【正文】 rete 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。 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 10 congruence model output input environment resources history strategy system unit individual work people formal anization informal anization 11 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。 they are unclear, execution not enforced ? no consequences for not meeting objectives。 very topdown, slow, long decision cycle times。 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 14 congruence model output input environment resources history strategy system unit individual work people formal anization informal anization 15 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。 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 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。 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 s17 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。 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 。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 。 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 .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 .