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N?P???'?p?????'?p?A?BCD|?E?|???|???? 5~??@???8?????B????4KdKd!?0??p?`p?sp?Yp?{p??p??p?Bp?m<?4!d!d0D??? <?4BdBdo?0D? ?g??4dddd!?0?p?V p???ʚ;2Nʚ;<?4dddd0???h?___PPT2001?D?<?4X@??x?___PPT9?Z????2?????$?-?3/1/2002O? ?=??N?????cultural due diligence study?(? ??4welcome agenda: presentation of findings q&a session?J%?" $?5 ????cultural due diligence study?(? ??presentation of findings?? ????cultural due diligence study?(? ???data collected from around the world in both companies: 127 individual executive interviews 138 focus groups spanning 1,500 managers and individual contributors in 22 countries??8y7!) ?? ????congruence model????cultural due diligence study?(? ???1. comparing and contrasting pre-merge hp and compaq 2. definitions similarities - things that the people in each company perceived about themselves that matched the other company differences - things that the people in each company perceived about themselves that were at odds with the other company unique commentary - things that people in each company expressed very often which those in the other company talked much less about 3. the findings reflect perceptions??Dm$'Vm T "$?(.}$ ?? ??congruence model????input??-hp on hp similarities proud about HP legacy industry consolidating disadvantaged in supply chain and overhead costs good products unique commentary pride in success linked to innovation technical/engineering heritage good reputation with customers power historically with the business and the back end??  l? 5~? 5~? 5~? 5~??k 5~??? 5~ 5~???>compaq on compaq similarities strong brand, products and services industry consolidating disadvantaged in supply chain and overhead costs good products unique commentary historically fast, nimble, and able to execute traditionally short-term focused fast growth through new business model redefined computing landscape?? z??z???????$/?? ??congruence model????strategy??hp on hp similarities top-down strategy; mid-management not involved need for planning and execution process differences strategy is long-term oriented unique commentary strategy increasingly unclear as you go down the organization strategy has to be translated into something concrete??  ?t 5~? 5~? 5~? 5~?W 5~?? 5~?t 5~???|compaq on compaq similarities strategy comes through a top-down process little/no strategic process differences susceptible to frequent changes in direction customer focused with a short-term orientation toward the market; interferes with investing/building for the future unique commentary tendency to be influenced more by major customer accounts than technological advancements?? F ?Z?G??Z??$m?? ??congruence model????work??hp on hp differences respect for process strong planning and financial processes work process is organizationally based, vertically strong, works well unique commentary autonomy in managing one s own work is the norm; accountability at individual level upper management does not seem to be held accountable in the same way as others poor cross-functional accountabilities and ownership of work??  <iF? 5~? 5~? 5~? 5~? 5~? 5~???compaq on compaq differences process seen as bureaucracy, aversion to processes lack of clear, disciplined processes work process: swat teams unique commentary technology is great information systems are not integrated multitasking is a norm work-life balance is not achieved?? q_p_??'?9?r?s????$?? ??congruence model????people???hp on hp similarities low credibility in leadership differences leadership focused on relationships (how things get done) unique commentary multicultural, diverse, dedicated workforce team-oriented losing the  family feeling lower levels of management are informal; top management is more formal and removed recent changes led to low morale??   :? 5~? 5~? 5~??? 5~? 5~?? 5~? 5~???xcompaq on compaq similarities low credibility in leadership differences leadership achievement-oriented, rugged individualists (what gets done) unique commentary people are bright, committed, and work hard, long hours good interpersonal relationships learning happens on the job insufficient investment in training and development people do not feel empowered, except in field??  H????G???