Different results of different cultures between th

Apple and HP: different results of different cultures

in the early days of its founding, apple computer company once hung a pirate flag on the roof of the building, declaring to the world that I am different. However, it is this kind of value that has created Apple's success and embedded its failure today

bill Hewlett, the founder of HP, said: these policies and measures of HP come from a belief that HP employees want to do a good job and create something. As long as they are provided with a proper environment, they can do better

Apple Computer's failure

first, apple is a pirate

Apple computer, which led the new trend of the computer industry in the 1980s, is now on the verge of collapse. From October 1996 to March 1997, it lost a total of $124million. In early 1997, Apple announced that it would cut 1300 employees. In late January, it was reported that Apple was looking for a buyer. The negotiation broke down because the buyer offered too low. Apple held an emergency meeting in February to restructure its leadership and strive to survive. Why Apple computer failed has aroused strong interest. Some people say that Apple's sales strategy is wrong, while others say that Apple's computer is too sophisticated to pay attention to the quality of service. We believe that Apple's failure stems from cultural imbalance

the core of Apple's original culture is a value that encourages innovation and courage to take risks. Since starting from scratch, the small apple computer has triggered two changes in the field of technology, forcing every computer company, including IBM and Microsoft, to join the new trend it has started. Not only is it brave to innovate, in fact, the company has always been going its own way, taking high risks, and even opposing the trend. The tenet of the company is to make your own inventions. Don't care what others say. One person can change the world. Cui Lixin said that it is this fearless spirit that enables the company to launch Macintosh computers that are popular with users, and is the first to open the trend of mouse locator and image representation. The company has always been proud of this originality. In the early days of its establishment, the company once hung the pirate flag on the roof of the building and declared to the world that I was different. However, it is this kind of value that has created Apple's success and embedded its failure today

II. Analysis and Enlightenment

1 The inadaptability of the guiding ideology of enterprise management leads to strategic errors. The culture of going its own way will inevitably lead to the company's business guiding ideology being a kind of product orientation or technology orientation, which makes it difficult to coordinate the company's direction with the market demand. With superior performance and convenient use, apple computer is the most easily connected personal computer in the world. Technically impeccable; It is the only model in the world that is not compatible with ibm-pc. The general trend of the development of computer industry is computer association, which requires microcomputer compatibility. IBM has the largest share in the computer market, so Apple's unique incompatibility actually limits the market demand for it and pushes away many potential customers. Apple has lost a great opportunity to expand its market by refusing to authorize other computer manufacturers to produce popular Macintosh software. On the contrary, IBM disclosed all the design details of PC, encouraged software personnel to write programs for it, and encouraged other manufacturers to produce compatible products, which greatly stimulated the demand for IBM products

2. Business tactics do not meet the needs and competition. Product orientation and arrogance make apple unable to see the changes in the environment, underestimate the strength of competitors, and the business tactics do not adapt to the competition

3. Incoordination and inconsistency within the organization. The company personnel advocate a kind of personal heroism, which is unruly and difficult to control, and there are frequent conflicts between technicians and managers. Originality has not become the driving force of technological development, but has increased the difficulty of cooperation. The company's views on things are always inconsistent, unable to make decisions, and missed many good opportunities

4. The morale of employees is low, and the turnover rate of personnel is greatly increased. Many highly talented people, such as sales executives, financial executives, Apple Computer Japan marketing managers, have left their jobs because of disagreement with the headquarters. This frequent flow of people is a clear signal of cultural discomfort

what can we learn from Apple's failure? First of all, a strong and harmonious corporate culture plays a vital role in the survival and development of enterprises, that is, enterprises should have distinct values, clear guidelines, and strong business beliefs. Harmony refers to achieving internal harmony. Second, it refers to the coordination with the external environment. Secondly, successful companies also pay attention to motivating employees, regard people as the most valuable resource, and strive to maximize the potential of talent resources. Management depends on people. It also requires the spirit of teamwork, unity and unity. Third, the corporate culture should be adjusted accordingly with the changes of the environment. Enterprise leaders should establish a contingency view, pay close attention to the changes in the environment, and promote cultural evolution predictably

hewlettpackard's way

first, the way of Hewlett Packard was founded in 1939. In 1997, the sales volume of Hewlett Packard was $42.9 billion, the profit was $3.1 billion, and the employees were nearly 120000, ranking 47th among the world's 500 largest industrial companies. HP has not only entered the ranks of the world's top 100 companies with its excellent performance, but also is famous for its enterprise spirit of attaching importance to, respecting and trusting people

as a large company, HP has a strong cohesion to its employees. You can feel how satisfied HP people are with their work in any HP organization. This is a friendly, easy-going atmosphere with little pressure. In the cafeteria full of employees at all levels, you can enjoy a rich lunch for less than three dollars, with laughter as if you were in a restaurant on a university campus. The success of HP depends on the purpose of attaching importance to people. HP's purpose of attaching importance to people has a long history, and it is still constantly updating itself. The company's goals are always revised and reissued to every employee. Every time I reiterated the company's purpose: the achievement of the organization is the result of the joint efforts of every colleague. Then, it should be emphasized that HP can solidify the aluminum melt within the set time; What people with innovative spirit undertake has always been the driving force driving the company to succeed. As the introduction of the company's goals says: HP should not adopt a strict military organization, but should give all employees full freedom to make everyone make their own contributions to the company's goals in the way that they think is most conducive to completing their own work

therefore, Bill Hewlett, the founder of HP, said: these policies and measures of HP come from a belief that HP employees want to do a good job and create something. As long as they are provided with a proper environment, they can do better. This is the way of HP. The way of HP is to respect everyone and recognize their achievements. Personal dignity and value is an important factor of the way of HP

II. Analysis and Enlightenment

HP's success owes much to its enduring entrepreneurial spirit

1 HP's trust in employees is most clear. The laboratory spare parts warehouse is the place where electrical and mechanical parts are stored. The open policy means that engineers are not only free to use them at work, but also encourage them to take them back to their homes for personal use! This is because HP believes that no matter what engineers do with these devices is related to the work projects they are engaged in, they can learn something whether they play with these devices at work or at home. It is a kind of spirit and an idea. Employees feel that they are part of the whole collective, and this collective is HP

2. The employment system adopted by the company is a typical practice of large Japanese enterprises, which forms a sharp contrast in European and American Enterprises: heavy 16 Constant force/displacement/deformation measurement range: 0.5% - 99.999% FS depends on individuals, cares about the interests of employees, and shares weal and woe with employees to meet the needs of social products and environmental protection

3. HP's employment policy is to provide you with a permanent job. As long as your employees perform well, the company will always hire you. As early as the 1940s, the president of the company decided that the company could not become an enterprise that hired people when they needed them and quit when they didn't need them. At that time, this was a courageous decision, because at that time, the electronics industry was almost entirely ordered by the government. Later, the courage of HP group was severely tested in the economic recession of 1970. None of them was laid off, but all the staff, including the company leaders, were reduced by 20%, and the working hours of each person were also reduced by 20%. As a result, HP maintained full employment and successfully survived the recession. (end)