Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit Master title style,cultural due diligence study,welcome,agenda:,presentation of findings,q&a session,cultural duediligence study,presentationof findings,cultural duediligence study,data collected from around theworldin both companies:,127,individual executive interviews,138,focusgroupsspanning,1,500,managers andindividualcontributorsin,22,countries,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,3,cultural due diligence study,paring and contrasting pre-merge,hp,and compaq,2.definitions,similarities-things that thepeople ineachcompany perceived aboutthemselvesthat,matched,the othercompany,differences-thingsthatthepeople ineachcompany perceived about themselvesthatwere,at odds with,the othercompany,unique commentary-things that people in each companyexpressed,veryoften,whichthose inthe othercompany,talked much less,about,3.the findingsreflect perceptions,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,5,input,hp,on,hp,similarities,proudabout HPlegacy,industry consolidating,disadvantaged in supply chainand overhead costs,goodproducts,unique commentary,pridein success linked to innovation,technical/engineering heritage,goodreputationwithcustomers,powerhistorically with the business andthebackend,compaq oncompaq,similarities,strong brand,products and services,industry consolidating,disadvantaged in supply chainand overhead costs,goodproducts,unique commentary,historically fast,nimble,andableto execute,traditionally short-termfocused,fastgrowth throughnew business model,redefinedcomputinglandscape,6,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,7,strategy,hp,on,hp,similarities,top-down strategy;mid-management not involved,needfor planning and execution process,differences,strategy is long-term oriented,unique commentary,strategy increasingly unclearas you godownthe organization,strategy has tobe translatedintosomethingconcrete,compaq oncompaq,similarities,strategy comesthrough atop-down process,little/nostrategicprocess,differences,susceptible tofrequent changes indirection,customer focused with a short-termorientation toward the market;interferes with investing/buildingforthe future,unique commentary,tendency to beinfluencedmoreby majorcustomer accounts than technological advancements,8,congruencemodel,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,9,work,hp,on,hp,differences,respectfor process,strongplanning and financial processes,work process is organizationally based,vertically strong,works well,uniquecommentary,autonomy in managingones own workis thenorm;accountabilityat individuallevel,upper management doesnot seem to be heldaccountable inthe same wayas others,poor cross-functionalaccountabilities andownership ofwork,compaqon compaq,differences,processseen as bureaucracy,aversion to processes,lack ofclear,disciplined processes,work process:swat teams,uniquecommentary,technology isgreat,information systems are notintegrated,multitasking is a norm,work-life balance isnot achieved,10,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,11,people,hp,on,hp,similarities,low credibility in leadership,differences,leadership focused onrelationships(how things get done),uniquecommentary,multicultural,diverse,dedicated workforce,team-oriented,losingthe“family feeling”,lower levels of management are informal;top managementis moreformaland removed,recentchangesled tolow morale,compaqon compaq,similarities,low credibility in leadership,differences,leadership achievement-oriented,rugged individualists(what gets done),uniquecommentary,peopleare bright,committed,and work hard,longhours,good interpersonal relationships,learning happens on the job,insufficient investment in trainingand development,peopledo notfeel empowered,except in field,12,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal,organization,informal,organization,13,formalorganization,hp,on,hp,similarities,goals change too often;theyare unclear,execution notenforced,no consequences for not meeting objectives;performancemetricsunclear or absent,differacross,“,“silos”,front-end/back-end structureexacerbated problemswith accountability,hp,is horizontally challenged,more power moving tothe front-endorganization,hp,is becoming more centralized,differences,no common process fordecision making;very top-down,slow,long decision cycle times;butthoughtful andhigh involvement,generalperception that decisions are rarely made,but tend tostick once made,compaqon