$i????congruence model????formal organization???hp on hp similarities goals change too often; they are unclear, execution not enforced no consequences for not meeting objectives; performance metrics unclear or absent, differ across  silos front-end/back-end structure exacerbated problems with accountability hp is horizontally challenged more power moving to the front-end organization hp is becoming more centralized differences no common process for decision making; very top-down, slow, long decision cycle times; but thoughtful and high involvement general perception that decisions are rarely made, but tend to stick once made?6  _ ? 5~? 5~? 5~? 5~?? 5~ 5~? 5~L 5~? 5~? 5~? 5~?? 5~ 5~???bcompaq on compaq similarities goals change frequently and not synchronized between front-end and back-end organizations people are not held accountable; structure and measurement systems cloud accountability strong matrix management leading to fuzzy lines of accountabilities performance management inconsistent, generally poor planning and control cross-organizational 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, top-down?? ? `?? ?a ??$"????congruence model????informal organization???hp on hp as strength similarities strong sense of ethics strong customer-focus (make great products) team culture, have to be part of the group getting results is rewarded, sometimes effort without a result gets rewarded having big new ideas is valued treat people with dignity multiple subcultures differences conflict avoidance and over-compromise are normal titles not referenced, egalitarian unique commentary  silo mentality failure deserves a second chance diversity and people are valued?   UR 5~? 5~? 5~??? 5~?V 5~?R 5~???Tcompaq on compaq similarities ethical behavior is enforced strong customer orientation (make what they want) teamwork is valued highly results/bottom-line focused, sometimes effort without a results gets rewarded openness to good/new ideas don t publicly embarrass people multiple subcultures differences conflict addressed directly/openly, aggressive, brash titles are referenced, abundant, hierarchical unique commentary initiative, flexibility,  go for it attitude are valued relaxed/flex work environment; long working hours here and now orientation??  d??? ?? d ? ??$?? ?? concerns about the other company?!!????cultural due diligence study?(? ??*advice to carly & michael from interviews and focus groups: be inclusive define your work and roles define/communicate what you want the new company to be be bold clarify roles and organization structure take action quickly continue to communicate a lot; be honest, but be sensitive in what you say?><?;??F      ?%??cultural due diligence study?(? ??region-specific findings?? ?'??,Comparison of hp with Compaq --North America?*-?(??,Comparison of hp with Compaq --Latin America?*-? )??#Comparison of hp with Compaq --EMEA?*$?--??+Comparison of hp with Compaq --Asia Pacific?:,?#+??.Comparison of hp with Compaq --Enterprise wide?*/????cultural due diligence study?(? ??\in summary . . . we also heard people say that: both company cultures were in transition before the merger the direction that each culture needed to take was, actually, to adopt the strengths of the other so, if you integrate well, building on each other s strengths, the potential for success is great?p0?b?a?/ ????cultural due diligence study?(? ??cultural cornerstones?? ?? ??.new hp cultural cornerstones (release 1.0 ) ??/ ?. ?=3??lessons learned???first, though there were important differences between the pre-merge hp and compaq organizations, there were a great many similarities; and, there were a great many positive characteristics that both companies shared (for example, the emphasis on teamwork) to minimize unproductive conflict moving forward, there are several lessons or implications from this study for how we work together: focus and build upon our common strengths come to agreement about the appropriate time horizon (long-term vs. short-term) for any business strategy or set of strategies clarify the meaning of terms or language that people are using before making judgments about others -- two people may be thinking about different things while talking about the same subject agree up front on an approach to decision making to ensure that everyone is on the same page before entertaining discussion about the subject matter take people s needs and experience (e.g., comfort dealing with conflict, orientation to hierarchy) into account in how you approach problems and in how you interact to solve problems where gaps or similarities are consistent across the enterprise, use the same approach to closing the gaps and building upon positive similarities?V?FE?E?L{?72??cultural due diligence study?