【正文】 things are very centralized differences ? decisions made quickly ? a lot of ―checking in‖ to make a decision, iterative decisions, topdown 15 congruence model output input environment resources history strategy system unit individual work people formal anization informal anization 16 informal anization hp on hp as strength similarities ? strong sense of ethics ? strong customerfocus (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 subcultures differences ? conflict avoidance and overpromise are normal ? titles not referenced, egalitarian unique mentary ? ―silo mentality‖ ? failure deserves a second chance ? diversity and people are valued paq on paq similarities ? ethical behavior is enforced ? strong customer orientation (make what they want) ? teamwork is valued ? highly results/bottomline focused, sometimes effort without a results gets rewarded ? openness to good/new ideas ? don’t publicly embarrass people ? multiple subcultures differences ? conflict addressed directly/openly, aggressive, brash ? titles are referenced, abundant, hierarchical unique mentary ? initiative, flexibility, ―go for it‖ attitude are valued ? relaxed/flex work environment。 long working hours ? here and now orientation 17 concerns about the other pany 31%22%21%19%19%8%32%19%17%11%0% 5% 10% 15% 20% 25% 30% 35%C o m p a q 39。 s b u si n e ss o p e r a t i o n s a n d p e r f o r m a n ce h a v e b e e npoorC o m p a q 39。 s a g g r e ssi v e b e h a v i o r v i o l a t e s H P 39。 s se n se o f i n t e g r i t yC o m p a q se e m s t o b e t a ki n g o v e r —l i ke a r e v e r se a cq u i si t i o nC o m p a q h a s a co m m a n d a n d co n t r o l m a n a g e m e n t st y l eC o m p a q 39。 s b r a sh a n d b o l d st y l e ca n b e o f f e n si v e t o H P p e o p l eC o m p a q i s n o t w h a t i t se e m sH P i s sl o w t o m o v e a n d i s e n cu m b e r e d b y t o o m u ch p r o ce ssf o cu sH P p e o p l e se e m r e si st a n t t o ch a n g eH P d o e sn 39。 t m a ke t o u g h ca l l sH P i s n o t v e r y v i si b l e t o cu st o m e r sH P I n t e r v i e w s C o m p a q I n t e r v i e w s18 cultural due diligence study advice to carly michael from interviews and focus groups: be inclusive define your work and roles define/municate what you want the new pany to be be bold clarify roles and anization structure take action quickly continue to municate a lot。 be honest, but be sensitive in what you say cultural due diligence study regionspecific findings Comparison of hp with Compaq North America Cultural gap differences are statistically significant. Compaq’s Average HP’s Average C u l t u r a l G a p s 1 2 3 4 5 Pr e c e d e n c e . L o o ks t o t h eo rg a n iza t io n ’s ri ch h is t o ry a s a s o u rceo f kn o w l e d g e .I n q u i r y . F o cu s e s o n f u t u rep o ss i b i l i t i e s a n d l e a rn a s t h e y g o . I n te r n a l F o c u s . F o cu s e s m o s t l y o ni m p ro v e m e n t o f i n t e rn a l p ro ce s s e sa n d s t ru ct u re s 。 h a s m o d e ra t ea w a re n e s s o f o u r co m p e t i t o rs .Ex te r n a l F o c u s . F o cu s e s m o s t l y o np u rs u i t o f n e w m a rke t s a n dcu s t o m e rs 。 i s v e ry m u ch a w a re o fco m p e t i t o rs a n d cl o s e l y f o l l o w s t h em o v e s t h e y ma keSy s te m a ti c . R e l i e s h e a v i l y o no rg a n i ze d p l a n s f o r o u r w o rk. W o rkp ro ce ss e s a re cl e a rl y d e f i n e d .Sp o n ta n e o u s . R e l i e s o n a b i l i t y t ore s p o n d t o j u s t i n t i m e o p p o rt u n i t i e s 。co n t in u a lly ―t u rn s o n a d ime ‖ t o m e e td e m a n d s .Pr e c i s i o n . G e t t i n g t h e j o b d o n eri g h t i s m o re i mp o rt a n t t h a n g e t t i n gi t d o n e q u i ck l y, e v e n t h o u g h i t m a yt a ke e x t ra t i m e .Sp e e d . G e t t i n g t h e j o b d o n e f a s tm a ke s ―ro u g h ly r ig h t ‖ o u t co m e sa cce p t a b l e e v e n t h o u g h w e m a ys a cri f i ce d i s ci p l i n e o r r i g o r.R e fl e c ti o n . Va l u e s re v i e w o fs i g n i f i ca n t e v e n t s 。 d e b r i e f e v e n t s t os h a re i n s i g h t s a n d b e s t p ra ct i ce s .I te r a ti o n . Va lu e s a ―t r ia l a n d e rro r‖a p p ro a ch 。 f o rg e s a h e a d w i t h o u tl o o ki n g b a ck .C u l t u r a l S i m i l a r i t i e sW i n n e r F o c u s e d . C o n f l i c t s a rere s o l v e d b y d e b a t i n g u n t i l t h e re i s aw i n n e r.I s s u e F o c u s e d . C o n f l i c t s a rere s o l v e d b y e x p l o r i n g t h e m e ri t s o fd i f f e r i n g p o i n t s o f v i e w .C o m p e ti t i o n . Pe o p l e t e n d t o b ef o cu s e d o n t h e i r o w n a d v a n ce m e n ta n d a ch i e v e m e n t .C o o p e r a ti o n . Pe o p l e t e n d t o o f f e rh e l p a n d s u p p o rt t o e n s u re o t h e rs a res u cce s s f u l .D o m i n a n c e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct p ro l i f e ra t i o n / l i n e e x t e n s i o n sa n d a cq u i s i t i o n s .Va l u e . Pu rs u e s g ro w t h t h ro u g hp ro d u ct i n n o v a t i o n a n d a n t i c i p a t i o n o fe m e rg i n g cu s t o m e r n e e d s .T h r e a t. I s a n xi o u s a b o u t t h e i r f u t u re .