惠普、康柏合并企业文化整合方案.doc

惠普、康柏合并企业文化整合方案.doc中国人力资源开发网(简称:中人网)
cultural due
e
agenda:
diligence study
• presentation of findings
• q&a session
cultural due
presentation of findings
diligence study
data collected from around
the world in panies:
cultural due
diligence study
• 127 individual executive
interviews
• 138 focus groups spanning
1,500 managers and
individual contributors in 22
countries
congruence model
input
informal
organization
output
environment system
resources
strategy
work
formal
organization
unit
history individual
people
comparing and contrasting pre-merge hp paq
definitions
• similarities - things that the people
in pany perceived about
themselves that matched the
pany
cultural due
diligence study
• differences - things that the
people in pany
perceived about themselves that
were at odds with the other
company
• mentary - things that
people in pany
less about
the findings reflect
perceptions
expressed very often which those
in the pany talked much
input
hp on paq paq
similarities similarities
• proud about HP legacy • strong brand, products and services
• industry consolidating • industry consolidating
• disadvantaged in supply chain and overhead
costs
• disadvantaged in supply chain and overhead
costs
• good products • good products
mentary mentary
• pride in ess linked to innovation • historically fast, nimble, and able to execute
• technical/engineering heritage • traditionally short-term focused
• good reputation with customers • fast growth through new business model
• power historically with the business and the
back end
• puting landscape
strategy
hp on paq paq
similarities similarities
• top-down strategy; mid-management not
involved
• es through a top-down process
• little/no strategic process
• need for planning and execution process
• differences
differences
• susceptible to frequent changes in direction
• strategy is long-term oriented
mentary
• strategy increasingly unclear as you go