惠普康新柏企业文化整合计划(PPT 30页)

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企业文化与CI策划教材(PPT30页).pptx

（1）产业报国精神。产业报国是公司的纲领。（2）光明正大精神。光明正大为人们的处世之本，学识才能有高低，若没有
构
➢第五讲名牌战略与企业形象塑造
架
➢第六讲企业文化变革
第一部分企业文化透视
——认识企业DNA
➢企业管理的软化趋势 ➢企业文化热潮
的例子
代举表出中你国所文熟化悉
奥运开幕式给西方人展示的中国四大发明以及“琴棋书画”的文化魅力：
击缶、千里江山图、造纸术、活字印刷、文房四宝、古琴音、卷轴画、书法、山水画、陶器、青铜器、瓷器、孔子《论语》、春秋战国服饰、竹简、京剧、火药、丝绸之路、郑和船队、指南针、茶、唐朝服饰、敦煌元素、明朝服饰、长城、昆曲、古筝、唐宋元明清风情画卷、盘龙柱、古典建筑斗拱、太极拳、风筝、兵马俑、清明上河图画卷直到夸父追日（李宁点燃圣火） ---浓缩了华夏5000年历史。
外国人会那么容易从白酒的陈香之中品味出中国几千年的白酒文化？他们能否想象出来为什么普普通通的白酒能够创作出如此多的千年传唱佳句？为什么李白的诗词无论谁翻译成英文都会感到索然无味，甚至是可笑？因为文化是不能够等式化的，它不是一加一等于二的累加简单妄图通过单一的价值观来传播经营哲学是不现实的
越是民族的就越是世界的
每个人都有梦想，你有梦想吗？你的梦想是什么……
你认为幸福是什么?幸福是……
你幸福吗?
一个乞丐的梦想
有一个乞丐，他有一个包后，他又梦想一间能给他挡风遮雨的房屋，上帝又满足了他。这一次他又梦想有一份让他可以有稳定收入的工作，接着又想有一个温馨的家和家人，下一个梦想是可以位居高官，让他人仰慕……
如果经济发展给了我们什么启示，那就是文化乃举足轻重的因素
——戴维•兰德斯（美国历史学家）

【企业文化】HP企业文化(1)(2)

对客户的分析
• 谁是我们的客户?
• 他们需要我们提供那些服务?
• 他们的评估标准与期望是什么?
• 目前我们的产品或服务可以满足客户的需求吗?
• 我们创造那些增值服务?
• 我们能否做得更好以满足客户的需要和期望?
• 我们可以提供其它产品和服务吗?
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确定宗旨
以一段广泛的、基本的、鼓舞人心的、具有持久性的语言来表达企业存在的原因.
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惠普公司的企业宗旨
创造信息产品以便加速人类知识的进步, 并且从本质上改善个人及组织的效能.
宗旨的重要意义
• 决策的参考背景
• 多方合作的共同焦点
• 激励卓越的表现
• 信念、专注和持续的根源
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惠普公司企业客户事业部宗旨
以“ E-Services电子化服务” 解决方案为企业客户及惠普公司创造最大效益。
45 分钟
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有效会议原则
• 明确领导中心 • 明确领导的角色 • 明确分工 • 明确目标 • 制定管理时间的办法 • 明确决策的程序 • 维持每一个人的高度
的参与感 • 阶段评估成果及过程
领导过程
总论
设定宗旨与使命
持
建立共享之愿景
续
性的
发展共同的工作计划
改
善
领导行动
评估结果和过程
POM Themes, POM的哲学观
• 领导时动态的,全面的,人于事并重 Focus on both task and people
• 在惠普的环境中,“分享”时非常重要的手段及过程 Teamwork, Shared Responsibility, Involvement

惠普-康柏企业文化整合方案(英文)

similarities
similarities
❖ proud about HP legacy ❖ industry consolidating ❖ disadvantaged in supply chain and
overhead costs
❖ strong brand, products and services ❖ industry consolidating ❖ disadvantaged in supply chain and
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
❖ strategy has to be translated into something concrete
❖ susceptible to frequent changes in direction
❖ customer focused with a short-term orientation toward the market; interferes with investing/building for the future
127 individual executive interviews 138 focus groups spanning 1,500

