culturalduediligencestudy welcomeagenda presentationoffindingsq asession culturalduediligencestudy presentationoffindings culturalduediligencestudy datacollectedfromaroundtheworldinbothcompanies 127individualexecutiveinterviews138focusgroupsspanning1 500managersandindividualcontributorsin22countries congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization culturalduediligencestudy paringandcontrastingpre mergehpandcompaq2 definitionssimilarities thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompanydifferences thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentary thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout3 thefindingsreflectperceptions congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization input hponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryprideinsuccesslinkedtoinnovationtechnical engineeringheritagegoodreputationwithcustomerspowerhistoricallywiththebusinessandthebackend compaqoncompaqsimilaritiesstrongbrand productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryhistoricallyfast nimble andabletoexecutetraditionallyshort termfocusedfastgrowththroughnewbusinessmodelredefinedcomputinglandscape congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization strategy hponhpsimilaritiestop downstrategy mid managementnotinvolvedneedforplanningandexecutionprocessdifferencesstrategyislong termorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcrete compaqoncompaqsimilaritiesstrategycomesthroughatop downprocesslittle nostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocusedwithashort termorientationtowardthemarket interfereswithinvesting buildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancements congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization work hponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased verticallystrong workswelluniquecommentaryautonomyinmanagingone sownworkisthenorm accountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesamewayasotherspoorcross functionalaccountabilitiesandownershipofwork compaqoncompaqdifferencesprocessseenasbureaucracy aversiontoprocesseslackofclear disciplinedprocessesworkprocess swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormwork lifebalanceisnotachieved congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization people hponhpsimilaritieslowcredibilityinleadershipdifferencesleadershipfocusedonrelationships howthingsgetdone uniquecommentarymulticultural diverse dedicatedworkforceteam orientedlosingthe familyfeeling lowerlevelsofmanagementareinformal topmanagementismoreformalandremovedrecentchangesledtolowmorale compaqoncompaqsimilaritieslowcredibilityinleadershipdifferencesleadershipachievement oriented ruggedindividualists whatgetsdone uniquecommentarypeoplearebright committed andworkhard longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered exceptinfield congruencemodel output input environment resources history strategy system unit individual work people formalorganization informalorganization formalorganization hponhpsimilaritiesgoalschangetoooften theyareunclear executionnotenforcednoconsequencesfornotmeetingobjectives performancemetricsunclearorabsent differacross silos front end back endstructureexacerbatedproblemswithaccountabilityhpishorizontallychallengedmorepowermovingtothefront endorganizationhpisbecomingmorecentralizeddifferencesnocommonprocessfordecisionmaking verytop down slow longdecisioncycletimes butthoughtfulandhighinvolvementgeneralperceptionthatdecisionsarerarelymade buttendtostickoncemade compaqoncompaqsimilaritiesgoalschangefrequentlyandnotsynchronizedbetweenfront endandback endorganizationspeoplearenotheldaccountable structureandmeasurementsystemscloudaccountabilitystrongmatrixmanagementleadingtofuzzylinesofaccountabilitiesperformancemanagementinconsistent generallypoorplanningandcontrolcross organizationalcollaborationdifficultcountrymanagersarekingsmanythingsareverycentralizeddifferencesdecisionsmadequicklyalotof checkingin tomakeadecision iterativedecisions top down congruencemodel output input environment resources history s