某公司企業(yè)文化整合方案(英文版)-文庫吧在線文庫
【正文】 e22Comparison of hp with Compaq EMEACultural gap differences are statistically significant.Compaq’s AverageHP’s Average23Comparison of hp with Compaq Asia PacificCultural gap differences are statistically significant.Compaq’s AverageHP’s Average24Comparison of hp with Compaq Enterprise wideCultural gap differences are statistically significant.Compaq’s AverageHP’s Average25cultural due diligence studyin summary . . .we also heard people say that:?both pany cultures were in transition before the merger?the direction that each culture needed to take was, actually, to adopt the strengths of the otherso, if you integrate well, building on each other’s strengths, the potential for success is greatcultural due diligence study cultural cornerstonesnew hp cultural cornerstones (release ) valuespassion for customerstrust respectachievement contributionunpromising integrityteamwork meaningful innovationspeed agilityprofitglobal citizenshipleadershipcapabilityemployeemitmentcorporateobjectivescustomerloyaltygrowthmarketleadershipmetrics rewardsstructure processesstrategies behaviorspolicies practices28lessons learned? first, though there were important differences between the premerge hp and paq anizations, there were a great many similarities。 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 workpaq on paqdifferences? process seen as bureaucracy, aversion to processes? lack of clear, disciplined processes? work process: swat teamsunique mentary? technology is great? information systems are not integrated? multitasking is a norm? worklife balance is not achieved11congruence modeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalanizationinformalanization12peoplehp on hpsimilarities? low credibility in leadershipdifferences? 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。 top management is more formal and removed? recent changes led to low moralepaq on paqsimilarities? low credibility in leadershipdifferences? leadership ac
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