惠普康柏企业文化整合方案(英).ppt
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惠普康柏企业文化整合方案(英).ppt
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culturalduediligencestudywelcomeagenda:
presentationoffindingsq&asessionculturalduediligencestudypresentationoffindingsculturalduediligencestudydatacollectedfromaroundtheworldinbothcompanies:
127individualexecutiveinterviews138focusgroupsspanning1,500managersandindividualcontributorsin22countriescongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationculturalduediligenceparingandcontrastingpre-mergehpandcompaq2.definitionssimilarities-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompanydifferences-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentary-thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout3.thefindingsreflectperceptionscongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationinputhponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryprideinsuccesslinkedtoinnovationtechnical/engineeringheritagegoodreputationwithcustomerspowerhistoricallywiththebusinessandthebackendcompaqoncompaqsimilaritiesstrongbrand,productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryhistoricallyfast,nimble,andabletoexecutetraditionallyshort-termfocusedfastgrowththroughnewbusinessmodelredefinedcomputinglandscapecongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationstrategyhponhpsimilaritiestop-downstrategy;mid-managementnotinvolvedneedforplanningandexecutionprocessdifferencesstrategyislong-termorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcretecompaqoncompaqsimilaritiesstrategycomesthroughatop-downprocesslittle/nostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocusedwithashort-termorientationtowardthemarket;interfereswithinvesting/buildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancementscongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationworkhponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased,verticallystrong,workswelluniquecommentaryautonomyinmanagingonesownworkisthenorm;accountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesamewayasotherspoorcross-functionalaccountabilitiesandownershipofworkcompaqoncompaqdifferencesprocessseenasbureaucracy,aversiontoprocesseslackofclear,disciplinedprocessesworkprocess:
swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormwork-lifebalanceisnotachievedcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationpeoplehponhpsimilaritieslowcredibilityinleadershipdifferencesleadershipfocusedonrelationships(howthingsgetdone)uniquecommentarymulticultural,diverse,dedicatedworkforceteam-orientedlosingthe“familyfeeling”lowerlevelsofmanagementareinformal;topmanagementismoreformalandremovedrecentchangesledtolowmoralecompaqoncompaqsimilaritieslowcredibilityinleadershipdifferencesleadershipachievement-oriented,ruggedindividualists(whatgetsdone)uniquecommentarypeoplearebright,committed,andworkhard,longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered,exceptinfieldcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationformalorganizationhponhpsimilaritiesgoalschangetoooften;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-downcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationinformalorganizationhponhpasstrengthsimilaritiesstrongsenseofethicsstrongcustomer-focus(makegreatproducts)teamculture,havetobepartofthegroupgettingresultsisrewarded,sometimeseffortwithoutaresultgetsrewardedhavingbignewideasisvaluedtreatpeoplewithdignitymultiplesubculturesdifferencesconflictavoidanceandover-compromisearenormaltitlesnotreferenced,egalitarianuniquecommentary“silomentality”failuredeservesasecondchancediversityandpeoplearevaluedcompaqoncompaqsimilaritiesethicalbehaviorisenforcedstrongcustomerorientation(makewhattheywant)teamworkisvaluedhighlyresults/bottom-linefocused,sometimeseffortwithoutaresultsgetsrewardedopennesstogood/newideasdontpubliclyembarrasspeoplemultiplesubculturesdifferencesconflictaddresseddirectly/openly,aggressive,brashtitlesarereferenced,abundant,hierarchicaluniquecommentaryinitiative,flexibility,“goforit”attitudearevaluedrelaxed/flexworkenvironment;longworkinghourshereandnoworientationconcernsabouttheothercompany31%22%21%19%19%8%32%19%17%11%0%5%10%15%20%25%30%35%CompaqsbusinessoperationsandperformancehavebeenpoorCompaqsaggressivebehaviorviolatesHPssenseofintegrityCompaqseemstobetakingoverlikeareverseacquisitionCompaqhasacommandandcontrolmanagementstyleCompaqsbrashandboldstylecanbeoffensivetoHPpeopleCompaqisnotwhatitseemsHPisslowtomoveandisencumberedbytoomuchprocessfocusHPpeopleseemresistanttochangeHPdoesntmaketoughcallsHPisnotveryvisibletocustomersHPInterviewsCompaqInterviewsculturalduediligencestudyadvicetocarly&michaelfrominterviewsandfocusgroups:
beinclusivedefineyourworkandrolesdefine/communicatewhatyouwantthenewcompanytobebeboldclarifyrolesandorganizationstructuretakeactionquicklycontinuetocommunicatealot;behonest,butbesensitiveinwhatyousayculturalduediligencestudyregion-specificfindingsComparisonofhpwithCompaq-NorthAmericaCulturalgapdifferencesarestatisticallysignificant.CompaqsAverageHPsAverageCulturalGaps12345Precedence.Lookstotheorganizationsrichhistoryasasourceofknowledge.Inquiry.Focusesonfuturepossibilitiesandlearnastheygo.InternalFocus.Focusesmostlyonimprovementofinternalprocessesandstructures;hasmoderateawarenessofourcompetitors.ExternalFocus.Focusesmostlyonpursuitofnewmarketsandcustomers;isverymuchawareofcompetitorsandcloselyfollowsthemovestheymakeSystematic.Reliesheavilyonorganizedplansforourwork.Workprocessesareclearlydefined.Spontaneous.Reliesonabilitytorespondtojust-in-timeopportunities;continually“turnsonadime”tomeetdemands.Precision.Gettingthejobdonerightismoreimportantthangettingitdonequickly,eventhoughitmaytakeextratime.Speed.Gettingthejobdonefastmakes“roughlyright”outcomesacceptableeventhoughwemaysacrificedisciplineorrigor.Reflection.Valuesreviewofsignificantevents;debriefeventstoshareinsightsandbestpractices.Iteration.Valuesa“trialanderror”approach;forgesaheadwithoutlookingback.CulturalSimilaritiesWinnerFocused.Conflictsareresolvedbydebatinguntilthereisawinner.IssueFocused.Conflictsareresolvedbyexploringthemeritsofdifferingpointsofview.Competition.Peopletendtobefocusedontheirownadvancementandachievement.Cooperation.Peopletendtoofferhelpandsupporttoensureothersaresuccessful.Dominance.Pursuesgrowththroughproductproliferation/lineextensionsandacquisitions.Value.Pursuesgrowththroughproductinnovationandanticipationofemergingcustomerneeds.Threat.Isanxiousabouttheirfuture.Pastsuccessesarenotsufficienttoensurecontinuedperformance.Opportunity.Isexcitedabouttheirfuture.Trackrecordhaspositionedthemwellforfuturesuccess.Reaction.Changesinresponsetosignificantevents.Initiation.Initiateschangeinanticipationofsignificantevents.ComparisonofhpwithCompaq-LatinAmericaCulturalgapdifferencesarestatisticallysignificant.CompaqsAverageHPsAverageCulturalGaps12345Precedence.Lookstotheorganizationsrichhistoryasasourceofknowledge.Inquiry.Focusesonfuturepossibilitiesandlearnastheygo.InternalFocus.Focusesmostlyonimprovementofinternalprocessesandstructures;hasmoderateawarenessofourcompetitors.ExternalFocus.Focusesmostlyonpursuitofnewmarketsandcustomers;isverymuchawareofcompetitorsandclosel
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- 惠普 康柏 企业文化 整合 方案