【正文】 e 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。 long working hours ? here and now orientation 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。 performance metrics unclear or absent, differ across “silos” ? frontend/backend structure exacerbated problems with accountability ? hp is horizontally challenged ? more power moving to the frontend anization ? hp is being more centralized differences ? no mon process for decision making。 interferes with investing/building for the future unique mentary ? tendency to be influenced more by major customer accounts than technological advancements congruence model output input environment resources history strategy system unit individual work people formal anization informal anization work hp on hp differences ? respect for process ? strong planning and financial processes ? work process is anizationally based, vertically strong, works well unique mentary ? autonomy in managing one’s own work is the norm。cultural due diligence study wele agenda: ? presentation of findings ? qamp。 accountability at individual level ? upper management does not seem to be held accountable in the same way as others ? poor crossfunctional accountabilities and ownership of work paq on paq differences ? process seen as bureaucracy, aversion to processes ? lack of clear, disciplined processes ? work process: swat teams unique mentary ? technology is great ? information systems are not integrated ? multitasking is a norm ? worklife balance is not achieved congruence model output input environment resources history strategy system unit individual work people formal anization informal anization people hp on hp similarities ? low credibility in leadership differences ? leadership focused on relationships (how things get done) unique mentary ? multicultural, diverse, dedicated workforce ? teamoriented ? losing the “family feeling” ? lower levels of management are informal。 very topdown, slow, long decision cycle times。 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。 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 scultural due diligence study advice to carly amp。 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 。 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 。 g e n e ra l l y i t i sa cce p t a b l e t o a ct i n u n i q u e w a ys .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 .I n s p i r i n g Pe r fo r m a n c e . Pra i s e a n dp u b l i c a ckn o w l e d g e m e n t f ro m l e a d e rsi s a n i m p o r t a n t p a rt o f h o w p e o p l e a rere co g n i ze d .En ti c i n g p e r fo r m a n c e . T h e u s e o fco n t e s t s , ca s h re w a rd s , b o n u s e s ,e t c. , a re i m p o rt a n t m e ch a n i s m s f o rre co g n i t i o n .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 .Pa s t s u cce s se s a re n o t s u f f i c i e n t t oe n s u re co n t i n u e d p e rf o r m a n ce .O p p o r t u n i ty . I s e x ci t e d a b o u t t h e i rf u t u re . T ra c k re co rd h a s p o s i t i o n e dt h e m w e l l f o r f u t u re s u cce s s .I n te g r a te d . C h a n g e e f f o rt s a t t e m p t t ore a ch t h e e n t i re o rg a n i za t i o ns i m u l t a n e o u s l yI n s u l a r . C h a n g e e f f o r t s f o cu s o nd i s cre e t s e g m e n t s o r f u n ct i o n s o f t h eb u s i n e s s .Comparison of hp with Compaq EMEA 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 5Pr 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 。 g e n e ra l l y i t i s b e t t e rt o a ct a s o t h e rs d o .L e v e r a g i n g D i ffe r e n c e s . Po l i c i e sa n d p ro ce d u re s a re o f t e n t a i l o re d t o f i tt h e ci rcu m s t a n ce 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