文本描述
cultural due diligence study
welcome
agenda:
presentation of findings
q&a session
cultural due diligence study
presentation of findings
cultural due diligence study
data collected from around the world in both companies:
127 individual executive interviews
138 focus groups spanning 1,500 managers and individual contributors in 22 countries
congruence model
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
cultural due diligence study
1. comparing and contrasting pre-merge hp and compaq
2. definitions
similarities - things that the people in each company perceived about themselves that matched the other company
differences - things that the people in each company perceived about themselves that were at odds with the other company
unique commentary - things that people in each company expressed very often which those in the other company talked much less about
3. the findings reflect perceptions
congruence model
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
input
hp on hp
similarities
proud about HP legacy
industry consolidating
disadvantaged in supply chain and overhead costs
good products
unique commentary
pride in success linked to innovation
technical/engineering heritage
good reputation with customers
power historically with the business and the back end
compaq on compaq
similarities
strong brand, products and services
industry consolidating
disadvantaged in supply chain and overhead costs
good products
unique commentary
historically fast, nimble, and able to execute
traditionally short-term focused
fast growth through new business model
redefined computing landscape
congruence model
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
strategy
hp on hp
similarities
top-down strategy; mid-management not involved
need for planning and execution process
differences
strategy is long-term oriented
unique commentary
strategy increasingly unclear as you go down the organization
strategy has to be translated into something concrete
compaq on compaq
similarities
strategy comes through a top-down process
little/no strategic process
differences
susceptible to frequent changes in direction
customer focused with a short-term orientation toward the market; interferes with investing/building for the future
unique commentary
tendency to be influenced more by major customer accounts than technological advancements