某公司企業(yè)文化整合方案(英文版)(已修改)
2025-01-27 19:39 本頁(yè)面
【正文】 cultural due diligence studyweleagenda:presentation of findingsqa sessioncultural due diligence study presentation of findingscultural due diligence studydata collected from around the world in both panies:?127 individual executive interviews?138 focus groups spanning 1,500 managers and individual contributors in 22 countriescongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalanizationinformalanization4cultural due diligence study1. paring and contrasting premerge hp and paq2. definitions?similarities things that the people in each pany perceived about themselves that matched the other pany?differences things that the people in each pany perceived about themselves that were at odds with the other pany?unique mentary things that people in each pany expressed very often which those in the other pany talked much less about3. the findings reflect perceptionscongruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalanizationinformalanization6inputhp on hpsimilarities? proud about HP legacy? industry consolidating? disadvantaged in supply chain and overhead costs? good productsunique mentary? pride in success linked to innovation? technical/engineering heritage? good reputation with customers? power historically with the business and the back endpaq on paqsimilarities? strong brand, products and services? industry consolidating? disadvantaged in supply chain and overhead costs? good productsunique mentary? historically fast, nimble, and able to execute? traditionally shortterm focused? fast growth through new business model? redefined puting landscape7congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalanizationinformalanization8strategyhp on hpsimilarities? topdown strategy。 midmanagement not involved? need for planning and execution process? differences ? strategy is longterm orientedunique mentary? strategy increasingly unclear as you go down the anization? strategy has to be translated into something concretepaq on paqsimilarities? strategy es through a topdown process? little/no strategic processdifferences? susceptible to frequent changes in direction? customer focused with a shortterm orientation t
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