【正文】 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。 structure and measurement systems cloud accountability ? strong matrix management leading to fuzzy lines of accountabilities ? performance management inconsistent, generally poor planning and control ? crossanizational 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, 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。 they are unclear, execution not enforced ? no consequences for not meeting objectives。 midmanagement not involved ? need for planning and execution process ? differences ? strategy is longterm oriented unique mentary ? strategy increasingly unclear as you go down the anization ? strategy has to be translated into something concrete paq on paq similarities ? strategy es through a topdown process ? little/no strategic process differences ? susceptible to frequent changes in direction ? customer focused with a shortterm orientation toward the market。 interferes with investing/building for the future unique mentary ? tendency to be influenced more by major customer accounts than technological advancements 9 congruence model output input environment resources history strategy system unit individual work people formal anization informal anization 10 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。 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。 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 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。 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