企业文化学习与预期管理(英文版).pptx

welcomeagenda:presentation of findingsqa sessioncultural due diligence studypresentation of findingscultural due diligence studydata collected from around the world in both companies:127 individual executive interviews138 focus groups spanning 1,500 managers and individual contributors in 22 countriescultural due diligence study来自 中国最大的资料库下载 congruence modelinformalorganizationinputoutputenvironmentsystem来自 中国最大的资料库下载 formalorganizationstrategyworkresourcesunithistoryindividualpeople1. comparing and contrasting pre-merge hp and compaq2. definitionssimilarities - things that the people in each company perceived about themselves that matched the other companydifferences - things that the people in each company perceived about themselves that were at odds with the other companyunique commentary - things that people in each company expressed very often which those in the other company talked much less about3. the findings reflect perceptionscultural due diligence study来自 中国最大的资料库下载 congruence modelinformalorganizationinputoutputenvironmentsystem来自 中国最大的资料库下载 formalorganizationstrategyworkresourcesunithistoryindividualpeopleinputhp on hpsimilaritiesproud about HP legacyindustry consolidatingdisadvantaged in supply chain and overhead costsgood productsunique commentarypride in success linked to innovationtechnical/engineering heritagegood reputation with customerspower historically with the business and the back endcompaq on compaqsimilaritiesstrong brand, products and servicesindustry consolidatingdisadvantaged in supply chain and overhead costsgood productsunique commentaryhistorically fast, nimble, and able to executetraditionally short-term focusedfast growth through new business modelredefined computing landscape来自 中国最大的资料库下载 congruence modelinformalorganizationinputoutputenvironmentsystem来自 中国最大的资料库下载 formalorganizationstrategyworkresourcesunithistoryindividualpeoplestrategyhp on hpsimilaritiestop-down strategy; mid-management not involvedneed for planning and