Greetings Business Guy:
I have located a few links for your perusal that I believe will be
beneficial in integration by merger.
A case study is available for download in PDF format from
http://www.refinery.com/clients/default.asp?sClient=cable - the
synopsis states "In order to welcome and orient new employees, and
reinforce the company's culture and values to existing employees,
Refinery customized the employee portal to identify upon login which
company each employee originated with, and deliver personalized
eWelcome messages, benefits information and administration forms to
the distinct business groups. Further merger-related support is
provided through 2-way communication tools that ensure each employee
can have his/her questions answered."
****************
From http://www.unisysworld.com/monthly/2003/02/siemens.shtml
"Because the first 60 days of the acquisition are extremely critical
to the success of the merger, Forum is deployed to get key members
from the acquired company and Siemens immediately up to speed and
working synergistically. Often it takes seven to nine months for both
organizations to be working on the same systems. However, because
Forum is Web-based, it has helped shorten the transition time by
establishing a collaborative work environment that is immediately
available to both parties."
More about Sitescape's Forum is located at
http://www.sitescape.com/next/forum.html
***************
Change Management Group offers consultation for integration with
mergers at http://www.changemanagementgroup.com/merger2.phtml - their
service explanation on the subject is lengthy and states "CMG conducts
structured interviews with key personnel (generally senior management
group members and directors) to obtain their opinions and perspectives
about critical merger/acquisition issues or opportunities and their
area of responsibility."
They also state:
"MERGER INTEGRATION SURVEY
Key organizational issues are identified using a Merger Integration
Survey. It is used to uncover any significant hidden issues that did
not surface during due diligence or the merger/acquisition contract
negotiations. This confidential instrument, which is returned to CMG's
offices for processing and analysis, is used to surface important
information in the following areas: Overall Satisfaction
Merger Issues
Communications
Pay and Benefits
Professional Development
Role Definition
Policies and Procedures
Supervision
Morale
Quality of Service
Goals
Company Leadership
Critical Issues
Personal Concerns
Action Steps Needed
Major Obstacles"
They also offer Capability Reviews that are "are used to evaluate and
select the senior staff. Typically, the president of each company
reviews his/her direct reports and vice presidents review their
subordinates. Each candidate is compared to his/her peers, which
allows for a 'stacked rating profile' on individual variables or work
group averages. This instrument measures 24 distinct variables:
Personal Stability
Energy
Peer Leadership
Subordinate Leadership
Corporate Fit
Commands Respect
Technical Capability
Strategic Thinking
Integrity
Follow-Through
Interpersonal Skills
Discipline
Analytical Capability
Visionary Capability
Risk Taking
Attention to Detail
Conceptual Ability
Presentation Skills
Action Orientation
Sense of Urgency
Ability to Raise the Bar
Commands Respect of Clients"
If you are considering a group to assist, they might be worth
examining.
**************
You may be interested in the white paper "Integrating Disparate
Entities: Organizational Aspects of Mergers and Acquisitions" authored
by Shawn Halladay of the Alta Group at
http://www.thealtagroup.com/newsletters/1008057600/Integrating%20Disparate%20Entities-Organizational%20Aspects%20of%20Mergers%20and%20Acquisitions.pdf
Another good one is "Integrating people and cultures after the merger"
which shared dos and don'ts at
http://216.239.33.100/search?q=cache:VXr_F8WP8LsC:www.managementmag.com/2000_04/april_human_factor.pdf+integrating+employees+during+a+merger&hl=en&start=11&ie=UTF-8
and a third one that bears reading is located at
http://www.hewittasia.com/hewitt/ap/resource/articleindex/articles/article_reprt9_26b.htm
***************
Merger acquisition information and checklists are available for
inexpensive purchase at
http://www.myworktools.com/tp_cache/t11/tool_1131.html and
http://www.myworktools.com/cgi-bin/search.cgi?search=integration.
****************
A whole spate of advice on integration is located at
http://www.sireview.com/articles/integratingacquisition.html. The
beginning states "A recent survey by Right Management Consultants, an
international career management resources consulting firm, found that
only 30% of all acquisitions are successful, that is, they "are likely
to achieve the goals that made the merger or acquisition seem like a
good idea in the first place." Failures most often occur in areas such
as cultural integration, employee retention, and communication."
The article goes on to list what the Right study found as eight
reasons a merger might fail:
1) Key talent leaves
2) Lowered overall productivity and individual performance
3) Incomplete or infrequent communications
4) Placement errors
5) Management denial or inattention to key workforce problems
6) Lack of direction during implementation
7) Ignoring the "culture fit"
8) Poor management of remaining employees
**************
Merger integration teams are discussed at
http://www.bain.com/bainweb/expertise/tools/mtt/merger_intergration.asp
and the paper "Vision as Key Factor in Merger Processes" by Oliver
Recklies at http://216.239.53.100/search?q=cache:-v2yBy58C1UC:www.themanager.org/pdf/Merger_Vision.PDF+pre-merger+integration&hl=en&start=8&ie=UTF-8
is very informative and includes the following checklist:
"What competitive advantages do we have? Will the new organization be
able to take a leading position in research & development or any other
area? It is necessary to evaluate the opportunities of both partners.
Strategic Direction: In which markets shall the new organization
operate?
What is the best way to exploit the combined strengths of both
partners?
Realistic approach: It is necessary to pay attention to factors like
credibility and feasibility. An unrealistic vision will not gain the
support of staff.
Uniqueness no copying: The best visions are that unique that it is
impossible or very difficult to apply them to other organizations.
Ongoing communication: Live the vision! Visions can take on various
functions support, control, motivation etc. The leader who continues
to communicate the vision and its meaning, supports his people in
everyday business life.
Moreover, it is much easier to evaluate alternatives or to take
decisions if everybody is clear about the one question: "What does our
organization really want to achieve?"
Do not overemphasize the fit-approach: If both organizations share a
common vision about their future, it will not be necessary to ask if
the `fit' together. They will fit together because their strategies
and visions do so."
***************
While all companies would have different plans according to product
and/or service, the links I have located should address the necessary
factors for you to be able to tailor a plan for your merger. You may
also choose to purchase the materials mentioned at the
http://www.myworktools.com/tp_cache/t11/tool_1131.html site or the
Forum software, or you may ultimately decide to hire experts such
similar to those at Right Management. Actual "free" plans were not
forthcoming
on the Internet. I even checked at Questia for books available online
from their subscription service regarding merger integration
(http://www.questia.com) but could not locate anything pertaining to
your needs.
If you need clarification of any of the links or information I have
provided, please request it and I will be happy to respond. If there
are certain buzz words that are key in your particular industry, feel
free to share those as I will be happy to execute more specific
searches using them.
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