(? ???The results of the CDD will be posted on the newhpway webpage. 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S ??~ ?h s ?S??d??4? ???S ??~ ?h s ????.?s   ?? ? ?8S????????P ?H ? H??work?(?X ?? ? ????qqq?>?????J q ?? ? ?lS??????????h O  H??people?&?X ?? ? ????qqq?>???)?"  ?? ? ?S??????????B  Y??formal organization?*?X ?? ? ????qqq?>?????O ? ?? ? ?XS??????????8 ? [??informal organization?*?^B ?? ? ???D????????O^B ??@ ? ???D?????G??GdB ?? ? ???D??????' ??IjB ?? ? B??D??3?Ԕ?????p  jB ?? ? B??D??3?Ԕ?????#?jB ??@ ? B??D??3?Ԕ??? ?  jB ? ?@ ? B??D??3?Ԕ???F???jB ?!?@ ? B??D??3?Ԕ????z z # jB ?"? ? B??D??3?Ԕ?????D ?H ?? ? ??????޽h? ?? ?33???v? ? &???l ? ? ?l r ?l S ??U?d?????,?? U ??~ ?l s ?( U??d??4? ???U ??~ ?l s ??U??d??4n ????U ??H ?l ? ??????޽h? ?? ??&?fc??? ? PH??""?? ??w ??x ?? c ?p3U?d?????,?? U ??X ?? ? ????qqq?????F? ??  B?C?DE?F???8c8c??? ??u:u:??:?:???@?????????`?b-  ?? ? B?C?DE?F???qqq???????u:u:??:?:??@?????????b-  ?? ? ??U?????????b? H??output?&qqq?X ?? ? ????qqq?????vO? ?? ? ?t:U???????? Pt? G??input?&qqq? ? ? # B?CEDE?F?????8c8c??? ??uaua?~aEa???@?????????`???(  ? ?  B?CEDE?F????qqq???????uaua?~aEa??@???????????(  ? ? ? ?L!U??????????+# O?? environment?( ? ? ? ? ?t%U????????W ??? M?? resources?( ? ? ? ? ????.?s   ?? ? ?WU????????P ?H ? H??work?(?X ?? ? ????qqq?>?????J q ?? ? ?`\U??????????h O  H??people?&?X ?? ? ????qqq?>???)?"  ?? ? ?dU??????????B  Y??formal organization?*?X ?? ? ????qqq?>?????O ? ?? ? ?dU??????????8 ? [??informal organization?*?^B ?? ? ???D????????O^B ??@ ? ???D?????G??GdB ?? ? ???D??????' ??IjB ?? ? B??D??3?Ԕ?????p  jB ?? ? B??D??3?Ԕ?????#?jB ??@ ? B??D??3?Ԕ??? ?  jB ? ?@ ? B??D??3?Ԕ???F???jB ?!?@ ? B??D??3?Ԕ????z z # jB ?"? ? B??D??3?Ԕ?????D ?H ?? ? ??????޽h? ?? ?33???v? ? &??p ? ? ?p r ?p S ?4uU?d?????,?? U ??~ ?p s ?uU??d??4? ???U ??~ ?p s ?vU??d??4n ????U ??H ?p ? ??????޽h? ?? ??&?fc??? ? bZ0?""?? ??w ??x ?? c ?U?d?????,?? U ??X ?? ? ????qqq?????F? ?? # B?C?DE?F?????8c8c??? ??u:u:??:?:???@?????????`?b-  ??  B?C?DE?F????qqq???????u:u:??:?:??@?????????b-  ?? ? ?U?????????b? H??output?&qqq?X ?? ? ????qqq?????vO? ?? ? ?U???????? Pt? G??input?&qqq? ? ? # B?CEDE?F?????8c8c??? ??uaua?~aEa???@?????????`???(  ? ?  B?CEDE?F????qqq???????uaua?~aEa??@???????????(  ? ? ? ?HU??????????+# O?? environment?( ? ? ? ? ?U????????W ??? M?? resources?( ? ? ? ? ?U?????????"?q  K??history?(? ?? ? ?U????????M ??? J??strategy?& ? ?? ? ?XU??????????m- J??system?(? ?? ? ?`?????????b F? H??unit?(? ?? ? ?Y????????????v  N?? individual?( ?X ?? ? ????qqq?>???.?s   ?? ? ?U????????P ?H ? H??work?(?X ?? ? ????qqq?>?????J q ?? ? ?U??????????h O  H??people?&?X ?? ? ????qqq?>???)?"  ?? ? ?U??????????B  Y??formal organization?*?X ?? ? ????qqq?>?????O ? ?? ? ?`U??????????8 ? [??informal organization?*?^B ?? ? ???D????????O^B ??@ ? ???D?????G??GdB ?? ? ???D??????' ??IjB ?? ? B??D??3?Ԕ?????p  jB ?? ? B??D??3?Ԕ?????#?jB ??@ ? B??D??3?Ԕ??? ?  jB ? ?@ ? B??D??3?Ԕ???F???jB ?!?@ ? B??D??3?Ԕ????z z # jB ?"? ? B??D??3?Ԕ?????D ?H ?? ? ??????޽h? ?? ?33????? ? 2?P?t ? ? ?t r ?t S ?|U?d?????,?? U ??~ ?t s ?LU??d??4? ???U ?? ?t ? ?U???? d??4n ????U ??H ?t ? ??????޽h? ?? ??&?fc??? ? ?p? ?? ?CɾH&?ύ ? r ? S ??V?d???? ?? V ??? ?  ? NA ??????jJ????k????H ? ? ??????޽h? ?? a?????x ??? ?? ? ? x ? c ??V?h?????=??V ??x ? c ?XV?h??? ?8??V ??H ? ? ??????޽h? ?? ??&?fc???} ???, ?? ? ?, x ?, c ?YV?h?????=??V ??x ?, c ?tZV?h??? ?8??V ??H ?, ? ??????޽h? ?? ??&?fc??? ??  e]?? t ? ? ?t x ?t c ?hFV?d??,?~ ?? V ??? ?t  `GV???????? ????MS?? i??7Cultural gap differences are statistically significant.?88L ?8*? ?t # ????"?? ?t   f?????????? ????8*?N? ?t  S ?????VL??N? ?t  S ?????V???? ?t  # lU?????????? ?????0?? R?? Compaq s Average?? ? t  # l?U?????????? ?????d ? J??HP s Average?  ? ? t   f?????A ???? ??????(??H ?t ? ??????޽h? ?? ??Guf3f??? ??  kc?? x ? ? ?x x ?x c ?XsV?d??,?~ ?? V ??? ?x  `tV???????? ????*}?? i??7Cultural gap differences are statistically significant.?88L ?8*? ?x # ??? } ? ?x   f?????????? ????8*?N? ?x  S ?????VL??N? ?x  S ?????V???? ?x  # lyV?????????? ?????0?? R?? Compaq s Average?? ? x  # l~V?????????? ?????d ? J??HP s Average?  ? ? x  # l?????A ???? ????@H?h??H ?x ? ??????޽h? ?? ??Guf3f??? ?? n kc? | ? ? ?| x ?| c ?hV?d??,3 ?? V ??? ?|  `(V???????? ????M ~? i??7Cultural gap differences are statistically significant.?88L ?8*? ?| # ???)?P? ?|   f?????????? ????8*?N? ?|  S ?????VL??N? ?|  S ?????V???? ?|  # lV?????????? ?????0?? R?? Compaq s Average?? ? |  # lęV?????????? ?????d ? J??HP s Average?  ? ? |  # l?????A ???? ??????P`??H ?