惠普—康柏企业文化整合方案.ppt

惠普—康柏企业文化整合方案
cultural due diligence study
presentation of findings
cultural due diligence study
data collected d 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
9
formal organization
hp on hp
similarities
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 centralized
differences
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 made
compaq on compaq
similarities
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 centralized
differences
decisions made quickly
a lot of “checking in” to make a decision, iterative decisions, top-down
15
congruence model
output
input
environment
resources
history
strategy
system
unit
individual
work
people
form