惠普企业文化案例分析-非常值得借鉴课件

Creating a Positive Culture
A positive corporate culture is built on trust, transparency, open communication, and a shared vision.
惠普企业文化的特点
1 Collaboration
惠普企业文化案例分析非常值得借鉴课件
本课件旨在分析惠普企业文化，探讨其特点、核心价值观，以及如何落地实践。通过了解惠普的成功经验，从中汲取借鉴，推动企业文化建设。
企业文化的定义
What is Corporate Culture?
Corporate culture refers to the shared values, beliefs, and practices that shape the behavior and attitudes of employees within an organization.
Importance of Corporate Culture
A strong corporate culture fosters a sense of identity, increases employee engagement, and drives organizational performance.
L ead ers h ip
领导层的积极推动和示范效应是惠普企业文化成功的关键。
C o n sisten cy
惠普企业文化的一致性确保了文化的贯彻和持续性发展。
Em ployee Involvem ent
员工参与和发展是惠普企业文化成功的基石。
A d ap tab ility

惠普企业文化文档

通过不断创新和卓越运营，为客户提供卓越的产品和服务，实现长期的商业成功和社会价值。
使命
通过技术和解决方案，帮助客户实现他们的商业目标，解决他们面临的问题和挑战。
与客户、合作伙伴和员工建立长期的合作关系，创造互利共赢的局面。
核心价值观
客户至上
始终把客户的需求放在首位，致力于提供卓越的产品和服务，满足客户的期望和需求。
用户至上
惠普企业文化始终把用户需求放在首位，以用户为中心进行产品设计。在产品设计中，惠普不仅注重产品的性能和品质，还充分考虑用户的使用体验，致力于提供更优质的产品和服务。
创新精神
惠普鼓励员工勇于创新，不断探索新技术、新应用。在产品设计方面，惠普不仅注重技术的传承和积累，还积极引入新技术、新思维，打造差异化竞争优势，为用户提供更具有创新性的产品。
跨部门协作促进资源共享与合作
惠普企业文化提倡跨部门协作，通过资源共享和合作实现企业整体效益最大化，同时增
强员工的团队意识和协作精神。
诚信经营
诚信是企业的长久之计
惠普企业文化坚信诚信经营是企业长期稳定发展的基石，强调在商业活动中遵循诚实、公正和透明原则。
严格遵守法律法规与商业道德
惠普企业文化要求员工严格遵守国家和地区的法律法规以及商业道德规范，树立良好的企业形象和信誉。
在人力资源管理中，惠普强调团队合作的精神。通过搭建各种团队建设活动和内部沟通平台，鼓励员工之间互相沟通、协作和支持。同时，惠普也注重跨部门合作，推动各部门之间的协同合作，提高整体运营效率。
惠普之道
惠普拥有一套独特的人力资源管理理念和方法，即“惠普之道”。它强调以人为本、注重员工的全面发展和实现自我价值。惠普之道不仅为公司的管理提供了指导原则，也为员工提供了自我成长和发展的空间。

【案例分析】惠普—康柏企业文化整合方案-29页英文

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
•history
•informal •organization
•work
•formal •organizm
•unit •individual
cultural due diligence study
1. comparing and contrasting pre-merge hp
input
hp on hp
similarities
• proud about HP legacy • industry consolidating • disadvantaged in supply chain and overhead costs • good products
unique commentary
strategy
hp on hp
similarities
• top-down strategy; mid-management not involved • need for planning and execution process
• differences
• strategy is long-term oriented

惠普—康柏企业文化整合方案-29页_英文

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
similarities
• top-down strategy; mid-management not involved • need for planning and execution process
• differences
• strategy is long-term oriented
unique commentary
• upper management does not seem to be held accountable in the same way as others
• poor cross-functional accountabilities and ownership of work
compaq on compaq
unit individual
input
hp on hp
similarities
• proud about HP legacy • industry consolidating • disadvantaged in supply chain and overhead costs • good products
compaq on compaq
similarities
• low credibility in leadership

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congruence model
input environment resources strategy
history
informal organization
work
formal organization
people
output system
unit individual
strlarities
• 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
compaq on compaq
similarities
• strategy comes through a top-down process
compaq on compaq
similarities
• strong brand, products and services • industry consolidating • disadvantaged in supply chain and overhead costs • good products
• 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
• pride in success linked to innovation • technical/engineering heritage • good reputation with customers • power historically with the business and the back end
cultural due diligence study
welcome agenda:
presentation of findings q&a session
cultural due diligence study
presentation of findings
cultural due diligence study
unique commentary
• historically fast, nimble, and able to execute • traditionally short-term focused • fast growth through new business model • redefined computing landscape
company talked much less about
3. the findings reflect perceptions
congruence model
input environment resources strategy
history
informal organization
work
formal organization
people
output system
unit individual
input
hp on hp
similarities
• proud about HP legacy • industry consolidating • disadvantaged in supply chain and overhead costs • good products
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
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
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
unique commentary
• tendency to be influenced more by major customer accounts than technological advancements
congruence model
input environment resources strategy
history
informal organization
work
formal organization
people
output system
unit individual
cultural due diligence study