| ? ??????޽h? ?? ??Guf3f??? ??  qi0? ??? ?  T? ??? ?? # l?????A ????? ???? ????x ?? c ?̨V?d??,V* ?? V ??? ??  `?? T?? Compaq s Average? ? ? ? # lV?????????? ?????r?? L??HP s Average?   H ?? ? ??????޽h? ?? ??Guf3f??? ??  kcP? ?? ? ??x ?? c ?V?d??,?~ ?? V ??? ??  `,V???????? ????*h?? i??7Cultural gap differences are statistically significant.?88L ?8*? ??# ????"?e ??  f?????????? ????8*?N? ?? S ?????VL??N? ?? S ?????V???? ?? # lV?????????? ?????0?? R?? Compaq s Average?? ? ? # l ?0 ? ??  ? ??? ? ^ ? S ??????LD ?? V ? c ??%0 ???0 ? ??? ?0 ^ ?0 S ??????LD ?? V ?0 c ?BV????%??? V ??ZLet s now cover the region-specific findings.?. H ?0 ? ????j??? ?? ̙33???X ?0  ? ??4  ? ? ?4 R ?4 3 ?????LD ?? P?  ?4 C ? nP????:0?? P ???We re going to organize the findings using this model of organizational functioning. Every company has input (on the left hand side of this model) that forms a starting point for the company - its environment, available resources, and history. Companies seek to transform various inputs, like raw materials, into desired outputs (on the right hand side of the model). However, the quantity and quality of those outputs depend on a number of factors, internal to the company. The first is how well the strategy is articulated and how well it positions the company to deal with the realities of its inputs, like the competitive landscape or the cost of resources to the company. Also, there are four additional factors that must be in harmony, or congruence, in order to translate that strategy into desired output. Those factors include the nature of the work, the people and quality of leadership to accomplish the work, the formal structures and processes to organize to do the work, and the informal organization or the unwritten rules of the road for how work actually gets done. When these factors are in harmony, or congruence, a company has the greatest likelihood of executing on its strategy and producing desired results.H ?4 ? ????j??? ?? ̙33????? 0 nf?8 ? ? ?8 R ?8 3 ?????LD ?? Pl ?8 C ?P???K??? P ????Let s start by looking at the Input segment of this model. Again, this part of the model deals with the business environment of the company, its financial and material resources, and its history and the traditions that have been established over time.H ?8 ? ????j??? ?? ̙33?????0 d\ ?< ? ? ?< R ?< 3 ?????LD ?? Pb ?< C ?P???K??? P ????There are several slides like this one. On the left you see the themes that came from discussing HP with HP people. On the right are the themes that emerged from discussions about Compaq with Compaq people. As you can see, there are a number of similarities -- pride in the company, concerns over industry consolidation and costs, and positive feelings about the quality of products these two companies produce. Though there were not any themes that reflected differences between the companies, people in HP talked about some things like HPs  technical/engineering heritage that Compaq people didn t speak much about. Conversely, Compaq people talked a lot about being  fast, nimble and able to execute which HP folks rarely mentioned. ??H ?< ? ????j??? ?? ̙33???m? 0 -?@?@ ? ???t ?@ R ?@ 3 ?????LD ?? S? ?@ C ?|+S???K??? S ???Next, we will turn our attention to the area of company strategy. This piece of the model concerns how a company plans to succeed in light of its environment, resources, and history.H ?@ ? ????j??? ?? ̙33?????0 L D `?D ? ? ?D R ?D 3 ?????LD ?? SJ ?D C ?$QS???K??? S ???People from both companies said that strategy was driven from the top. And, both groups felt their companies needed to enhance their strategic processes -- HP with greater planning to assist execution, and Compaq by creating a strategic process where people perceived there was none. A big difference had to do with HPs long-term orientation to strategy vs. Compaq s short-term orientation. This difference will be important to acknowledge and address as it could become a source of frustration and conflict. HP people spoke uniquely about the need to translate lofty strategies into concrete actions that people can understand and perform against. On the other hand, Compaq people talked more about how major customer accounts had more influence over the shape of their product planning than did technology. Both of these were expressed as concerns in each company. The question or challenge is whether they will be addressed or whether both sides will inherit another deficiency.?=?H ?D ? ????j??? ?? ̙33????? 0 H@?H ? ?