Process Of Integration of Firms in M&A-B.V.Raghunandan

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The process of integrating the operations of the firms that are part of Mergers & Acquisitions

The process of integrating the operations of the firms that are part of Mergers & Acquisitions

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  • 1. B.V.Raghunandan, SVS College, Bantwal. Karnataka-India
  • 2.
    • Type of Merger decides the Mode of Integration
    • Identities are retained, lost and created
    • Involves Integration of systems, processes, procedures, strategy, reporting systems etc
    • Most difficult aspect is integration of people
    • Mergers prompted by efficiency may involve downsizing and consolidation
    • Requires change of mindset, cultures & behaviour
    • Involves redistribution of power, conflict of interest and divided loyalty
  • 3.
    • Power, Authority, designations and positions to be redistributed
    • New designations may have to be created
    • Style of management and working relations decide the culture in an organisation
    • Any serious variation must be tackled
  • 4.
    • Power - Autocratic
    • Role -Bureaucratic and Hierarchical
    • Task -Team Work and Project Assignment
    • Persons -Equality of Human Beings
  • 5.
    • Culture Audit should be conducted as a Part of Due Diligence
    • Methods of reducing the resentment of Top Management should have been devised
    • Where the methods are not sufficient, it may result in turnover of top management personnel and employees
    • Real Integration can not tart unless the resentment is removed
  • 6.
    • Assessing Speed of Change
    • Establishing Clear Leadership
    • Clarity of Communication
    • Maintaining Customer Focus
    • Making Tough Decisions
    • Dealing with Resistance
    • Taking Focussed Initiative
  • 7.
    • Not creating sense of urgency for change
    • Not creating powerful coalition
    • Lacking vision for the organisations
    • Insufficient Communication
    • Lack of proper planning
    • Ignoring resistance
    • Setting easy targets and making show-offs
    • Not anchoring changes in corporate culture
  • 8.
    • Board Level changes
    • Appointment Heads of various divisions
    • Rationalising the functions like production, research and marketing
    • Performance Evaluation
    • Remuneration/Rewards
    • Key People Retention
    • Conflict Management
  • 9.