惠普康柏企业文化整合方案.ppt

cultural due diligence studywelcomeagenda:•presentation of findings•q&a sessioncultural due diligence studypresentation of findingscultural due diligence studydata 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 modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization3cultural due diligence study1. comparing and contrasting pre-merge hp and compaq2. 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 about3. the findings reflect perceptionscongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization5inputhp on hpsimilarities•proud about HP legacy•industry consolidating•disadvantaged in supply chain and overhead costs•good productsunique commentary•pride in success linked to innovation•technical/engineering heritage•good reputation with customers•power historically with the business and the back endcompaq on compaqsimilarities•strong brand, products and services•industry consolidating•disadvantaged in supply chain and overhead costs•good productsunique commentary•historically fast, nimble, and able to execute•traditionally short-term focused•fast growth through new business model•redefined computing landscape6congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization7strategyhp on hpsimilarities•top-down strategy; mid-management not involved•need for planning and execution process•differences •strategy is long-term orientedunique commentary•strategy increasingly unclear as you go down the organization•strategy has to be translated into something concretecompaq on compaqsimilarities•strategy comes through a top-down process•little/no strategic processdifferences•susceptible to frequent changes in direction•customer focused with a short-term orientation toward the market; interferes with investing/building for the futureunique commentary•tendency to be influenced more by major customer accounts than technological advancements8congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization9workhp on hpdifferences•respect for process•strong planning and financial processes•work process is organizationally based, vertically strong, works wellunique commentary•autonomy in managing one’s own work is the norm; accountability at individual level•upper management does not seem to be held accountable in the same way as others•poor cross-functional accountabilities and ownership of workcompaq on compaqdifferences•process seen as bureaucracy, aversion to processes•lack of clear, disciplined processes•work process: swat teamsunique commentary•technology is great•information systems are not integrated•multitasking is a norm•work-life balance is not achieved10congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization11peoplehp on hpsimilarities•low credibility in leadershipdifferences•leadership focused on relationships (how things get done)unique commentary•multicultural, diverse, dedicated workforce•team-oriented•losing the “family feeling”•lower levels of management are informal; top management is more formal and removed•recent changes led to low moralecompaq on compaqsimilarities•low credibility in leadershipdifferences•leadership achievement-oriented, rugged individualists (what gets done)unique commentary•people are bright, committed, and work hard, long hours•good interpersonal relationships•learning happens on the job•insufficient investment in training and development•people do not feel empowered, except in field12congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization13formal organizationhp on hpsimilarities•goals change too often; they are unclear, execution not enforced•no consequences for not meeting objectives; performance metrics unclear or absent, differ across “silos”•front-end/back-end structure exacerbated problems with accountability•hp is horizontally challenged•more power moving to the front-end organization•hp is becoming more centralizeddifferences•no common process for decision making; very top-down, slow, long decision cycle times; but thoughtful and high involvement•general perception that decisions are rarely made, but tend to stick once madecompaq on compaqsimilarities•goals change frequently and not synchronized between front-end and back-end organizations•people are not held accountable; structure and measurement systems cloud accountability•strong matrix management leading to fuzzy lines of accountabilities•performance management inconsistent, generally poor planning and control•cross-organizational collaboration difficult•country managers are kings•many things are very centralizeddifferences•decisions made quickly•a lot of “checking in” to make a decision, iterative decisions, top-down14congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization15informal organizationhp on hp as strengthsimilarities•strong sense of ethics•strong customer-focus (make great products)•team culture, have to be part of the group•getting results is rewarded, sometimes effort without a result gets rewarded•having big new ideas is valued•treat people with dignity•multiple subculturesdifferences•conflict avoidance and over-compromise are normal•titles not referenced, egalitarianunique commentary•“silo mentality”•failure deserves a second chance•diversity and people are valuedcompaq on compaqsimilarities•ethical behavior is enforced•strong customer orientation (make what they want)•teamwork is valued•highly results/bottom-line focused, sometimes effort without a results gets rewarded•openness to good/new ideas•don’t publicly embarrass people•multiple subculturesdifferences•conflict addressed directly/openly, aggressive, brash•titles are referenced, abundant, hierarchicalunique commentary•initiative, flexibility, “go for it” attitude are valued•relaxed/flex work environment; long working hours•here and now orientation16concerns about the other company17cultural due diligence studyadvice to carly & michael from interviews and focus groups:•be inclusive•define your work and roles•define/communicate what you want the new company to be•be bold•clarify roles and organization structure•take action quickly•continue to communicate a lot; be honest, but be sensitive in what you saycultural due diligence studyregion-specific findingsComparison of hp with Compaq --North AmericaCultural gap differences are statistically significant.Compaq’s AverageHP’s Average20Comparison of hp with Compaq --Latin AmericaCultural gap differences are statistically significant.Compaq’s AverageHP’s Average21Comparison of hp with Compaq --EMEACultural gap differences are statistically significant.Compaq’s AverageHP’s Average22Comparison of hp with Compaq --Asia PacificCultural gap differences are statistically significant.Compaq’s AverageHP’s Average23Comparison of hp with Compaq --Enterprise wideCultural gap differences are statistically significant.Compaq’s AverageHP’s Average24cultural due diligence studyin summary . . .we also heard people say that:•both company cultures were in transition before the merger•the direction that each culture needed to take was, actually, to adopt the strengths of the otherso, if you integrate well, building on each other’s strengths, the potential for success is greatcultural due diligence studycultural cornerstonesnew hp cultural cornerstones (release 1.0 )valuespassion for customerstrust & respectachievement & contributionuncompromising integrityteamwork meaningful innovationspeed & agilityprofitglobal citizenshipleadershipcapabilityemployeecommitmentcorporateobjectivescustomerloyaltygrowthmarketleadershipmetrics & rewardsstructure & processesstrategies behaviorspolicies &practices27lessons learned•first, though there were important differences between the pre-merge hp and compaq organizations, there were a great many similarities; and, there were a great many positive characteristics that both companies shared (for example, the emphasis on teamwork)•to minimize unproductive conflict moving forward, there are several lessons or implications from this study for how we work together:–focus and build upon our common strengths–come to agreement about the appropriate time horizon (long-term vs. short-term) for any business strategy or set of strategies–clarify the meaning of terms or language that people are using before making judgments about others -- two people may be thinking about different things while talking about the same subject–agree up front on an approach to decision making to ensure that everyone is on the same page before entertaining discussion about the subject matter–take people’s needs and experience (e.g., comfort dealing with conflict, orientation to hierarchy) into account in how you approach problems and in how you interact to solve problems–where gaps or similarities are consistent across the enterprise, use the same approach to closing the gaps and building upon positive similarities28cultural due diligence studyThe results of the CDD will be posted on the newhpway webpage. See the following url for more information on CDD and the cultural cornerstones of the new hp:。