}@u@ ?H R ?H 3 ?????LD ?? SF ?H C ?S???K??? S ???Now, working in counter-clockwise motion, we will begin with the internal factors. The first one we ll cover is work. This factor has to do with the tasks people perform and the processes they use in performing their assigned work.H ?H ? ????j??? ?? ̙33?????0 F ? ??L ? ? ?L R ?L 3 ?????LD ?? SD ?L C ?S???K??? S ???When asked questions about the work itself, although there was a huge overlap in the types of jobs between the two companies, people did not talk about work in similar ways. While HP folks talked about having strong processes that they respected and followed, Compaq people often expressed an aversion to process and a lack of disciplined processes. A closer analysis of these views showed that the aversion to process was more pronounced in Compaq s corporate center than in its businesses and regions. And, there were a number of topics that HP people raised about work in terms of autonomy and low levels of accountability, while Compaq people spoke more frequently about having good technology baked into its products but poor integration in its internal information systems. Again, this is not to say that people at HP do not multi-task, they just rarely talked about it. Also, you ll see in the next few slides that people at Compaq did talk about accountability, just in a different context.H ?L ? ????j??? ?? ̙33????? 0 nf??P ? ? ?P R ?P 3 ?????LD ?? Ul ?P C ?HU???K??? U ????In the next slide, we will share findings on people and leadership. This category reflects the qualities and values of a company s people as well as the practices a company uses to manage its people and the quality and style of leadership that exists.H ?P ? ????j??? ?? ̙33??? ?0 ? ??T \ ? ? ?T R ?T 3 ?????LD ?? U  ?T C ??U????P??? U j ??: In this slide, you can see that people at HP and Compaq had concerns about leadership before the merger. Many people voiced concerns about the credibility of leadership when we conducted this study. A big difference had to do with the orientation of leadership. At HP the focus had historically been on  how things get done, while at Compaq the emphasis had been on  what gets accomplished. As you can read for yourselves, people from the two companies had a number of unique things to say about the subject of people, and many of these were positive. Again, this is not to say that Compaq employees are not team-oriented or that, conversely, there are not bright people at HP. It is just that the two groups emphasized different characteristics of people and different practices toward people when discussing the subject. The integration challenge is to realize that often two people can be thinking about different things when talking about the same subject. For instance, people in both companies responded positively to the term  teamwork. But, the term  collaboration has a positive meaning to many former HP people and it means bureaucracy to many former Compaq people. This can be a source of conflict even though no harm or disrespect was intended by either party. The moral of the story is -- clarify what people are thinking about and why they are considering those factors before jumping to conclusions about the individual. Put another way, clarify the meaning of the terms or language that you are using before making judgments about others.? H ?T ? ????j??? ?? ̙33????0 @??X ? ? ؊??eX ?X R ?X 3 ?????LD ?? U? ?X C ?nU???K??? U ???Let s now move on to the findings about the formal structures and processes that enable work to get done. These would include planning and goal setting processes, organizational structures and reporting relationships, and so on.H ?X ? ????j??? ?? ̙33?????0 ? ?\ ?? ?8 ?\ R ?\ 3 ?????LD ?? U ?\ C ?XU???K??? U ???'When discussing the formal organization, there were more similarities than differences between the two companies. Both sides expressed frustration with goals that change frequently and low levels of formal accountability. On the subject of accountability, both noted that lack of clarity in the structure of the organization further confused assigning accountabilities. Both companies have had trouble collaborating across organizational lines -- for example, across businesses or between product and sales areas. A big difference is in the way decisions had been made between the two companies. HP people said decision making was slow but thoughtful and that decisions, once made, tended to stick. Conversely, Compaq people described decision making as fast, involving quick checking-in of concerned parties, but open to revision over time. This difference could also be a source of conflict as you integrate. One way to address it is for parties to a decision to agree up front on an approach to decision making to ensure that everyone is on the same page.H ?