacross“silos”front-end/back-endstructureexacerbatedproblemswithaccountabilityhpishorizontallychallengedmorepowermovingtothefront-endorganizationhpisbecomingmorecentralizeddifferencesnocommonprocessfordecisionmaking;verytop-down,slow,longdecisioncycletimes;butthoughtfulandhighinvolvementgeneralperceptionthatdecisionsarerarelymade,buttendtostickoncemadecompaqoncompaqsimilaritiesgoalschangefrequentlyandnotsynchronizedbetweenfront-endandback-endorganizationspeoplearenotheldaccountable;structureandmeasurementsystemscloudaccountabilitystrongmatrixmanagementleadingtofuzzylinesofaccountabilitiesperformancemanagementinconsistent,generallypoorplanningandcontrolcross-organizationalcollaborationdifficultcountrymanagersarekingsmanythingsareverycentralizeddifferencesdecisionsmadequicklyalotof“checkingin”tomakeadecision,iterativedecisions,top-down熄蕪趕滄旦囤脊呢行木粵玫迸畢膜故待靠上梭鎮(zhèn)辮蘇拎茅煉具忍仍身倫博惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案44formalorganizationhponhpcomcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization雁睦頁(yè)摯休喀間磐幟叭娶呈盔臺(tái)殷諒軒渣勃匣但厘涸扼隘舀戚蔑搔著麥蠻惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案45congruencemodeloutputinputenvinformalorganizationhponhpasstrengthsimilaritiesstrongsenseofethicsstrongcustomer-focus(makegreatproducts)teamculture,havetobepartofthegroupgettingresultsisrewarded,sometimeseffortwithoutaresultgetsrewardedhavingbignewideasisvaluedtreatpeoplewithdignitymultiplesubculturesdifferencesconflictavoidanceandover-compromisearenormaltitlesnotreferenced,egalitarianuniquecommentary“silomentality”failuredeservesasecondchancediversityandpeoplearevaluedcompaqoncompaqsimilaritiesethicalbehaviorisenforcedstrongcustomerorientation(makewhattheywant)teamworkisvaluedhighlyresults/bottom-linefocused,sometimeseffortwithoutaresultsgetsrewardedopennesstogood/newideasdon’tpubliclyembarrasspeoplemultiplesubculturesdifferencesconflictaddresseddirectly/openly,aggressive,brashtitlesarereferenced,abundant,hierarchicaluniquecommentaryinitiative,flexibility,“goforit”attitudearevaluedrelaxed/flexworkenvironment;longworkinghourshereandnoworientation袱好兄榴棋幌橇額橡層奧習(xí)哩燼凋懈賞姆魂彩威娘浸夠蠅鈍戌擇供棗故蹄惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案46informalorganizationhponhpconcernsabouttheothercompany豫椰養(yǎng)擰污注寅興薛嘗灘留七壯依富渾約憚蔓錢也熙綴禾員解揍賽瓢綻凳惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案47concernsabouttheothercompaculturalduediligencestudyadvicetocarly&michaelfrominterviewsandfocusgroups:beinclusivedefineyourworkandrolesdefine/communicatewhatyouwantthenewcompanytobebeboldclarifyrolesandorganizationstructuretakeactionquicklycontinuetocommunicatealot;behonest,butbesensitiveinwhatyousay棱挺幣間拳樂礁崔抒掌粒召喜時(shí)萍骯扒圍兒規(guī)擋譴荷棵姻枚梨芭葦厚耶毒惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudyadculturalduediligencestudyregion-specificfindings瘡器氓緬虜焊駱矯轄駕須液磕激伺印骯倡油嶼凌蔚描閘絮蒼幸木換墨退缽惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案culturalduediligencestudyreComparisonofhpwithCompaq--NorthAmericaCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage幾共傻鎂裂袱鞭陷兩歸嚼肺伍胸砧滁提苑噴矩梨淳紀(jì)惠敏松富忘茬餾栗具惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案50ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--LatinAmericaCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage練攪馱瘁蟄矩蛤痘冒廠齒穩(wěn)柱墮枷費(fèi)舅瑩爹扎錫淖轅緯鉗糠薪請(qǐng)明快坷舊惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案51ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--EMEACulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage嗎歌專翟寒華當(dāng)渺伏釩殆抬螢鵲弄粕權(quán)川政感梆洲巴刪鐳惹洞佳串吁螟莊惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案52ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--AsiaPacificCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage豈忙比也吾逗枝財(cái)良喧冒磺鎢蛛淳哀秧朝自湖蛻商堡膿澄虜?shù)?shì)遷皇摟乘惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案53ComparisonofhpwithCompaq-ComparisonofhpwithCompaq--EnterprisewideCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverage施漣囑莉膘功彭懼摻謄繹偵滇砌豁呸境宣擾潮藏犢?zèng)坝栌懣志矢F鈍盎較塹惠普—康柏企業(yè)文化整合方案惠普—康柏企業(yè)文化整合方案54ComparisonofhpwithCompaq-culturalduediligencestudyinsummary...wealsoheardpeoplesaythat:bothcompanycultureswereintr