Merger and Integration
Content: 80% of mergers do not deliver what was planned. Important points of interest which are not immediately visible, but which can have a direct effect are often neglected. Only looking at the figures (scoreboard management) is in no way sufficient.
What about uniformity of structure, management style, consolidation, clarity, reward structures, cultural differences? Do the cultures fit well together? Are we primarily focused on differences or do we work in unison? Are staff members convinced of the utility and necessity of change? What is needed to obtain the synergies which lot of managers – and staff members – are looking so hard for? How do we build the bridges that we want?
Together with our clients, we will find concrete and useful answers to these questions.
Objective: to explore key issues which have both a positive and negative influence on mergers.
Target audience: all companies and institutions wishing to work together more closely, to merge, or already involved in a merger process. This will also entail the integration of external departments.
Issues: best of both worlds, the interest of the department versus the general interest, cultural differences and similarities, deeply rooted convictions (for example modifying ideas about a former competitor, commitment of all levels within the organization. The McKinsey 7-S model (structure, strategy, systems, style of management, skills, corporate strengths, staff, shared values).