\ ? ????j??? ?? ̙33?????0 yq@?` ?? ?0*?? ?` R ?` 3 ?????LD ?? Uw ?` C ?U???K??? U ???Last, but not least, we all know that how people actually get the job done is not always represented by formal organization charts and process maps. So, in this area of the model, we want to cover the informal rules of the road by which work is accomplished.H ?` ? ????j??? ?? ̙33???l?0 ,?`?d ? ? ?d R ?d 3 ?????LD ?? V? ?d C ??V???K0?? V ???A great many similarities, and positive characteristics, defined the two cultures from ethical behavior and customer orientation (although customer focus is slightly different between the companies) to team behavior and being open to ideas. These are very positive characteristics to build upon. Neither company was described as having a single culture. In fact, multiple cultures existed in both companies that had more to do with the nature of the business, and probably the people working in those businesses, than with the enterprise as a whole. For example, the services businesses between the two companies were more alike than they were with their own pc businesses, and vice-versa. Conflict, however, tended to be handled differently between the two companies with HP generally avoiding conflict and Compaq more openly approaching conflicting matters to address them. Also, HP focused less on titles and hierarchy than Compaq. Both of these reflect different styles and needs of the people in these companies. And, we would suggest, these need to be taken into consideration in how you approach problems and in how you interact with others to solve problems.???H ?d ? ????j??? ?? ̙33????? 0 ? ?h ? ? ?0*?? ?h R ?h 3 ?????LD ?? V ?h C ? -V??????? V ???The findings that we just shared in the previous slides focused on what people in a particular company said about their own company last fall. This slide summarizes the views that people whom we interviewed individually offered about the  other company. So, the top four red bars represent the percentage of Compaq interviewees who made the comments shown to the left of the bars about HP. For example, the most frequently cited perception or concern about HP by Compaq interviewees was the view that  HP is slow to move and is encumbered by too much process focus. Similarly, the blue bars reflect the percentage of HP interviewees who made the comments shown to the left of the bars. For example, the most frequent perception or concern about Compaq shared by HP interviewees was the view that  Compaq s business operations and performance have been poor. Again, we are not suggesting that these are truths, only that these were the views that people expressed. And, we all have to deal with perceptions as we work together.H ?h ? ????j??? ?? ̙33??? ? 0 ???l p? ? ?l R ?l 3 ?????LD ?? c ?l C ?pOc????@?? c ~??jIn the center of this model are the new values. These values form the foundation for decisions about corporate objectives. And, the objectives represent a starting point for the behaviors, strategies and so forth in the outer ring of this model. The idea is that the values should be a relatively enduring feature of the new HP. The corporate objectives may change a little over time. And, the items in the outer ring may be more fluid over time, depending on the company s objectives, it s performance, and the competitive situation that HP faces in the future.H ?l ? ????j??? ?? ̙33???4 ?'0 ? ??? ? ? ??R ?? 3 ?????LD ?? ?  ?? C ?_V?? P ??? ? ??~ When we conducted the focus groups, we collected data on several dimensions of culture. Some of these dimensions are represented by the polar opposite words or labels that you see in this chart. The labels are not as important as how they are defined -- the phrases that you can see next to each label. This chart shows the five biggest cultural gaps and the five biggest similarities between HP, the blue dot in the chart, and Compaq, the red dot. I am going to pause here to let you examine this slide. [PAUSE FOR 30 SECONDS.] Regarding gaps in North America, for example, HP has tended to look to history or precedence as a source of knowledge and, presumably, a basis for decision making. On the other hand, Compaq s tendency has been to look toward future possibilities and learn as they go. Concerning similarities, for instance, both HP people and Compaq folks could be described as cooperating more to ensure one another s success than competing with one another internally to advance one s own career. Again, there are many similarities between the two companies that bode well for integration, and there are some gaps that need to be recognized and discussed less they become a source of conflict. H ?? ? ????j??? ?? ̙33???