惠普—康柏企业文化整合方案.ppt

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congruencemodel
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
8
strategy
hponhp
similarities
top-downstrategy;mid-managementnotinvolved
needforplanningandexecutionprocess
differences
strategyislong-termoriented
uniquecommentary
strategyincreasinglyunclearasyougodowntheorganization
strategyhastobetranslatedintosomethingconcrete
compaqoncompaq
similarities
strategycomesthroughatop-downprocess
little/nostrategicprocess
differences
susceptibletofrequentchangesindirection
customerfocusedwithashort-termorientationtowardthemarket;interfereswithinvesting/buildingforthefuture
uniquecommentary
tendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancements
9
congruencemodel
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
10
work
hponhp
differences
respectforprocess
strongplanningandfinancialprocesses
workprocessisorganizationallybased,verticallystrong,workswell
uniquecommentary
autonomyinmanagingone’sownworkisthenorm;accountabilityatindividuallevel
uppermanagementdoesnotseemtobeheldaccountableinthesamewayasothers
poorcross-functionalaccountabilitiesandownershipofwork
compaqoncompaq
differences
processseenasbureaucracy,aversiontoprocesses
lackofclear,disciplinedprocesses
workprocess:swatteams
uniquecommentary
technologyisgreat
informationsystemsarenotintegrated
multitaskingisanorm
work-lifebalanceisnotachieved
11
congruencemodel
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
12
people
hponhp
similarities
lowcredibilityinleadership
differences
leadershipfocusedonrelationships(howthingsgetdone)
uniquecommentary
multicultural,diverse,dedicatedworkforce
team-oriented
losingthe“familyfeeling”
lowerlevelsofmanagementareinformal;topmanagementismoreformalandremoved
recentchangesledtolowmorale
compaqoncompaq
similarities
lowcredibilityinleadership
differences
leadershipachievement-oriented,ruggedindividualists(whatgetsdone)
uniquecommentary
peoplearebright,committed,andworkhard,longhours
goodinterpersonalrelationships
learninghappensonthejob
insufficientinvestmentintraininganddevelopment
peopledonotfeelempowered,exceptinfield
13
congruencemodel
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
14
formalorganization
hponhp
similarities
goalschangetoooften;theyareunclear,executionnotenforced
noconsequencesfornotmeetingobjectives;performancemetricsunclearorabsent,differacross“silos”
front-end/back-endstructureexacerbatedproblemswithaccountability
hpishorizontallychallenged
morepowermovingtothefront-endorganization
hpisbecomingmorecentralized
differences
nocommonprocessfordecisionmaking;verytop-down,slow,longdecisioncycletimes;butthoughtfulandhighinvolvement
generalperceptionthatdecisionsarerarelymade,buttendtostickoncemade
compaqoncompaq
similarities
goalschangefrequentlyandnotsynchronizedbetweenfront-endandback-endorganizations
peoplearenotheldaccountable;structureandmeasurementsystemscloudaccountability
strongmatrixmanagementleadingtofuzzylinesofaccountabilities
performancemanagementinconsistent,generallypoorplanningandcontrol
cross-organizationalcollaborationdifficult
countrymanagersarekings
manythingsareverycentralized
differences
decisionsmadequickly
alotof“checkingin”tomakeadecision,iterativedecisions,top-down
15
congruencemodel
output
input
environment
resources
history
strategy
system
unit
individual
work
people
formal
organization
informal
organization
16