案例分析惠普康柏企業(yè)文化整合方案英文

PAGEPAGE1案例分析惠普康柏企業(yè)文化整合方案英文IntroductionHewlett-Packard(HP)andCompaqweretwoofthemostprominenttechnologygiantsbytheturnofthe21stcentury.In2002,HPacquiredCompaqinadealworth$25billion,makingitthelargestmergerinthehistoryofthetechnologyindustry(Zellner,2004).TheacquisitionmeantthatHPhadtointegrateCompaq’semployees,operations,andmostimportantly,corporateculturewithitsown.Themergerposedasignificantchallenge,asHPandCompaqhadvastlydifferentcorporatecultures,differentmanagementstyles,andadifferentapproachtobusiness.Therefore,itwasessentialforHPtodevelopacomprehensiveenterprisecultureintegrationplantofacilitateasmoothtransitionforthenew“HPWay”thatmanagedtocombinethebestofbothcultures.ObjectivesThemainobjectiveoftheprogramwastocombinethecorporateculturesofbothcompaniesinawaythatwouldleveragetheirstrengthsandmitigatetheirweaknesses.HP’scorporateculturewascharacterizedbyprinciplessuchasinnovation,respect,teamwork,anduncompromisingintegrity,whileCompaq’sculturewasmorefocusedonefficiency,execution,andthebottomline.ThemergerpresentedauniqueopportunityforHPtoadoptthemostcriticalaspectsofCompaq’scorporatecultureandintegratethemintoitsown.Additionally,theprogramaimedtocreateanewidentityforthemergedentitythatwouldappealtocustomers,employees,andstakeholdersalike.StrategiesThefirststepintheintegrationprocesswastoestablishaclearvisionandmissionstatementforthemergedentity.Thenewentity’svisionwas“Toinventtechnologiesandservicesthatdrivebusinessvalue,createsocialbenefit,andimprovethelivesofcustomers—withafocusonaffectingthegreatestnumberofpeoplepossible”(HP,n.d.).Thisvisionalignedwiththevaluesofbothcompanies,promotinginnovation,socialresponsibility,andcustomer-centricity.Themissionstatement,“Toprovideaportfolioofbest-in-classITproducts,solutions,andservicesthatenableenterprisesandconsumerstorealizetheirfullpotential,”wasaimedatestablishingacleardirectionforthenewcompany(HP,n.d.).Thesestatementsensuredthatboththecustomerandtechnicalaspectsofthecombinedentitywerealigned.Thenextstepwastodevelopasetofcorevaluesthatwouldguidethecompany’sbehavioranddecision-making.HPandCompaqhadverydifferentcultures,whichrequiredtheidentificationofacommonsetofvaluesthatwouldunitethem.Thevalueschosenwereinnovation,speed,teamwork,integrity,andpassion(HP,n.d.).ThesevaluesreflectedHPandCompaq’sculturalstrengthsandwereaimedatinspiringanddirectingemployeebehavior.Toensurethatemployeesfullyunderstoodthevaluesandguidelinesofthemergedentity,atrainingprogramwaslaunchedtofacilitateasmoothculturalintegration.Theprogramwasaimedatallemployees,includingexecutives,managers,andsupportstaff,andincludedtrainingcourses,workshops,andemployeeengagementprograms.TheseprogramswereaimedatfosteringasenseofcohesionamongemployeesandensuringthatHP’sandCompaq’semployeescouldworktogethereffectivelyandwithoutconflict.ResultsTheresultsofHP’senterpriseculturalintegrationprogramweresignificant.Thefirstresultwasthesuccessfulintegrationofcorporateculturesthatcreatedanewidentityforthecombinedentity.ThenewHP-ledtoimprovedemployeemorale,betterteamwork,andanincreasedfocusoncustomersatisfaction(Montgomery,2004).ThesecondresultwasanincreasedfocusoninnovationandR&D.TheintegrationofCompaq’smoreexecution-drivencultureledtoamoresignificantfocusondevelopingnewtechnologiesandproductstobenefitcustomers.ThenewHPbegandevelopingnewproducts,suchasservers,laptops,andprinters,whichcementedthecompany’spositionasaleaderinthetechnologyindustry.ConclusionTheHP-Compaqmergerwasasignificantchallenge,asthetwocompanieshadvastlydifferentcorporateculturesthatneededtobeintegrated.Byestablishingaclearvision,corevalues,andtrainingprograms,HPwasabletosmooththeculturalintegrationprocessandcreateanewidentityforthecombinedentity.ThenewHPfocusedoninnovation,customer-centricity,andanincreasedemphasisonR&D,which