/?(0 ????? ?@`R@ ??R ?? 3 ?????LD ?? V ?? C ??V??? ??? V ??yThis chart shows the gaps and similarities for Latin America. Again, I will pause to let you review this slide. [PAUSE FOR 30 SECONDS.] Regarding gaps in Latin America, there was a pattern similar to that in North America. HP tended to fall on the left hand side of this chart, while Compaq tended to plot on the right. However, on the whole, the gaps between HP and Compaq tended to be larger than in North America. For example, the gap between relying on precedence vs. inquiry at the top of this chart was bigger in Latin America than in North America. One different gap in Latin America was the HP orientation toward consistency or conformity while Compaq was described more in terms of tailoring policies and procedures to fit the circumstances and the acceptability of unique ways of behaving. In the area of similarities for Latin America, HP people and Compaq folks could both be described as anxious about their future state -- that they could not rest on past successes. Recognizing, understanding, and dealing with the differences while embracing and building upon the similarities will be critical to the success of integration.H ?? ? ????j??? ?? ̙33???J?)0  ? ??? ?0*?? ??R ?? 3 ?????LD ?? V? ?? C ?V???[??? V ???Moving on to EMEA, this chart shows the key cultural gaps and similarities between HP and Compaq. I am going to pause here for a minute to let you examine this slide. [PAUSE FOR 30 SECONDS.] Regarding gaps in EMEA, you ll see that the pattern resembled that for North America. Concerning similarities, for instance, both HP people and Compaq folks could be described as working more collaboratively or interdependently internally than working individually.H ?? ? ????j??? ?? ̙33????+0 ?`??d? ?0*?? ??R ?? 3 ?????LD ?? V ?? C ?lV???K??? V r??^This chart shows the enterprise wide biggest gaps and similarities from the focus groups for HP and Compaq for both companies as a whole. When you compare this chart with your regional data, you will note that there are some consistencies between regional results and those for the enterprise as a whole. Where consistencies exist, similar actions can be taken to address the gaps that every region has in common. And, similar steps can be taken around the world to build upon the areas that HP and Compaq had in common. This means that each region does not have to invent its own actions. On the other hand, where a region differs from the enterprise as a whole, people will need to think about region-specific ways to handle unique regional gaps or to build upon the strength of unique regional similarities between the pre-merge HP and Compaq organizations.H ?? ? ????j??? ?? ̙33????-0 @?@??? ? ??X ?? C ??????LD ?? V? ?? S ?dV???????? V ???Turning to Asia Pacific, this chart shows the cultural gaps and similarities in that part of the world. I ll pause again to let you examine this slide. [PAUSE FOR 30 SECONDS.] The size of the gaps in Asia Pacific, however, were larger than those we found in other regions. Additional gaps, for instance, concerned HP s emphasis on making internal improvements and maximizing cost efficiencies while Compaq focused more on pursuing customers and markets and emphasizing service. Concerning similarities in Asia Pacific, again, both HP people and Compaq folks could be described as cooperating to help one another to ensure each other s success than competing with one another internally to advance one s own career.??? H ?? ? ????j??? ?? ̙33???^?20 ???? ??? ??^ ?? S ??????LD ?? c? ?? c ?8vc????%??? c ??BThe cultural due diligence feedback was foundational to the creation of the new hp way cultural cornerstones as well as the approach of the culture integration team. See this site for more information on the the core values, common corporate objectives, and cutlural histories of both pre-merger hp and pre-merger compaq.?F   /   H ?? ? ????j??? ?? ̙33?????30 ?????? ?` ??R ?? 3 ?????LD ?? c ?? 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